Final Adopted IDP - KZN Development Planning

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
EXECUTIVE SUMMARY
1

INTRODUCTION
Despite the fact that local government elections were held on 18 May 2011 to elect a
new Council for the Ulundi Municipality, a decision was taken by the former Council that
the 2011 / 2012 financial year would form the first year of the third generation
Integrated Development Plan (IDP) of the Municipality - the five year period of the
third generation IDP extends from the 2011 / 2012 financial year to the 2015 / 2016
financial year. As a consequence of the decision taken by the Council of the
Municipality, the 2012 / 2013 financial year constitutes the first review of the IDP
compiled, approved and first implemented during the 2011 / 2012 financial year.
In order to provide strategic direction to the third generation IDP of the Ulundi
Municipality, a strategic planning workshop was held on 17 March 2011 which developed a
vision for the Municipality over the five year planning period. The vision for the
Municipality is articulated as:
“A developmental city of heritage focusing on good governance, socioeconomic
development and upholding tradition to promote sustainable service
delivery”
In the preparation of the third generation IDP extending over the five year period from
the 2011 / 2012 financial year to the 2015 / 2016 financial year, the intention was to
provide pertinent information in a user friendly way and to give strategic direction to
the operation of the Municipality. Due recognition is given to the unique advantages
possessed by the Municipality in terms of its cultural heritage while also recognising the
challenges presented by high unemployment and rural poverty. Provided there is an
integrated approach and a spirit of cooperation prevalent within the Municipality and in
its relationship with its environs, there is no reason why the third generation IDP period
cannot be one of significant progress for the communities within the Ulundi Municipality.
2

OVERVIEW OF THE ULUNDI MUNICIPALITY
The Ulundi Local Municipality is located on the southern boundary of the Zululand
District Municipality in north-eastern KwaZulu-Natal. The Ulundi municipal area is
approximately 3 250 square kilometres in extent and includes the towns and settlements
of Ulundi, Nqulwane, Mahlabathini, Babanango, Mpungamhlophe and Ceza as well as the
Traditional Authorities of Buthelezi, Hlatshwayo, Jama, Lukhwazi, Ntuli, Mbatha,
Mpungose, Ndebele, Ntombela, Usuthu, Ximba, Zungu and a number of large farms in the
western part of the area. The largest concentration is, however, in the town of Ulundi
and its surrounding rural peripheral area.
The Ulundi Local Municipality consists of 24 wards with 47 Councillors and its area is
now roughly 100 times the size of the original area administered by the then Ulundi TLC,
the largest part of which is rural and underdeveloped. Approximately half of the
Municipal area consists of commercial farms and the area supports a substantial
agricultural community. The town of Ulundi represents the only urban centre in the
Ulundi Local Municipal area and accommodates approximately 40 000 people. The
settlement pattern reveals a high population concentration in the town of Ulundi and
densely populated peri-urban area surrounding the town and along the main routes R34,
R66 and P700. Further settlement concentrations include:
Nqulwane in the eastern part of Ulundi with the Okhukho Coal Mine;
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Babanango, which developed as a result of the forestry industry;
Denny Dalton/Mpungamhlophe, which developed as a result of road R34 and rail
infrastructure; and
Ceza to the north, which developed in response to the establishment of supportive
land uses such as a hospital, clinic and other related social support services in the
area. It is also situated on the road network system. It is therefore a connection
and concentration point for people and activities.
The Ulundi Municipality is one of the five local municipalities that constitute the area of
jurisdiction of the Zululand District Municipality – the other four local municipalities are
the eDumbe Municipality; the Abaqulusi Municipality; the uPhongolo Municipality and the
Nongome Municipality. Plan 1 included in Annexure C to the IDP review document
illustrates the locality of the Ulundi Municipality in the southern part of the surface
area of the Zululand District Municipality.
From the information reflected on Plan 2 (located in Annexure C to this IDP review
document) which deals with the contextual aspects of the Ulundi Municipality it is noted
that there are two predominant features to the service area of the Ulundi Municipality.
The western part of the Ulundi municipal area reflects the location of a number of
agricultural holdings – commercial agriculture and forestry are the predominant
activities in this part of the Municipality. The remaining eastern part of the Ulundi
municipal area falls under the control of a number of traditional authorities which
requires the Municipality to take cognisance of issues related to the ownership and use
of land.
The largest and eastern part of the Municipality is managed by Tribal Authorities whilst
the western part of the Municipality consists of privately owned farms. Only a few
areas have official cadastral boundaries – these include the town of Ulundi and the areas
of Mahlabathini, Babanango, Mpungamhlophe and two small areas near Lottery and
Sterkstroom. The settlements not situated within the area of a Tribal Council include
Babanango, Bloubank, Nhlazatshe, Lottery, Sterkstroom and Ngongweni. This land
tenure information is depicted on Plan 8 included in Annexure C attached to this IDP
review document.
Included in Annexure C to the IDP review document is a map (Map 2) that illustrates the
transportation links within the Ulundi municipal area. The R34 is the main
transportation link between Richards Bay and Mpumalanga. The town of Ulundi is not
located on this route and the chances of it expanding to such an extent that it would
meet the road are slim, but P700 is an alternative since Ulundi is at the base of this
corridor. It is, however, located on the secondary regional access route R66, which
provides sub-regional accessibility within Zululand. The “Coal Line”, which generally
follows the alignment of the R34 in other areas, passes through the town of Ulundi. This
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provides opportunities for development in the secondary sector should the possibility of
importing and exporting freight through this mode of transport be capitalised on.
The intersection of the R34 and R66 provides opportunities for the development of a
future node. This node could be developed as a modal interchange for tourists or visitors
to the area. The development of tourist facilities such as restaurants, curio shops and
information services could stimulate the tourism industry of the area. The upgrading of
the P700 route to Hluhluwe-Umfolozi Park and Richards Bay presents further
opportunities for tourism development, as it will provide a shorter and more direct link
to this Park from Mpumalanga and Gauteng. This would channel visitors via the Municipal
area to the Park, stimulating growth in the tourism sector.
Ulundi town is the only urbanised area within the Municipality and the focus of all
economic activity. It is surrounded by a number of large, densely populated tribal areas
characterised by informal settlement patterns. These areas are completely reliant on
Ulundi for employment, goods and services. In terms of population density,
concentration and service demands, large sections of these tribal areas can be classified
as emerging urban settlements. The urban area therefore has a large peripheral
dependency, with large population concentrations located outside the formal urban area.
There is a lack of structure, no clear hierarchy of nodes and complex movement
patterns.
Ulundi town plays an important provincial role, as it is the secondary administrative hub
of the Province, serving the northern part of KwaZulu-Natal (Pietermaritzburg is the
administrative capital of KwaZulu-Natal). Most of its job opportunities are therefore in
the public sector. Ulundi is however still establishing itself as a centre of investment for
private sector secondary and tertiary activities. Development through IDP projects and
initiatives will stimulate growth in the economy. One of the reasons for the retarded
development in the economy is the land tenure system of the Tribal Authorities, which
does not create investor confidence. Land release opportunities will lead to increased
confidence by investors.
5

DEMOGRAPHIC CHARATERISTICS
DEMOGRAPHIC INDICATORS
Population
According to the Census 2001 statistics the population for the Ulundi Municipality
comprised a total of 212 970 people living in 37 539 households. The Community Survey
conducted in 2007, however, indicated that the population within the Municipality had
decreased to a level of 197 905 persons resident in 39 837 households – this
information indicates that the size of the average household within the Ulundi municipal
area decreased from 5.67 persons per household in 2001 to 4.97 persons per household
in 2007. Among the reasons offered for the reduction in population and household size
is the exodus of economically active individuals seeking job opportunities away from the
predominantly rural Ulundi municipal area and the impact of the HIV / AIDS pandemic.
Obtaining accurate population figures for the Ulundi municipal area has proven to be
quite difficult. The Zululand District Municipality developed a household tally for the
entire district using aerial photography and digitised households from the 1996
MegaSub house count. Eskom produced a set of images in 2001 that was used to update
the 1996 data. A new set of photography was acquired by the District Municipality
during 2007 and this data was used to update the information captured from the 2001
photography. Based on the household count the District Municipality then calculated
population figures on an average household size of 6.763 persons per household, a much
larger number than is indicated by either the 2001 Census or the 2007 Community
Survey. According to these calculations the population within the Ulundi Municipality as
at 2007 numbered 238 862 persons resident in a total of 35 319 households. During the
course of the 2011 calendar year a national census was conducted, ten years after the
last official statistical information was compiled. Once the outcome of the 2011 census
in respect of the Ulundi municipal area becomes available, a more accurate assessment
of the population and number of households within the Ulundi Municipality will be
included for planning purposes.
In compiling the IDP review for the period 2012 / 2013 due cognisance is given to both
the 2001 Census and the Community Survey conducted in 2007. The following map
reflects the population per current ward within the Municipality based on the population
figures produced by the 2001 Census.
6

Based on the information provided by Census 2001, the ward (based on the latest ward
boundary determinations) with the highest population is Ward 17, which is situated west
of the town of Ulundi and stretches between Ulundi and Mpungamhlope – the population
within the confines of
7

Ward 17 exceeds 10 000 people. Both Ward 2 and Ward 4 have recorded population
numbers that exceed 9 000 people. Conversely, Ward 19 has the smallest number of
people resident within its boundaries. Only 2 000 people were recorded as being
resident in Ward 19 by Census 2001 – this ward is situated just south of the town of
Ulundi and is the area that houses the Prince Mangosuthu Buthelezi Airport. Detailed
population numbers per ward are reflected in the table above.
Age Distribution of the Population
The following table provides pertinent information on the age profile of the population
within the Ulundi municipal area (based on the 2007 Community Survey):
Age Category
Percentage of Population
Age: 0 – 4 years 11.40%
Age: 5 – 9 years 14.95%
Age: 10 – 14 years 14.45%
Age: 15 – 19 years 12.97%
Age: 20 – 29 years 15.19%
Age: 30 – 39 years 10.02%
Age: 40 – 49 years 8.23%
Age: 50 – 59 years 5.70%
Age: 60 – 69 years 3.61%
Age: Older than 69 years 3.48%
The age distribution of the population within the Ulundi Municipality indicates that
40.80% of the population is under15 years of age while more than half of the population
(53.77%) is under the age of 20. Only 39.14% of the population is in the economically
active age group range from 20 years of age to 59 years of age.
Utilising the information provided by Census 2001, the table set out below again reflects
the age distribution of the population as at that date. It is clear from the table that
females are significantly larger in numbers than males. It is also clear that population
of school going age, which is up to the age of 19, is far greater than the other population
groups and consists of 57% of the total population. The working age group is only 38%
of the population which means that potentially 62% of the population does not earn any
income.
When taking cognisance of unemployment, and the current economic recession, the
situation becomes critical in that economic opportunities need to be created and
exploited to create work opportunities. With economic decline work opportunities
become more limited and contingency plans developed to ensure food security for the
population.
8

Population Density
Population density is measured as the number of people per square kilometre. In this
regard it is noted that the Ulundi Municipality in general has a very low population
density, which is in line with its predominantly rural nature. The population density
within the Ulundi municipal area in general ranges from zero to 150 persons per square
kilometre. Only the main urban areas surrounding Ulundi and Mabelana have a slightly
higher population density ranging between 151 and 600 persons per square kilometre.
The population density information for the Ulundi Municipality is illustrated pictorially in
Plan 7 included in Annexure C attached to this IDP review document.
Although Ward 3 (on the northern boundary with the Abaqulusi Municipality) also has a
higher population density (ranging between 150 and 600 persons per square kilometre) it
has a rural character – consequently the population density of this ward will be closer to
the 150 persons per square kilometre. Despite having the smallest population among the
wards that constitute the service area of the Ulundi Municipality, Ward 19 has the
highest population density with one person for each 19 square metres of surface area.
The lowest population density is recorded by Ward 16 where there is only one person
per 2 344 square metres. The Babanago settlement forms part of Ward 16 which is
characterised by agricultural and forestry activities.
Education Levels
Based on the information provided by Census 2001 it is noted that a large portion of the
population aged 20 years and older have little or no education, whilst a very limited
number of persons resident within the Municipality have received tertiary education or
training.
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The ward within the service area of the Ulundi Municipality where the largest population
complement has received tertiary education or training is Ward 12. Ward 12 comprises
the heart of the town of Ulundi and consequently houses professional staff working
within the business and government sectors. Only in Ward 18, Ward 19 and Ward 21 is
there an indication of significant numbers of people who have received tertiary
education or training.
Ward 1 is the ward within the Ulundi municipal area with the largest portion of its
population having received no education; it is located on the most northern boundary of
the Municipality. Although it seems this ward is far from any nodal area, whereby lack
of accessibility may be the reason for the low levels of education, the area is connected
to the R66 via the P736 and community members within Ward 1 can therefore access
education facilities located in the town of Ulundi on a daily basis.
10

VISION, MISSION AND VALUES
A strategic planning workshop was held in the Council Chamber of the Ulundi Municipality
on 17 March 2011 to develop a strategic direction for the third generation integrated
development plan (IDP) of the Municipality. The key outputs of this process are
recorded hereunder:
VISION
“A developmental city of heritage focusing on good governance, socioeconomic
development and upholding tradition to promote sustainable service
delivery”
MISSION
o
Dedication to democratic principles through partnering with private and public
strategic stakeholders
o
Promotion of eco-tourism and cultural activities whilst maintaining good relations
with traditional structures and special groups
o
Value for money driven infrastructure, well structured spatial development and
management of natural resources
o
Creating an environment that fosters a dynamic, innovative and vibrant work force
and the inculcation of a good work ethic
VALUES
o
o
o
o
o
o
o
o
Mutual Respect
Accountability
Customer Consciousness
Professionalism
Openness and Transparency
Redress
Integrity and Honesty
Commitment and Teamwork
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SWOT ANALYSIS
Strengths
o
o
o
o
o
o
o
o
o
o
Strong heritage
Availability of land
Access to municipal airport
Good rail links
Parliamentary Building
Identification of P700 corridor
Low crime rate
Tourism attractions
Stable and skilled work force
Adoption of good policies
Weaknesses
o
o
o
o
o
o
o
o
Culture of non-payment still prevalent
High rate of unemployment
Number of child headed households
Geographic location
Outdated technology
Vastness of undeveloped land
Lack of commercial and industrial development
Lack of recreational facilities
Opportunities
o
o
o
o
o
o
o
o
o
o
Rich heritage to unlock tourism
Availability of land for commercial and industrial development
Geographical linkages provided by P700
Transportation linkages provided by the municipal airport, rail links and tarred
roads
Unlocking socio-economic development through initiatives such as aloe farming etc
Attracting potential investors to enhance employment and improve the economy
Development of cooperation with traditional leadership
Promotion of inclusive governance
Targeting high customer debt through innovative strategies
Okhukho mining resources
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Threats
o
o
o
o
o
o
o
o
o
o
o
o
Unemployed and unskilled population (dependency syndrome)
Prevalence of natural disasters
Access to insufficient funding
Environmental challenges (eg drought)
Poor and aging infrastructure
HIV / AIDS
Inaccessibility of Council owned land
Lack of arable land
Influx of unskilled illegal foreign nationals
Inability to attract skilled professionals
Urban sprawl
Abuse of alcohol and drugs
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LEGAL, STRATEGY AND POLICY FRAMEWORK
LEGISLATION, STRATEGIES AND POLICIES
There are a number of pieces of legislation and other guidelines that impact on the
structure, planning and direction of the Ulundi Municipality. These have all been set out
in this section of the Situational Analysis to provide a framework within which the
Municipality has considered the priorities and imperatives that inform the 2012 / 2013
Review of its third generation IDP.
The Constitution of the Republic of South Africa, Act 108 of 1996, as amended
Chapter Seven of the Constitution of the Republic of South Africa, Act 108 of 1996, as
amended, is devoted to local government matters. The transformation of local
government to reflect developmental and service delivery priorities, as envisaged by the
Constitution, marked a radical departure from the way local government was structured
and operated prior to the implementation of the Constitution. Section 152(1) of the
Constitution sets out the objectives of local government:
(a) to provide democratic and accountable government for local communities;
(b) to ensure the provision of services to communities in a sustainable manner;
(c) to promote social and economic development;
(d) to promote a safe and healthy environment; and
(e) to encourage the involvement of communities and community organisations in the
matters of local government.
The Municipal Systems Act, Act 32 of 2000, as amended
The commencement of the preamble to the Municipal Systems Act, Act 32 of 2000, as
amended, indicates the purpose of the legislation as “to provide for the core principles,
mechanisms and processes that are necessary to enable municipalities to move
progressively towards the social and economic upliftment of local communities, and
ensure universal access to essential services that are affordable to all”.
Chapter Five of the Municipal Systems Act, as amended, introduces the concept of
integrated development planning. In terms of Section 35(1) of the Act, an integrated
development plan adopted by the council of a municipality -
(a) is the principal strategic planning instrument which guides and informs all planning
and development, and all decisions with regard to planning, management and
development, in the municipality;
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(b)
(c)
binds the municipality in the exercise of its executive authority, except to the
extent of any inconsistency between a municipality‟s integrated development plan
and national or provincial legislation, in which case such legislation prevails; and
binds all other persons to the extent that those parts of the integrated
development plan that impose duties or affect the rights of those persons have
been passed as a by-law.
The Municipal Structures Act, Act 117 of 1998, as amended
The Municipal Structures Act forms part of the suite of legislation promulgated prior to
the local government elections held in 2000 which ushered in the transformation of local
government in South Africa. The Structures Act provided for the establishment of
municipalities that covered the entire surface area of the Republic; and stipulated the
joint responsibility of district municipalities and the local municipalities that comprise
their area of jurisdiction, to ensure rendering of services to communities within those
municipalities.
The National Environmental Management Act, Act 107 of 1998
Chapter 1 of the National Environmental Management Act, Act 107 of 1998, (NEMA)
sets out the principles for environmental management at a national level. Section 2(3) of
NEMA stipulates that all development must be socially, environmentally and economically
sustainable. Section 2(4)(a) of the Act requires that sustainable development consider
all of the relevant factors including:
(i) that the disturbance of ecosystems and the loss of biological diversity are avoided
or, where they cannot be altogether avoided, are minimised and remedied;
(ii) that pollution and degradation of the environment are avoided or, where they
cannot be altogether avoided, are minimised and remedied;
(iii) that the disturbance of landscapes and sites that constitute the nation‟s cultural
heritage is avoided or, where it cannot be altogether avoided, is minimised and
remedied;
(iv) that waste is avoided, or where it cannot altogether be avoided, minimised and reused
or recycled where possible and otherwise disposed of in a responsible
manner;
(v) that the use and exploitation of non-renewable natural resources is responsible
and equitable, and takes into account the consequences of the depletion of the
resource;
(vi) that the development use and exploitation of renewable resources and the
ecosystems of which they are part do not exceed the level beyond which their
integrity is jeopardized;
(vii) that a risk-averse and cautious approach is applied, which takes into account the
limits of current knowledge about the consequences of decisions and actions; and
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(viii) that negative impacts on the environment and on people‟s environmental rights be
anticipated and prevented and, where they cannot be altogether prevented, are
minimised and remedied.
Section 2(4)(b) of NEMA prescribes that environmental management must be
integrated, acknowledging that all elements of the environment are linked and
interrelated, and it must take into account the effects of decisions on all aspects of the
environment and all people in the environment by pursuing the selection of the best
practicable environmental option.
National Spatial Development Perspective
The National Spatial Development Perspective (NSDP) is an initiative by the National
Government to provide direction and guidelines for spatial planning in order to ensure
the eradication of the spatially segregated growth pattern that still exists today. The
NSDP guides government in implementing its programmes in order to achieve the
objectives of Accelerated and Shared Growth – South Africa (ASGI-SA) of halving
poverty and unemployment by 2014. The NSDP is built on five basic principles:
Principle 1: Rapid economic growth that is sustained and inclusive as a prerequisite for
the achievement of poverty alleviation;
Principle 2: Government has a constitutional obligation to provide basic services to all
citizens (for example water, energy, health and educational facilities) wherever they
reside;
Principle 3: Government spending on fixed investment should be focused on localities of
economic growth and / or economic potential in order to gear up private sector
investment, stimulate sustainable economic activities and create long-term employment
opportunities;
Principle 4: Where low economic potential exists investments should be directed at
projects and programmes to address poverty and the provision of basic services in order
to address past and current social inequalities;
Principle 5: In order to overcome the spatial distortions of Apartheid, future
settlement and economic development opportunities should be channeled into activity
corridors and nodes that are adjacent to or link the main growth centres in order for
them to become regional gateways to the global economy.
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Provincial Spatial Economic Development Strategy
The KwaZulu-Natal Spatial Economic Development Strategy (PSEDS) was formulated in
2007 as a spatial economic assessment of the areas of need and potential within the
Province. The PSEDS is intended as a guide to service delivery to achieve the goals set
in ASGI-SA to halve poverty and employment by 2014. The PSEDS is built on the five
principles set out in the NSDP. The PSEDS sets out to focus on where government
directs its investment and development initiatives; capitalises on complementarities and
facilitate consistent and focused decision making; and bring about strategic
coordination, interaction and alignment. The PSEDS recognises that social and economic
development is never uniformly distributed since Apartheid created an unnatural
distortion of development and this distortion must be addressed. Within the
framework of the NSDP, the PSEDS aims to achieve the following:
Eradication of extreme poverty and hunger;
Fighting poverty and protecting vulnerable groups in society;
Promotion of gender equality and empowerment of women;
Developing a comprehensive response to HIV / AIDS, malaria and other diseases;
Sustainable economic development and job creation;
Sustainable governance and service delivery;
Integrating investment in community infrastructure;
Developing human capability; and
Ensuring environmental sustainability
The New Growth Path: The Framework
The aim of the New Growth Path for South Africa is to knit together industrial policy
action plans with the policies and programmes in rural development, agriculture, science
and technology, education and skills development, labour, mining and beneficiation,
tourism, social development and other areas. The strategy followed by the New Growth
Path identifies areas where employment creation is possible and the development of
policy packages to facilitate employment creation in these areas. Job drivers are
needed to facilitate the creation of employment opportunities. The New Growth Path
reflects five main job drivers – Infrastructure; identifying the main economic sectors;
seizing the potential of new economies (such as the green economy); investing in social
capital and public services; and spatial development. In his State of the Nation Address
delivered on 9 February 2012, the President reiterated the job drivers in the New
Growth Path Framework as infrastructure development, tourism, agriculture, mining,
manufacturing and the green economy.
From a local government perspective, the New Growth Path must aim to break the
spatial challenges introduced by the Apartheid era through the identification of areas
for focused investment in infrastructure, and the identification of viable and
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sustainable opportunities for historically disadvantaged regions. Rural development will
always be dependent on links with main urban areas, and can for example produce for the
industries situated within the adjacent urban areas. With the distinct differences in
natural, economic and social conditions, local municipalities must adapt the broad drivers
in the New Growth Path to their circumstances.
“Breaking New Ground”: From Housing to Sustainable Human Settlements
The focus of this policy is to change the delivery of housing at scale, ensuring that
housing delivery results in the creation of sustainable human settlements. The
objectives of this policy are:
Accelerating the delivery of housing as a key strategy for poverty alleviation;
Utilising provision of housing as a major job creation strategy;
Ensuring property can be accessed by all as an asset for wealth creation and
empowerment;
Leveraging growth in the economy;
Combating crime, promoting social cohesion and improving the quality of life for
the poor; and
Utilising housing as an instrument for the development of sustainable human
settlements, in support of spatial restructuring
Comprehensive Rural Development Programme
The Rural Development Framework, adopted by National Government in 1997, defined
rural areas as: “Sparsely populated areas in which people farm or depend on natural
resources, including villages and small towns that are dispersed throughout these areas.”
Ulundi, despite being the previous capital of Kwazulu-Natal, is a predominantly rural
municipality. The Comprehensive Rural Development Programme (CRDP), adopted in 2009,
has as its aim the development of rural South Africa, to create vibrant, sustainable and
equitable rural communities. The CRDP is different from past government strategies in
rural areas due to its approach which focuses on proactive participatory communitybased
planning rather than an interventionist approach to rural development
State of the Nation Address
The State of the Nation Address was delivered by His Excellency, Jacob G Zuma,
President of the Republic of South Africa on the occasion of the joint sitting of
Parliament in Cape Town on 9 February 2012. The President indicated that a mid-term
review, undertaken from 2009 to the present time, had indicated the achievement of
steady progress in various areas such as health, education, the fight against crime,
human settlements, energy, water provision, rural development and others. However,
the triple challenge of unemployment, poverty and inequality persists, despite the
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progress made. In this regard the President noted that the national Cabinet had taken a
decision to grow the country‟s economy in order to get rid of the problems of
unemployment, poverty and inequality in the country.
Given some of the difficulties faced and the need to move away from piecemeal planning,
Cabinet resolved in 2009 to establish the National Planning Commission with a mandate
to produce a national development plan for the country, informed by the Constitution of
the Republic. The National Planning Commission released the first draft of the National
Development Plan in November 2011 for consideration – the Plan directly addresses the
elimination of poverty and inequality as critical points that must be attended to. The
solution for the country, therefore, is higher growth and job creation to reduce and
ultimately eradicate poverty and inequality
The President announced the following initiatives:
o
o
o
The building and expansion of infrastructure across the nation – this will boost the
economy and create job opportunities
Identification of critical social infrastructure projects including projects aimed at
laying the basis for the National Health Insurance system such as the
refurbishment of hospitals and nurses‟ homes
Infrastructure work that extends beyond the borders of South Africa in
championing the North-South Road and Rail Corridor, which is part of the African
Union‟s NEPAD Presidential Infrastructure Championing initiative
In terms of the massive infrastructure investment envisaged, the President indicated
that the investment must leave more than just power stations, rail-lines, dams and
roads. It must industrialise the country, generate skills and boost much needed job
creation.
In the remainder of his address the President dealt with a range of issues related to
access to affordable housing, the high cost of electricity and the search for renewable
energy sources, access to basic potable water supply, climate change with particular
reference to the COP17 conference, basic and tertiary education, HIV / AIDS
programmes, the upliftment of marginalised groups, land reform, economic
transformation, and the fight against crime and corruption.
National Development Plan
The National Planning Commission issued the first draft of the National Development
Plan in November 2011 for consideration – its contents are summarised in the following
table:
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Diagnostic – Poverty and Inequality
Too few jobs
Crumbling infrastructure
Resource intensive economy
Exclusive planning
Poor education
High disease burden
Public sector uneven
Corruption
Divided communities
Plan – Prosperity and Equity
Create jobs
Expand infrastructure
Use resources properly
Inclusive planning
Quality education
Quality healthcare
Build a capable state
Fight corruption
Unite the nation
In the National Development Plan the National Planning Commission indicates that its
planning is designed to eliminate poverty and reduce inequality in South Africa by 2030.
For each of the diagnostics indicated in the table above, the proposed plan sets out
specific actions intended to achieve prosperity and equity by 2030; for example, the
Plan envisages the creation of 11 million more jobs by 2030 through a number of
mechanisms that addresses the current situation of too few jobs.
State of the Province Address
The State of the KwaZulu-Natal Province Address was delivered by the Honourable
Premier of the Province, Dr ZL Mkhize, on 21 February 2012. In his address the Premier
aligns the Province with the strategic direction provided by the State of the Nation
Address in meeting the challenges of unemployment, poverty and inequality. The
Premier notes that the creation of decent work and building the economy has been
highlighted as top priority for Government and, consequently, the Province will respond
by directing and demonstrating the opportunities available through integrated
Government investment, infrastructural development and targeted policy choices.
In his address the Premier touches on a number of service delivery, social and economic
focus areas that have an impact on the communities in the Province including –
Health, schools and roads infrastructure
Human Settlements – access to housing
Access to potable water and an acceptable standard of sanitation
Access to electricity
Centres of Growth and Corridors of Development – Special Economic Zones
Tourism
Building a culture of entrepreneurship
Agriculture and Food Security
Climate Change
Nature Conservation
Rural Development
Education
Health matters with particular reference to HIV / AIDS
20

Social Development
Fighting Crime and Corruption
Clean Governance
Operation Sukuma Sakhe
KwaZulu-Natal Provincial Growth and Development Strategy
In February 2011 the KwaZulu-Natal Provincial Cabinet tasked the Provincial Planning
Commission to draft a vision and to review the KwaZulu-Natal Provincial Growth and
Development Strategy. The draft 2030 Vision and the Provincial Growth and
Development Strategy was adopted by the Cabinet on 31 August 2011. The vision
developed as part of this process is:
“By 2030, the Province of KwaZulu-Natal should have maximized its position
as a Gateway to South and Southern Africa, as well as its human and
natural resources so creating a safe, healthy and sustainable living
environment. Abject poverty, inequality, unemployment and the current
disease burden should be history, basic services must have reached all its
people, domestic and foreign investors are attracted by world class
infrastructure and a skilled labour force. The people shall have options on
where and how they opt to live, work and play, where the principle of
putting people first and where leadership, partnership and prosperity in
action has become a normal way of life.”
The 2011 KwaZulu-Natal Provincial Growth and Development Strategy (PGDS) boosts the
Province‟s commitment to achieving the vision of KwaZulu-Natal (KZN) as a “Prosperous
Province with a healthy, secure and skilled population, acting as a Gateway to Africa and
the World”. The PGDS aims to build this gateway by growing the economy for the
development and improvement of the quality of life of all people living in the Province.
Whilst the Provincial Government of KZN is leading this process, its success depends on
strong compacts with labour, civil society and business. Thus a critical success factor in
achieving the 2011 PGDS is for all stakeholders to be synchronised in the single minded
pursuit of shifting KZN‟s growth path towards shared growth and integrated,
sustainable development.
The purpose of the 2011 KZN PGDS is to:
Develop a clear long term vision and plan for the growth and development of the
Province by building on the strengths and opportunities while addressing the
weaknesses and threats;
Mobilise all development partners to achieve predetermined development
objectives and targets;
21

Promote vertical, horizontal and spatial alignment;
Spatially contextualise and prioritise (not just what, also where and when) so as to
achieve spatial equity;
Guide the activities and resource allocation of Provincial Government and other
spheres of government, business sectors, organised labour and other role-players
from civil society that can contribute to development in the Province;
Develop clear institutional arrangements to secure buy-in and ownership, through a
structured consultation process with all sectors and development partners;
Define clear targets and indicators;
Direct commitment to the allocation of resources to manage and implement this
PGDS; and
Build a strong centre and decisive leadership roles to achieve the desired
outcomes and ensuring that the PGDS is afforded the status as the primary plan
for the Province.
The 2011 KZN PGDS has developed a set of strategic goals and objectives as the
compass to guide policy making and resource allocation in the Province to 2030 – these
goals and objectives are aligned to the imperatives included in the National Outcomes:
Strategic Goal Number of
Related to National Outcome
Strategic
Objectives
Job Creation 4 Decent employment through inclusive economic
growth
Human Resource
Development
3 Improved quality basic education
A skilled and capable workforce
Human and Community
Development
7 A long and healthy life for all South Africans
All people in South Africa are and feel safe
Vibrant, equitable sustainable rural communities
contributing towards food security for all
Sustainable human settlements and improved quality
of household life
Strategic Infrastructure 5 An efficient, competitive and responsive economic
infrastructure network
Responses to Climate
Change
4 Environmental assets and natural resources that are
well protected and continually enhanced
Governance and Policy 4 A responsive, accountable, effective and efficient
local government system
An efficient, effective and development oriented
public service and an empowered, fair and inclusive
citizenry
Spatial Equity 2 Not directly aligned to any specific national
outcome, but rather implicit in all of them
22

Provincial Spatial Development Framework (PSDF)
The PGDS recognises that environmental vulnerability, social need and economic
development are not evenly distributed and spatial disparities will always exist due to
the spatial distribution of natural resources, historical imperatives and cultural factors.
The strategic and targeted nature of the PGDS implies that specific interventions will
be undertaken within key geographical areas of need and potential. Provincial strategies
aimed at promoting growth and development must therefore be developed on the basis
of a thorough understanding of the existing profile of the Province, and an analysis of
the strengths, weaknesses, opportunities and threats of the current situation. This
implies that strategies, programmes and plans will be developed to build on the
strengths, eliminate the weaknesses, explore the opportunities and mitigate threats
within the social, economic and environmental realm. The KZN Provincial Spatial
Development Strategy has been developed in order to achieve the goals and objectives
of the PGDS in a targeted and spatial coordinated manner. The Provincial Spatial
Development Strategy sets out to:
Be the spatial expression of the PGDS and provide a spatial context for proposed
strategic interventions‟
Provide a set of normative principles or departure points that guide the Province‟s
approach to dealing with socio-economic issues that are manifested spatially;
Provide a basis for informed consensus on the Province‟s spatial priorities by
providing a map giving guidance for the future spatial development of the Province;
Assist to prioritise and align where government directs its investment and
development initiatives to ensure sustainable and maximum impact;
Capitalise on complementarities and facilitate consistent and focused decisionmaking;
Guide municipal integrated development plans (IDPs), spatial development
frameworks (SDFs) and provincial and municipal framework plans;
Provide clear intent to the private sector about desired development directions;
and
Increase predictability in the development environment.
The envisaged spatial vision for KZN can be summarised as follows:
“Optimal and responsible utilisation of human and environmental resources,
building on addressing need and maximising opportunities toward greater
spatial equity and sustainability in development”
Sustainable development encompasses the integration of social, economic and ecological
factors into planning, decision-making and implementation so as to ensure that
development serves present and future generations.
23

In response to the legislative imperatives and the prompting provided by the State of
the Nation Address and the State of the Province address, together with the National
Development Plan and the KZN Provincial Growth and Development Strategy, this IDP
Review is compiled with the following priorities, some of which may not be within the
mandate of the Ulundi Municipality to deliver:
• Extension of basic services to communities where a minimum RDP standard has not
been achieved, to address the inequity of service delivery across the extent of
the Municipality
• Utilise local economic development initiatives as a vehicle to address the
prevalence of unemployment within the Municipality
• Address the level of poverty within the communities of the Municipality, with
particular reference to the promotion of food security
• Enhance the awareness of communities with regard to the HIV / AIDS pandemic
to reduce the infection
• Extend the availability of primary health care to the communities of the
Municipality through the construction of additional facilities and the expansion of
the range of services offered by primary health care clinics and hospitals
• Promotion of primary and secondary levels of education by increasing enrolment of
learners and improving the quality of education infrastructure and equipment
• Engagement of the community and community structures to address the
prevalence of crime and reduce the incidence of fraud and corruption
• Utilise the advantages the Municipality in terms of its heritage to expand the
tourism potential within the municipal area
• Address the challenges faced by marginal communities and individuals by
addressing issues related to gender, the youth and disabled individuals
• Development of transport infrastructure to enhance the access of communities to
access social and commercial opportunities
• Address the housing backlog within the Municipality by the development of
sustainable human settlements in particular within rural communities
24

• Ensure that all development undertaken within the Ulundi municipal area is
sustainable and takes into consideration the impact it has on the environment
• Providing communities with an understanding of the importance of climate change
and other environmental challenges faced
• Implementation of the spatial development framework and the management of land
use within the Municipality
• Maintenance of good governance throughout the administration of the Municipality
and ensuring the strengthening of inter-government relations across the various
sectors of government
25

SERVICE DELIVERY PLAN
The development of service delivery plans by municipalities within the Province of
KwaZulu-Natal is an initiative of the Office of the Premier designed to foster and
enhance cooperation between sector departments and the third tier of government
within the Province. In the past sector departments have indicated a willingness to
participate in development programmes undertaken by municipalities but indicated that
the needs and priorities to be addressed have not been clearly spelt out in municipal
integrated development plans. It is the intention of this initiative to drive a number of
special projects in each municipality which, when completed, will have contributed
significantly to the development processes in those municipalities and assisted in
addressing the challenges of poverty, inequity and unemployment. The service delivery
plans of each municipality are also required to be aligned with the KZN Growth and
Development Strategy, Corridor Development and other strategies driven at a national
and provincial level. Compilation and delivery of the Service Delivery Plan for the Ulundi
Municipality, in total or in part, during the 2012 / 2013 financial year will make a positive
contribution to the priorities identified by the Municipality in this IDP Review document.
SERVICE DELIVERY PLAN CRITERIA
The Office of the Premier provided the following criteria to be utilised in the catalytic
projects included in its Service Delivery Plan by the Municipality:
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Provision and maintenance of basic service delivery infrastructure;
Promotion of sustainable urban and rural development;
Promotion of sustainable change in social and economic realities;
Embracing corridor development and the rehabilitation of small towns;
Achievement of Millenium Development Goals;
Promotion of job creation and local economic development;
Promotion of the integration of planning and development (IDPs);
Alignment to national and provincial priorities;
Promotion of the sustainability of the environment; and
Promotion of good governance, institutional development and financial viability.
26

CATALYTIC PROJECTS IDENTIFIED
The following catalytic projects have been identified to comprise the Service Delivery
Plan for the Ulundi Municipality in respect of the 2012 / 2013 financial year
Project No Project Description
Project Location
01 Aloe Processing Plant Ward 9
02 Earthworks Moving Equipment All Wards
03 Babanango Landfill Site Ward 16
04 Bus / Taxi Stop Shelters All Wards
05 Agricultural Market Ward to be advised
06 Poultry Farming Various Wards
07 Synthetic Surface Sports Fields Various Wards
08 Thusong Service Centres All Nodes
09 Mpumgamhlophe Access Road Ward 13
10 Alternative Energy Various Wards
11 Feasibility Studies and Business Plans for Nodal All Nodes
Trading Centres
27

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
PREPARATION OF THE IDP
28

PROCESS PLAN
The Ulundi Municipality commenced its third generation Integrated Development Plan
(IDP) with effect from the 2011 / 2012 financial year. As a consequence the 2012 /
2013 financial year represents the first review of the third generation IDP of the
Municipality. The Process Plan is a tool used to guide the IDP process and this review.
It is in this document that the important areas of the IDP are highlighted in order to
promote coordination and alignment by setting out the timeframes, role players,
milestones and responsibilities included in the final product produced. The Process Plan
has been prepared in line with the IDP Framework set out by the Zululand District
Municipality; the Process Plan was approved by the Council of the Municipality to initiate
the IDP process. A copy of the approved Process Plan is attached as Annexure A to this
IDP review document.
FORMAT OF THE IDP
To ensure consistency throughout and ensure linkage between its components, the IDP
Review has been prepared in accordance with the national Key Performance Areas as
outlined hereunder:
• Basic Service Delivery and Infrastructure Development
• Social and Economic Development
• Institutional Arrangement and Transformation
• Good Governance and Public Participation
• Financial Viability and Management
In addition due consideration is given to the role of spatial development planning within
the Municipality.
The IDP contains a number of sections that indicate the strategic direction that the
Ulundi Municipality is due to take over the period of its third generation IDP; this also
provides strategic direction to the review of the IDP for implementation during the
2012 / 2013 financial year.
Situational Analysis
In the course of the development of the third generation IDP for the Municipality which
commenced at the beginning of the 2011 / 2012 financial year, a thorough situational
analysis was undertaken of the Ulundi municipal area; the result of the analysis was
captured in the various functional areas that comprise the five national key performance
indicators to which reference was made above. As part of the review of the IDP for
29

implementation during the course of the 2012 / 2013 financial year, the content of the
situational analysis previously determined was reviewed and confirmed or amended as
appropriate in order to accurately reflect the current situation pertaining within the
various functional areas that constitute the Ulundi municipal area.
Strategy Development
• Long term strategies per national key performance area that extend beyond the
timeframe of the third generation IDP approved for the Ulundi Municipality;
consequently there has been no alteration to this strategy during this review
process
• Medium term implementation plan reflecting a series of actions to give effect to
the long term strategy. The medium term timeframe extends over a period of
three to five years
• A Sector Plan which sets out the other key role players and stakeholders that
impact the communities resident within the Ulundi municipal area – for each
identified role player or stakeholder an indication is included of the areas of need
within the Municipality that their respective interventions and support addresses
• An operational plan has been prepared for the 2012 / 2013 financial year that links
with the long term and medium term strategy; the operational plan reflects what
the Municipality intends to achieve in the second year of its third generation IDP
Financial Plan and Capital Investment Framework
The balance of the IDP review document deals with the financial planning of the
Municipality and sets out a history of the projects undertaken and completed, those
currently being undertaken and those that have been planned (with funding secured) in
the future, including the 2012 / 2013 financial year which forms the crux of this IDP
Review.
PROCESS OF CONSULTATION
The process of consultation has three distinct elements, the culmination of which
provides the information on which this IDP review is based:
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Community Consultation
As specified in the Process Plan the Municipality, under the direction of the Mayor and
the Municipal Manager undertook a series of IDP Road Shows during the month of
November 2011. In order to maximise the participation of communities =, these Road
Shows were held at venues which encouraged community members from adjacent wards
to attend. In addition to the political and administrative representatives of the
Municipality, invitations to attend were extended to traditional and religious leaders,
the District Municipality and all sector departments. Particularly in the rural areas,
these meetings were very well attended and community members participated by raising
their concerns and challenges. Attendance registers reflecting indicating the extent of
participation in these community consultation initiatives are included as Annexure K
attached to this IDP Review document.
Consultation with Stakeholders and Role Players
Meetings were arranged and interviews conducted with a wide range of stakeholders and
role players including the Zululand District Municipality and the sector departments that
function within the service area of the Ulundi Municipality and have an impact on the
lives of the communities that comprise the area of jurisdiction of the Ulundi
Municipality. Where appropriate, documentation in support of the information
submitted was collected at the time of the meeting / interview or subsequently received
in electronic or hard copy form – all of the submissions made have been incorporated
into the IDP Review scheduled for implementation during the 2012 / 2013 financial year.
Meetings with Directorates that Comprise the Structure of the Municipality
With their responsibility to ensure the implementation of the plans and strategies
included in the third generation IDP approved by the Ulundi Municipality, due
consideration was given to each of the Directorates, their Executive Manager and
management team. Information covering a wide range of functional areas was sourced
from the various officials employed in the five Directorates together with the Office of
the Mayor and the Office of the Municipal Manager.
Presentation of Draft IDP to the Representative Forum
On 5 June 2012 the draft IDP, initially approved by the Council in March 2012 and
submitted to COGTA for consideration, was presented to the communities and
stakeholders located within the service area of the Municipality at a formally
constituted IDP Representative Forum. Opportunity was afforded members of the
community and representatives of Sector Departments to offer input with regard to the
31

IDP prior to the development of the final draft to be submitted to Council for approval
before 30 June 2012.
The 2012 / 2013 IDP Review
The process undertaken to compile the IDP Review involved consultation with a wide
range of stakeholders:
• The IDP Road Shows were conducted in five nodal areas in November 2011 (see
Annexure K for more information in this regard)
• Meetings were held with IDP Stakeholders including the National Department of
Energy, Departments within the KZN Provincial Government and the Zululand
District Municipality
• On 23 March 2012 a draft IDP Review for the 2012 / 2013 financial year was
submitted to COGTA as part of the Peer Review and Evaluation process
• On 28 March 2012 the Council of the Ulundi Municipality approved the First Draft
of the IDP Review
• Simultaneously, the general public and other stakeholders were informed that the
IDP is open for comment and representation through the various media available
to them
• On 5 June 2012 an IDP Representative Forum meeting was held in Ulundi at which
the content of the draft IDP Review was presented and the opportunity afforded
to community members and stakeholders to make comment and provide further
input
• The final IDP Review document for implementation during the 2012 / 2013
financial year was approved by the Council of the Municipality on 27 June 2012
32

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
BASIC SERVICE DELIVERY
AND
INFRASTRUCTURE DEVELOPMENT
33

ELECTRICITY PROVISION
There are two electricity distribution service providers within the area of jurisdiction
of the Ulundi Municipality (the Municipality itself and Eskom), each having a distribution
licence issued by the National Electricity Regulator of South Africa (NERSA). Provision
of electricity within the Ulundi municipal area is sourced from four substations:
• The newly built Nkonyeni substation was commissioned in 2010 and is now
operational. It is a 88/22Kv; 20 Mva substation that is fed from the Umfolozi
Transmission substation. Overhead distribution lines (22Kv) are in the process of
being constructed from the Nkonyeni substation into the Ulundi municipal area;
this multi-million Rand project will provide a backbone from which communities
across the extent of the municipal area are able to access an electricity service.
Once the backbone has been completed access will be constrained only by the
availability of funding to connect households to the supply network. Wards that
will benefit initially from electrification along the route of this line are Ward 1;
Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; part of Ward 7; part of Ward 8;
Ward 9, Ward 10, Ward 11; Ward 14 and Ward 15.
• The Mtonjaneni substation is a 88/22Kv; 40 Mva substation fed from the
Umfolozi Transmission substation. There is an existing 22 Kv line from the
Mtonjaneni substation running along the Vryheid Road and into the Ulundi
municipal area; it also branches off toward Babanango, where it meets up with a
22 Kv line from the St. James substation. The existing line is being extended
towards the Quarry and the Ulundi Water Treatment Works. This extension will
benefit the communities in Ward 12, Ward 19, Ward 20, Ward 21, Ward 23 and
the southern part of Ward 16.
• A 22 Kv line from the Vryheid substation feeds into Ward 13; an interlink between
this line and the Mtonjaneni 22 Kv line was planned. It was subsequently
established that the line from the Vryheid substation does not have additional
capacity which affects the electrification possibilities in Ward 13 and the
northern part of Ward 16.
• When the Nkonyeni substation lines have been constructed and converted to 22
Kv, the existing high voltage lines through Ward 8 and Ward 14 will be fed from
the Unit D substation and initially operated on 11 Kv. On the western border of
the Ulundi Municipality an interlink will be built between the two feeders which
will provide access to the electrification of communities in some parts of Ward 8,
Ward 14, Ward 15 and Ward 24. This interlink is expected to be completed within
three years. The next phase, to be commenced in September 2012 will connect
these two networks to the Okhuku substation and be operated on 22 Kv. The
34

Okhukho substation project has experienced some environmental challenges which
indicate that the project may be delayed for an indefinite period of time. This
will affect electrification in Ward 14, Ward 15 and Ward 24.
• Funding for electrification projects is provided by the Department of Energy in
accordance with the Integrated National Electrification Programme at
approximately R 8 million per year. The consequence of this is the electrification
of only a range of 500 to 600 houses per year depending on the proximity of
Eskom infrastructure.
Electricity Backlogs
There are currently no electricity distribution service backlogs within the Ulundi
Municipality licence area. Whilst the Eskom licence area includes all or part of all 24
wards that comprise the area of jurisdiction of the Ulundi Municipality, the backlog is
confined to 20 wards - Eskom has indicated that the current electricity distribution
service backlog totals 12 972 households.
In order to estimate access to electricity, statistics drawn from Census 2001 related to
using electricity for lighting purposes have been used. Lighting is the cheapest
commodity that electricity can be used for, and it is assumed that this is the first item
35

to be powered by electricity. It therefore provides a good estimation of the percentage
of the population with access to electricity. The map above reflects household access
to electricity as an energy source for lighting per current ward in the Municipality,
based on Census 2011 household information.
In September 2012 the Council of the Municipality adopted an electrification
prioritisation model to address the backlog per ward in rural households where no access
to electricity is currently available. The weighted electrification model identifies a
number of factors that impact on the rendering of an electricity service to households
including access to a primary electricity source (which has the highest weighting),
project cost per capita, proximity to a development corridor etc.. Based on the model
the remaining twenty wards within the Ulundi municipal area were prioritised to receive
the benefit of future electrification funding whether it be from the INEF or other
source. Details of the electrification prioritisation model and the prioritisation of
Eskom supplied (rural) areas are set out in Annexure N attached to this IDP document.
Renewable Energy
Recognising that the eradication of the electricity service distribution backlogs within
the Eskom licence area is a long term process, the Municipality has explored alternative
energy sources. The use of solar energy provides one solution to the current electricity
service distribution backlog. In this regard there are two options being considered –
• The installation of a solar geyser in households where a water service is available,
primarily in urban and peri-urban areas within the Municipality – during the 2011 /
2012 financial year it was initially planned to install 2 300 solar geysers in
households located in Unit K (1 000 households), Unit L (500 households) and Unit
M (800 households) from funding provided by Eskom. However, Eskom indicated
that this funding is scheduled to be available during the 2012 / 2013 financial year
• In the rural areas solar panels are to be installed in households as an electricity
source; a service provider has been appointed to source funding for this
intervention
Electrical Protection
Electrical protection is at the heart of an electricity service distribution system; the
function of the protection is to clear downstream faults and ensure that only the
affected area will be isolated during fault conditions. In the past, downstream faults
would run back and trip the main intake substation breaker instead of clearing only the
affected area, resulting in total blackouts for the whole of Ulundi. Electrical protection
of all substations has now been graded in order to isolate only affected areas.
Replacement equipment for protection relays has been purchased and, with the
36

exception of one substation, batteries have been replaced. This is the main reason why
the number of power outages in Ulundi has been significantly reduced in recent months
The town of Ulundi experienced a major power outage in the month of December 2011
that extended over a period of more than a week, following a major electrical storm in
the area. The outage was caused by the failure of two medium voltage cables between
the Unit D substation and the LA substation; these two cables were identified as being
high risk in May 2010 when it was estimated that their replacement could be undertaken
at an approximate cost of R 10 million; funding which the Municipality did not have
access to. During the investigation of this power outage it was established that the LA
substation (which is the primary source of electricity to the town of Ulundi) is currently
relying on one feeder cable only. Consequently the Municipality has purposed to install a
backup overhead line as a matter of urgency to preclude the reoccurrence of a situation
such as that experienced in December 2011. Funding in the amount of R 2 400 000 to
install the overhead line is currently being sourced by the Municipality.
Planned Maintenance
It is essential to minimise the life cycle cost of assets by means of a proper
maintenance programme during the “in service phase” of any infrastructure. In the past
the Ulundi Municipality did not have a clearly defined maintenance philosophy and
strategy but dealt with maintenance issues on a reactive basis. With effect from
September 2010 the Municipality has implemented an annual planned preventative
maintenance programme in terms of which specific preventative maintenance is carried
out on a particular element of the electricity distribution system on a particular day. A
Superintendent: Local Planned Electrical Maintenance has been appointed by the
Municipality with effect from 1 March 2012 whose primary responsibility will be to
oversee and implement the preventative maintenance programme; this programme will be
reviewed as part of the maintenance commitment for the 2012 / 2013 financial year.
Electricity Distribution Losses
Electricity distribution losses as a result of tampering with electricity meters have been
a major cause for concern – in the 2009 / 2010 financial year the electricity distribution
losses amounted to some 40% of the electricity purchased by the Municipality. As a
consequence the Municipality has embarked on a programme of replacing both the
conventional meters and the old prepaid meters with new prepaid meters whose
technology mitigate against illegal connections and tampering. As a result there has
been a reduction in the electricity distribution losses incurred by the Municipality. The
Municipality has also increased the number of sales outlets for prepaid electricity. The
annual financial statements of the Municipality for the 2010 / 2011 financial year,
indicate electricity distribution losses amounting to R 13 829 000. The Adjustment
37

Budget approved for the 2011 / 2012 financial year provide an amount of R 47 650 000
for electricity purchases – discounting the increase in the unit cost of electricity
purchased and the expansion of the service rendered the electricity distribution loss
still amounts to approximately 35% of the bulk electricity purchased.
POTABLE WATER PROVISION
In terms of the Water Services Act of 1997 the Zululand District Municipality is the
water services authority for its area of jurisdiction which includes the Ulundi
Municipality. The Zululand District Municipality is also the water services provider
within the service area of the Ulundi Municipality.
Water Schemes
There are ten back to back regional water supply schemes within the area of jurisdiction
of the Zululand District Municipality; the Nkonjeni Regional Water Supply Scheme is
primarily responsible for the provision of water to the communities within the Ulundi
Municipality. Each regional scheme footprint has a sustainable water source from where
infrastructure is progressively being rolled out to all households within the supply area.
The supply footprints have been identified in such a way that water can be provided to
all households within the area in a sustainable manner and at the lowest possible cost.
The Nkonjeni Scheme is in the privileged position of having a well developed and
sustainable water source; hence the bulk of the available funding from the Municipal
Infrastructure Grant (MIG) can be applied to the progressive roll out of water services
to the respective communities to be served by the Scheme.
The Water Services Development Plan prepared by the Zululand District Municipality
for the 2011 / 2012 financial year provides detail regarding the water services
infrastructure rollout to Nkonjeni North over the period from 2010 to 2014. During the
course of the 2011 / 2012 financial year the following projects are being implemented to
provide communities and settlements with access to a potable water service in terms of
the rollout of the Nkonjeni Regional Water Supply Scheme:
Project Communities and Settlements Connected Households
Connected
No of People
Serviced
E Ezansikwestolo; Mbotsheni; Mashudu 243 836
F Mahleza; Ezibindini; Nhlalanithini; Kwamkhize; Gioagabela /
Mpayaini
593 4 728
Q Dlebe; Bhobhobho 85 678
In the absence of a regional water supply scheme, potable water is provided by a number
of rudimentary schemes that make use of a local groundwater source (borehole equipped
with a hand pump or a protected spring) located within 800 metres walking distance
38

from the households to be served while the connection to the regional water supply
scheme is awaited. The following projects to provide communities and settlements with
a rudimentary potable water supply have been completed since the commencement of
the 2010 / 2011 financial year:
Project Communities and Settlements Connected Households
Connected
No of
People
Serviced
P700 Supply England; Dindi 117 820
Zinqonqwana Maganda 98 716
Ekujulukeni Ejukulukeni; Kwanguqe 310 2 264
Emahlathini Emahlathini 155 1 132
Isangonyane Celwini / Mdonsa; Ntandakuwela; Othisangu;
762 5 110
Isangoyana; Isikhla Sewela; Isangonyana;
Manekwana; Kwagqikazi; Phakama
Makosini Sgodiphola 207 1 512
Okhukho Cengeni Gate; Mgababa; Bhekimbaso; Nqulwane;
Nsingizane; Kwanoma; Lomo; oKhukhu; Nduvu
962 6 447
The Zululand District Municipality has established a Water Services Development
Planning Steering Committee in which both the Municipal Manager and the Director:
Technical Services of each of the local municipalities within its area of jurisdiction have
been requested to participate. The meetings of this Steering Committee are held
quarterly where information regarding current and future water services projects is
provided and the local municipalities are afforded the opportunity to interact with the
water services provider on behalf of the affected communities within their respective
service areas.
Water Treatment Works (WTW)
There are five water treatment works in operation within the Ulundi Municipality namely
the Ulundi WTW, the Babanango WTW, the Mpungamhlope WTW, the Masokaneni WTW
and the Nkonjeni Hospital WTW. The largest of these is the Ulundi Water Treatment
Works which provides for the full demand of the Town. Each of these water treatment
works was assessed during June 2009 – the assessments included recommendations and
cost estimates for emergency intervention or to refurbish and / or upgrade the works in
the short term and medium to long term.
Emergency interventions are needed where fatal problem areas need to be attended to
such as settlements consuming raw untreated water and structures that are on the point
of collapse. Short term refurbishment (not critical work) is needed to refurbish and
upgrade the existing works to meet the current demands and also to enable the works to
function at its design capacity while medium to long term upgrading is needed to meet
39

the future demands. The following table sets out the position regarding the water
treatment works within the Ulundi Municipality:
Water Treatment
Works
Current Delivery
Emergency
Cost (R)
Short Term
Cost (R)
Ulundi WTW 18 Ml / day 530 000
Babanango WTW 0.33 Ml / day 3 400 2 335 000
Medium to Long
Term Cost (R)
Mpungamhlophe WTW 0.63 Ml / day 17 600 35 000 20 000 000
These cost estimates exclude VAT and the cost of professional fees. No assessments
were scheduled for either the Masokaneni WTW or the Nkonjeni Hospital WTW. While
the emergency cost estimates are limited, the short term refurbishment of the
Babanango WTW to meet current demands will involve considerable funding.
Potable Water Backlog
Household access to a potable water supply within the Ulundi municipal area, based on
the information provided by the 2001 census and the Community Survey conducted in
2007 has been analysed. The following table illustrates some of the changes that have
occurred:
Access to Potable Water Supply 2001 Census 2007 Community Survey
Piped water tap inside the dwelling 12.3% 18.5%
Piped water tap inside the yard 14.7% 28.0%
Piped water tap outside of the yard 20.1% 11.7%
Boreholes 7.5% 5.6%
Springs 9.5% 7.0%
Rivers 27.7% 26.4%
The two most preferred methods of providing access to a potable water supply – piped
water tap inside the dwelling and piped water tap inside the yard – both reflect
significant improvement over the six year period spanning the 2001 Census and the 2007
Community Survey while all of the other categories reflect a decline in prevalence as a
source of access to potable water.
The map attached reflects the level of access to piped water inside the dwelling per
current ward in the Municipality, based on the information generated from the Census in
2001.
40

The Water Services Development Plan prepared by the Zululand District Municipality in
respect of the 2011 / 2012 financial year indicates that a total of 6 980 urban
households within the Ulundi Municipality are provided with a yard connection potable
water service (greater than the minimum RDP requirement). Within the rural
communities in the Ulundi Municipality a total of 22 671 households are provided with a
potable water supply – 7 464 households receive a rudimentary supply (less than the
minimum RDP standard), 7 579 households receive potable water from communal
standpipes in accordance with the minimum RDP standard, and 7 628 households have
yard connections (mostly on the property but outside of the dwelling) which exceeds the
minimum RDP standard. The Water Services Development Plan further indicates that
there are no urban households that do not have access to a potable water supply while 5
658 households in the rural areas of the Municipality currently do not have access to a
potable water service.
Free Basic Water
The Zululand District Municipality has adopted a Free Basic Water Services Policy as
follows:
• All households will receive six kilolitres of potable water per month free of charge
for domestic use
• Industrial, commercial and institutional consumers do not qualify for free basic
water services
• All water supplied from standpipes and rudimentary systems will be free
41

SANITATION PROVISION
The Zululand District Municipality is the water services (including sanitation) authority
and water services provider within the service area of the Ulundi Municipality.
Sanitation in the rural areas is being provided in the form of dry-pit VIP toilets and the
strategy is to implement these simultaneously with the roll-out of water. This ensures a
more effective impact with health and hygiene awareness training. The Water Services
Development Plan adopted by the Zululand District Municipality in respect of the 2011 /
2012 financial year details the roll-out of sanitation services within the Ulundi
Municipality over the period from 2011 / 2012 to beyond the 2013 / 2014 financial year.
The beneficiaries in each case are identified by their community name. In brief
communities in the following wards will benefit from the sanitation services roll-out:
Period
Beneficiary Wards
2011 / 2012 Ward 2; Ward 3; Ward 4; Ward 9: Ward 11: Ward 12; Ward 14;
Ward 15; Ward 17; Ward 20; Ward 23; Ward 24
2012 / 2013 Ward 3; Ward 14; Ward 7; Ward 15; Ward 16; Ward 23; Ward
24
2013 / 2014 and Ward 1; Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; Ward 7;
beyond
Ward 8; Ward 10; Ward 13; Ward 14; Ward 15; Ward 16; Ward
17; Ward 20; Ward 23; Ward 24
A grant of R 4 million received from the Department of Human Settlements has been
utilised to speed up the implementation of the sanitation programme during the 2011 /
2012 financial year. Sanitation provision in the form of dry-pit VIP toilets funded by
the grant will be completed by the end of March 2012.
Waste Water Treatment Works (WWTW)
The Nkonjeni Regional Water Supply Scheme has four waste water treatment works
located within the Ulundi Municipality namely the Ulundi Town WWTW, the James
Nxumalo WWTW, the Nkonjeni Hospital WWTW and the St Francis Hospital WWTW.
Each of these waste water treatment works was assessed during June 2009 – the
assessments included recommendations and cost estimates for emergency intervention
or to refurbish and / or upgrade the works in the short term and medium to long term.
Emergency interventions are needed where fatal problem areas need to be attended to
such as sewer water spilling directly into rivers and structures that are on the point of
collapse. Short term refurbishment (not critical work) is needed to refurbish and
upgrade the existing works to meet the current demand and also to enable the works to
function at its design capacity while medium to long term upgrading is needed to meet
42

the future demands. The following table sets out the position regarding the wastewater
treatment works within the Ulundi Municipality:
Waste Water Treatment
Works
Current
Delivery
Ulundi WWTW 2.70 Ml /
day
James Nxumalo WWTW 0.08 Ml /
day
Nkonjeni Hospital
0.20 Ml /
WWTW
day
St Francis Hospital
0.06 Ml /
WWTW
day
Emergency
Cost (R)
Short
Term Cost
Medium to Long
Term Cost (R)
(R)
600 000 2 900 000
270 000 890 000
70 000 1 770 000
75 000 840 000
These cost estimates exclude VAT and the cost of professional fees. While the
assessment places the focus on the need for medium to long term refurbishment to
meet future demands, there is also a need to upgrade both the Ulundi WWTW and the
James Nxumalo WWTW to meet current demand levels.
Sanitation Backlog
Household access to a sanitation service within the Ulundi municipal area, based on the
information provided by the 2001 census and the Community Survey conducted in 2007
has been analysed. The following table illustrates some of the changes that have
occurred:
Sanitation Service 2001 Census 2007 Community Survey
Flush toilet (connected to sewerage system) 20.2% 19.7%
Flush toilet (with septic tank) 1.4% 1.0%
Pit toilet (without ventilation) 30.6% 28.6%
Pit toilet (with ventilation) VIP 8.9% 26.7%
No sanitation service 33.0% 24.0%
The Water Services Development Plan prepared by the Zululand District Municipality in
respect of the 2011 / 2012 financial year indicates that all of the 6 980 households
within the urban areas of the Ulundi Municipality have access to a waterborne sanitation
service. Within the rural areas of the Municipality there are 42 households where the
sanitation service is provided by a septic tank, while 8 190 households make use of a VIP
toilet facility. As many as 20 097 households within the rural area do not currently have
access to any sanitation service.
43

The long term objective is to provide waterborne sanitation and sewerage to all
communities within the Ulundi Municipality. However, given the predominantly rural
nature of the service area of the Municipality, the cost of providing a waterborne
service to dispersed rural communities will preclude the rendering of this level of
service
Free Basic Sanitation
The Zululand District Municipality has adopted a Free Basic Water Services Policy that
provides all sanitation services within the Ulundi Municipality at no cost except where it
is connected to the sewerage system when it is aligned to access to a potable water
supply (each domestic household received six kilolitres of water free per month after
which a stepped block tariff applies).
WASTE MANAGEMENT
Refuse Removal
Waste management at the Ulundi Municipality consists of the collection, transportation
and disposal of refuse. Refuse is collected from residential premises, streets, public
open spaces, commercial and industrial premises, hospital and clinic premises,
government institutions, schools, community halls, sports grounds, parks and municipal
premises by the Municipality in accordance with a weekly collection schedule. Two
external service providers have been contracted by the Municipality to collect refuse on
a daily basis from the Ulundi CBD and taxi rank and from Babanango Town and township
twice a week respectively. The Municipality purchased four new refuse trucks in
September 2010 to undertake its refuse removal responsibility; these trucks have been
financed in terms of a full maintenance lease and suitably qualified drivers for the
vehicles appointed. Two teams have been established within the municipal staff to
undertake refuse removal in its designated area of responsibility – the division of
responsibility is reflected in Annexure F attached to this IDP review document; this
annexure also includes photographs of the refuse trucks purchased by the Municipality.
All refuse collected is transported to a transfer station located on a site owned by the
Zululand District Municipality and managed by the Ulundi Municipality; it is then
transported to Richards Bay for disposal in terms of a service level agreement entered
into with an external service provider. The cost of transporting refuse from the
transfer station to the Richards Bay escalated significantly when the service fee of the
current contract with the service provider was reviewed in March 2011 – the refuse
removal and disposal contracts collectively were budgeted to cost the Municipality R
6.77 million in the 2011 / 2012 financial year.
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Solid Waste Disposal
The Municipality operated its own waste disposal site but it was closed down because it
did not have the necessary authorisation and as a result of concerns raised by affected
communities that the site was in close proximity to households. The Zululand District
Municipality commissioned a Solid Waste Management Master Plan that was compiled in
June 2002 and is now out of date. It identified two potential solid waste disposal sites
within the service area of the Ulundi Municipality, one in Ulundi and the other in
Babanango, each with a potential life span in excess of 25 years. In April 2007 a study
commissioned by the District Municipality to investigate the establishment of a regional
landfill site under the control of the District Municipality recommended that the status
quo be retained. Nevertheless, from the perspective of the Ulundi Municipality it is
imperative that an alternative to the current solid waste disposal process be pursued,
the establishment of a regional landfill site being one possible alternative.
Access to a Refuse Removal Service
Household access to a refuse removal service within the Ulundi municipal area, based on
the information provided by the 2001 census and the Community Survey conducted in
2007 has been analysed. The following table illustrates the changes that have occurred:
Refuse Removal Services 2001 Census 2007 Community
Survey
Removed by local authority at least once a week 19.0% 20.5%
Removed by local authority less often 1.4% 2.2%
Informal refuse disposal 79.6% 77.3%
From the statistical information provided by the 2001 Census and the 2007 Community
Survey, respectively, there has been little change in the level and type of access to a
refuse removal service by the communities within the Municipality.
Refuse removal is currently limited to the urban areas of the Municipality; this service
is not available to the existing informal settlements and rural areas. As a consequence,
the majority of the population disposes of their own refuse in informal dump sites,
probably by burning it which impacts negatively on the sustainability of the environment.
The map attached reflects access to a refuse removal by the local authority at least
once a week per current ward in the Municipality, based on the information generated
from the Census in 2001
45

ROADS AND STORM WATER
The construction and rehabilitation of roads within the Ulundi Municipality was
identified as a high priority in the compilation of a Comprehensive Infrastructure Plan
(CIP) for the Municipality. The priority of the construction and rehabilitation of roads
in the CIP was prompted by the need for improved transport routes, improved access to
the central business district and the provision of better quality roads for use by the
communities in the Municipality. Responsibility for the compilation of the CIP vests in
the Zululand District Municipality and a draft thereof is awaited by the Ulundi
Municipality.
Road Network
The Ulundi Municipality is traversed by four main routes namely the R68 which connects
Babanango to Nquthu in the west and Mthonjaneni in the east; the R34 which traverses
the Municipality from Makhosini in the south east to Ngongweni and Geluckstadt in the
north west; the R66 stretchinh in a north south direction connecting Ulundi Town to
Nongoma in the north and the R34 and Melmoth in the south; and the P700 which
connects Ulundi town to the Hluhluwe Umfolozi Park in the west. Only the main
thoroughfares and Ulundi Town have blacktop roads; the remainder of the Municipality
is serviced by gravel roads. Most of the settlement areas within the Municipality are
reached via gravel roads extending from the R34, the R66 and the P700.
46

The National Department of Transport has commenced with the rollout of a programme
to determine and provide clarity on the expected roles of each sphere of Government
with regard to road management and maintenance. In KwaZulu-Natal, this process is
driven by the Provincial Department of Roads. Responsibility for the road network
within the service area of the Municipality is vested in two entities – the Ulundi
Municipality and the KZN Department of Transport. While the Technical Services
Directorate of the Municipality is mainly focused on the Ulundi Town and Township
access roads, the KZN Department of Transport takes responsibility for the
maintenance and upgrading of rural roads within the Municipality.
In total the Technical Services Directorate maintains 100 kilometres of road, of which
74.5% are tarred (blacktop surface) and 25.5% are gravel roads. The responsibility of
the KZN Department of Transport covers main roads (the “P” roads), district roads (the
“D” roads) and local roads (the “L” roads). The “P” roads within the municipal area
comprise a total of 449.88 kilometres of which 34% are blacktop surfaced roads and
the remaining 66% are gravel roads. Of the 304.33 kilometres of district roads for
which the Department is responsible, only 6% are tarred while the remaining 94% are
gravel roads. The entire network of 45.92 kilometres of local roads for which the KZN
Department of Transport is responsible consists of gravel roads.
Funding of Road Construction and Maintenance
The primary source of funding for the construction of roads is the Municipal
Infrastructure Grant (MIG); in the 2012 / 2013 financial year an amount of R 13 162
700 has been provided for the rehabilitation of access roads in Unit B South.
However, the KZN Department of Transport also has an allocation for the construction
and rehabilitation of rural roads – for the 2012 / 2013 financial year (commencing on 1
April 2012) it plans to construct six new gravel roads totalling 13.8 kilometres from the
budgetary provision of R 8.4 million approved for the construction of these roads. In
addition the Department has budgeted to undertake the regravelling of 61.4 kilometres
of rural roads at an estimated cost of R 23.65 million during the course of the 2012 /
2013 financial year.
Municipal Maintenance of Roads and Storm Water
Most of the formal town areas within the Municipality have storm water drainage on an
internal collector system discharging directly into some of the tributaries of the White
Umfolozi River. The Municipality has two maintenance teams that follow a quarterly
maintenance programme patching roads and cleaning catch pits. While each of the
maintenance teams has a quarterly programme to follow, their activities can be varied at
any time to address issues flowing from an emergency situation or in response to a
customer complaint.
47

The efforts of the Municipality to undertake the maintenance of roads and storm water
are severely hampered due to a lack of equipment; currently the Municipality has to
make do with one grader which has been in service for a period approaching thirty years
and one compactor. In the approved operation budget of the Municipality for the 2011 /
2012 financial year an amount of only R 974 160 (excluding staff cost) was provided for
the repair and maintenance of the roads and storm water network for which the
Municipality has responsibility. However, in the Adjustment Budget for the 2011 / 2012
financial year the Municipality budgeted for an amount of R 3.5 million from internal
funds for the rehabilitation of 1.4 kilometres of roads within Unit A, Unit B South, Unit
B North, Unit C and Unit D.
PUBLIC TRANSPORTATION
Transportation of people and goods within the service area of the Municipality can be
effected by road, by rail or by air. In addition to the road network in the Municipality,
the Prince Mangosuthu Buthulezi Airport is situated just south of the town of Ulundi
and is also accessible from the R66. A freight railway line traverses the Municipality in
an east west direction stretching from Ngongweni in the west, via Ulundi to Ngolati in
the east.
Mode of Transportation
The largest proportion of the population within the Ulundi Municipality (74%) are
pedestrians who do not have access to any other regular mode of transportation. This is
indicative of three possible scenarios, namely the lack of funds to utilise public
transport, the lack of a decent and operational public transport system within the
Municipality, or the lack of need to utilise transport due to unemployment, which leads
to localised travel only, with no need to travel to Ulundi, except in special circumstances.
The remoteness of most areas and the rural nature of the Municipality plays a big role in
the transportation usage, as the roads infrastructure is under-developed, which makes
the rural areas highly inaccessible. Lack of transportation access is also a major
contributory factor to the lack of economic activity within the rural areas of the
Municipality
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In terms of public transportation, the taxi industry is still the dominant source;
however, other role-players have entered this market. Chief among these are the
“bakkie” transport providers that, while they are cheaper than the taxis and can access
most rural areas, represent a serious concern regarding the safety of commuters and
goods.
With the high level of dependence of the lower order nodes on the town of Ulundi for
economic opportunities and retail services, it is imperative that the rural areas in the
Municipality be made more accessible through the provision of a transportation
infrastructure. This will not only make Ulundi more accessible to the rural population,
but will further make the rural areas more accessible to economic opportunities and
possible businesses that might relocate to these areas.
Intermodal Facility
There are significant traffic volumes that flow to and through the town of Ulundi as a
consequence of it being a regional commercial centre. Adjacent to the newly developed
Senzangakhona Mall the KwaZulu-Natal Department of Transport has constructed an
intermodal facility to replace the totally inadequate taxi rank located in the Ulundi CBD.
The Municipality has contributed an amount of R 7 million to the construction of the
intermodal facility – these funds were secured from the Kwazulu-Natal Department of
Cooperative Governance and Traditional Affairs (COGTA).
Municipal Airport
An announcement was made in March 2011 that the municipal airport is set to resume
the handling of commercial flights on a daily basis between Ulundi and Pietermaritzburg,
initially on a promotional basis only. The ownership of the municipal airport was
49

transferred from the Office of the Premier to the Zululand District Municipality in
April 2007, negotiations to facilitate this process having commenced early in 2004,
shortly after the termination of government-subsidised flights in 2003. For the next
three years the KwaZulu-Natal provincial government provided financial assistance to
the District Municipality to subsidise the cost of operations at the airport, during which
time District Municipality staff were provided with training to operate the facility.
Clearance has been obtained from the Civil Aviation Authority for commercial flights to
be resumed.
In recognition of the vital role the airport has to play in local development the KZN
Provincial Government in concert with Zululand District Municipality and Local
Municipalities have motivated to form the Airport Development Committee (ADC).
Representation on the ADC is broad based. It includes representatives from all of the
above mentioned tiers of government as well as local and regional business and
parastatal organisations.
The ADC mandate is to assess and unpack development components and translate this
unpacking into real and meaningful impacts within the community. To make this a
sustainable reality the KZN Provincial Government has extended to the Zululand District
Municipality (owner and operator of the facility) a grant of R 30 Million for Airport
Development (upgrades and rehabilitation).
A view of the Prince Mangosuthu Buthelezi Airport
50

CEMETERIES AND CREMATORIA
The St Francis Cemetery in Ward 8 and the Ntukwini Cemetery in Ward 18 of the Ulundi
Municipality have both recently been upgraded and fenced; however, in both cases the
palisade fencing has been vandalised and is in need of repair. A cemetery has been
developed next to the Mahlabathini School (known as the Mahlabathini Cemetery);
however, making use of this facility is difficult and an access road is needed. Given the
impact of the HIV / AIDS pandemic, among other factors, it is important that the
Municipality identify suitable land that can be developed for use as cemeteries.
DISASTER MANAGEMENT
In recent times both internationally and locally there has been an increase in the
occurrence of disasters that have affected the lives and property of numerous
households; consequently, it is important that the Ulundi Municipality be in a position to
deal with them in an effective manner. Within the structure of the Directorate:
Protection Services the Municipality has established a fire and rescue service; however,
due to capacity constraints (both human and equipment), the service rendered by the
Municipality is limited to the urban areas, in particular the town of Ulundi. The fire
truck is limited in its capacity to access rural communities and in terms of its water
storage. In addition, the fire officials are not properly equipped with protective
clothing and breathing apparatus.
The Ulundi Municipality adopted a basic disaster management plan in April 2003 while
the Zululand District Municipality developed a disaster management sector plan in March
2004. Both of these plans are out of date and, as a consequence, the District
Municipality and the Municipality embarked on separate but interrelated processes to
develop updated disaster management plans during the course of the 2011 / 2012
financial year. The District Municipality‟s disaster management centre is located at the
municipal airport situated on the P700; with the imminent return of the airport to full
operational status, the disaster management centre will need to be relocated.
Whenever a disaster occurs within the service area of the Municipality, the Directorate:
Protection Services‟ role is to investigate the occurrence and determine the extent of
the damage caused. A report is prepared and submitted to the District Municipality for
further action. Linked in with this process is the engagement of the Department of
Social Development which is responsible for providing tents, blankets, food parcels and
other survival necessities required by those affected by the disaster.
The Municipality has embarked upon a process to develop a Level 1 Disaster Risk
Management Plan which has been completed and awaits consideration and approval by the
Council.
51

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
SOCIAL AND ECONOMIC
DEVELOPMENT
52

SOCIAL AND COMMUNITY DEVELOPMENT ANALYSIS
HOUSING
Municipal Housing Demand
The Ulundi Municipality developed its Municipal Housing Sector Plan in April 2006; this
Plan was reviewed and updated in May 2008. According to the information generated by
the Community Survey in 2007, 61.6% of the households within the Municipality reside in
a traditional dwelling, a hut or a structure made of traditional materials while only 27.7%
of households within the Municipality reside in a house or brick structure on a separate
stand or yard. The Municipal Housing Sector Plan defines housing demand within the
Municipality as the number of households requiring formal housing; it is therefore the
intention that formal housing is to replace traditional housing which in turn provides a
clear indication of the extent of the housing backlog that needs to be addressed.
Linking Housing Provision with the IDP
In the past, the approach followed to addressing the housing backlog was to adopt a
strategy of chasing numbers – a mass housing approach. Through this approach, houses
were built everywhere where land could be acquired cheaply thereby perpetuating urban
sprawl and segregated development areas. Houses were built further from job
opportunities and social amenities, undermining economic viability and environmental
sustainability. Further, the quality of houses was compromised due to poor workmanship
and the lack of integrated quality control approaches.
In its Municipal Housing Sector Plan the Municipality developed a strategy to address
the housing backlog that is premised on the promotion of sustainable development. This
strategy aligns with the policy approach of the Provincial Department of Human
Settlement, which has responsibility for exercising oversight of and providing funding
for housing development projects within the Municipality. What this means is that
housing projects are not stand alone developments but need to inform and be informed
by other developments within the Municipality such as access to health, education,
community, and transport facilities. Other key issues relating to the development of
housing reflected in the IDP relate to availability of land for housing development, the
provision of services on proposed housing development sites and accessing funds to
develop the project.
The greatest need for housing is within the town of Ulundi and its peri-urban areas as
well as the emerging settlements of Mpungamhlope, Ceza, Nqulwane, Babanango and
Mahlabathini; the current urban and rural housing projects – completed, in progress and
planned – reflect the priority of providing housing in these areas.
53

Housing Project Procedure
• Housing projects are identified by the Ward Councillor responsible for the Ward
in which the project is to be implemented
• Projects are then prioritised and included in the Ulundi Municipality IDP and the
Housing Sector Plan updated accordingly
• Once the Council of the Municipality has approved the IDP the Municipality will
submit an application to the Department of Human Settlement for funding
• After the Department has approved funding for the project, an advertisement will
be placed jointly by the Department and the Municipality to secure the services of
a competent Implementing Agent to undertake the project
• Once the Implementing Agent has been appointed, a tripartite agreement is
entered into between the Department of Human Settlement, the Ulundi
Municipality and the Implementing Agent
• Progress on the project is monitored on a monthly basis for its entire duration
until the terms of the tripartite agreement have been fully satisfied
Status of Housing Projects
Name of Project Location Project Total Completed Outstanding
Type
Babanango Phase1,2 Babanango Urban 325 325
Unit K / Zondela Zondela Urban 854 854
Unit L
North of Urban 435 435
P700
Nsukazi Ceza Node Rural 1 000 787 213
Ekushumayeleni Ceza Node Rural 1 600 1 222 378
Nsabekhuluma Mahlabatini Rural 2 000 1 159 841
Node
Ekudubekeni
Mahlabatini Rural 1 600 100 1 500
Node
KwaXimba
Nqulwane Rural 2 000 585 1 415
Node
Unit L Extension Ntinkini Urban 954 954
Babanango Phase 3 Babanango Urban 200 200
10 968 5 467 5 501
Construction of the Unit L Extension Urban Housing Project is being delayed by a land
dispute between the Municipality and the traditional leadership – the KwaZulu-Natal
Department of Cooperative Governance and Traditional Affairs is to undertake a
mediation role in order to resolve the dispute. Once agreement on the Implementing
Agent for the Babanango Phase 3 Urban Housing Project has been obtained from the
Department of Human Settlement, construction can commence. Currently there is no
54

clarity as to whether any of the outstanding units in the Nsukazi Rural Housing Project
and the Nsabekhuluma Rural Housing Project will be constructed.
In terms of new housing projects the following priority listing has been developed by the
Community Services Portfolio Committee for inclusion in this IDP review:
• Zungu Rural Housing Project
• Mbatha Rural Housing Project
• Mpungose Rural Housing Project
• Ndebele Rural Housing Project
• Nkwanobamba Rural Housing Project
• Jama Rural Housing Project
• KwaNsimbi Rural Housing Project
• Empithimpithini Rural Housing Project
• Buthelezi Rural Housing Project
• Ximba Phase 2 Rural Housing Project
Funding for these housing projects has still to be sourced from the KZN Department of
Human Settlement.
HIV / AIDS
In order to provide an appropriate programme in response to the ravages of the HIV /
AIDS pandemic within the service area of the Municipality, an HIV / AIDS strategy was
developed and approved by the Council of the Municipality. The HIV / AIDS strategy is
being implemented under the coordination and direction of the HIV / AIDS Coordinator,
an official appointed by the Municipality during the course of the 2009 / 2010 financial
year.
Involvement of the Municipality
As part of the process of implementing the HIV / AIDS strategy adopted by the Council
of the Municipality, the Municipality, its political office bearers and officials are
engaged in the following programmes and initiatives:
• Conduct of HIV / AIDs awareness campaigns (Operation Mbo) jointly with
Provincial Government Departments in particular the Department of Health and
the Department of Social Development. These campaigns are conducted on a
quarterly basis and communities from clustered adjacent wards gathered together
in order to maximise the impact of the campaign
• Coordinate the activities within the Municipality on World AIDS Day in December
each year
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• The Local AIDS Council (LAC) for the Municipality has been in operation for a
period of two years – the Mayor of the Municipality chairs the LAC, the members
of which include ward councillors, non-governmental organisations, representatives
from Ward Committees and Ward AIDS committees and all government
departments. The LAC meets on a monthly basis and the Municipality takes
responsibility for the administrative and logistical arrangements of these
meetings. The Mayor of the Municipality serves on the District AIDS Council
constituted by the Zululand District Municipality
• Ward AIDS committees have been established in all 24 wards that constitute the
Municipality; 10 of these committees were in existence prior to 1 July 2011 and
the remaining 14 have been established during the course of the 2011 / 2012
financial year. Ward AIDS committees are chaired by the Ward Councilor for the
particular and are fully representative of the stakeholders in the ward – these
committees meet on a monthly basis
• Identification of orphans and vulnerable children; assistance is provided by
facilitating access to grants through the Department of Social Development
• With the assistance of the Department of Health, facilitate the provision of social
services to households headed by elderly grandmothers and child headed
households through food parcels and food vouchers
ACCESS TO COMMUNITY FACILITIES
The maintenance and upgrading of community facilities such as sports fields, municipal
parks and open spaces, community halls and libraries are undertaken by the Directorate:
Community Services of the Ulundi Municipality. Construction of these facilities is
funded from external sources such as the KwaZulu-Natal Department of Sport and
Recreation and the Lottery Board. The Municipality has teams based in Ulundi,
Babanango and Mahlabathini engaged in the maintenance of community facilities managed
by the Municipality.
Libraries
A new community library has been constructed within the town of Ulundi, the operation
of which is under the control of a qualified librarian. The KwaZulu-Natal Department of
Arts and Culture has provided an annual grant for the operation of the library in
addition the Department supplied the library with nine desktop computers and a library
computer assistant who is tasked with providing basic computer skills training to
community members at no cost. The library makes educational material and access to
the internet for educational purposes available to members of the local community at no
cost.
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The KwaZulu-Natal Department of Arts and Culture has provided the Municipality with a
mobile library unit which initially was situated in Babanango; however, a problem arose
related to the accommodation of this mobile unit and consequently the mobile library will
be situated at the community hall in Ceza. A member of the local community has been
engaged to operate the mobile library at Ceza.
Community Halls
There are currently five community halls that fall under the direction of the
Municipality – the Multi Purpose Community Centre situated in Ulundi; the Unit A Hall;
the B South Hall; the Nhlamvuziyashisa Hall located in Mashona and the Mpungamhlophe
Hall located in Denny Dalton. Funding has been secured from the Municipal
Infrastructure Grant (MIG) for the upgrading and renovation of the Multi Purpose
Community Centre in Ulundi in the amount of R 1 810 342 while an amount of R 399 000
each has been approved by MIG for the renovation of the Unit A Hall and the B South
Hall. In addition MIG has approved an amount of R 5 080 567 for the construction and
equipping of a community hall in Babanango.
Sports Fields
All of the phases of the regional sports stadium situated within the town of Ulundi was
constructed from funding provided by the Zululand District Municipality (a total of R 30
million) – it has two sports fields and is used as a home ground by Amazulu, a football
team that participates in the Professional Soccer League in South Africa. A number of
other sport and recreational facilities such as swimming pools and tennis courts have
been constructed for use by the community from external funding provided. In this
regard it is noted that MIG funding has been approved for the construction of the
Nqulwane Sports Field during the 2012 / 2013 financial year. The funded amount of R 4
745 287 includes the construction of the sports field, together with the erection of as
concrete fence around the field and the provision of ablution blocks and change rooms.
MIG funding in the amount of R 3 573 900 has also been approved for the construction
of the Babanango Sports Field while an amount of R 4 001 278 has been approved by
MIG for the construction of the Mahlabathini Sports Field – the latter is scheduled for
construction to commence during the course of the 2012 / 2013 financial year.
COMMUNITY DEVELOPMENT
Health and Emergency Services
Health services are provided and coordinated from the District Office of the KwaZulu-
Natal Department of Health situated in Ulundi. The Office of the Premier identified
six wards that were categorised as being most deprived in terms of health services and
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other needs. These are Ward1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24.
Integrated services are rendered in these wards as Operation Mbo by all provincial
departments.
Health Facilities
There are four hospitals located within the Ulundi municipal area namely the Nkonjeni
District Hospital, the Ceza District Hospital, the St Francis Psychiatric Hospital and the
Thulasizwe MDR TB Hospital. Ulundi has the highest number of hospitals within its
municipal area among the municipalities that comprise the Zululand District. The
location of the hospitals is depicted in Plan 11 included in Annexure C attached to this
IDP review document. The two district hospitals have a total of 19 fixed clinics to whom
they provide a referral service – details of the 19 clinics are reflected in the table
below:
Supporting
Hospital
Name of Clinic Category / Service
Hours
Ward Average PHC
Headcount / Month
Nkonjeni KwaMame 8 hours / 7 days per week 07 2 005
Lomo 8 hours / 7 days per week 15 624
Mabedlana 8 hours / 7 days per week 12 1 857
Makhosini 8 hours / 7 days per week 23 1 388
Mpungamhlophe 8 hours / 7 days per week 1 470
Mdumezulu 24 hours 16 4 886
Ncemaneni 8 hours / 7 days per week 15 1 232
Nhlungwana 8 hours / 7 days per week 14 743
Nomdiya 8 hours / 7 days per week 09 779
Ulundi A 24 hours 18 3 738
Wela 8 hours / 7 days per week 762
Zilulwane 8 hours / 7 days per week 1 221
Ceza Esidakeni B 03 819
Ezimfabeni On call 05 1 469
Idlebe On call 06 1 343
Magagadolo B 05 636
Ombimbini B 01 507
Sizana B 01 947
Stedham B 04 794
The 19 fixed clinics render primary health care services (including childcare, family
planning and immunisation against tuberculosis and other diseases) to the communities
within the Municipality. The location of the primary health care clinics within the Ulundi
municipality area is depicted in Plan 10 included in Annexure C attached to this IDP
review document. In addition there are five mobile clinics in operation – two of these
are linked to the Nkonjeni District Hospital, two to the St. Francis Psychiatric Hospital
and one to the Ceza District Hospital. Two of the clinics provide communities with
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access to primary health care services on a 24 hour basis while others have an on call
system after hours. As part of the rollout programme of ARVs in the District, all of the
clinics attached to the Nkonjeni District Hospital are able to provide ARVs to patients.
The Ceza District Hospital and the St Francis Psychiatric Hospital also form part of the
rollout programme of ARVs. In total there are 162 community health workers
functioning under the control of the Provincial Department of Health within the Ulundi
municipal area. One of the challenges facing these health workers is finding
accommodation within the ambit of the health facilities at which they are stationed;
where accommodation is available at the facility priority is given to scarce skills health
care professionals; others have been able to find houses and flats that they are able to
share with fellow health workers.
There are two primary health care clinics that are currently under construction – the
KwaHemlana Clinic where construction commenced on 16 January 2012 and is expected
to be completed by 16 January 2013; and the Nhlopheni Clinic where construction
commenced on 13 January 2012 and is expected to be completed by 13 January 2013. In
terms of the Infrastructure Development Programme that extends over the period from
the 2011 / 2012 financial year to the 2014 / 2015 financial year, the following primary
health care facilities are scheduled to be constructed:
Financial Year Name of Clinic to be Constructed
2011 / 2012 Nhlopheni
KwaHemlana
2012 / 2013 Mashona
2013 / 2014 Mabedlana (Replacement)
Babanango town
2014 / 2015 Nhlazatshe
In terms of access to a regular water supply, it is noted that only 10% of the primary
health clinics referred to above have a continuous water supply, 75% secure their water
supply from boreholes while the remaining 15% are supplied by water tankers provided
by the Zululand District Municipality on a regular basis.
Emergency Services
Emergency medical and rescue services are located at three sites within the Ulundi
municipal area – Ulundi Unit A, Ceza and eMakhosini, each of which is equipped with an
ambulance. The ambulances from the Nkonjeni Hospital, when available, assist the
rescue services located within the town of Ulundi.
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Education
According to the information provided by the Department of Education, there are 168
schools located within the Ulundi municipal area . There are five wards or regions of the
Department of Education within the Ulundi municipal area namely the Ceza Ward, the
Makhosini Ward, the Mashona Ward, the Okhukho Ward and the Ondini Ward.
Pertinent information regarding educational facilities within the Ulundi municipal area is
reflected hereunder:
Education
Ward
Primary
Schools
High
Schools
Combined
Schools
Total
Schools
Access to
Electricity
Access to
Water
Ceza 22 09 03 34 19 Yes
15 No
03 None
01 Borehole
06 Tap
21 Tank
03 Mobile
Tanker
Makhosini 21 10 01 32 25 Yes
07 No
05 None
03 Borehole
11 Tap
13 Tank
Mashona 22 11 01 34 19 Yes
15 No
04 None
01 Borehole
08 Tap
21 Tank
Okhukho 25 08 01 34 26 Yes
08 No
02 None
03 Borehole
04 Tap
25 Tank
Ondini 19 13 02 34 34 Yes 04 None
16 Tap
14 Tank
Total 109 51 08 168 123 Yes
45 No
18 None
08 Borehole
45 Tap
94 Tank
03 Mobile
Tanker
Within the Ulundi municipal area 73.2% of schools reported that they have access to an
electricity service.. While 10.7% of all schools do not have access to a potable service,
4.8% obtain their water from a borehole and 1.8% from a mobile water tanker service
provided by the Zululand District Municipality. Water tanks on the school premises
provide water to 56% of all schools while the remaining 26.7% of these schools obtain
water from a tap installed either within the school buildings or outside on the school
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premises. The location of the primary schools within the Ulundi municipal area is
depicted on Plan 12 included in Annexure C attached to this IDP review document.
Similarly, the location of the secondary schools within the Ulundi Municipality is
depicted on Plan 13 included in Annexure C attached to this IDP review document.
The Department of Education provided initial enrolment numbers in respect of the 2012
calendar year as indicated hereunder:
Education Ward Primary School High School Combined School Total Pupils
Ceza 7 772 4 296 825 12 893
Makhosini 6 361 4 504 155 11 020
Mashona 7 449 4 562 323 12 334
Okhukho 6 800 4 065 209 11 074
Ondini 10 162 8288 910 19 360
Total 38 544 25 715 2 422 66 681
Learners enrolled in junior primary and senior primary schools comprise 57.8% of all
learners within the Ulundi municipal area whereas secondary and high schools have
enrolled 38.6% of the learners in the municipal area. The highest total learners among
the five wards are enrolled in the Ondini Ward where 29% of all the learners in the
Ulundi municipal area are located.
Sport and Recreation
The Municipality is actively engaged in the promotion of sport and cultural activities
within its service area.
Mayoral Cup
The initial phase of the Mayoral Cup consists of an elimination competition held at ward
level to minimise cost related to travel. The Mayoral Cup covers 12 different sporting
codes including inter alia soccer, rugby, cricket, boxing and athletics. Each ward then
sends representative teams to compete at a municipal level with the top competitors
being provided the opportunity to compete at a district level for inclusion in the team
representing the Zululand District at the Kwanaloga Games. Part of the mandate
assumed by the Sports Officer employed by the Ulundi Municipality is the identification
of sporting talent within the Municipality and ensuring that such talent is nurtured
through coaching and similar interventions.
Indigenous Games
The Municipality arranges a recreational event on an annual basis to select a squad to
represent the Municipality at the indigenous games which take place in July each year at
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a district level. Should participants excel they are then selected to represent the
District at the Provincial indigenous games event.
Umbele Wethu Cultural Festival
This cultural festival is arranged annually by the Municipality – traditional and religious
groups compete and those that excel have the opportunity to participate in other
cultural and youth festivals as representatives of the Ulundi Municipality
Information and Communication
The impact of cellular phone technology within the Ulundi municipal area is best
illustrated by the statistics reflected in the Community Survey compiled in 2007; 75.9%
of the households within the Municipality reported that they had access to a cellular
phone. Access to computer and associated technology is, however, very limited with only
2.2% of households indicating that they had access to a computer while only 1.1% of
households reported internet access. The Survey further recorded that 76.9% of
households within the Municipality indicated that they have access to a radio while
43.9% reported access to television. Only 23.6% of the households in the Ulundi
Municipality reported that they had access to a facility which enabled them to receive
their mail.
POVERTY ALLEVIATION
In a largely rural based economy such as that prevalent within the Ulundi Municipality
ravaged by the impact of HIV / AIDS and experiencing high levels of unemployment, it
is imperative that the Municipality gives due consideration to poverty alleviation
initiatives. The KwaZulu-Natal Provincial Government has initiated a programme, known
as the Flagship Programme, targeted at the reduction and improvement of the
livelihoods of households that are steeped in poverty – this programme has been dubbed
the “War on Poverty”. Priority wards have been identified for the implementation of
this programme across the Province – in the case of the Ulundi Municipality six wards
have been identified namely Ward 1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24.
Access to Grants
According to information generated by the 2007 Community Survey, 36.7% of the
population within the Ulundi Municipality benefitted from access to one or more of the
social grants provided by the national government. Just less than 25% of the population
benefitted from the child support grant while 5.9% of the population in the Municipality
received an old age pension and 5.2% a disability grant. The role played by the
Municipality is to facilitate access to social grants for appropriate members of the
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community through the offices of the KwaZulu-Natal Department of Social
Development.
The South African Social Security Agency (SASSA) has two offices located within the
service area of the Ulundi Municipality, one at Babanango and the other at Mahlabathini.
SASSA has a mandate to effect the provision of comprehensive social security services
to the vulnerable and the poor within communities. As a consequence SASSA is
responsible for the payment of social grants at different pay points, merchant stores,
banks and post offices within the Municipality on a monthly basis as reflected below:
Type of Grant
Beneficiaries paid at
Mahlabathini
Beneficiaries paid at
Babanango
Older Persons Grant 8 169 2 158
Disability Grant 9 057 3 616
Care Dependency Grant 777 247
Foster Child Grant 1 492 730
Child Support Grant 3 616 6 411
Grant in Aid 1 014 92
Total 24 125 13 254
Social Development Initiatives
The KwaZulu-Natal Department of Social Development has facilitated the initiation of a
number of projects operated by non-profit organisations aimed at the alleviation of
poverty including the operation of crèches and facilities for those affected by the
ravages of HIV / AIDS. The Department provides funding for the operational cost of
these projects only and not the facilities in which they are located. At present there
are a total of 58 projects listed of which only 25 are being funded during the 2011 /
2012 financial year. Included among the projects are 34 creches; 21 of these are
included in the projects funded by the Department during the 2011 / 2012 financial
year, as indicated hereunder:
Name of Creche Ward Name of Creche Ward
Egugwini Creche 18 Empilweni Creche 12
Emseni Creche 21 Indumiso Creche 10
Inkanyezi Creche 14 Luthandoluhle Creche 12
Mandlenkosi Creche 08 Manekwane Creche 20
Nqabayokuphila Creche and Pre- 03 Ntukwini Creche 20
School
Okhalweni Creche 05 Qhubeka Creche 21
Qungisibindi Creche 05 Siyakhula Creche 18
Siyong‟Ziphozonke Creche 19 Ubuhlebenkosi Day Care Centre 22
Ulundi Creche 18 Ulundi TSA Creche 18
Vukuzakhe Creche 05 Zamokuhle Creche 10
Zelaphile Creche 11
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The remaining four projects, the operation of which is funded by the Department of
Social Development are the Khululekani Community Centre in Ward 6; the Mabeka
Community Centre is Ward 6; the Ntukwini Community Project in Ward 22; and the
Sibonelo Esihle Community Centre in Ward 12.
Expanded Public Works Programme
As one of the outputs linked to the delivery agreement for the Outcome 9 initiative by
national government, the implementation of community work programmes as a means of
providing employment is an important aspect of addressing poverty alleviation within the
Ulundi Municipality. The Expanded Public Works Programme (EPWP) is a national
programme covering all spheres of government and state-owned enterprises and it is
aimed at the provision of additional work opportunities coupled with training. The EPWP
is underpinned by two fundamental strategies to reduce unemployment namely:
(a)
(b)
to increase economic growth so that the number of net new jobs being created
starts to exceed the number of new entrants into the labour market; and
to improve the education system such that the workforce trained is able to take
up largely skilled work opportunities which economic growth will generate.
Indigent Households
On an annual basis the Municipality facilitates the updating of its indigent register; by
definition, all households located within the rural areas of the Municipality are regarded
as being indigent and therefore have free access to a limited amount of basic services.
Where rural households are connected to the electricity distribution service provided
by Eskom, they are provided with electricity tokens that can be used to access the
electricity supply. On a monthly basis Eskom then bills the Municipality for the cost of
the electricity tokens issued to indigent households within its licence area. Similarly the
Zululand District Municipality has developed a free basic service policy for water
services provided to communities within the rural areas.
The Municipality makes provision for burial assistance to all needy families who are
unable to meet funeral expenses. In the 2011 / 2012 Adjustment Budget an amount of R
935 568 is provided to assist indigent families and households with burial assistance for
their loved ones.
Operation Sukuma Sakhe
Operation Sukuma Sakhe is a call to the people of KwaZulu-Natal to show the
determination to overcome a range of issues that have impacted adversely on
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communities including poverty, unemployment, crime, substance abuse, HIV / AIDS and
tuberculosis. Through the implementation of this programme it is envisaged that all
challenges are monitored and that an enabling environment for poverty reduction is in
place. The programme addresses the challenges of extreme poverty and food insecurity
which affect the people of KwaZulu-Natal. It focuses on creating healthy and
sustainable communities and providing an integrated programme addressing the
empowerment of women, children and other vulnerable groups.
In his State of the Nation address on 9 February 2012 the President made reference to
the triple challenge of poverty, unemployment and inequality. This theme is reiterated
and emphasised by the Premier of KwaZulu-Natal in his State of the Province address
delivered on 21 February 2012. In his address Dr Mkhize makes reference to Operation
Sukuma Sakhe – “the integration of community caregivers and the employment of youth
ambassadors is beginning to bear fruit as many individuals and families in distress are
identified through the profiling process. Social workers working with these ground
cadres have found it easier to prepare their case studies and make recommendations
and interventions. The care of senior citizens has been improved by the creation of
regional senior citizens‟ forums which have become active in programmes such as One
Home One Garden and other similar initiatives.”
From the perspective of the Ulundi Municipality, a programme to introduce and
integrate Operation Sukuma Sakhe into the communities within the Municipality has
been developed. In this regard it is noted that the programme links with and reinforces
other initiatives and activities which the Municipality is already engaged on. Details of
the proposed Operation Sukuma Sakhe programme within the Ulundi Municipality are
reflected hereunder:
Date Name of Event Aligned Programme Wards Venue Proposed
23/02/2012 Sukumasakhe Operation Mbo 17 Mbudle Primary
School
24/02/2012 STI and Condom
Awareness
HIV / AIDS
Awareness Day
18 Farmers Hall
Babanango
16/06/2012 Youth Day
Celebration
Operation Mbo 9, 10, 13,
17
Nhlazatshe
Sportsfield
07/09/2012 Arbor Day Operation Mbo 5,6,7 Gwazinyathi
High School
28/09/2012 Heritage Day Operation Mbo 1 to 24 Ulundi Stadium
06/12/2012 World AIDS Day Operation Mbo 2,3 Nondayana Hall
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SAFETY AND SECURITY
The Ulundi Municipality is serviced by five police stations each with a service radius of
20 kilometres. The police stations are situated in Babanango, Strangers Rest, Ulundi,
Mahlabathini and Ceza (near the Hospital). Only the far north west of the Municipality
around Ngongweni, and the far eastern areas around Nqulwane are not situated within
the 20 kilometre service radius of the police stations. Each of the police stations has
developed a community police forum where all of the relevant stakeholders, including the
Municipality, participate.
Traffic management and control is carried out by the traffic officials employed by the
Ulundi Municipality; provincial traffic officers are also located within the service area
of the Municipality. Traffic officials employed by the Municipality form part of the
structure of the Directorate: Protection Services. In order to monitor the speed of
vehicles on the Municipality‟s roads, the traffic officials make use of two speed
monitoring cameras, one of which is owned by the Municipality and the other is on
contract from a service provider.
The Municipality developed its own testing ground which was placed in operation with
effect from 10 January 2011. As a consequence the Municipality is able to provide its
communities with the opportunity to obtain a learners‟ license (30 people can be
examined per day); the testing of drivers‟ licenses (21 persons can be examined per day)
and the testing of vehicles (light motor vehicles; heavy motor vehicles and articulated
vehicles). Currently there are five driving schools operating within the Ulundi municipal
area; the establishment of a testing ground has meant that they have much reduced
distances to travel for the testing of drivers‟ license candidates; two of the driving
schools provide training to prospective drivers in all three categories of motor vehicle.
One of the issues that need to be addressed is the prevalence of stray animals which
are a hazard on the roads, both within the towns and in the rural areas. What is
required is the establishment and operation of an animal pound within the Ulundi
municipal area. In this regard the Municipality purposed to engage a service provider to
establish the facility – the tender was first advertised in the latter part of the 2010
calendar year without soliciting a single response from any potential service provider.
The Municipality has decided that this tender will be re-advertised during the course of
the 2011 / 2012 financial year.
SPECIAL GROUPS
Within the area of jurisdiction of the Ulundi Municipality the development and
establishment of programmes that benefit specific groups within the Municipality is the
focus.
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Women
The Community Survey conducted in 2007 indicates that 53% of the population within
the Ulundi Municipality is female. Issues related to gender equity have not been tackled
by the Municipality either internally in terms of the implementation of employment
equity initiatives nor externally as regards the representation of women in the various
community participation forums established by the Municipality. Part of the
responsibility allocated to the HIV / AIDS coordinator employed by the Municipality is
ensuring that gender matters are addressed as a matter of priority by and within the
structure of the Municipality.
Youth
The age breakdown reflected in the Community Survey conducted in 2007 indicates that
40.8% of the total population within the Ulundi Municipality are under the age of 15
while 13% of the population falls within the age group of 15 years to 19 years of age. In
total, therefore, 53.8% of the population in the Municipality is under the age of 20.
Consequently, it is imperative that attention be paid to the youth within the community –
a number of sport and cultural programmes have been implemented by the Municipality
while provincial departments such as the Department of Social Development has funded
a number of youth related programmes. The establishment of a forum dealing with
Youth Affairs and which brings together all of the role players and stakeholders dealing
with the youth is needed and the Municipality, in the person of the HIV / AIDS
coordinator, will take the lead in facilitating its establishment.
The Office of the Mayor has launched a project focused on the youth called Project for
Change. This intervention is designed to create a sustainable programme for childheaded
households, children from single parent families, children raised by
grandparents, and orphans. Specifically the objectives of the Project for Change are:
To capacitate children from single parent families, child-headed households,
children raised by grandparents and orphans with educational and skills
development programmes in an attempt to reduce social ills;
To break the cycle of poverty by involving youth in the community through the
establishment of the Youth Forum;
To encourage the participation of the youth in social responsibility programmes
(for example the flagship programme and the youth ambassador programme in
terms of Sakuma Sakhe);
The creation of employmen and the upliftment of rural communities; and
To mitigate the impact of HIV / AIDS
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Disabled
As many as 6.6% of the population within the Ulundi Municipality, according to the
Community Survey conducted in 2007, are disabled; however, only 5.2% of the population
are currently beneficiaries of a disability grant. The largest disability category is those
individuals who are physically disabled – they constitute 43.3% of the total disabled
population of the Municipality. In terms of employment equity it is imperative that the
Municipality takes the lead in employing officials that, albeit being disabled, are fully
capable of carrying the responsibility of the post he / she occupies. From a practical
perspective, due cognisance must be given to ensuring that all community facilities are
wheelchair friendly to provide access to disabled members of the community.
ECONOMIC ANALYSIS
INCOME AND EMPLOYMENT
The graph below, derived from information contained in Census 2001, depicts the very
low levels of income of the Municipality. A total of 37% of the economically active
population does not receive any income on a monthly basis, and a further 31% earn less
than R 800 per month.
Ward 1, on the northern most boundary of the Municipality, has the highest percentage
of economically active unemployed population. As is the case with service provision, the
relative inaccessibility of the area restricts the establishment of economic
opportunities. By way of contrast, Ward 12 has the lowest percentage of unemployed
economically active population in the Municipality.
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Taking a view on economic growth and the fight against poverty it is important to
determine which sectors of the economy of the Ulundi Municipality employs the largest
number of people.
Utilising the information derived from Census 2001 the distribution of employment
among the economic sectors of the Municipality is illustrated in this diagram. Due to the
rural nature of the Municipality, the high unemployment rate and the subsequent high
dependency on government provided social services the sector providing the highest
level of employment is the Community, Social and Personal Services Sector.
In support of the employed residents of the Ulundi Municipality is the wholesale and
retail trade sector; similarly the Financial, Insurance, Real Estate and Business Services
Sector is stimulated by the employment in the primary Community Services Sector.
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The graph below depicts the occupation types within the Municipality.
The largest percentage of people employed within the Municipality is employed as
technicians and associate professionals. Only 4% of employment opportunities are found
within the professional sphere. A large number of people are employed in administrative
posts as clerks, which corresponds with Ulundi being the former capital of KwaZulu-
Natal and currently the seat of the Zululand District Municipality. The largest economic
driver within the Municipality is agriculture and the low percentage of employment
within this sector indicates the seasonal nature of agricultural employment. These
workers are most likely included as part of the non-classified occupation category (NEC).
IDENTIFYING AREAS OF NEED
The CSIR, in conjunction with the University of Oxford and the HSRC developed
Indices of Multiple Deprivation (IMD) using the 2001 Census Data. The IMD ranks
wards in terms of their comparative levels of deprivation based on a composite taking
into account:
Income and Material Deprivation
Employment Deprivation
Health Deprivation
Education Deprivation
Living Environment Deprivation
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The table above depicts the ranking of wards in terms of the IMD. The areas marked in
red are the five highest ranking areas (most deprived areas) for each category.
Ward 1 and Ward 24 are among the five most deprived areas in four of the five
categories while Ward 6 and Ward 16 feature in three of the five categories. This
index is aligned with the Provincial Flagship programme which identified Ward 1, Ward 2,
Ward 5, Ward 6, Ward 16 and Ward 24 as being the wards that required most
attention.
LOCAL ECONOMIC DEVELOPMENT
Local economic development within service area of the Ulundi Municipality consists of
three primary initiatives namely Agriculture, General Business and Tourism. Agriculture
and tourism have, in particular, been identified as sectors with the potential to be
beneficially developed in order to uplift the communities within the Municipality.
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The Municipality developed a Local Economic Strategy for its service area in 2008 with
the assistance of Gijima Funding provided by the Zululand District Municipality;
however, this Strategy needs to be revised to bring it into line with current trends and
developments. Financial constraints mean that the Municipality will need to secure
funding in order for this review to take place. An LED Officer has been appointed by
the Municipality to coordinate the Municipality‟s engagement with this important sector.
Agriculture
Agriculture is a major sector within the Municipality and has the potential to contribute
to the development of employment opportunities as well as addressing matters related
to food security. The KZN Department of Agriculture has three primary programmes
that focus on the emerging farmer community within the Municipality. Large commercial
farms are located within the western part of the Municipality; these farmers require
limited assistance from the Department. Each ward in the Municipality has its own
farmers association representing the interests of the farmers, commercial and
emerging, in that ward.
Under the auspices of the Flagship Programme, the Department of Agriculture has
commenced implementation of the One Home, One Garden initiative with effect from
January 2011. The initiative is the responsibility of the extension officers employed by
the KZN Department of Agriculture; it is proposed to provide training to 700
participants per ward in the Municipality. Participants are identified by the extension
officers on the basis of need; each extension officer has a list of community gardens
including those located within the traditional authority areas. However, participation in
this initiative is not limited to existing community gardens; individuals are encouraged to
make an approach to the Department for assistance with a community garden. Part of
this initiative is to continue assisting local schools by providing them with a supply of
vegetable seeds. The extension officers employed by the KZN Department of
Agriculture will jointly capacitate participants in this initiative on a ward by ward basis,
commencing with those wards identified as being most deprived – Ward 1, Ward 2, Ward
15, Ward 16 and Ward 24.
The mechanisation programme implemented by the KZN Department of Agriculture
assists indigent and subsistence farmers with a tractor to plough their fields and
provides these farmers with maize and vegetable seeds. The Department sub-contracts
small operators to make their tractors available to assist – the cost of this initiative is
paid for by the Department. The provision of maize and vegetable seeds is sufficient to
plant between one and two hectares per individual farmer of between twenty and thirty
hectares per farmer group.
Protection of animals by the provision of veterinary health services is the third
programme operated by the KZN Department of Agriculture within the service area of
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the Municipality. In addition to assisting farmers with the management of their
livestock, the Department undertakes immunisation campaigns for identified diseases
such as rabies. A total of six veterinary technicians are operative within the service
area of the Ulundi Municipality; they undertake the rendering of preventative injections
and attend to any animal disease outbreaks that may occur within the Municipality.
There is also an appointed State Veterinarian whose area of responsibility comprises the
entire area of jurisdiction of the Zululand District Municipality.
It is the intention of the KZN Department of Agriculture to deploy an extension officer
and an extension office assistant in each ward within the Municipality – each ward will
also have the services of an animal production technician and a plant production
technician. All agricultural projects undertaken are owned by the participating farmers
with Departmental officials providing a production advisory role; while these projects
are funded from the KZN Department of Agriculture budget, the funding is provided in
the form of materials (tools and seeds) only.
General Business
As is the case with other rural towns, the development of Ulundi began during the
decades of the 1970s and the 1980s. Ulundi Town has come a long way from the
settlement that once consisted of a supermarket and a bank located on a gravel road.
The construction of the Ulundi Plaza in the 1980s was the launching pad for the
commencement of commercial development within Ulundi – the Plaza had one large
supermarket (today known as Shoprite), a First National Bank Branch, a Standard Bank
agency and a number of smaller shops. Apart from the Ulundi Plaza, the Ulundi Holiday
Inn is the oldest commercial entity within Ulundi.
Apart from the further expansion of the Ulundi Plaza, which was also funded by Ithala
Bank, Ulundi now has the King Senzangakhona Mall which was completed in 2008 as the
focal point of commercial development within the Town. The establishment of the Mall
led to the fast tracking of other developments such as the Ulundi Intermodal Facility,
developed and financed by the KZN Department of Transport and the Ulundi
Municipality (funding provided by the KZN Department of Cooperative Governance and
Traditional Affairs). Community members today have the choice of five popular
supermarkets, two hardware outlets and four commercial banks at which to conduct
their business. There are also four filling stations within the ambit of Ulundi where fuel
can be obtained. Adjacent to the King Senzangakhona Mall a new commercial
development that features, among other commercial enterprises, a Game Retail Store, a
Kentucky Fried Chicken, a Nandos and a Chicken Licken outlet has been completed; this
development overlooks the R66 entrance to the town of Ulundi.
Tourism
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Given the rich cultural heritage and history of the Ulundi municipal area, tourism
provides a significant opportunity for economic development of the area. It is this
cultural heritage which sets the Ulundi Municipality apart from the other local
authorities within the Zululand District Municipality. What is important, however, is
that any development to encourage tourism should be undertaken in a manner that is
sustainable and conforms to environmental management imperatives.
The Ulundi Tourism and Marketing Strategy was developed and approved by Council in
2008; however, the imperatives of this Strategy could not be implemented as a
consequence of human and financial capacity constraints. A Tourism Officer was
appointed by the Municipality in 2009 to provide impetus and direction to this initiative.
A cornerstone of the Tourism and Marketing Strategy is the development of a Tourism
Information Centre in Ulundi. The site on which the Tourism Information Centre is to
be constructed has been identified and made available by the Council of the
Municipality; the Zululand District Municipality, responsible for the development and
operation of the Tourism Information Centre has prepared and submitted business plans
to secure the funding required for this development.
Amanga AkwaZulu is the parastatal mandated by the KwaZulu-Natal Provincial
Government to administer all of the heritage sites within the Zululand District. Listed
hereunder are some of the important heritage sites within the Ulundi Municipality:
Ondini Museum
This is the site of King Mpande‟s kraal and the place of his burial. The history of Ulundi
revolves around this particular heritage site; King Mpande‟s grave draws tourists from
all over the world. The Museum is situated in Ulundi and can easily be accessed. Among
the attractions in the Museum is a display of symbolic Zulu art that reflects a summary
of the history of the Zulu nation and a collection of cultural beadwork that features the
colours of the various Zulu traditional families.
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Inside the Ondini Museum
The Grave of King Mpande
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Amafa Akwazulu Heritage Site
This site is situated some 3 kilometres south of Ulundi on the P700 and is the original
site of King Cetswayo‟s kraal. The site has been developed to house the activities of
Amafa Akwazulu and it administers all the other heritage sites in Ulundi.
An exterior and interior view of the Amafa Akwazulu Heritage Site
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Ondini Battlefields
This is the site of the conclusion of the Anglo-Zulu conflict in 1876 with victory being
secured over the Zulus. The site, which has been fenced, needs further development as
it currently consists of only a monument. It is located on the P700 corridor, adjacent to
the Prince Mangosuthu Airport, less than a kilometre away from the Town of Ulundi.
Monument located on the Ondini Battlefields
Ulundi Multi Media Centre (uMgungundlovu)
The multi media centre has been built on the site of King Dingaan‟s kraal; it is situated in
eMakhosini, the Valley of the Kings, some seven kilometres off the R34 and 25
kilometres from Ulundi Town. Technological sophistication available at the Centre
provides the visitor with access to the history of the ages at the touch of a button. The
Office of the Premier provided an investment of R 20 million for the development of
this Centre, which was officially opened by His Majesty the King of the Zulus, King
Goodwill Zwelithini Zulu on 16 December 2009.
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uMgungundlovu from the ground and from the air
The Spirit of eMakhosini
This is an open site situated some 400 metres off the R34 and located 22 kilometres
from the town of Ulundi. The site overlooks the eMakhosini Valley of the Kings; guides
are available to provide visitors with an understanding of the history of the Zulu Nation.
Another primary attraction of this site is a collection of horns from large animals that
have played a significant part in the cultural history of the area.
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The Spirit of eMakhosini
Ceza Cave
The Cave is situated at Ceza, a developmental node within the Ulundi Spatial Framework.
The cave was used by King Dinuzulu as shelter when he was under attack from the
English forces. The King and his tribe took shelter there for a period of two and a half
years during 1888-1889; the English forces were eventually defeated. The need to
develop this site has become a priority; it has been identified for development by the
Municipality as it forms an important part of the Zulu Nation‟s history.
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Ceza Cave
The former Mayor of the Ulundi Municipality and a team of experts photographed inside the cave while
on a fact finding mission. The third rock is outside the cave and served as a kitchen, original ash is still
found here. The first and last are some of the rooms inside the cave, there are hundreds of these
rooms from the entrance to the other side. The second rock is outside the cave, the King used to sit on
it for various reasons.
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Kwagqokli Hill
The battle of kwaGqokli is celebrated at this site where King Shaka defeated thousands
of Ndwandwe warriors with a small force of just over 2 000 warriors. The site has been
identified by the Municipality as one of the important heritage sites to be developed.
Opathe Game Park
The Park is situated on the R66, some two kilometres south of the Town of Ulundi, just
across the Umfolozi River. The Park is completely underutilised at present; it has a
breeding facility for game and, in common with many other reserves of its nature, has to
deal with the scourge of the poaching of rhino. The facility has a game viewing area, a
bird hide, a lapa and some administration offices. One of the opportunities offered by
the Park is the development of a small conference facility.
Events related to King Shaka Heritage Month in September each Year
Umkhosi Womhlanga (Reed Dance)
Umkhosi Wokweshwama (Testing of the First Season Harvest)
King Shaka Day
Amafa AkwaZulu Cultural Museum Fun Run
Ongeni Gate to the Umfolosi Game Reserve
The road to this gate has been fully tarred. Game viewing at the Umfolosi Game
Reserve is among the best in South Africa with a high probability of seeing all of the Big
Five; for tourism purposes an Entrance Centre has been built.
Completion of the tarring of the road between Pongola and Nongoma has the potential of
having a major impact on tourism within the district including the service area of the
Ulundi Municipality. Currently tourist buses from the Kruger National Park make use of
the N2 only to take tourists down to Durban; with the tarring of this road they will have
an alternative route that exposes tourists to the cultural heritage of the Zulu Nation.
The completion of the tarring of this road is a priority on the tarring programme of the
KZN Department of Transport.
The following tourism support structures are in place and functioning effectively:
• Tourism Portfolio Committee of Council
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• Local Community Tourism Organisation
• Tourism Forum for the Municipality
Accommodation for tourists is provided by the Ulundi Holiday Inn (three star hotel),
bed and breakfast operations, guest houses, lodges and camping sites.
Promotion of SMMEs and Cooperatives
The KwaZulu-Natal Department of Economic Development and Tourism has embarked on
a number of initiatives to assist the development of emerging entrepreneurs:
• Access to Finance – The Department has entered into an agreement with three
banking institutions (Standard Bank, ABSA and Ithala Bank) to establish a joint
SMME fund to assist with finance for small businesses. Contribution to this fund
is on a 50 / 50 basis – the Department contributes 50% and the banking
institution the remaining 50% - and it is left to the banking institution to handle
all finance arrangements with the beneficiaries of this programme.
• Access to Markets – By being visible through the attendance of the Department
at SMME fairs and Business fairs, the opportunity is created for small enterprises
to have their products marketed to a large potential customer base.
Municipalities are invited to partner with the Department in the establishment of
a presence at these fairs and, while promoting the SMME sector also have the
opportunity of promoting the unique features of its municipal area
• Training and Capacity Building – The Department provides opportunity to
members of the SMME sector to attend training courses offered by FET Colleges
at no cost. Courses offered include financial management, business management
and courses relating to specific technical disciplines.
The needs of agricultural cooperatives within the Ulundi municipal area are provided for
by the KZN Department of Agriculture while, in general, any non-agricultural
cooperatives will make their approach for funding to Ithala Bank. As regards funding
for SMMEs and cooperatives the primary challenge is to comply with the requirements
of the bank before funding can be made available. Generally the applicant is requested
to prepare and present a business plan as support to the funding request which is beyond
the capacity of the majority of individuals and cooperatives that comprise this
particular sector.
The national Department of Energy has embarked on an initiative known as the
Integrated Energy Programme. An Integrated Energy Centre (IeC) is a one-stop energy
shop owned and operated by a community cooperative and organised as a community
project. It provides energy solutions to communities and access to affordable, safe and
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sustainable energy services. The IeCs act as community hubs located closer to the
community than the urban centres from which they would ordinarily obtain their energy
needs. The IeC is able to purchase products such as illuminated paraffin, liquid
petroleum gas, petrol and diesel direct from oil companies and then sell these products
to the community at more affordable prices. Funding for the development of the IeC is
generally provided by the oil company concerned (it is also likely to set up a forecourt as
part of the development) and the Department of Energy.
The Department of Energy has commenced the process of establishing an IeC within the
Ulundi municipal area – the site for this entity is in the vicinity of the intersection of
the R34 and the R66; the community cooperative for this project has already been
formed and registered. There is no reason why the IeC should not act as a catalyst for
other participants in the SMME sector to participate by offering related products and
services; given the location of this particular IeC it can beneficially be used by the
Municipality as part of its tourism marketing initiatives.
One of the initiatives undertaken by the KZN Department of Arts and Culture is the
development of arts and craft centres. One of these is located on the outskirts of the
town of Ulundi – it provides training in visual arts and fashion design. A total of 20
trainees in each of these creative areas are taken in by the Indonsa Arts and Crafts
Centre every six months – from January to June and from July to December.
Consequently this Centre trains 40 unemployed members of the community with specific
skills annually that they can gainfully employ in their respective futures.
ENVIRONMENTAL ANALYSIS
The focus of environmental management within the Ulundi Municipality is that all
development should be sustainable. The best known definition of sustainable
development and most widely used is that of the Bruntland Report which defines
sustainable development as:
“Development which meets the needs of the present without compromising the
ability of future generations to meet their own needs” (World Commission on
Environment and Development, 1987)
The National Environmental Management Act (NEMA) No 107 of 1998 defines
sustainable development as “the integration of social, economic and environmental
factors into planning, implementation and decision-making so as to ensure that
development serves present and future generations”
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The term environment refers to our surroundings including living and non-living elements,
e.g. land, soil, plants, animals, air, water and humans. It also refers to our social and
economic surroundings, and our effect on our environment. NEMA defines the
environment as “the surroundings within which humans exist and that are made up of:
i. the land, water and atmosphere of the earth;
ii. micro-organisms, plant and animal life;
iii. any part or combination of (i) and (ii) and the inter-relationships among and between
them”
According to the definitions in Chapter 1 of the Municipal Systems Act, Act 32 of 2000,
as amended, „environmentally sustainable‟ means the provision of a service that aims to
ensure that risks of environmental harm and risks to human health and safety are
minimised to the extent reasonably possible under the circumstances, and the potential
benefits in these areas are maximised to a similar extent, while legislation intended to
protect the environment and human health and safety is complied with.
ENVIRONMENTAL REALITIES WITHIN THE MUNICIPALITY
Topography
The topography map, included as Plan 3 in Annexure C attached to this IDP review
document, depicts the elevation characteristics of the Ulundi Municipality. The mean
elevation (metres above sea level) ranges from 1600 metres above sea level in the
western parts of the Municipality, 723 metres above sea level in the central parts of
the Municipality, to 140 metres above sea level on the eastern boundary.
The White Mfolozi River further divides the western mountainous area of the
Municipality into a northern and a southern area, with only four official crossing points
situated on the R66, the R34 (including a smaller bridge next to the R34 crossing), and a
crossing where the L1606 connects Mpungamhlophe to the P734 and Lottery, in
existence.
Slope Analysis
The slope analysis depicts the gradients of the land as it declines in height above sea
level towards the east. The slope categories range from smaller than 1:10 (10% incline),
1:6 (17% incline), 1:3 (33% incline) and steeper. The higher the gradient, the more
difficult are more expensive construction and the provision of services becomes.
Slope also affects modes of transport, as a maximum gradient of 5% is recommended
for bicycle tracks and 8% is recommended for footpaths. Terrain therefore plays an
integral part in determining settlement patterns or the line of road construction to
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ensure cost-effectiveness. The depiction of the slope analysis within the Municipality
on Plan 4 in Annexure C attached to this IDP review document indicates that the slope
variants are evenly distributed throughout the municipal area, with most settlements
located within the more evenly sloped areas.
Precipitation
The Ulundi Municipality has a mixture of two “precipitation sectors” linked to the
varying topography within the municipal area. The two sectors receive average rainfall
of between 722mm to 826 mm per annum, and 827 mm to 912 mm per annum,
respectively. Selected pockets within the Municipality have a higher average rainfall of
between 1012mm and 1251mm per annum. Precipitation within the Municipality is
depicted on Map 4 included in Annexure C attached to this IDP review document.
Water Bodies and Catchment Areas
Catchments are the areas of land where rainwater drains downhill into a body of water,
such as a river, lake or dam. The drainage basin includes both the streams and rivers
that convey the water as well as the land surfaces from which water drains into those
channels, and is separated from adjacent basins by a catchment divide. Ecological
aspects need to be taken into account when considering catchment areas. Water that is
accumulated within the catchment areas flows to water bodies such as rivers and dams
which are ultimately utilised to provide potable water for household purposes.
Subsequently it is necessary to consider the possible impacts from specific land uses
(settlements and agriculture) on the quality of water. This will provide an indication, for
example, as to where sanitation services are required to prevent the contamination of
water sources by cholera. In cases where large scale agricultural activity can have a
negative impact on the quality of water it is necessary to limit the use of pesticides.
The spatial development framework of the Municipality is the instrument that needs to
ensure that no land use is proposed in an area where the specific land use can have
detrimental effects on the environment, and the environmental services provided. The
presence of a large number of rivers and high volumes of water also implies that the
safety of communities must be considered by locating them outside possible flood areas.
River Eco-System Status
The river eco-system status has been determined by Ezemvelo KZN Wildlife in
conjunction with a programme called the River Health Programme of South Africa.
Based on the assessment of the condition of biological communities in and around rivers
this programme provides an integrated measure of the health of river systems. All of
the rivers in the Ulundi municipal area are classified as vulnerable, which indicates that
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there are human influences on the rivers that need to be managed to ensure that the
negative impact is minimised.
Evaporation
The evaporation rates of the Ulundi Municipality are depicted on Map 5 included in
Annexure C attached to this IDP review document. It is clear that average evaporation
is linked to height above sea level which also affects other meteorological conditions
such as wind occurrences. The low lying areas of the Municipality have an average of
1801 to 2000 mm per annum evaporation rate, while the higher lying areas average 1601
to 1800 mm per annum. An area just south of Xolo has an evaporation rate of 2001 to
2200 mm per annum, whilst a limited number of smaller areas near Babanango and
Nhlazatshe have an evaporation rate of 0 to 1400 mm per annum.
Groundwater Vulnerability
Groundwater vulnerability refers to the potential pollution of groundwater by various
factors including agricultural practices, industrial waste or influences that settlements
have on the water. Groundwater vulnerability in the Ulundi Municipality, which is
depicted on Map 6 included in Annexure C attached to this IDP review document, ranges
from low to very low, while there are selected pockets of groundwater, especially in the
vicinity of Umqlozi, which have a vulnerability rating of medium low.
Land Cover
Six main elements of land cover are visible within the Ulundi municipal area – these are
urban areas, rural settlements, subsistence farming, woodlands, grasslands and
plantations. The urban areas are situated around the town of Ulundi and stretch
northwards along the R66. Smaller pockets of “densely populated” rural areas are
situated along the major transport routes, but are also scattered throughout the
Municipality in localities such as Babanango, Mpungamhlophe, Nkonjeni and Mahlabathini.
The remainder of the settlements are characterised by rural dwellings. These
settlements include areas such as Sterkstroom and Dlebe in the northern areas,
Nondlovu and Xolo north east of Ulundi, and Ntshemanzi and Nqulwane on the eastern
boundary of the Municipality.
Large areas of woodlands are situated on the evenly sloped areas on the north eastern
boundary of Ulundi with Nongoma. The area stretches from the Xolo surroundings
(east) to Kwadayeni (west of the R66). Subsistence farming is scattered throughout the
municipal area, but more densely situated in close proximity to the rural settlement
areas. The highest concentrations of subsistence farming are found near the
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settlements of Mpungamhlophe, Nhlazatshe and Nkonjeni, with scattered subsistence
farming activities around Dlebe.
Grasslands are scattered throughout the Ulundi municipal area, although the lack of
other activities and vegetation types makes this the main land cover category in the
western areas around Bloubank and Ngongweni. Plantations are located in the south
western parts of the Municipality, and mainly grouped along the R68 leading to
Babanango. Some isolated plantations are situated just north of Babanango. The area
north of Nhlazatshe is characterised by bush lands, while some dense bush land
groupings are situated north of Nkonjeni and Mahlabathini. Details of the location of
land cover within the Ulundi Municipality are depicted on Plan 5 included in Annexure C
attached to this IDP review document.
Protected Areas
The Ulundi Municipality has a number of environmentally sensitive areas, some of which
are already formally protected. A detailed depiction of the Protected and Conservation
Worthy Areas is included as Plan 6 in Annexure C attached to this IDP review document.
The Emakhosini Ophathe Heritage Park and Game Reserve is located on the southern
boundary of the Municipality directly south of the White Umfolosi River. The Game
Reserve is directly east of the R66, while the Heritage Park stretches west from the
R66 to Babanango in the west.
Biodiversity Priority 1 areas are mainly concentrated in the east, where the Ulundi
Municipality borders on the Hluhluwe Mfolozi Game Reserve. A limited number of small
Priority 1 Biodiversity Area pockets are scattered throughout the municipal area, in
close proximity to the areas of Nhlazatshe, Kwanbambo, Babanango,, Mahlabathini, on
the boundary with the Nquthu Municipality, and on the Abaqulusi Municipality boundary
east of Mphepho.
Biodiversity Priority 3 areas are concentrated mainly in the western parts of the
Municipality surrounding the areas of Bloubank and Babanango.
KZN Ezemvelo Wildlife developed a composite set of data that is depicted on Map 7:
Environmental Sensitivity which has been included in Annexure C attached to this IDP
review document. The highly sensitive areas are situated on the south western parts of
the municipal area. These areas are some of the least densely populated areas in the
Municipality and the SDF proposes that development not be encouraged in these areas.
A number of areas with medium to high vulnerability status are situated near
Kwanbambo, Mabedlana, Nhlazatshe, and on the eastern boundary of the Municipality
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near the Hlabisa Municipality. The remainder of the Municipality is classified as medium
to low vulnerability.
Human Footprint
Human Footprint Mapping is a tool to show how large our human influence on the natural
environment is. The more that development takes place, which includes the
establishment of farms, constructing roads and buildings etc, the more we influence the
natural environment. This leads to a reduction in the quality of the ecological services
provided by the environment. Such ecological services include clean water, fertile
ground, storm water management by wetlands etc. Where the human footprint is high,
management processes are required to ensure that further impact on the environment
is kept to a minimum. No area within the Municipality has no “human footprint” although
large areas are classified as low and very low impact. The human footprint is highest in
the area surrounding the town of Ulundi with high and very high levels of impact. The
railway line further impacts on the environment and a corridor of moderate human
impact on the environment follows the course of the railway line as it traverses the
Municipality. Selected areas near Ngongweni and Bloubank have a high impact human
footprint.
Away from the railway line areas such as Babanango, and areas in the centre of
Strangers‟ Rest, Makhosini, Kwanbambo and Mpungamhlophe are also classified as having
a moderate impact. Some of these areas are in close proximity to highly vulnerable
environmental areas and measures need to be put in place to ensure that the human
footprint does not expand further into these vulnerable areas. A detailed depiction of
the “human footprint” within the Ulundi Municipality is reflected as Map 8 in Annexure C
attached to this IDP review document
STRATEGIC ENVIRONMENTAL ASSESSMENT (SEA)
A Strategic Environmental Assessment (SEA) was defined in the White Paper on
Environmental Management Policy for South Africa (1998) as “a process to assess the
environmental implications of a proposed strategic decision, policy, plan, programme,
piece of legislation or major plan”. The SEA is required as part of the IDP process as a
strategic environmental planning tool that seeks to integrate environmental concerns
into plan making and implementation. Elements of the SEA are essentially determined by
the stakeholders consulted in the planning process and the needs of the municipality. It
is seen to be a flexible tool that can be adapted to the stages of the planning process
where it is most needed. It typically provides an understanding of the environment
through the following:
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Providing an overview of the environment within the municipal area, the key issues
that impact and current or proposed policies, plans or processes that impact. The
aim is to strengthen awareness of the environment, and to integrate environmental
sustainability with social and economic considerations
Providing a reflection of environmental opportunities and constraints
The intention is to integrate sustainability considerations into the formulation,
assessment and implementation of policies, plans and programmes.
The SEA is intended to be strategic, participatory in its preparation and give an
understanding of the overall cumulative effects of environmental degradation. It can be
used at various stages of the planning process: identifying the causes of environmental
problems during analysis; assessing alternatives and the cumulative effects of policies at
the level of SDF preparation and providing a context for further planning overall.
The Ulundi Municipality has not to date undertaken a Strategic Environmental
Assessment of its municipal area.
ENVIRONMENTAL IMPACT ASSESSMENT (EIA)
An Environmental Impact Assessment (EIA) is a study of the likely impacts on the
environment of proposed activities or development. EIAs help bodies like local
authorities to decide if they should accept proposals, e.g. to develop a piece of land for
housing, or to require changes to the proposal, or to reject it. An EIA is a project
specific procedure that is a requirement of the NEMA. An EIA is required for a
development that requires a change in land use, for projects that are associated with
particular activities or which are located in sensitive environments. A number of
activities have been defined in terms of Section 24(2)(a) and 24(2)(d) of the NEMA
which may not commence without the authorisation from the competent authority and in
respect of which the investigation, assessment and communication of potential impact of
activities must follow the procedure as described in Regulations 2226 of the
Environmental Impact Assessment Regulations, 2006 promulgated in terms of Section
24(5) of the NEMA in the Government Gazette dated 21 April 2006 The EIA
procedures are dealt with in more detail in Annexure D attached to this IDP review
document.
A Social Impact Assessment (SIA) should predict how a particular activity would affect
the social functioning of communities. An SIA provides very specific information and
analysis of the social impacts of a project It includes a list and profile of primary and
secondary stakeholders, a history of the area and affected communities, the social
context within which the development will take place with particular emphasis on the
impact on vulnerable communities, future development plans for the area and issues and
concerns raised by stakeholders. An SIA may form part of an EIA.
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ENVIRONMENTAL MANAGEMENT AND CLIMATE CHANGE
INITIATIVES
A number of environmental management and climate change initiatives are to be
addressed by the Municipality during the course of the 2012 / 2013 financial year.
Eliminating Invasive Alien Plant Species
This initiative will be undertaken at ward level to restore available grazing land that has
been invaded by alien plant species. In addition alien plant species threaten the
availability of scarce water resources. This initiative is driven by the Directorate:
Community Services which has made provision for this activity in its operational budget.
However, additional funding to effectively address this threat will be sought from
National Government and the Provincial Department of Agriculture, Environmental
Affairs and Rural Development.
Greening of Open Spaces
The Municipality has commenced with a programme of planting trees in public open
spaces and as part of human settlement projects. In the 2011 / 2012 financial year this
initiative was confined to the town of Ulundi but the intention is to expand the
programme to other nodal points.
Alternative Sources of Energy: Solar Panels
This initiative is being promoted and managed by the Directorate: Technical Services
with potential funding being sourced from Eskom. During the 2011 / 2012 financial year
a total of 2 300 solar geysers were to have been installed with funding derived from
Eskom. The indications are that this project will be implemented during the 2012 / 2013
financial year.
Street Cleaning and Beautification
This initiative confined to urban areas and in particular the town of Ulundi. Maintaining
the Ulundi CBD and its environs clean and presentable through a programme of street
sweeping and the collection of litter by making use of casual workers has had to be
scaled back as a consequence of the financial constraints that have been faced by the
Municipality. Given that this initiative has a two-fold purpose by providing employment
for casual workers to alleviate poverty within the communities in the town of Ulundi,
additional funding will be sought to reinstate and possibly expand the full initiative.
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Rehabilitation of Landfill Site
The Municipality operated a landfill site in Ward 18 which was not registered with the
Department of Agriculture, Environmental Affairs and Rural Development and, due to its
situation, drew protests from the communities adjacent to its location. As a
consequence the landfill site was shut down; however, to ensure that its past existence
does not impact on the environmental integrity of the area, the site has to be
rehabilitated in accordance with the provisions of the NEMA.
Environmental Awareness Campaigns
At least twice a year the Municipality will provide the impetus for a campaign that raises
awareness among the communities within its service area of the need for environmental
management. These campaigns can be aligned with specific events on the calendar such
as Water Week and Arbor Day.
The Municipality has appointed a qualified horticulturalist to manage and coordinate
these initiatives.
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ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
INSTITUTIONAL ARRANGEMENT
AND
TRANSFORMATION
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ORGANISATIONAL STRUCTURE
The Council of the Municipality has adopted an organisational structure that consists of
five Directorates - Corporate Services; Community Services; Financial Services;
Protection Services and Technical Services together with the Office of the Municipal
Manager. The Office of the Municipal Manager contains the cross-cutting functional
areas of internal audit, performance management, inter-governmental relations, and local
economic development. The staff complement within the Municipality is set out
hereunder:
Directorate Posts Filled Vacant % Vacant
Office of Municipal Manager 9 9 0 0%
Corporate Services 31 23 8 22.8%
Financial Services 38 26 12 31.6%
Community Services 100 65 35 35.0%
Technical Services 80 62 18 22.5%
Protection Services 52 32 20 38.5%
TOTAL 310 217 93 30.0%
The highest vacancy rate among the Directorates that comprise the organisational
structure of the Ulundi Municipality exists within the Directorate: Financial Services
and the Directorate: Protection Services. However, all of the key managerial and
specialist function posts have been filled.
Level of Employment
Number of
%
Employees
Senior Managers, including
6 2.8%
Municipal Manager
Other Managers 33 15.2%
Technical/Professional Staff 42 19.4%
Other Staff (Clerical,
136 62.6%
Labourers, etc.)
TOTAL 217 100%
All of the Section 57 manager positions within the organisational structure of the
Municipality have permanent incumbents. Recently incumbents to key technical positions
such as that of the Superintendent: Planned Electrical Maintenance, the Facilities
Manager and the Senior Internal Auditor have been appointed.
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Responsibility for the IDP
The responsibilities related to the formulation, management and co-ordination of the
IDP rest with the IDP Manager. The position of IDP Manager is pivotal to the
compilation of the IDP on an annula basis and, as indicated in the following diagram, the
IDP Manager reports directly to the Manager in the Office of the Municipal Manager.
Ulundi Local Municipality
Exco
Ward Councillors
Municipal Manager
IDP Manager
Managers of Department
IDP Steering
Committee
Task
Team
Task
Team
Task
Team
Task
Team
Task
Team
IDP Representative Forum
Broad Public
DECISION MAKING PROCESSES
In terms of Section 9(b) of the Municipal Structures Act, Act 117 of 1998, as amended,
the Ulundi Municipality was established as a Category B (local) municipality with a
collective executive system combined with a ward participatory system. Local
government elections were held on 18 May 2011 and a new Council for the Ulundi
Municipality was elected and appointed; the third Council constituted since the
establishment of the Municipality. The Council of the Municipality consists of 47
members of which 24 are ward councilors and 23 are councilors appointed in terms of
the respective proportional representative lists.
The Council of the Municipality has appointed a number of advisory Portfolio Committees
in addition to the Executive and Finance Committee namely the Technical Services
Portfolio Committee; the Planning Portfolio Committee; the Local Economic Development
Portfolio Committee; the Tourism Portfolio Committee and the Community Services
Portfolio Committee. In addition the Municipality has developed and adopted an
Oversight Policy and the members of the Oversight Committee have been appointed. A
schedule of Council and Portfolio Committee meetings is adopted at the beginning of
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each financial year – Council is scheduled to meet quarterly while the Executive and
Finance Committee (EXCO) and the Portfolio Committees meet on a monthly basis. In
the first instance the Portfolio Committees submit their reports and recommendations
to EXCO for consideration and endorsement prior to submission to the full Council. In
addition to the scheduled Council and EXCO meetings, special meetings of these two
entities can be convened by the Speaker and Mayor, respectively, to consider items of
an urgent nature that require a decision to be taken in the period between the quarterly
meetings of Council. In all cases a meeting of Council, whether it is a scheduled or a
special meeting, is preceded by a meeting of EXCO to consider the matters submitted
for Council consideration and provide a recommendation in this regard.
From an administrative perspective the Municipality has established a Management
Committee (MANCO) that comprises of the Municipal Manager, the Executive Managers
responsible for the management of the Directorates in the organisational structure of
the Municipality and middle management representatives of the range of functional
responsibilities undertaken by the Municipality. MANCO has a scheduled monthly
meeting where matters related to the discharge of administrative responsibility are
included on the agenda and addressed. As is the case with the Council and EXCO, special
MANCO meetings may be convened by the Municipal Manager to address matters of an
urgent nature which require consideration and a decision that cannot be deferred to the
next scheduled MANCO meeting.
HUMAN RESOURCE ADMINISTRATION
There are a full complement of human resource policies and procedures adopted and
implemented at the Municipality commencing from the entry level (recruitment policy)
and covering a variety of human resource related aspects. A collective bargaining
agreement has been concluded with the labour unions and a disciplinary and grievance
procedure agreed as part of the collective bargaining process. The Directorates within
the Municipality have all been capacitated to conduct their own disciplinary hearings.
From a human perspective it is imperative that managers engage their subordinates and
maintain an open door policy to promote and encourage healthy communication
The Municipality has undergone a skills audit process during which critical vacancies
were identified, some of which have been filled during the current financial year.
Currently the staffing budget as a percentage of the total operational budget of the
Municipality is higher than the accepted norm; this together with a process to align the
organisational structure to the strategic direction provided in this IDP review and an
evaluation of the content of each post will form the crux of human resource planning and
implementation for the 2012 / 2013 financial year.
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TRAINING AND DEVELOPMENT
On an annual basis a percentage of the operational budget approved for the Municipality
is set aside for skills development in accordance with the Workplace Skills Plan.
Because the Municipality has experienced cash flow constraints on a regular basis, the
training and development budget has not been fully expended; it is proposed that the
training budget be ring fenced annually to prevent this situation from reoccurring.
Based on the skills audit conducted at the Municipality the training contracted should be
a reflection of the skills gaps identified rather than implementing a situation where
course availability is the criteria and individuals are nominated to attend without due
cognisance being given as to whether the training course is able to adequately build the
capacity to address the identified need. Courses offered by service providers
accredited with the Local Government SETA only are considered for training and
development purposes – the Municipality is then able to claim a percentage of the course
fee back from the SETA.
PROMOTION OF EQUITY
The Municipality has developed an Employment Equity Plan as required by the legislation;
the Plan is reviewed on an annual basis in terms of the legislation. At present, however,
the provisions of the Employment Equity Plan have not been implemented by the
Municipality; each of the Directorates is required to review its situation with regard to
the employment equity imperatives. With the filling of vacant posts during the 2012 /
2013 financial year, one of the prime factors in the recruitment and selection process
will be addressing the employment equity imperatives; this will continue throughout the
remainder of the third generation IDP.
MUNICIPAL TURNAROUND STRATEGY
The national Department of Co-operative Governance and Traditional Affairs, late in the
2009 calendar year, published the Local Government Turnaround Strategy, developed as
a consequence of an assessment of all of the municipalities in South Africa and following
an extraordinary sitting of the three spheres of government involving the entire Cabinet
on 20 October 2009 in Khayelitsha, Cape Town. As part of the implementation of the
national strategy, each municipality was required to develop its own turnaround strategy
by 31 March 2010. In this regard the national strategy noted that the different
municipalities within South Africa have different capacities and are faced with
different social and economic challenges. The Ulundi Municipality developed its own
turnaround strategy utilizing the situation as at 31 March 2010 as the baseline and
setting a number of targets to be achieved. In this regard it is noted that the
Municipality prepares half yearly reports in terms of the turnaround strategy, at the
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end of June and the end of December each, year on the following ten aspects of its
operation:
Revenue Management Strategies
Debtors‟ Management
Repairs and Maintenance
Clean Audit
Credibility and Transparency of SCM
Access to Water and Sanitation
Access to Electricity
Access Roads (new) and Maintenance
Comprehensive Infrastructure Plan and Housing
Development of Commercial / Industrial Land
The original Municipal Turnaround Strategy developed by the Municipality is included as
Annexure G to this IDP review document while progress made in terms of implementing
the Strategy is contained in Annexure H.
97

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
GOOD GOVERNANCE
AND
PUBLIC PARTICIPATION
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INTER-GOVERNMENTAL RELATIONS
The Constitution of the Republic of South Africa, Act 108 of 1996, as amended places a
strong emphasis on the coordination of the three spheres of government in the country.
At a local government level, the Ulundi Municipality falls within the area of jurisdiction
of the Zululand District Municipality. The Zululand District Municipality is the water
services authority and the water services provider within the service area of the Ulundi
Municipality.
There are two forums established for inter-governmental relations, the IGR Forum for
the mayors of the municipalities that comprise the area of jurisdiction of the Zululand
District Municipality and a Technical Forum to be attended by the respective municipal
managers; however, neither of these forums currently meet on a regular basis which
complicates the communication processes that are essential for cooperation and
coordination to take effect.
In the past the sector departments of the KZN Provincial Government have delivered
projects and programmes within the service area of the Ulundi Municipality without
reference to the needs expressed in the IDP; in preparation for this IDP review
significant contact has been made with the sector department representatives in order
to promote alignment between the programmes and projects driven by the Municipality
and those that are undertaken by sector departments, whether at a national or
provincial level. In future it is purposed that a regular schedule of engagement between
the Municipality and the sector departments will be agreed and adhered to.
Among the sector departments, whether at a national or provincial level, contacted and
interviewed are:
Department of Agriculture and Environmental Affairs and Rural Development
Department of Arts and Culture
Department of Basic Education
Department of Cooperative Governance and Traditional Affairs
Department of Economic Development and Tourism
Department of Energy
Department of Health
Department of Home Affairs
Department of Human Settlements
Department of Labour
Department of Safety and Security
Department of Social Development
Department of Sport and Recreation
Department of Transport
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RISK MANAGEMENT
A risk assessment was undertaken at the Municipality with the assistance of the
Provincial Treasury Risk Management Division was in September 2010. A risk register
was compiled and a three year Strategic Risk Management Plan was prepared from this
information. Based on the Risk Management Plan, the Internal Audit Plan to be
implemented during the 2011 / 2012 financial year was updated and revised. The revised
Internal Audit Plan was approved by the Audit Committee at its meeting held in
February 2011.
In the final management letter in respect of the 2010 / 2011 financial year, the Auditor
General raises a number of risk related matters that need urgent attention:
• Establish and communicate policies and procedures to enable and support
understanding and execution of internal control objectives, processes and
responsibilities
• Design and implement formal controls over IT systems to ensure the reliability of
the systems and the availability, accuracy and protection of information
• Implement appropriate risk management activities to ensure that regular risk
assessments, including consideration of IT risks and fraud prevention, are
conducted and that a risk strategy to address the risks is developed and
monitored
• Ensure that there is an adequately resourced and functioning internal audit unit
that identifies internal control deficiencies and recommends corrective action
effectively
The core function of the internal audit unit is to monitor the internal controls put in
place by the management of the Municipality and, having made recommendations to
improve and tighten the internal controls, monitor the implementation of the
recommendations. The Internal Audit Unit at the Municipality is functional and consists
of three appropriately qualified staff – an Internal Audit Manager, a Senior Internal
Auditor and an Internal Auditor. The Unit functions in accordance with the Internal
Audit Charter – it reports directly to the Municipal Manager and the Audit Committee
constituted by the Municipality.
The Municipality has appointed its own Audit Committee consisting of three members all
appointed from outside of the political and administrative structure of the Municipality.
The Chairperson and remaining two members of the Audit Committee are all suitably
qualified and function in accordance with the Audit Committee Charter.
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PUBLIC PARTICIPATION
The Municipality has developed and adopted a Publication Participation Plan and a
Communication Strategy. While these are two different documents they both
contribute to the intended engagement with communities and community structures as
envisaged in Chapter 4 of the Municipal Systems Act, Act 32 of 2000, as amended. The
Municipality intends to develop a Public Participation Charter which is a pact by the
Municipality with the spectrum of community representative structures in terms of
which the information provided to them and which they are entitled to expect is clearly
defined together with the identification of a recourse mechanism available to the
representative structures should the Municipality not comply with its commitment to the
Charter.
WARD COMMITTEES
Ward committees represent an important structure that links the communities within
the Municipality with the Council and the administration of the Municipality. The
Municipality has adopted and implemented a Ward Committee Policy for the 24 ward
committees that are in operation within the Municipality. After the local government
elections held on 18 May 2011, elections were held in July 2011 to elect ward committees
within each ward. These ward committees were inaugurated on 14 October 2011. In
terms of the Ward Committee Policy adopted by the Council of the Municipality, each
ward committee meets and reports on a monthly basis. Training for ward committee
members was facilitated and provided by the Provincial Department of Cooperative
Governance and Traditional Affairs.
CUSTOMER SATISFACTION
A fully fledged customer care office that complies with the prescriptions of the
Promotion of Access to Information Act, the Administration of Justice Act and Chapter
4 of the Municipal Systems Act, has been established by the Municipality. There is a
need to educate communities on the nature of the customer care office and the access
to documentation provided there. A Customer Care Policy has been developed and
adopted by the Municipality; this forms the basis of the operation of the customer care
office which is run in accordance with Batho Pele principles.
Measuring the level of satisfaction of the community with the service rendered by the
Municipality is important; suggestion boxes have been placed at strategic points in the
municipal buildings with little response. A similar situation pertains to the facility of
customer satisfaction registers. The Municipality will need to undertake a structured
customer satisfaction survey in order to determine the status quo regarding
satisfaction with present service delivery levels.
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PERFORMANCE MANAGEMENT SYSTEM
Section 38 of the Municipal Systems Act, Act 32 of 2000, as amended, requires that a
municipality must –
(a) Establish a performance management system that is –
(i) commensurate with its resources;
(ii) best suited to its circumstances;
(iii) in line with the priorities, objectives, indicators and targets contained in its
integrated development plan;
(b) promote a culture of performance management among its political structures,
political office bearers and councilors and in its administration; and
(c) administer its affairs in an economical, effective, efficient and accountable
manner.
In terms of Section 57(1) of the Municipal Systems Act, Act 32 of 2000, as amended, a
person to be appointed as the municipal manager of a municipality, and a person to be
appointed as a manager directly accountable to the municipal manager, may be appointed
to that position only –
(a) in terms of a written employment contract with the municipality complying with
the provisions of this section of the Act; and
(b) subject to a separate performance agreement concluded annually as provided for
in Section 57(2) of the Act.
The Ulundi Municipality implemented a performance management system in the latter
part of the 2008 calendar year; as a consequence, the 2009 / 2010 financial year was
the first full year of implementation. In this regard it is noted that the Municipal
Manager has entered into a performance agreement annually with the Mayor of the
Municipality while each of the Executive Managers have entered into annual performance
agreements with the Municipal Manager in accordance with the provisions of Section 57
of the Municipal Systems Act, as amended.
Although Section 38 of the Municipal Systems Act, as amended, requires that a culture
of performance be cascaded through the administration of the Municipality, at present
the performance process is still confined to Section 57 managers only.
As part of the performance management system the Municipality developed a
Performance Management Policy and a Performance Management Framework, the latter
structured in accordance with the Regulations published in terms of the Municipal
Systems Act, as amended, both of which were approved by the Council. The
performance management system complies with the legislative imperative as set out in
Chapter 6 of the Municipal Systems Act, as amended, and the Municipal Planning and
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Performance Regulations published by the Minister in accordance with the provisions of
the Act.
PERFORMANCE PROCESS FOR THE 2011 / 2012 FINANCIAL YEAR
Organisational Performance Plan
Utilising the format provided by the KZN Department of Cooperative Governance and
Traditional Affairs an organisational performance plan was compiled for the Municipality
in respect of the 2011 / 2012 financial year, responsibility for specific activities and
targets being allocated to the various Directorates that comprise the municipal
structure as appropriate.
Departmental Performance Plans
For each of the Directorates a departmental performance plan was compiled including
those activities that are reflected on the organisational performance plan. These
departmental performance plans form an integral part of the performance agreement
signed by the respective Executive Managers with the Municipal Manager to monitor and
manage their respective performance during the 2011 / 2012 financial year. In addition
pro forma reports were provided for each Directorate that require monthly update
which is then sequentially rolled into a quarterly report, a six monthly report and an
annual report. As required by the Municipal Systems Act, these reports measure the
extent to which planned performance has been realised during the period under review.
Both the organisational performance plan and the departmental performance plans have
categorized the objectives, activities and performance targets in accordance with the
five national key performance areas.
Monitoring of Performance
During the 2010 calendar year the Municipality appointed an incumbent to the post of
Performance Management Officer to manage and coordinate the performance
management process within its structures. This official coordinates all aspects of the
implementation of the performance process at the Municipality. On a monthly basis
Executive Managers are required to submit their respective monthly performance
reports together with a portfolio of evidence in support of actual performance
rendered. This information is then aggregated into a quarterly report for each quarter,
a half yearly report for the first six months of the year and an annual report for the
twelve month period ended 30 June of the financial year in question.
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Auditing of Performance
As part of the audit report on the on the financial position of the Ulundi Municipality
for the 2009 / 2010 financial year, the Auditor General notes two shortcomings:
• The performance audit committee did not review Ulundi Municipality‟s
performance management system and report on predetermined objectives and
make recommendations in this regard to Council. Furthermore, the audit
committee‟s report was not submitted to Council regarding the review of
performance and measurements at least twice during the financial year, as
required by Section 40 and Section 41(e) of the Municipal Systems Act
• The Ulundi Municipality did not develop and implement mechanisms, systems and
processes for auditing the results of performance measurement as part of its
internal audit processes, as required by Section 45(a) of the Municipal Systems
Act and Regulation 14(1)(a) of the Municipal Planning and Performance Regulations
of 2001.
During the course of the 2010 / 2011 financial year these shortcomings were addressed
and the Audit Committee reviewed the performance of all of the Executive Managers at
the end of June 2011 with a view to providing the Council with a recommendation on the
payment of performance bonuses for the year under review.
104

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
FINANCIAL VIABILITY
AND
MANAGEMENT
105

COMPLIANCE WITH LEGISLATION
The Ulundi Municipality has taken cognisance of the requirements of the Municipal
Finance Management Act, Act 56 of 2003, as amended and is in full compliance with the
provisions of the Act as indicated in the table hereunder:
Requirement of the MFMA
Completion and submission for audit purposes of the
annual financial statements for the 2011 / 2012 financial
year
Compilation of a comprehensive working papers file for
the use of the Auditor General
Submission of monthly, quarterly and six monthly
financial reports, complete and on time
Prepare detailed draft operating and capital budget and
tariff adjustments in respect of the 2013 / 2014
financial year
Adoption by Council of the operating and capital budget
of the Municipality for the 2013 / 2014 financial year
Approval of the SDBIP by the Mayor for the 2013 /
2014 financial year
Preparation and approval of an Adjustment Budget for
the 2012 / 2013 financial year
Compliance
Submitted by 31 August
2012
Prepared by 31 August 2012
As required
Submitted to Council for
approval before 31 March
2013
Adopted before 31 May 2013
Approved within 28 days of
approval of budget
Approved before 31 January
2013
GRANT FUNDING
Operational Grant Funding
The Municipality receives primary operational funding in the form of three grants
namely equitable share; the financial management grant (FMG) and the municipal systems
infrastructure grant (MSIG).
While the equitable share is designed to cover operational expenditure of the
Municipality that cannot be generated from the rendering of services the FMG and the
MSIG are made available to the Municipality on an annual basis in terms of a schedule of
activities to be funded from the proceeds of the respective grant funds. However,
should the Municipality require these funds to be used for an alternative purpose (within
the scope of the intention of the funding), application can be made to the Provincial
Treasury for approval to use the funds for an alternative purpose. For each of the
operational grants received (and the capital grants as well), the Municipality maintains a
separate banking account into which the proceeds of the grants are paid.
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For the 2012 / 2013 financial year the Municipality is to receive an amount of R 1.5
million in respect of the FMG and R 800 000 for the MSIG. Funding in terms of the
equitable share allocation for the 2012 / 2013 financial year amounts to R 78 231 000.
Capital Grant Funding
One of the greatest challenges faced by the Municipality is limited and even stagnant
financial resources available to meet an ever increasing demand. As a consequence
development within the Municipality is possible with external capital grant funding only.
All capital grant funding is in respect of specific projects and the Municipality has no
discretion in the manner in which these funds are used
The primary source of capital grant funding is the Municipal Infrastructure Grant
(MIG); however, there are other sources such as the Department of Energy which
provides funding for the electrification programme within the Municipality. For each
capital grant made available to the Municipality a separate bank account into which the
proceeds of the grant are paid must be maintained. A monthly report reflecting
expenditure incurred on the MIG and the INEG in the month under review is submitted
to the National Treasury. For the 2012 / 2013 financial year MIG funding will comprise
an amount of R 26 700 000 while R 8 million will be made available from the INEG to
fund the electrification of 500 houses during the ensuing financial year.
REVENUE MANAGEMENT
It is imperative that the Municipality seeks ways in which to enhance and expand its
revenue base. The following strategies have been devised to date to increase own
revenue:
• The Municipality is in the process of replacing all of the conventional electricity
meters as well as the old prepaid electricity meters with prepaid meters that
feature a more advanced technology. This reduces the opportunity for meter
tampering and has two significant advantages for the Municipality – a reduction in
electricity distribution loss which lowers the Eskom bill and by selling electricity
on a prepaid basis provides a cash inflow boost.
• The development of the Driving Licence Testing Centre has increased the
potential revenue by adding to the learners‟ licence testing facility the capability
to test for drivers‟ licences and undertake vehicle testing. There are five
examiners who test drivers and vehicles – three are responsible for the
conducting of drivers‟ license tests while the other two are responsible for the
testing of vehicles – one of these examiners can test both light and heavy duty
vehicles while the other is qualified to test light vehicles only. The Centre which
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egan operation in January 2011 not only increases the types of testing but should
attract people from outside of the Ulundi municipal area.
DEBTORS’ MANAGEMENT
The Municipality continues to be faced with the challenge of non payment for rates and
services (electricity within its license area and refuse removal). This has impacted
severely on the cash flow of the Municipality which in turn has hampered the effective
operation of the Directorates that deal with communities. During the 2012 / 2013
financial year the Municipality, through the Budget and Treasury Office, has purposed
to reduce the level of outstanding debtors‟ to R 60 million from its current level of
approximately R 100 million.
One of the primary reasons for increase in arrear residential debtor accounts is the
interest charge levied on the amount owed. An item was submitted to EXCO and the
Council of the Municipality in terms of which provision is made to write off the interest
charge as an incentive for arrear residential debtors to settle their outstanding
accounts (this applies to residential debtors only). Any interest write-off is conditional
on payment being effected of outstanding capital owed. The effect of the
implementation of this measure would be to reduce the amount of the debtors‟ balance
while at the same time unlocking cash flow from arrear capital amounts owed. This
initiative was brought to the attention of the KZN Department of Cooperative
Governance and the Provincial Treasury in September 2011 to ensure that there is no
appearance of any irregularity; however, to date there has been no response from the
provincial authorities.
The process of replacing all of the conventional electricity meters as well as the old
prepaid electricity meters with prepaid meters that feature a more advanced technology
has not had the desired effect of reducing electricity losses and reducing the payment
made to Eskom. The Municipality has undertaken a significant debtor collection
initiative which is designed to provide strategic focus on the reduction of outstanding
debtor balances and thereby releasing additional cash flow that can be beneficially
applied to the service delivery imperatives of the Municipality.
ASSET MANAGEMENT
All of the vehicles operated by the Ulundi Municipality are financed in terms of a full
maintenance finance lease arrangement; the Municipality is required to include all of
these vehicles in its insurance portfolio on an annual basis. The Municipality has a fully
updated and compliant fixed asset register in place. A service provider has been
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contracted to provide security and access control at a number of municipal premises,
including all of the municipal offices.
OPERATIONAL AND CAPITAL BUDGET
The operational and capital budget of the Municipality for the MTEF period commencing
with the 2012 / 2013 financial year was approved by the Council of the Municipality on
31 May 2012 in accordance with the prescripts of the legislation. A summary of the
operational and capital budget for both the MTEF period and specifically for the 2012 /
2013 financial year forms part of the Financial Plan included in this IDP Review
document.
Revenue
The table below reflects budgeted revenue in respect of the 2012 / 2013 financial year
Directorate Own Revenue Grant Revenue Total Revenue
Office of the Municipal Manager 0 800 000 800 000
Corporate Services 650 000 5 754 000 6 404 000
Financial Services 17 865 500 73 977 000 91 542 500
Community Services 4 913 500 1 236 000 6 149 500
Technical Services 65 639 000 34 700 000 100 339 000
Protection Services 5 100 000 0 5 100 000
Total 94 168 000 116 467 000 210 635 000
The following comments are pertinent with regard to budgeted revenue for the 2012 /
2013 financial year:
• The Municipality is heavily reliant on grant funding for its operations; of the total
revenue budget 55.3% is derived from operational and capital grants while only
44.7% is generated from the rendering of services.
• Capital grant funding emanates from two sources – the Municipal Infrastructure
Grant (MIG) from which the allocation in respect of the 2012 / 2013 financial year
amounts to R 26 700 000 and the Integrated National Electrification Fund from
which an amount of R 8 000 000 is expected
• The primary operational grant is the Equitable Share allocation which amounts to
R 78 231 000 for the 2012 / 2013 financial year; 37.1% of the total revenue
budget for the Municipality for the year
• Revenue generation from the Technical Services Directorate is the highest among
the directorates that comprise the structure of the Municipality – 47.8% of total
budgeted revenue is generated by this Directorate. In addition to the two capital
grants that make up 34.6% of the budgeted revenue of the Technical Services
Directorate, the other primary revenue source is the sale of electricity by prepaid
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and conventional means from which the Directorate derives 55.2% of its budgeted
revenue for the 2012 / 2013 financial year
• Budgeted revenue in the amount of R 17 800 000 from property rates assessment
is the major source of own revenue for the Financial Services Directorate at the
Municipality. Other than equitable share allocation the other source of grant
revenue generated through the Financial Services Directorate is the Financial
Management Grant allocation of R 1 500 000
Expenditure
The table below reflects budgeted expenditure in respect of the 2012 / 2013 financial
year
Directorate Salaries General
Expenditure
Grant
Expenditure
Repairs &
Maintenance
Total
Expenditure
Council 11 112 956 1 824 800 36 000 12 973 756
Office of Municipal Manager 6 388 600 899 060 800 000 7 500 8 095 160
Corporate Services 10 603 749 5 414 090 61 700 16 079 539
Financial Services 9 676 031 7 544 063 1 500 000 25 000 18 745 094
Community Services 11 138 456 8 751 030 96 500 19 985 986
Technical Services 16 845 537 53 545 986 34 700 000 10 120 631 115 212 154
Protection Services 11 043 009 7 477 774 87 000 18 607 783
Total 76 808 338 85 456 803 37 000 000 10 434 331 209 699 472
The following comments are pertinent with regard to budgeted expenditure for the
2012 / 2013 financial year:
• The Municipality budgeted for a small surplus of R 935 528 for the 2012 / 2013
financial year
• The salaries component reflected under Council relate to allowances paid by the
Municipality to members of its Council – consequently the salaries, wages and
allowances paid to officials amounts to R 65 695 382 which comprises 31.3% of
total budgeted expenditure for the 2012 / 2013 financial year, well within the
national norm of 35%
• The Technical Services Directorate is responsible for the largest budgeted
expenditure among the directorates that comprise the Municipality; in the 2012 /
2013 financial year this Directorate will expend 54.9% of the Municipality‟s total
expenditure budget
• General Expenditure (other than that expended in terms of an operational or
capital grant) comprises 40.8% of total budgeted expenditure for the 2012 / 2013
financial year, the largest category of expenditure. The largest single
expenditure in this regard is the bulk purchase of electricity (under the Technical
Services Directorate) which makes up 53.8% of the total budgeted general
expenditure for the 2012 / 2013 financial year
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• Despite being the primary source of own revenue, the sale of conventional and
prepaid electricity does not generate sufficient revenue to cover the cost of
rendering this service; in the 2012 / 2013 financial year the rendering of an
electricity service within the licensed area of the Municipality is budgeted to
operate at a shortfall of R 3 476 554
CASH FLOW MANAGEMENT
As part of the Service Delivery and Budget Implementation Planning for the 2012 /
2013 financial year (included as Annexure J to this IDP Review document), a cash flow
projection was compiled, from which the following pertinent matters are noted:
• Although the overall net cash flow for the 2012 / 2013 financial year is projected
to be positive, only the months of July 2012, November 2012, January 2013,
February 2013 and June 2013 are projected to reflect a positive cash flow for the
month. These net cash flow positions correspond to the months when funds from
operational and / or capital grants are received.
• Although the overall net cash flow for the 2012 / 2013 financial year is projected
to be positive, when viewed cumulatively it is noted that the Municipality is
projected to have cash flow deficits in the months of October 2012, December
2012, April 2013 and May 2013. In the absence of cash reserves or other financial
arrangements being made by the Municipality to fund the anticipated cash
shortfalls, it will be unable to meet its commitments in these four months.
• Albeit that the month of July 2012 is projected to have a positive net cash flow
amounting to R 28 619 240, this is substantially due to the cash injection of
R 17 350 000 from capital grants provided by MIF and the INEF. The capital
grant funding can only be applied to expenditure on projects for which the funding
has been provided – in the case of MIG over the full financial year and in the case
if the INEF until the end of march 2013 when it is anticipated that the
electrification project in Ward 2 will be completed.
• The cash flow projection is based on 100% of budgeted own revenue being billed,
where appropriate, and collected over the course of the 2012 / 2013 financial
year. Should this not be the case, the Municipality will face limitations in its
working capital availability (in the main general expenditure and repair and
maintenance provisions since expenditure on salaries and allowances are committed
expenditure that cannot be delayed or avoided) which will have an adverse effect
on service delivery
During the course of the 2011 / 2012 financial year the Municipality has experienced
significant cash flow difficulties, due in the main to a lower than budgeted collection of
revenue. One of the primary initiatives to be undertaken during the 2012 / 2013
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financial year is to reduce the outstanding amounts on debtors historically and increase
the collection levels on budgeted revenue for the 2012 / 2013 financial year. Part of
this initiative involves engaging sector departments responsible for services and
assessment rate payments and negotiating the settlement of arrear balances; in this
regard the initiative aims to reduce outstanding debtors as at 30 June 2012 of
approximately R 100 million to an amount of R 60 million by 30 June 2013. The Financial
Services Directorate and the Technical Services Directorate have formed a joint task
team to implement the approved Credit Control and Debt Collection Policy of the
Municipality by ensuring timely disconnections and identifying illegal tampering with
electricity meters. Should the Municipality succeed in this initiative, it will dramatically
improve its cash flow position during the course of the 2012 / 2013 financial year.
112

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
SITUATIONAL ANALYSIS
SPATIAL ANALYSIS
113

SPATIAL DEVELOPMENT FRAMEWORK (SDF)
The Municipal Systems Act, Act 32 of 2000, as amended, is explicit in specifying that a
Spatial Development Framework (SDF) be prepared by local government institutions.
The White Paper on Spatial Planning and Land Use Management specifically defines one
of the purposes of the SDF as a mechanism to ensure the social, economic and
environmental sustainability of the area. The regulations promulgated in terms of the
Municipal Systems Act, as amended, specify that an SDF reinforces the land
development principles contained in the Development Facilitation Act (1995) which seeks
to address the following issues related to sustainability:
Sustained protection of the environment
Sustainable land development, in particular environmentally sustainable land
development
Ensure the safe utilization of land by taking into consideration factors such as
geological formations and hazardous undermined areas
Establishment of viable communities.
The Ulundi Municipality prepared an SDF map in 2003 during the preparation of the
first IDP document. The map comprises of Ulundi area of jurisdiction and indicates
linkages between Ulundi Township and development nodes as identified in the IDP. The
map does not have other details as required and also does not indicate future
development of Ulundi and this map was never reviewed. The supporting document which
covers legislation, objectives and strategies etc. was not done.
An advertisement was placed in February 2011 calling for proposals to be submitted for
the development of a Strategic Development Framework in respect of the Ulundi
Municipality and a service provider was appointed in the first week of June 2011. An
initial meeting with the service provider was held in the week ended 15 June 2011 at
which a work programme was agreed. It is likely that the entire process of compiling an
SDF for the Municipality will only be completed in the first quarter of the 2012 / 2013
financial year.
The terms of reference indicate that the Spatial Development Framework developed by
the appointed service provider should address the following issues:
• Present the desired future situation and other mapped information in a clear and
legible manner
• Present the Municipality‟s desired spatial form in a set of maps
• Prepare a Capital Investment Framework
• Indicate the alignment with LUMS
• Strategic assessment of the environmental impact of the SDF
• Identification of programs and projects for land development
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• SDF to contain strategies and policies which provide strategic guidance in respect
of the location and nature of development
• Alignment of the SDF with the neighbouring Municipalities and the Zululand
District Municipality
• Alignment of SDF with spatial planning directives such as Provincial Spatial
Economic Development Strategy and National Spatial Development Perspective
• Consideration of the Provincial Development Guidelines
• Delineation of the urban urge
To date the service provider has submitted a report that reflects on the spatial
interpretation of the IDP and provides a status quo analysis for the Municipality – this
report was first submitted by the service provider in September 2011. Information
from this report has been integrated into the situational analyses of the various sectors
in the Municipality; in addition a set of Plans and Maps provided in the report have been
integrated into the IDP review document in respect of the 2012 / 2013 financial year.
These plans and maps are included as Annexure C attached to the IDP review document.
LAND USE MANAGEMENT SCHEME (LUMS)
Land Use Management Schemes (LUMS) are a tool used by municipalities to guide and
manage development according to the vision, strategies and policies of the Integrated
Development Plan and Spatial Development Framework (SDF) and in the interests of the
general public to promote sustainable development and quality of life.
The purpose and objectives of a LUMS can be outlined as:
To designate desirable land uses and provide clarity on what may or may not occur on
a property and what may be considered at the discretion of the municipality
To promote the certainty of land use which protects property values and creates
investor confidence
To protect the amenity of adjacent land uses
To resolve conflict between different land uses and to control negative externalities
To balance the interests of individuals with those of the public
To enable the co-ordinated and efficient use of land
To enable the efficient movement of persons and goods
To promote the economy
To protect natural resources (ecosystem services) including agricultural resources
To protect unique areas or features
To protect cultural resources and places of religious and cultural significance
To manage land generally including change of land use
To provide a statutory basis for public involvement
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To provide a means of enforcement
To ensure the reservation of land for longer-term uses
A process to develop a land use management scheme (LUMS) for the Ulundi Municipality
commenced late in the 2008 calendar year. A town planning scheme was developed
together with a set of maps showing proposed land use. Consultation with Government
Departments took place in August 2010 without any comment being received; however,
during the 2011 / 2012 IDP consultation process some provincial departments indicated
their desire to make comment in this regard. Traditional Authorities were consulted as
one of the key stakeholders since the LUMS study includes traditional land but they
objected due to land ownership issues. An approach was made to the KwaZulu-Natal
Department of Co-operative Governance and Traditional Affairs (COGTA) to intervene
in the matter; the outcome of the intervention is still awaited.
Given the impasse with regard to the rural areas the Council of the Municipality resolved
to limit the extent of the LUMS to the urban areas only. As a consequence, the Council
of the Municipality adopted a Town Planning Scheme for the town of Ulundi only in June
2011. Details of this Town Planning Scheme, together with the appropriate maps, have
been included as Annexure B attached to this IDP review document.
URBAN AND RURAL NODES
The town of Ulundi is situated on the R66 which connects Ulundi directly to Nongoma in
the North and Melmoth to the south, then leading to the N2 which connects the town to
the coastal cities. The town of Ulundi is the only formal urbanised nodes and houses all
formal (first Economy) economic activities within the Municipality. The areas
surrounding the town of Ulundi are characterised as large, densely populated tribal
areas with an informal settlement pattern. These areas are completely reliant on Ulundi
for employment, goods and services. Due to the high population density, concentration
and service demands, large sections of these tribal areas can be classified as emerging
urban settlements.
There are a number of secondary rural nodes within the Ulundi municipal area. These
comprise the areas of Babanango, Ceza, Mpungamhlophe, Nqulwane, Nhlazatshe,
Mhlahlane, Mahlabathini, Zungu, Ezimfabeni, Ntintini and Stedham / Dlebe. The urban
and rural nodes are illustrated in Map 1 included in Annexure C attached to this IDP
review document. There is a possibility of the development of another node at the
intersection of the R34 and the R66 which can serve as the gateway to the Zulu
kingdom. Possibilities exist to develop the node as a modal interchange, and the
development of a tourist centre to include restaurants, curio shops and an information
service to stimulate the tourism industry.
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TRANSPORT CORRIDORS
The Ulundi Municipality is traversed by two corridors namely the R34 and the R66
routes. The R34 is the main transport link road between Richards Bay and Mpumalanga.
The R66 on the other hand provides regional access within the Zululand District
Municipality. The town of Ulundi is situated on the R66, and as the main economic
centre of the Ulundi Municipality cannot harness the advantages offered by the R34.
Development strategies are needed to address this shortcoming. Further, Ulundi is
situated at the base of the P700 corridor which links Ulundi to Richards Bay,
Ntambanana and the Hluhluwe- Mfolozi Park which presents further opportunities for
tourism development. This route will provide a shorter travel distance to the Park from
Gauteng and Mpumalanga. In addition, the P700 and the P701 provide access to a
number of lower order nodes. These transport corridors are illustrated in Map 2
included in Annexure C attached to this IDP review document.
The “Coal Line” Rail Corridor runs largely along the R34 alignment, but passes through
the town of Ulundi and provides opportunities for development in the secondary sector
should the possibility of importing and exporting freight through this mode of transport
be capitalised on.
All of the corridors mentioned above are aligned with the National Spatial Development
Perspective (NSDP) and the Provincial Growth and Development Strategy (PGDS), which
allows for the lobbying of corridor focused funds to be spent in these areas.
INVESTMENT CORRIDORS
Very closely related to the provincial economic drivers, which are the agricultural,
industrial, tourism and services sectors, the economy of Ulundi, being the capital of the
former KwaZulu, and the seat of the Zululand District Municipality, is driven by
agriculture, tourism and the services sector. The Municipality is situated on two
agricultural corridors identified within the Provincial Spatial Economic Development
Strategy (PSEDS), which opens up various opportunities for the expansion of the
agricultural sector, including the beneficiation of products.
A freight rail runs from Vryheid, through Ulundi towards Richards Bay, and might offer
other opportunities that need to be explored and exploited. To utilise these
opportunities the expansion of the agricultural sector through agro processing and
117

eneficiation of products should be considered. The Richards Bay Harbour does not
currently have a container terminal, but this option is being explored. This will open up
opportunities for warehousing. Information regarding the investment corridors within
the Ulundi municipal area are depicted on Map 3 included in Annexure C attached to this
IDP review document
SETTLEMENT PATTERN: URBAN EDGE
As part of the Spatial Interpretation of the IDP and Status Quo Analysis report a map
has been included that reflects the extent of the urban edges and the settlement
boundaries within the Ulundi municipal area. This information is reflected on Plan 9A
included in Annexure C attached to this IDP review document.
118

ULUNDI MUNICIPALITY
REVIEW OF THE
INTEGRATED DEVELOPMENT PLAN FOR
THE 2012 / 2013 FINANCIAL YEAR
STRATEGIES
119

STRATEGY DEVELOPMENT
In response to the situational analysis as set out in the IDP to date, a number of strategies have
been developed:
Long Term Growth and Development
For each of the National Key Performance Areas, a long term strategy has been developed that
gives an indication of what the Ulundi Municipality would like to achieve over the next fifteen to
twenty years. For each focus area, strategies are indicated that will assist the Municipality in
achieving the long term objectives it has set itself.
Medium Term Implementation Plan
This strategy deals with the current IDP period; ie over a range of three to five years. It indicates
what actions are needed to ensure that the long term strategies developed lead to the achievement
of the objectives set in each focus area.
Sector Plan
The Sector Plan is aligned to the Medium Term Implementation Plan in that it reflects on the
anticipated roles of the sector departments within the service area of the Ulundi Municipality. For
each of the sector departments (and Eskom) the Sector Plan indicates the key issue of need that
they intend to address, what strategies are to be implemented and the expected outcomes to be
realised over the medium term.
Operational Plan
The focus of the operational plan is the 2012 / 2013 financial year; this is the second financial
period within the third generation IDP developed and approved by the Ulundi Municipality. The
operational plan sets specific targets for the objectives set as part of the earlier strategies in
respect of the 2012 / 2013 financial year together with key performance indicators that will be
used to measure whether the targets have been achieved.
120

LONG TERM GROWTH AND DEVELOPMENT
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Focus Area Objective Strategies
Electricity
To eradicate all electricity backlogs within a
period of 8 years
Source funding from the Department of Energy in terms of the
Integrated National Electrification Programme to facilitate the
connection of households
Promotion of renewable energy alternatives
To provide an effective electricity distribution
service within the licence area of the
Municipality
Upgrading of old and redundant electricity distribution
infrastructure
Development and implementation of planned preventative
maintenance programme
Roads and Storm Water
To provide access to communities by the
development of an integrated road network
Maintenance and upgrading of the road and
storm water network within the Municipality
Establishment of an effective response mechanism to address
electricity fault occurrences
Development of access roads and bridges in rural areas
Refurbishment and upgrading of the existing road infrastructure
Obtain planned maintenance and upgrading programme for rural roads
undertaken by the Department of Transport
Implementation of planned and ad hoc maintenance of urban and
township roads (including storm water)
121

Focus Area Objective Strategies
Waste Management
To provide an effective integrated waste
management service within the Municipality
Promotion of the development of a regional landfill site under the
direction of the Zululand District Municipality
Development and implementation of an Integrated Waste
Management Plan for the Municipality
Community and Sport Facilities
Strategic development of community and sport
facilities to meet the recreational needs of the
communities within the Municipality
Facilitate the construction of a community hall within each ward in
the Municipality
Facilitate the construction of a sports field within each of the
identified development nodes in the Municipality
Municipal Land
To ensure the availability of Council owned land
for residential, commercial and industrial
development
Facilitate the construction of a community library within each of the
identified development nodes in the Municipality
Identification and reservation of land for future development in
accordance with the provisions of the spatial development framework
Promotion of a spirit of cooperation with traditional leaders to
facilitate access to Council owned land within the traditional
authorities
Disaster Management
To provide an effective and appropriate
response to all disaster related occurrences
within the Municipality
Availability of serviced sites to attract potential investors for
commercial and industrial development
Implementation of the Level 1 Disaster Risk Management Plan
approved by the Council of the Municipality
122

SOCIAL AND ECONOMIC DEVELOPMENT
Focus Area Objective Strategies
Housing
To address the demand for housing within the
Ulundi municipal area
Identification and prioritisation of housing projects within the
Municipality
Preparation and submission of applications for funding of prioritised
housing projects to the Department of Human Settlement for
funding
Management of the construction and completion of all funded
housing projects
Environmental Management
To ensure that the Municipality‟s development
strategies and projects take existing
environmental problems and threats into
consideration and promote the protection of
environmental assets
Development and implementation of a Strategic Environmental
Assessment for the Municipality
Ensure that due consideration is given to the impact on the
environment caused by the programmes and projects planned and
implemented within the municipal area
Sport and Recreation
To promote participation in sport by
communities within the Municipality
Develop and implement programmes and projects that address the
environmental challenges faced by the Municipality
Identification and enhancement of sporting talent among the
community members within the Municipality
Encourage the participation of communities in a variety of sport
codes and facilitate the arrangement of specific sporting events
involving all communities
123

Focus Area Objective Strategies
Heritage and Culture
To enhance and protect the cultural heritage
of the communities within the Municipality
Identify and document all heritage sites within the Municipality a
Development and implementation of cultural activities that underline
and promote the cultural heritage of the municipal area
HIV / AIDS
Poverty Alleviation
Special Groups
To reduce the incidence of infection and
address the impact of the HIV / AIDS
pandemic within the Municipality
To assist communities in addressing the
ravages of poverty prevalent within the
Municipality
To ensure that the needs of the constituent
special groups within the Municipality are
addressed as a priority
Align municipal programmes with those of sector departments such
as the Department of Health and the Department of Social
Development
Facilitating access by communities to the poverty alleviation
initiatives of national and provincial government
Identification of indigent households within communities and
providing those households with a range of services and benefits at
no cost
Development and implementation of projects and programmes to
address gender issues
Development and implementation of projects and programmes that
focus on youth matters
Safety and Security
Maintenance of an environment that promotes
safety and security of all communities within
the Municipality
Development and implementation of programmes and projects that
provide for the disabled
Facilitation of and provision of support to forums related to safety
and security matters
Development and implementation of a strategy to deal with stray
animals in the municipal area
124

Focus Area Objective Strategies
Transport
To promote access to road, rail and air
Facilitation of improved access to transportation by communities by
transport within the service area of the providing support to all initiatives that improve road, rail or air
Municipality
transport
Local Economic Development
To ensure the full functionality of the Driving
Licence Testing Centre
To uplift communities and contribute to the
alleviation of poverty by stimulating
employment
Undertake process of relocating and centralising all functions at the
Driving Licence Testing Centre in accordance with the provisions of
the National Road Traffic Act
Stimulate the local economy within the Municipality through the
development and implementation of initiatives that stimulate job
creation
Alignment with and provision of support to sector departments that
address the challenges faced by the communities with regard to
food security
Tourism
To expand the economy of the Municipality by
publicising the unique attributes of the area to
attract visitors, both domestically and
internationally
Stimulate development by expanding the local economy through
sustainable use of the heritage assets of the Municipality to attract
tourists
Identify heritage sites located within the municipal area that need
to be developed in a sustainable manner
Building a tourism friendly environment within the Ulundi municipal
area
Publication and promotion of tourist related activities and facilities
within the Ulundi municipal area
125

Focus Area Objective Strategies
Agriculture
To provide food security for communities,
particularly in rural areas, by enhancing the
output of small scale and emerging farmers
Expand the participation of individuals and communities in activities
that promote food security
Enhance and increase the output of participants by the supply of
production input and the provision of technical production advice
Development of SMMEs
To stimulate development of small businesses
and cooperatives as a vehicle to increase
employment levels
Enhance and develop entrepreneurial skills among the communities in
the Municipality
Identify sources of funding for the establishment and development
of small businesses and cooperatives
126

INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION
Focus Area Objective Strategies
Institutional Development To ensure that all positions within the
organogram of the Municipality are aligned to
the IDP
All critical vacancies to be filled
Compliance with Treasury Regulations regarding the salary budget
component of the operational budget for the Municipality
Evaluated task job descriptions to be implemented for each position
in the organogram
Skills Development and
Capacity Building
To develop capacity within the Municipality for
effective service delivery
Assess and review skills development needs and address identified
gaps
Employment Equity
To transform the Municipality by
implementation of employment equity principles
Reduction in the dependency on consultants by ensuring ongoing skills
transfer
Implementation of the employment equity plan by addressing in
particular issues of gender and disability
127

GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Focus Area Objective Strategies
Municipal Governance
To promote good governance, accountability
and transparency
Regular review and development of new policies, procedures and
bylaws in compliance with local government legislation and regulations
Promotion of effective communication with internal and external
stakeholders
Strengthening the oversight structures of Council to undertake
monitoring and evaluation
Training and development of political office bearers and political
structures in the operation of Council
Roll-out of the performance management process within the
Municipality beyond Section 57 managers
Implementation of performance auditing as envisaged by the
Municipal Systems Act and the Municipal Planning and Performance
Regulations
Management of risk within the structures and operations of the
Municipality
128

Focus Area Objective Strategies
Municipal Governance
Placing the primary focus on addressing the
needs of communities within the Municipality
Training and development of community structures to support good
governance
Strengthening of public participation mechanisms in compliance with
appropriate local government legislation and regulations
To ensure the inculcation of a customer care approach to the
municipal administration
Integrated and Coordinated
Development
Promotion of integrated and coordinated
development within the Municipality
All development within the Municipality is guided by the IDP
129

FINANCIAL VIABILITY AND MANAGEMENT
Focus Area Objective Strategies
Financial Management
To ensure that the Municipality remains
financially viable
Development and implementation of measures to expand the revenue
base
Development and implementation of measures to reduce the level of
customer debt owed to the Municipality
Investigate the opportunities offered by engaging in public private
partnerships
Ensure the maintenance of sound financial
practices
Establishment and regular review of internal control procedures and
controls
Development of a cooperative linkage between the external and
internal audit functions
Integration of the financial system with other
information technology systems operated
within the Municipality
Alignment of the operating and capital budget
with the priorities reflected in the IDP
Ensuring that the finance function is able to adjust to the financial
implications of any operational decision taken within the Municipality
without delay
Ensuring that there is synergy between the strategic planning and
financial planning functions within the Municipality
130

MEDIUM TERM IMPLEMENTATION PLAN
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Focus Area Objective Strategies Actions
Electricity
To eradicate all
electricity backlogs within
a period of 8 years
Source funding from the Department of Energy in
terms of the Integrated National Electrification
Programme to facilitate the connection of
households
Promotion of renewable energy alternatives
Funding sourced to eliminate the electricity
backlog within the Eskom licence area at the
projected rate of 2 000 households per annum
Source funding from Eskom to facilitate the
installation of solar geysers
Service provider appointed to source funding
for the installation of solar panels
To provide an effective
electricity distribution
service within the licence
area of the Municipality
Upgrading of old and redundant electricity
distribution infrastructure
Development and implementation of planned
preventative maintenance programme
Establishment of an effective response mechanism
to address electricity fault occurrences
Make annual provision in the capital budget of
the Ulundi Municipality
Annually revise and update the planned
preventative maintenance programme
Develop and implement a procedure for
recording electricity fault notifications
including keeping a record of response times
and challenges faced in attending to the
occurrence
131

Focus Area Objective Strategies Actions
Roads and Storm
Water
To provide access to
communities by the
development of an
integrated road network
Development of access roads and bridges
throughout the Municipality
Annually obtain project identification and
funding information for the ensuing MTEF
period from MIG and the KwaZulu-Natal
Department of Transport (rural areas only)
Refurbishment and upgrading of the existing road
infrastructure
Annually obtain project identification and
funding information for the ensuing MTEF
period from MIG and the KwaZulu-Natal
Department of Transport (rural areas only)
Maintenance and
upgrading of the road and
storm water network
within the Municipality
Obtain planned maintenance and upgrading
programme for rural roads undertaken by the
Department of Transport
Annually obtain project identification and
funding information for the ensuing MTEF
period the KwaZulu-Natal Department of
Transport
Implementation of planned and ad hoc maintenance
of urban and township roads (including storm
water) that are the responsibility of the
Municipality
Annually revise and update the quarterly road
patching and storm water catch pit clearance
programme
Waste Management
To provide an effective
integrated waste
management service
within the Municipality
Promotion of the development of a regional landfill
site under the direction of the Zululand District
Municipality
Enter into process of consultation with the
KZN Department of Environmental Affairs and
the Zululand District Municipality to promote
the establishment of a regional landfill site as
an alternative to the current transfer station
Development and implementation of an Integrated
Waste Management Plan for the Municipality
Source funding for the development and
implementation of an Integrated Waste
Management Plan for the Municipality
132

Focus Area Objective Strategies Actions
Community and Sport
Facilities
Strategic development of
community and sport
facilities to meet the
recreational needs of the
communities within the
Municipality
Facilitate the construction of a community hall
within each ward
Facilitate the construction of a sports field within
each of the identified development nodes
Preparation of a plan to fund and develop a
community hall in one ward each year
Preparation of a plan to fund and develop
sports fields for the five nodes not currently
catered for
Facilitate the construction of a community library
within each of the identified development nodes
Preparation of a plan to fund and develop a
community library in at least one of the nodes
not currently catered for
Municipal Land
To ensure the availability
of Council owned land for
residential, commercial
and industrial
development
Identification and reservation of land for future
development in accordance with the provisions of
the spatial development framework for the
Municipality
Promotion of a spirit of cooperation with
traditional leaders to facilitate access to Council
owned land within the traditional authorities
Availability of serviced sites to attract potential
investors for commercial and industrial
development
Finalisation, approval and implementation of
the spatial development framework for the
Municipality
Develop and implement a programme of regular
consultation with the traditional authorities
where land issues are addressed
Identify sites zoned for commercial and
industrial purposes in terms of the spatial
development framework
Consult with the Zululand District Municipality
in its capacity as the water services authority
to ensure that sites identified for
development are prioritised for the
installation of services
133

Focus Area Objective Strategies Actions
Municipal Land To ensure the availability
of Council owned land for
residential, commercial
and industrial
development
Availability of serviced sites to attract potential
investors for commercial and industrial
development
Develop and implement a plan to facilitate the
sale of serviced commercial and industrial
sites to potential investors
Disaster Management
To provide an effective
and appropriate response
to all disaster related
occurrences within the
Municipality
Implementation of the Level 1 Disaster Risk
Management Plan approved by the Municipality
Establishment of a Municipal Disaster
Management Centre
Undertake a comprehensive Disaster Risk
Assessment of the Municipality
Development of a Disaster Readiness Plan for
the Municipality
Building of an effective communication and
information process
Building awareness of disaster risk prevention
and disaster risk reduction measures within
the communities of the Municipality
Establishment of Municipal Disaster
Management Advisory Forum
134

SOCIAL AND ECONOMIC DEVELOPMENT
Focus Area Objective Strategies Actions
Housing
To address the demand for
housing within the Ulundi
municipal area
Identification and prioritisation of housing
projects within the Municipality
Identification and submission of housing needs
by Ward Councillors
Development of a prioritised listing of potential
housing projects for inclusion in the IDP and the
Municipal Housing Strategy
Preparation and submission of applications for
funding of prioritised housing projects to the
Department of Human Settlement for funding
Submission of applications for funding to the
Department of Human Settlements for
prioritised housing projects
Management of the construction and completion
of all funded housing projects
Once a housing project has been approved and
the Implementing Agent contracted, monitor
and manage progress and quality of construction
from inception to completion
Sport and
Recreation
To promote participation in
sport by communities
within the Municipality
Identification and enhancement of sporting
talent among the community members within the
Municipality
Facilitate the development of identified sport
talent within the Municipality by sourcing and
securing additional coaching opportunities
Encourage the participation of communities in a
variety of sport codes and facilitate the
arrangement of specific sporting events involving
all communities
Arrangement and facilitation of the annual
sporting events within the Municipality such as
the Mayoral Cup and the Indigenous Games
135

Focus Area Objective Strategies Actions
Environmental
Management
To ensure that the
Municipality‟s development
strategies and projects
take existing
environmental problems
and threats into
consideration and promote
the protection of
environmental assets
Development and implementation of a Strategic
Environmental Assessment for the Municipality
Ensure that due consideration is given to the
impact on the environment caused by the
programmes and projects planned and
implemented within the municipal area
Source funding for and implement a process to
assess the environmental challenges faced by
the Municipality
Ensure that an Environmental Impact
Assessment (EIA) is compiled for each
development planned that is classified as a
listed activity in accordance with the provisions
of the National Environmental Management Act,
Act 107 of 1998
Develop and implement programmes and projects
that address the environmental challenges faced
by the Municipality
Based on the Strategic Environmental
Assessment ensure that funding is secured,
internally or externally, to implement projects
and programmes that address environmental
issues
Heritage and Culture
To enhance and protect
the cultural heritage of
the communities within the
Municipality
Identify and document all heritage sites within
the Municipality
Development and implementation of a plan to
ensure the protection of the integrity of all
heritage sites
Development and implementation of cultural
activities that underline and promote the
cultural heritage of the municipal area
Arrangement and facilitation of the Umbele
Wethu Cultural Festival annually
HIV / AIDS
To reduce the incidence of
infection and address
impact of the HIV / AIDS
pandemic
Align municipal programmes with those of sector
departments such as the Department of Health
and the Department of Social Development
Participation in all awareness campaigns and in
the structures developed to coordinate HIV
/AIDS projects and programmes in Ulundi
Municipal area
136

Focus Area Objective Strategies Actions
Poverty Alleviation
To assist communities in
addressing the ravages of
poverty prevalent within
the Municipality
Facilitating access by communities to the
poverty alleviation initiatives of national and
provincial government
Identification of indigent households within
communities and providing those households with
a range of services and benefits at no cost
Facilitate access by communities to secure social
and support grants provided by national and
provincial government
Maintenance of an updated indigent register on
an annual basis and advising community members
of the benefits they derive as a consequence of
this process
Special Groups
To ensure that the needs
of the constituent special
groups within the
Municipality are addressed
as a priority
Development and implementation of projects and
programmes to address gender issues
Development and implementation of projects and
programmes that focus on youth matters
Development and implementation of a forum to
give direction with regard to gender issues
Development and implementation of a forum to
give direction with regard to youth matters
Development and implementation of programmes
and projects that provide for the disabled
Development and implementation of a forum to
give direction with regard to the disabled
Safety and Security
Maintenance of an
environment that promotes
safety and security of all
communities within the
Municipality
Facilitation of and provision of support to forums
related to safety and security matters
Development and implementation of a strategy to
deal with stray animals in the municipal area
Participate in and encourage participation in
community policing and safety and security
forums
Facilitate the establishment and functional
implementation of an animal pound within the
Ulundi municipal area
137

Focus Area Objective Strategies Actions
Transport
To ensure the full
functionality of the
Driving Licence Testing
Centre
Undertake process of relocating and centralising
all functions at the Driving Licence Testing
Centre in accordance with the provisions of the
National Road Traffic Act
Development and implementation of a phased
relocation plan that will ensure that the Testing
Centre will house all aspects related to driver
and vehicle testing
Local Economic
Development
To uplift communities and
contribute to the
alleviation of poverty by
stimulating employment
Alignment with and provision of support to
sector departments that address the challenges
faced by the communities with regard to food
security
Maintain an active liaison with the KwaZulu-
Natal Department of Agriculture to align the
Municipality with the initiatives undertaken to
address food security
Maintain an active liaison with the KwaZulu-
Natal Department of Social Development to align
the Municipality with the initiatives undertaken
to assist communities with the attainment of
sustainable livelihoods
Stimulate development by expanding the local
economy through sustainable use of the heritage
assets of the Municipality to attract tourists
Development and implementation of a plan to
ensure the protection of the integrity of all
heritage sites
138

Focus Area Objective Strategies Actions
Tourism
To expand the economy of
the Municipality by
publicising the unique
attributes of the area to
attract visitors, both
domestically and
internationally
Building a tourism friendly environment within
the Ulundi municipal area
Publication and promotion of tourist related
activities and facilities within the Ulundi
municipal area
Development and implementation of the
provisions of the adopted Tourism and
Marketing Strategy including the establishment
of a Tourism Information Centre
Maintain an updated data base of all tourism
related attractions (including heritage and
wildlife sites) and the facilities (accommodation
and other) available to tourists that visit the
Ulundi municipal area
Development of
SMMEs
To stimulate development
of small businesses and
cooperatives as a vehicle
to increase employment
levels
Enhance and develop entrepreneurial skills among
the communities in the Municipality
Development of a data base of all SMMEs within
the Municipality and assist these entities to
acquire registration
Publicise the availability of skills programmes
for entrepreneurs and small business owners
provided by the initiative of the KwaZulu-Natal
Department of Economic Development and
Tourism
Ensure that the supply chain operation within
the Municipality takes due cognisance of
preferential procurement imperatives
Identify sources of funding for the
establishment and development of small
businesses and cooperatives
Develop a programme (with either internal or
external funding to assist SMME‟s with the
preparation of applications for funding
139

INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION
Focus Area Objective Strategies Actions
Institutional
Development
To ensure that all positions
within the organogram of
the Municipality are aligned
to the IDP
All critical vacancies to be filled
Identification of all critical vacancies within the
approved municipal structure and the
development of a plan to fill these vacancies as
financial constraints permit
Compliance with Treasury Regulations regarding
the salary budget component of the operational
budget for the Municipality
Development of a plan that on a phased basis
reduces the percentage of salaries and
allowances expenditure in the operational
budget to within the accepted norm
Evaluated task job descriptions to be
implemented for each position in the organogram
Alignment of each post within the municipal
organogram with the responsibilities attached
to the post and the capacity of the incumbent
to the post
Employment Equity
To transform the
Municipality by
implementation of
employment equity
principles
Implementation of the employment equity plan
by addressing in particular issues of gender and
disability
On an annual basis review and update the status
of the employment equity implementation plan
Ensure that for the appointment of incumbents
in advertised vacancies the recruitment and
selection procedures undertaken give due
cognisance to the imperatives of the
employment equity implementation plan, where
appropriate
140

Focus Area Objective Strategies Actions
Skills Development
and Capacity Building
To develop capacity within
the Municipality for
effective service delivery
Assess and review skills development needs and
address identified gaps
On an annual basis review the capacity
requirements within the municipal structure in
the light of the dynamic environment and
address skills gaps through the workplace skills
plan
Reduction in the dependency on consultants by
ensuring ongoing skills transfer
Ensure that all service providers include as part
of the intervention for which they have been
appointed specific information regarding the
nature, timing and extent of the transfer of
skills – this commitment must be evaluated for
each appointment
Develop a data base to be updated on an annual
basis that reflects skills transfer activity and
records the skills transfer output of all
consulting interventions
141

GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Focus Area Objective Strategies Actions
Municipal
Governance
To promote good
governance, accountability
and transparency
Regular review and development of new policies,
procedures and bylaws in compliance with local
government legislation and regulations
On an annual basis ensure that all policies,
procedures and bylaws reflect legislative and
other imperatives with which the Municipality
has to comply
Promotion of effective communication with
internal and external stakeholders
Develop and implement a plan to engage in intergovernmental
forums such as the Mayors‟ Forum
and the Municipal Managers‟ Forum
Structure regular interaction with sector
departments within the KwaZulu-Natal Provincial
Government
Strengthening the oversight structures of
Council to undertake monitoring and evaluation
Full implementation of the Oversight Policy
adopted by the Council of the Municipality
Training and development of political office
bearers and political structures in the operation
of Council
Develop and implement a short and medium term
plan to provide members of Council with
pertinent information and training in their role
and responsibilities
Roll-out of the performance management
process within the Municipality beyond Section
57 managers
Roll-out of the performance management
process throughout the Municipality as
envisaged by Chapter Six of the Municipal
Systems Act
142

Focus Area Objective Strategies Actions
Municipal
Governance
To promote good
governance, accountability
and transparency
Implementation of performance auditing as
envisaged by the Municipal Systems Act and the
Municipal Planning and Performance Regulations
Audit Committee of the Municipality to take on
the responsibility of the Performance Audit
Committee
Performance audit responsibility to be included
into the Internal Audit Plan of the Municipality
Management of risk within the structures and
operations of the Municipality
Identify all potential risks to which the
Municipality is exposed and manage the potential
exposure
Placing the primary focus
on addressing the needs of
the communities within the
Municipality
Training and development of community
structures to support good governance
Develop and implement a programme to
capacitate Ward Committees in each ward of
the Municipality
Advertise the date, time and venue for all
community report back meetings through the
local print media and by radio
Strengthening of public participation
mechanisms in compliance with appropriate local
government legislation and regulations
Ensure greater level of participation by the
Zululand District Municipality and sector
departments in IDP and Budget road shows
conducted
143

Focus Area Objectives Strategies Actions
Municipal
Governance
Placing the primary focus
on addressing the needs of
the communities within the
Municipality
To ensure the inculcation of a customer care
approach to the municipal administration
Develop and implement a programme of training
of all officials within the Municipality on Batho
Pele principles and customer care imperatives
Integrated and
Coordinated
Development
Promotion of integrated
and coordinated
development within the
Municipality
All development within the Municipality is
guided by the IDP
Annually review the content of the IDP after
consultation with all stakeholders including the
Zululand District Municipality, sector
departments, municipal directorates and
community structures and representatives
144

FINANCIAL VIABILITY AND MANAGEMENT
Focus Area Objective Strategies Actions
Financial
Management
To ensure that the
Municipality remains
financially viable
Development and implementation of measures to
expand the revenue base
Develop, implement, periodically record and
review the impact of a range of revenue
expansion and enhancement measures
undertaken by the Municipality
Development and implementation of measures to
reduce the level of customer debt owed to the
Municipality
Unlock cash flow resources by reducing the level
of consumer debt owed to the Municipality
Investigate the opportunities offered by
engaging in public private partnerships
Identify specific developmental requirements of
the Municipality where funding and expertise
could be sourced through a private public
partnership arrangement
Ensure the maintenance of
sound financial practices
Establishment and regular review of internal
control procedures and controls
Monitoring adherence to all internal control
prescripts on a regular basis
Development of a cooperative linkage between
the external and internal audit functions
Ensure that all issues raised by the Auditor
General are addressed promptly in order to
maintain the status annually of an unqualified
audit report
Build the capacity and responsibility of the
internal audit component within the Municipality
to assist with the implementation of effective
controls
145

Focus Area Objective Strategies Actions
Financial
Management
Integration of the
financial system with other
information technology
systems operated within
the Municipality
Ensuring that the finance function is able to
adjust to the financial implications of any
operational decision taken within the
Municipality without delay
Develop and implement an interface between the
financial system and other data systems
operated within the Municipality, observing all
protocols related to confidentiality and access,
to enable the finance function to obtain key
information on a real time basis for operational
and reporting purposes
Alignment of the operating
and capital budget with the
priorities reflected in the
IDP
Ensuring that there is synergy between the
strategic planning and financial planning
functions within the Municipality
Structure regular interaction with the planning
function within and external to the Municipality
to facilitate the exchange of pertinent
information that will promote alignment between
the strategic planning and financial processes
146

SECTOR PLAN
STAKEHOLDER
KEY ISSUES
STRATEGIES
EXPECTED OUTCOMES
ADDRESSED
IMPLEMENTED
Department of Agriculture
Food Security
Poverty Alleviation
Implementation of Flagship
Programme One Home One Garden
Training of 700 participants per ward in the
operation of a community garden
Mechanisation Programme
Ploughing of fields for Indigent and Emerging
farmers to facilitate planting
Provision of Agricultural Inputs
Supply of maize and vegetable seeds annually to
plant ½ hectares per individual farmer and
20/30 hectares per farmer group
Veterinary Health Services
Undertake annual immunisation campaigns and
attend to any outbreak of disease
Presence of an Animal Production
Technician and a Plant Production
Technician per ward in the
Municipality
Provide farmers with animal production and plant
production advice to enhance output
Department of Environmental
Affairs
Conservation of the
Environment
Climate Change Awareness
Programmes
Increased awareness among members of the
community regarding environmental issues
Household and School Greening
Demonstrates the impact that specific
interventions to redress environmental neglect
can have in improving the quality of life of
communities
147

STAKEHOLDER
KEY ISSUES
STRATEGIES
EXPECTED OUTCOMES
ADDRESSED
IMPLEMENTED
Department of Social
Development
Poverty Alleviation
Community Mobilisation
Development of programmes promoting a
sustainable livelihood including community
gardens
Impact of HIV / AIDS
HIV / AIDS Impact Programmes
Addressing the needs of orphans and others left
vulnerable by the scourge of HIV / AIDS
Protection of the Vulnerable
Facilitation of Youth Protection and
Development Programmes
Operational funding of orphanages, crèches and
youth development programmes
Department of Human
Settlements
Provision of Housing
Provision of Funding for the
development of urban and rural
housing projects
Reduction in the housing backlog in urban areas
and rural development nodes
Department of Transport
Provision of Road Access
Provision of funding for the
Construction of New Gravel Roads
Provision of road access to communities
Improvement in Transport
Routes
Maintenance and Upgrading of
Existing Gravel Roads
Improvement in the road access provided to
communities
Department of Rural
Development
Uplifting Rural Communities
Pilot Study to Support Rural
Communities
Comprehensive and integrated development of
rural community
Department of Sport and
Recreation
Lack of Community Facilities
Provision of Funding for the
Construction and Upgrading of Sport
Facilities
Greater access by communities to sport and
recreation facilities
148

STAKEHOLDER
KEY ISSUES
STRATEGIES
EXPECTED OUTCOMES
ADDRESSED
IMPLEMENTED
Department of Economic
Local Economic
Capacity Building
Increased visibility and viability of SMMEs
Development and Tourism
Development through
SMME
Access to Funding and Markets
Creation of sustainable business entities
and employment opportunities
Department of Cooperative
Governance and Traditional
Affairs
Traditional Leadership
Mediatory Role in Disputes between
Municipality and Traditional
Leadership Structures
Cooperative environment that recognises the
role of traditional leadership as an enabling
influence
Department of Health
Primary Health Care
Network of Primary Health Care
clinics
Reduced mortality, both adult and child from
curable diseases
HIV / AIDS
Awareness Campaigns to Address
Incidence of Disease
Reduced HIV / AIDS infection level within
communities
Rollout of ARV through the Primary
Health Care clinics
Nutrition
Linkage of Nutrition with Recovery
from Disease
Promotion of better nutrition through food
security initiatives
149

STAKEHOLDER
KEY ISSUES
ADDRESSED
STRATEGIES IMPLEMENTED EXPECTED OUTCOMES
Department of Labour
Protection of the employed
Inspection of workplaces
Compliance with labour legislation
Assistance to unemployed
Create data base of employment
opportunities
Employment of community members
Development of skills
Trade tests, career counselling
Department of Safety and Security Crime Prevention Formation of community police forums Reduction in the incidence of crime
Improvement in community engagement
with police
Department of Energy
Access to Energy and
Electricity
Provision of funding through INEF for
Household Connection to Electricity
Supply Grid
Reduction in backlog of households
without access to an electricity service
Development of Integrated Energy
Centres
Closer access for communities to
energy sources
Eskom Bulk Supply of Electricity Extension and Upgrading of Bulk
Supply Network within the
Municipality
Increased numbers of households able
to connect to available network
150

OPERATIONAL PLAN FOR THE 2012 / 2013 FINANCIAL YEAR
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Focus Area Objective Performance Target Key Performance Indicators
Electricity
To eradicate all electricity
backlogs within a period of 8
years
Electrification of 500 households within
the Eskom licence area
‣ Ensure that committed funding from the Integrated
National Electrification Programme is available when
required (input)
‣ Monitor and record progress by the appointed
contractor in the electrification of the 500 households
(process)
‣ Completion of the electrification of 500 households by
30 June 2013 (output)
To provide an effective
electricity distribution
service within the licence area
of the Municipality
Full implementation of the planned
preventative maintenance programme for
the 2011 / 2012 financial year
‣ Number of occasions when the planned maintenance
activity was disrupted to deal with emergency electrical
faults (input)
‣ Percentage of planned preventative maintenance not
carried out (output)
Roads and
Storm Water
To provide access to
communities by the
development of an integrated
road network
Completion of the construction of the
White City Access Roads project
‣ Ensure that the committed MIG funding is available in
accordance with the agreed milestones (input)
‣ Monitor and record progress by the appointed
contractor in the construction of the White City
Access Roads project (process)
‣ Completion of the construction of the White City
Access Roads project by 31 March 2013 (output)
151

Focus Area Objective Performance Target Key Performance Indicators
Roads and
Storm Water
To provide access to
communities by the
development of an integrated
road network
Completion of the construction of the
Mahlabathini Town Access Roads project
‣ Ensure that committed MIG funding is available in
accordance with the agreed milestones (input)
‣ Monitor and record progress by the appointed
contractor in the construction of the Mahlabathini
Town Access Roads project (process)
‣ Completion of the construction of the Mahlabathini
Town Access Roads project by 31 March 2013 (output)
Completion of the Rehabilitation of the
Unit B South Access Roads Project with
MIG funding
‣ Ensure that committed MIG funding is available in
accordance with the agreed milestones (input)
‣ Monitor and record progress by the appointed
contractor in the Rehabilitation of the Unit B South
Access Roads project (process)
‣ Completion of the Rehabilitation of the Unit B South
Access Roads project by 30 June 2013 (output)
Maintenance and upgrading of
the road and storm water
network within the
Municipality
Full implementation of the quarterly road
patching and storm water catch pit
clearance programme
‣ Revise and update quarterly road patching and storm
water catch pit clearance programme (input)
‣ Number of occasions per quarter when the programme
was not adhered to as a percentage of the total man
days for the quarter (output)
152

Focus Area Objective Performance Target Key Performance Indicators
Waste
Management
To provide an effective
integrated waste management
service within the
Municipality
Full implementation of refuse collection
programme undertaken by the
Municipality
‣ Number of times when refuse was not collected as
planned as a percentage of the scheduled quarterly
collections for those sites (output)
‣ Compilation of annual statistic reflecting the
percentage of adherence to the refuse collection
programme per site (output)
‣ Compilation of monthly report on the performance of
the service provider collecting refuse in the Ulundi CBD
(output)
‣ Compilation of monthly report on the performance of
the service provider collecting refuse in Babanango
(output)
Preparation of an Integrated Waste
Management Plan for the Municipality
‣ Preparation and submission of a business plan to secure
funding (input)
Community and
Sport Facilities
Strategic development of
community and sport facilities
to meet the recreational
needs of the communities
within the Municipality
Completion of the construction of the
Nqulwane Sports Field with MIG funding
‣ Ensure that committed MIG funding is available in
accordance with the agreed milestones (input)
‣ Monitor and record progress by the appointed
contractor in the Construction of the Nqulwane Sports
Field project (process)
‣ Completion of the Rehabilitation of the Nqulwane
Sports Field project by 30 June 2013 (output)
Completion of the construction of the
Mahlabathini Sports Field with MIG
funding
‣ Ensure that committed MIG funding is available in
accordance with the agreed milestones (input)
‣ Monitor and record progress by the appointed
contractor in the Construction of the Mahlabathini
Sports Field project (process)
‣ Completion of the Rehabilitation of the Mahlabathini
Sports Field project by 30 June 2013 (output)
153

Focus Area Objective Performance Target Key Performance Indicators
Disaster
Management
To provide an effective and
appropriate response to all
disaster related occurrences
within the Municipality
Monthly inspection of premises whose
contents present a potential fire hazard
‣ Identify and document all premises within the Ulundi
municipal area whose contents present a potential fire
hazard (input)
‣ Conduct monthly inspections of all premises whose contents
present a potential fire hazard (input)
‣ Number of premises where adequate fire safety measures
are not being adhered to and the action taken documented
(process)
‣ Monthly report on the inspection of all premises whose
contents present a potential fire hazard (output)
‣ Monthly report on the number of fires attended to in
premises whose contents present a potential fire hazard
(output)
Regular inspection of fire extinguishers and
fire hydrants
‣ Undertake a monthly inspection of fire hydrants and fire
extinguishers in accordance with a documented schedule
(input)
‣ Keep a record of each inspection undertaken (process)
‣ Monthly report on the inspection of fire hydrants and fire
extinguishers (output)
Source funding for the establishment of a
24 hour control room
‣ Minutes of meetings with affected stakeholders reflecting
consensus on the establishment of a 24 hour control room
(input)
‣ Development and submission of a business plan to source
funding for the establishment of the control room (input)
‣ Institute a regular (monthly) follow up process on the
funding application (process)
‣ Obtain approval of funding for the establishment of the 24
hour control room
154

Focus Area Objective Performance Target Key Performance Indicators
Disaster
Management
Implementation of the Level 1
Disaster Management Plan
adopted by the Municipality
Compilation of an Information Data Base
of Role Players in disaster management
process
‣ Identify all appropriate stakeholders and role players
in disaster management process (input)
‣ Obtain contact person details for each stakeholder
and role player (input)
‣ Compile information data base (output)
Conduct four meetings with community
members during the 2012 / 2013
financial year to raise awareness
regarding disaster related matters
‣ Identify communities at risk from the threat of
potential or actual loss as a consequence of an event if
a disastrous nature (input)
‣ Schedule quarterly information sessions with
communities to address disaster related matters
(input)
‣ Conduct quarterly meetings with communities (output)
Municipal Land
To ensure the availability of
Council owned land for
residential, commercial and
industrial development
Finalisation and approval of a spatial
development framework for the
Municipality
‣ Monitor progress by the appointed service provider on
a quarterly basis (process)
‣ Completion of a draft spatial development framework
for the Municipality by 30 September 2012 (input)
‣ Approval of the final spatial development framework by
31 March 2013 (output)
Conduct at least two meetings for the
2012 / 2013 financial year with each of
the traditional authorities where land
issues are outstanding
‣ Arrangement and confirmation of meetings with
traditional leaders (input)
‣ Compilation of minutes of the meetings together with
any resolutions adopted (process)
‣ Implementation of the resolutions taken at the
meetings with traditional leaders, where applicable
(output)
155

SOCIAL AND ECONOMIC DEVELOPMENT
Focus Area Objective Performance Target Key Performance Indicators
Housing
To address the demand
for housing within the
Ulundi municipal area
Completion of construction of 200 housing units
at the Ekushumayeleni Rural Housing Project by
30 June 2013
‣ Monitoring of construction milestones
through regular recorded site visits (input)
‣ Review of milestone based invoices
submitted by appointed contractor (input)
‣ Verify the completion of 200 housing units
by 30 June 2012 (output)
Obtain finality on the continued existence of the
Nsukazi Housing Project
‣ Obtain details of new beneficiaries to
benefit from this project (input)
‣ Review status of project with Department of
Human Settlements officials (process)
Obtain finality on the continued existence of the
Nsabekhuluma Housing Project
‣ Obtain details of new beneficiaries to
benefit from this project
‣ Review status of project with Department of
Human Settlements officials (process)
Completion of construction of100 housing units
at the Ekudubekeni Rural Housing Project by 30
June 2013
‣ Monitoring of construction milestones
through regular recorded site visits (input)
‣ Review of milestone based invoices
submitted by appointed contractor (input)
‣ Verify the completion of 100 housing units
by 30 June 2013 (output)
156

Focus Area Objective Performance Target Key Performance Indicators
Housing
To address the demand
for housing within the
Ulundi municipal area
Completion of the construction of 350 housing
units at the KwaXimba Rural Housing Project by
30 June 2013
‣ Monitoring of construction milestones
through regular recorded site visits (input)
‣ Review of milestone based invoices
submitted by appointed contractor (input)
‣ Verify the completion of 350 housing units
by 30 June 2013 (output)
Maintain an accurate and up to date listing of
potential housing beneficiaries
‣ Receive applications for housing projects
from Ward Councilors (input)
‣ Prioritise housing projects in accordance
with established criteria (process)
‣ Submit applications for funding of
prospective housing projects to the
Department of Human Settlements
(process)
Sport and
Recreation
To promote participation in
sport by communities
within the Municipality
Management of the annual Mayors Cup sports
event held at a municipal level
‣ Facilitate the staging of the elimination
competition in each ward i2 sporting codes
(input)
‣ Facilitate the conduct of the Mayors Cup
municipal sports event (output)
‣ Facilitation of the participation of a team
from the Municipality at district level games
for selection to the annual Kwanaloga Games
event (output)
157

Focus Area Objective Performance Target Key Performance Indicators
Sport and
Recreation
To promote participation in
sport by the communities
within the Municipality
Presentation of the annual indigenous games
event held within the Municipality
‣ Arrangement of the programme for the
indigenous games (input)
‣ Facilitation of the indigenous games
programme (output)
Identification of ten talented sportspersons for
additional development and coaching
‣ Review of the programme for the
identification of sporting talent (process)
‣ Identification of potential sportspersons
for further development (input)
‣ Facilitate access to additional coaching for
each sportsperson identified (process)
Heritage and Culture
To enhance and protect
the cultural heritage of
the communities within the
Municipality
Compilation of a data base of all heritage sites
within the Ulundi municipal area
Presentation of the annual Umbele Wethu
Cultural Festival presented by the Municipality
‣ Identify all heritage sites within the
Municipality and document their location
(input)
‣ Prepare a heritage plan that indicates the
nature of each heritage asset and what is
required to ensure that its integrity is
protected (process)
‣ Where needed, prepare a business plan to
source and secure funding for the protection
of heritage assets (process)
‣ Integrate the heritage plan as part of the
Municipality‟s Tourism and Marketing
Strategy (output)
‣ Prepare the programme for the annual
Umbele Wethu Cultural Festival (input)
‣ Facilitate presentation of Festival (output)
158

Focus Area Objective Performance Target Key Performance Indicators
Environmental
Management
To ensure that the
Municipality‟s development
strategies and projects
take existing
environmental problems
and threats into
consideration and promote
the protection of
environmental assets
Development of a Strategic Environmental
Assessment for the Municipality
All developments that contain a listed activity to
include an Environmental Impact Assessment
(EIA)
‣ Prepare a business plan to source funding for
the development of a SEA fur the
Municipality (input)
‣ Appointment of a service provider to develop
a SEA for the Municipality (input)
‣ Preparation of a draft SEA for the
Municipality for comment (process)
‣ Identify all developments and projects that
require an EIA to be conducted (input)
‣ Ensure that the project cost makes provision
for an EIA to be conducted (process)
Reduce the amount of invasive alien plant species
prevalent within the municipal area by 25%
‣ Identify the location of all invasive alien
plant species (input)
‣ Develop a programme to address the
eradication of the alien plant species (input)
‣ Implement programme to eradicate invasive
alien plant species (process)
‣ Evaluate extent of invasive alien plant
species present at 30 June 2013 (output)
Arrange and implement environmental
management awareness programmes linked to
specific environmental days
‣ Identify key environmental events (input)
‣ Develop environmental awareness
programmes linked to the specific events
(process)
‣ Conduct environmental awareness
programmes
159

Focus Area Objective Performance Target Key Performance Indicators
HIV / AIDS
To reduce the incidence of
infection and address the
impact of the HIV / AIDS
pandemic within the
Municipality
Coordination of the programme for World Aids
Day
‣ Engage all stakeholders in the process of
developing programme for World Aids Day
(input)
‣ Finalise the programme for World Aids Day
(output)
Facilitate meetings of the Local Aids Council
‣ Prepare and distribute agenda for each
meeting of the Local Aids Council (input)
‣ Facilitate the logistical arrangements for
each meeting of the Local Aids Council
including the preparation of minutes (output)
Monitor the operation of Ward Aids Committees
in each ward
‣ Receive and review monthly reports on the
operation of Ward Aids Committee from
each ward (process)
Poverty Alleviation
To assist communities in
addressing the ravages of
poverty prevalent within
the Municipality
Expand the number of community members that
benefit from the social and support grants
provided by national and provincial government
‣ Facilitate applications by deserving
community members of the community with
the KZN Department of Social Development
(process)
Update the indigent register for the
Municipality
‣ Publicise the process of updating of the
indigent register inviting community
members to make application (input)
‣ Process all applications received (process)
‣ Update indigent register to reflect current
status within the Municipality
160

Focus Area Objective Performance Target Key Performance Indicators
Special Groups
To ensure that the needs
of the constituent special
groups within the
Municipality are addressed
as a priority
Establishment of a forum to give direction with
regard to gender issues
‣ Identify all stakeholders for inclusion into a
forum to give direction to gender issues
(input)
‣ Contact each potential stakeholder and
extend an invitation to participate in the
forum (input)
‣ Facilitate the initial meeting of stakeholders
to constitute the forum (output)
Establishment of a forum to give direction with
regard to youth matters
‣ Identify all stakeholders for inclusion into a
forum to give direction to youth issues
(input)
‣ Contact each potential stakeholder and
extend an invitation to participate in the
forum (input)
‣ Facilitate the initial meeting of stakeholders
to constitute the forum (output)
Establishment of a forum to give direction with
regard to the disabled
‣ Identify all stakeholders for inclusion into a
forum to give direction to the disabled
(input)
‣ Contact each potential stakeholder and
extend an invitation to participate in the
forum (input)
‣ Facilitate the initial meeting of stakeholders
to constitute the forum (output)
161

Focus Area Objective Performance Target Key Performance Indicators
Safety and Security
Maintenance of an
environment that promotes
safety and security of all
communities within the
Municipality
Ensure adherence to traffic rules and
regulations within the Ulundi municipal area
‣ Planning and execution of road blocks in key
traffic areas (input)
‣ Issuing of tickets to traffic offenders
(process)
‣ Follow up to ensure that offenders are
prosecuted (process)
‣ Preparation of a monthly report on the
activities of traffic law enforcement within
the Municipality (output)
Ensure safety of community by management of
stray animals
‣ Evaluate proposals received for the
establishment of an animal pound facility
within the Municipality (input)
‣ Finalise agreement with service provider
(process)
‣ Facilitate commencement of the operation of
an animal pound facility
Transport
To ensure the full
functionality of the Driving
Licence Testing Centre
Full implementation of driver and vehicle testing
at the Driver Licence Testing Centre
‣ Undertake training and logistical
arrangements to integrate the driver and
vehicle testing facility (input)
‣ Ensure that the Centre is fully compliant
with the provisions of the National Road
Traffic Act with regard to driver and
vehicle testing (output)
162

Focus Area Objective Performance Target Key Performance Indicators
Local Economic
Development
To uplift communities and
contribute to the
alleviation of poverty by
stimulating employment
Align the activities of the LED strategy of the
Municipality with sector departments and other
role players addressing matters of employment
and food security
Increase tourist activity through the marketing
of the heritage assets of the Municipality
‣ Facilitate and support the initiatives of the
KZN Department of Agriculture to enhance
employment and food security (process)
‣ Facilitate and support the initiatives of the
KZN Department of Economic Development
and Tourism to enhance employment
(process)
‣ Facilitate and support the development
initiatives of the business community to
enhance employment (process)
‣ Review and update the LED Strategy to
reflect current status and potential of the
Municipality (output)
‣ Identify all heritage sites within the
Municipality and document their location
(input)
‣ Prepare a heritage plan that indicates the
nature of each heritage asset and what is
required to ensure that its integrity is
protected (process)
‣ Integrate the heritage plan as part of the
Municipality‟s Tourism and Marketing
Strategy (process)
‣ Monitor and record the impact on
employment levels, both permanent and
seasonal, as a consequence of the increased
level of tourism within the Municipality
(outcome)
163

Focus Area Objective Performance Target Key Performance Indicators
Tourism
To expand the economy of
the Municipality by
publicising the unique
attributes of the area to
attract visitors, both
domestically and
internationally
Establishment of a Tourism Information Centre
‣ Maintain an updated data base of all tourism
related attractions (including heritage and
wildlife sites) and the facilities
(accommodation and other) available to
tourists that visit the Ulundi municipal area
(input)
‣ Develop and submit a business plan to secure
funding for the establishment of a Tourism
Information Centre within Ulundi (input)
‣ Monitor progress on funding application on at
least a bimonthly basis until approval
(process)
‣ Prepare a plan for the site on which the
Tourism Information Centre is to be
constructed (process)
Publication and promotion of tourist related
activities and facilities within the Ulundi
municipal area
‣ Update the Municipality‟s Tourism and
Marketing Strategy to reflect current
developments and opportunities (output)
Development of
SMMEs
To stimulate development
of small businesses and
cooperatives as a vehicle
to increase employment
levels
Enhance and develop entrepreneurial skills among
the communities in the Municipality
‣ Development of a data base of all SMMEs
within the Municipality and assist these
entities to acquire registration (input)
‣ Facilitate the participation of entrepreneurs
and small business owners in the initiatives
of the KZN Department of Economic
Development and Tourism (input)
164

INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION
Focus Area Objective Performance Target Key Performance Indicators
Institutional
Development
To ensure that all positions
within the organogram of
the Municipality are aligned
to the IDP
To fill identified critical vacant posts
‣ Identify critical vacant posts budgeted for
during the 2012 / 2013 financial year (input)
‣ Prepare advertisements inviting applicants
for the vacant posts, both internally and
through the print media (process)
‣ Evaluate applications for suitability in terms
of the specifications of the post to be filled
(process)
‣ Facilitate the selection process by arranging
for interview of shortlisted candidates
(process)
‣ Finalise the appointment of the preferred
candidate for each post (output)
Development of a plan that on a phased basis
reduces the percentage of salaries and
allowances expenditure in the operational
budget to within the accepted norm
‣ Identify and document current situation
(input)
‣ Develop a strategy that will reduce the
percentage of the salary budget over a
period of three years to within acceptable
norms (process)
‣ Implement the provisions of the strategy
for the 2011 / 2012 financial year (output)
165

Focus Area Objective Performance Target Key Performance Indicators
Employment Equity
To transform the
Municipality by
implementation of
employment equity
principles
Implementation of the employment equity plan
by addressing in particular issues of gender and
disability
‣ Review and update the status of the
employment equity implementation plan
(input)
‣ Ensure that for the appointment of
incumbents in advertised vacancies the
recruitment and selection procedures
undertaken give due cognisance to the
imperatives of the employment equity
implementation plan, where appropriate
(process)
‣ Monitor and record progress achieved during
the 2012/ 2013 financial year in address
employment equity issues (output)
Skills Development
and Capacity Building
To develop capacity within
the Municipality for
effective service delivery
Implementation of the workplace skills plan for
the Municipality
Develop a monitoring and evaluation plan for
consulting interventions
‣ Review the capacity requirements within the
municipal structure (input)
‣ Update the workplace skills plan to
accommodate capacity development
requirements (process)
‣ Arrange and facilitate training in accordance
with the specifications included in the
workplace skills plan (output)
‣ Ensure that all consulting terms of
reference make specific reference to skills
transfer imperatives (input)
‣ Monitor and evaluate the skills transfer
process undertaken as part of each
consulting intervention at the Municipality
(process)
166

GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Focus Area Objective Performance Target Key Performance Indicators
Municipal
Governance
To promote good
governance, accountability
and transparency
Ensure that all policies, procedures and by laws
are up to date and reflect current legislative
and other imperatives
Ensure engagement and participation in intergovernmental
forums
Full implementation of the Oversight Policy
adopted by the Council of the Municipality
‣ Review all policies, procedures and bylaws to
ensure that they reflect legislative and
other imperatives with which the
Municipality has to comply (input)
‣ Where needed, update policies, procedures
and bylaws and submit to Council for
consideration and approval (input)
‣ Update the Municipal Code with reviewed
policies, procedures and bylaws (output)
‣ Obtain the schedule of meetings of the
Mayors‟ Forum and the Municipal Managers‟
Forum (input)
‣ Include meetings of the Mayors‟ forum and
the Municipal Managers‟ Forum in the
respective schedule of the individuals
concerned (input)
‣ Structure regular interaction with sector
departments within the KwaZulu-Natal
Provincial Government (input)
‣ Familiarise members of Council with the
contents of the Oversight Policy of the
Municipality (input)
‣ Schedule regular meetings of the Oversight
Committee (input)
167

Focus Area Objective Performance Target Key Performance Indicators
Municipal
Governance
To promote good
governance, accountability
and transparency
Submission of six monthly report by the
Performance Audit Committee to the Council of
the Municipality
Submission of quarterly reports to the
Municipal Manager of the Municipality by the
Internal Audit Function
‣ Obtain all pertinent information on the
performance management system, the
performance objectives and the
performance targets set for the 2011 / 2012
financial year (input)
‣ Review quarterly reports received from the
Internal Audit function at the Municipality
(input)
‣ Review all pertinent information and develop
recommendations (process)
‣ Submission of six monthly report on
performance management system and its
implementation to the Council of the
Municipality (output)
‣ Schedule the audit of performance
measurement in the annual Internal Audit
Plan (input)
‣ Obtain all of the pertinent information
required in order to audit performance
measurement at the Municipality (input)
‣ Undertake the audit of performance
measurement as specified in the Internal
Audit Plan (process)
‣ Submit quarterly report on audit of
performance measurement to the Municipal
Manager and Performance Audit Committee
(output)
168

Focus Area Objective Performance Target Key Performance Indicators
Municipal
Governance
To promote good
governance, accountability
and transparency
Recorded annual update of all risks to which the
Municipality is exposed and a recorded six
monthly update on the review of internal control
mechanisms
‣ Identification of all the risks to which the
Municipality and its operation are exposed
(input)
‣ Review all of the internal control measures
and mechanisms in place at the Municipality
(input)
Municipal
Governance
Placing the primary focus
on addressing the needs of
the communities within the
Municipality
Increase the participation of communities and
stakeholders in the community consultation
processes conducted by the Municipality
‣ Development of a Public Participation Plan
(input)
‣ Advertise the date, time and venue for all
community information and report back
meetings through the local print media and
by radio (input)
‣ Ensure greater level of participation by the
Zululand District Municipality and sector
departments in IDP and Budget road shows
conducted (input)
‣ Record attendance and participation by
maintaining an attendance register for each
of these meetings (output)
Scheduling and implementation of training
interventions to promote culture of customer
care
‣ Schedule training sessions on at least a
quarterly basis (output)
‣ Record attendance and participation in
training by maintaining an attendance
register (output)
‣ Monitor the level of customer complaints on
a quarterly basis as a measure of training
impact
169

FINANCIAL VIABILITY AND MANAGEMENT
Focus Area Objective Performance Target Key Performance Indicators
Financial
Management
To ensure that the
Municipality remains
financially viable
Expand the revenue base of the Municipality by
10% during the 2012 / 2013 financial year
‣
‣
Develop and implement strategies to expand
and enhance municipal revenue (input)
On a quarterly basis, review the impact of
the revenue expansion and enhancement
strategies
‣ Increase the revenue base of the
Municipality by 10% in June 2013 (output)
‣ Establish the level of customer debt as at
the beginning of the 2011 / 2012 financial
year (input)
Reduce the level of debt owing to the
Municipality to an amount of R 60 million by 30
June 2013
‣ Develop and implement strategies to reduce
the level of customer debt (input)
‣ On a quarterly basis, review the impact of
the debt reduction strategies (process)
‣ Amend and adjust the strategy based on the
review undertaken (process)
‣ Reduce the level of debt owing to the
Municipality to R 60 million by 30 June 2013
(output)
170

Focus Area Objective Performance Target Key Performance Indicators
Financial
Management
To ensure that the
Municipality remains
financially viable
Full compliance with the prescripts of the
Municipal Finance Management Act, Act 56 of
2003, as amended
‣ Develop an annual plan that sets out all of
the timeframes for compliance with the
prescripts of the Municipal Finance
Management Act (input)
‣ On a monthly basis extract the requirements
for the ensuing month and highlight to all
concerned (process)
‣ Record any exceptions to compliance with
the timeframes (output)
Ensure that the Municipality obtains an
unqualified audit report in respect of the 2012 /
2013 financial year
‣ Monitor adherence to all internal control
prescripts on a regular basis (input)
‣ Ensure that all issues raised by the Auditor
General are addressed promptly (input)
‣ Receipt of an unqualified report from the
Auditor General for the 2012 / 2013
financial year (output)
Alignment of the operating
and capital budget with the
priorities reflected in the
IDP
Ensure that the strategic planning and financial
planning processes are aligned for
implementation in the 2012 / 2013 financial year
‣ Obtain agreement between the planning
function and the finance function on
timeframes (input)
‣ Ensure regular consultation and briefing
between planning and finance on progress
and information obtained (input)
‣ Scheduling of an alignment workshop in
February 2012 to ensure the parallel
development of the IDP and the budget
(process)
171

ULUNDI MUNICIPALITY
REVIEW OF THE INTEGRATED DEVELOPMENT PLAN
FOR THE 2012 / 2013 FINANCIAL YEAR
FINANCIAL PLAN
172

MTEF 2012 / 2013 2012/2013 2013/2014 2014/2015
Department Income Expenditure Shortfall /
Surplus
Income Expenditure Shortfall
/ Surplus
Income Expenditure Shortfall
/ Surplus
Civic Buildings 650 000 53 000 592 000 684 450 61 074 623 376 717 988 64 067 653 921
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
Mayoral Expenses 0 1 053 711 1 053 711 0 1 109 558 1 109 558 0 1 180 372 1 180 372
Corporate Services Admin 0 8 483 141 8 483 141 0 9 076 321 9 076 321 0 9 721 330 9 721 330
Human Resources 0 2 034 552 2 034 552 0 2 174 014 2 174 014 0 2 324 663 2 324 663
Information Technology 0 4 113 062 4 113 062 0 4 357 295 4 357 295 0 4 607 407 4 607 407
Communication 0 1 390 734 1 390 734 0 1 475 074 1475 074 0 1 562 181 1 562 181
Project Management Unit 0 646 410 646 410 0 692 698 692 698 0 743 418 743 418
Community Services Admin 0 4 285 482 4 285 482 0 4 573 052 4 573 052 0 4 881 439 4 881 439
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
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
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
Fire Services 0 2 172 789 2 1 72 789 0 2 318 472 2 318 472 0 2 474 658 2 474 658
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
Drivers‟ / Learners‟ Licenses 0 465 274 465 274 0 474 139 474 139 0 497 371 497 371
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
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
IDP, LED and Tourism 0 1 119 192 1 119 192 0 1 193 207 1 193 207 0 1 272 177 1 272 177
Internal Audit 0 1 090 380 1 090 380 0 1 153 657 1 153 657 0 1 232 895 1 232 895
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
Stores 0 1 685 715 1 685 715 0 1 807 671 1 807 671 0 1 941 738 1 941 738
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
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
Technical Services: Buildings 0 1 398 659 1 398 659 0 1 498 134 1 498 134 0 1 606 897 1 606 897
Estates Planning 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
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
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
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
173

Analysis of 2012/ 2013
Approved Budget
Revenue Own Grant Total
Revenue
Salary:
Council
Salary:
Officials
General
Expenses
Grant
Expend
Repairs Total
Expend
Civic Buildings 650 000 650 000 53 000 5 000 58 000
Council General Expenses 5 754 000 5 754 000 10 512 245 1 372 800 35 000 11 920 045
Mayoral Expenses 0 600 711 452 000 1 000 1 053 711
Corporate Services: Admin 0 7 178 641 1 301 000 3 500 8 483 141
Human Resources 0 1 581 552 452 000 1 000 2 034 552
Information Technology 0 1 312 062 2 766 000 35 000 4 113 062
Communication 0 531 534 842 000 17 200 1 390 734
Project Management Unit 0 601 410 41 500 3 500 646 410
Community Services: Admin 0 3 021 982 1 258 500 5 000 4 285 482
Cleansing Services 4 687 500 4 687 500 3 605 755 5 952 650 80 000 9 638 405
Parks and Recreation 985 000 985 000 3 024 225 1 405 200 5 000 4 434 425
Libraries 477 000 477 000 1 486 494 134 680 6 500 1 627 674
Fire Services 0 1 526 289 636 500 10 000 2 172 789
Traffic Law Enforcement 5 100 000 5 100 0000 9 516 720 6 396 000 57 000 15 969 720
Drivers‟ / Learners‟ Licenses 0 445 274 20 000 465 274
Assessment Rates 17 800 000 17 800 000 2 700 000 2 700 000
Municipal Manager 0 800 000 800 000 4 901 428 179 660 800 000 4 500 5 885 588
IDP, LED and Tourism 0 734 892 383 800 500 1 119 192
Internal Audit 752 280 335 600 2 500 1 090 380
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
Stores 0 1 630 635 43 080 12 000 1 685 715
Technical Services: Admin 45 000 26 700 000 26 745 000 1 099 178 203 071 26 700 000 684 253 28 686 502
Roads and Storm Water 0 4 369 832 236 322 4 329 576 8 935 730
Technical Services: Building 0 1 267 279 36 380 95 000 1 398 659
Estates Planning 10 160 500 10 160 500 2 291 875 208 865 13 310 2 514 050
Transport and Loss Control 0 774 764 5 339 985 6 050 6 120 799
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
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
174

ULUNDI MUNICIPALITY
REVIEW OF THE INTEGRATED DEVELOPMENT PLAN
FOR THE 2012 / 2013 FINANCIAL YEAR
CAPITAL INVESTMENT FRAMEWORK
175

No Functional Area Description of the Project Status of Project Funded By Location Amount
001 Electricity Provision of High Mast Lighting Completed MIG Various Wards 2 500 000
002 Electricity Unit L Electricity Connections Completed Dept of Energy Ward 19 2 080 983
003 Electricity Unit L Street and High Mast Lights Completed MIG Ward 19 8 200 000
004 Electricity Ulundi CBD Street Lights Completed MIG Ward 22 3 600 000
005 Electricity Electrification of Unit D1 Completed Dept of Energy Ward 22 500 000
006 Electricity Electrification of Unit M Completed Dept of Energy Ward 15 1 500 000
007 Electricity Zondela High Mast Lighting Completed MIG Unit K 800 000
008 Electricity Parallel Feeder-Cable Completed Project Consolidate Ward 18 /19 /20 3 000 000
009 Electricity Installation of High Mast and Street Lights Completed MIG Various Wards 5 800 000
010 Electricity Electrification of 910 Semi-Urban Households Completed Dept of Energy Various Wards 5 041 000
011 Electricity Electrification of 377 Urban Households Completed Dept of Energy Various Wards 2 490 000
012 Electricity Electrification of 500 Rural Households Current INEP Ward 14 /Ward 15 8 000 000
013 Electricity Electrification of 500 Rural Households Planned (2012 / 13) INEP Ward 2 8 000 000
014 Electricity High Masts and Street Lighting Planned (2013 / 14) MIG Various Wards 5 700 000
015 Roads Mahlabathini Residential Gravel Roads Completed Dept of Transport Ward 8 1 600 000
016 Roads Mbangayiya Residential Gravel Roads Completed Dept of Transport Ward 19 2 000 000
017 Roads Ulundi CBD Roads Blacktopping Completed MIG Ward 22 1 900 000
018 Roads Unit C Pedestrian Bridge Completed MIG Unit C 500 000
019 Roads New CBD Roads Phase 11 Completed MIG Ward 22 1 100 000
020 Roads Ulundi CBD Internal Roads Completed MIG Ward 22 4 500 000
021 Roads Tarring of Zondela Roads Completed MIG Ward 22 2 550 000
022 Roads Upgrading of Access Road to Ntukwini Cemetery Completed MIG Ward 22 1 000 000
023 Roads New CBD, Unit D and other Roads Phase 111 Completed MIG Ward 22 7 900 000
024 Roads Proncess Mkabayi Street Extension Completed MIG Ward 22 800 000
025 Roads Unit A Entrance Road Completed MIG Ward 18 5 448 070
026 Roads Babanango Collector Road Completed MIG Ward 16 8 000 000
027 Roads Rehabilitation of Access Roads Completed Internal Unit C; Unit D 2 500 000
176

No Functional Area Description of the Project Status of Project Funded By Location Amount
028 Roads Rehabilitation of Access Roads Current Internal Unit B South Nth 2 500 000
029 Roads Construction of Mbangayiya Roads Phase 11 Current MIG Ward 19 8 500 000
030 Roads Construction of White City Access Roads Current MIG Ward 8 10 000 000
031 Roads Construction of Malangana Road Current Dept of Transport Ward 4 1 245 000
032 Roads Construction of Thengisangaye Road Current Dept of Transport Ward 21 1 105 000
033 Roads Construction of Nomdiya Road Current Dept of Transport Ward 9 1 150 000
034 Roads Construction of L1611 (D1721 Extension) Current Dept of Transport Ward 9 420 000
035 Roads Construction of Bhokweni Road Current Dept of Transport Ward 7 / 8 580 000
036 Roads Construction of Phikwase Road Current Dept of Transport Ward 5 500 000
037 Roads Construction of Bhokweni Causeway 1 Current Dept of Transport Ward 7 1 500 000
038 Roads Construction of Bhokweni Causeway 2 Current Dept of Transport Ward 7 1 500 000
039 Roads Regravelling ofD1714 Current Dept of Transport Ward 24 2 855 000
040 Roads Regravelling of P250 Current Dept of Transport Ward 23 4 140 000
041 Roads Regravelling of P244 Current Dept of Transport Ward 8 2 500 000
042 Roads Regravelling of D1703 Current Dept of Transport Ward 13 2 000 000
043 Roads Regravelling of D1706 Current Dept of Transport Ward 13 2 500 000
044 Roads Rehabilitation of Unit B South Roads Planned (2012 / 13) MIG Ward 22 13 162 700
045 Roads Construction of Ndelu Road Planned (2012 / 13) Dept of Transport Ward 3 1 500 000
046 Roads Construction of Kwampathi Road Planned (2012 / 13) Dept of Transport Ward 12 1 250 000
047 Roads Construction of Donsa Road Planned (2012 / 13) Dept of Transport Ward 7 / 8 2 500 000
048 Roads Construction of Nhlungwana Causeway Planned (2012 / 13) Dept of Transport Ward 13 1 550 000
049 Roads Construction of Ndelu Causeway Planned (2012 / 13) Dept of Transport Ward 3 1 600 000
050 Roads Regravelling of D1707 Planned (2012 / 13) Dept of Transport Ward 7 4 550 000
051 Roads Regravelling of D466 Planned (2012 / 13) Dept of Transport Ward 23/Ward 24 4 050 000
052 Roads Regravelling of D1716 Planned (2012 / 13) Dept of Transport Ward 9 600 000
053 Roads Regravelling of D1726 Planned (2012 / 13) Dept of Transport Ward 13 2 530 000
054 Roads Regravelling of D1744 Planned (2012 / 13) Dept of Transport Ward 13 2 850 000
055 Roads Rehabilitation of Access Roads Planned (2012 / 13) Internal Unit C; B North 2 500 000
056 Roads Zondela Township Access Roads Planned (2013 / 14) MIG Ward 22 8 916 300
177

No Functional Area Description of the Project Status of Project Funded By Location Amount
057 Roads Construction of Zilulwane Road Planned (2013 / 14) Dept of Transport Ward 13 3 200 000
058 Roads Construction of D2359 Planned (2013 / 14) Dept of Transport Ward 4 2 350 000
059 Roads Construction of Malangeni Road Planned (2013 / 14) Dept of Transport Ward 21 1 600 000
060 Roads Regravelling of D1713 Planned (2013 / 14) Dept of Transport Ward 13 3 325 000
061 Roads Regravelling of D2047 Planned (2013 / 14) Dept of Transport Ward 23 3 465 000
062 Roads Regravelling of D1722 Planned (2013 / 14) Dept of Transport Ward 4 / 5 / 6 3 820 000
063 Roads Regravelling of D1717 Planned (2013 / 14) Dept of Transport Ward 9 2 850 000
064 Roads Regravelling of D1700 Planned (2013 / 14) Dept of Transport Ward 13 1 450 000
065 Roads Construction of Myey Road Planned (2014 / 15) Dept of Transport Ward 7 / 8 1 000 000
066 Roads Construction of Gijima Road Planned (2014 / 15) Dept of Transport Ward 9 2 100 000
067 Roads Construction of Ndonsakusa Road Planned (2014 / 15) Dept of Transport Ward 21 1 100 000
068 Roads Construction of Nzololo Road Planned (2014 / 15) Dept of Transport Ward 16 2 100 000
069 Roads Construction of Ezihlabeni Road Planned (2014 / 15) Dept of Transport Ward 24 1 300 000
070 Roads Ndebele Causeway Planned (2014 / 15) Dept of Transport Ward 4 1 400 000
071 Roads Regravelling of P432 Planned (2014 / 15) Dept of Transport Ward 23 5 550 000
072 Roads Regravelling of D1702 Planned (2014 / 15) Dept of Transport Ward 13 2 900 000
073 Roads Regravelling of D1733 Planned (2014 / 15) Dept of Transport Ward 1 / Ward 2 2 150 000
074 Roads Regravelling of D1718 Planned (2014 / 15) Dept of Transport Ward 4 4 200 000
075 Roads Regravelling of D1708 Planned (2014 / 15) Dept of Transport Ward 13 /Ward 14 3 920 000
076 Community Facilities Upgrading of the Tennis Court in Unit A Completed National Lottery Ward 18 150 000
077 Community Facilities Construction of King Senzanga Sports Field Completed Dept Sport & Rec. Ward 23 1 300 000
078 Community Facilities Upgrading of Ntukwini & St Francis Cemeteries Completed MIG Ward 8 / Ward 18 5 205 357
079 Community Facilities Construction of the Emakhosini Sports Field Completed Dept Sport & Rec Ward 23 1 300 000
080 Community Facilities Upgrading of the Ulundi Recreational Park Current MIG Ward 22 5 206 228
081 Community Facilities Construction of new Babanango Clinic Current Dept of Health Ward 16 18 435 000
082 Community Facilities New CSSD and Theatre at Ceza Hospital Current Dept of Health Ward 3 18 241 000
083 Community Facilities Repair and Renovation of Lomo Clinic Current Dept of Health Ward 15 6 720 000
084 Community Facilities Construction of new Ombimbini Clinic Current Dept of Health Ward 1 23 528 000
085 Community Facilities Maintenance / Upgrade Stedham Clinic Phase 1 Current Dept of Health Ward 4 1 837 000
178

No Functional Area Description of the Project Status of Project Funded By Location Amount
086 Community Facilities Renovation Mbatha Traditional Admin Centre Current COGTA Ward 9 450 000
087 Community Facilities Renovation Buthelezi Traditional Admin Centre Current COGTA Ward 9 450 000
088 Community Facilities Renovation Mpithimpithi Traditional Admin Ctre Current COGTA Ward 13 450 000
089 Community Facilities Provincialisation of the Library Service Current Dept Arts Culture Various Wards 320 000
090 Community Facilities Maintenance of Sports Fields Current Dept Sports & Rec Various Wards 150 000
091 Community Facilities Renovation of Ulundi MPCC Current COGTA Ward 22 750 000
092 Community Facilities Renovation Ndebele Traditional Admin Centre Planned (2012 / 13) COGTA Ward 13 450 000
093 Community Facilities Nqulwane Sports Field Planned (2012 / 13) MIG Nqulwane Node 4 745 267
094 Community Facilities Mahlabathini Sports Field Planned (2013 / 14) MIG Mahlabathini Node 4 001 278
095 Community Facilities Provincialisation of the Library Service Planned (2012 / 13) Dept Arts Culture Various Wards 320 000
096 Community Facilities Renovate existing staff accommodation, guard Planned (2012 / 13) Dept of Health Ward 2 24 000 000
house at Thulasizwe Hospital
097 Community Facilities Build staff accommodation at Nkonjeni Hospital Planned (2012 / 13) Dept of Health Ward 9 35 000 000
098 Community Facilities Maintenance of Sports Fields Planned (2012 / 13) Dept Sports & Rec Various Wards 150 000
099 Community Facilities Construction of Okhukho Clinic Planned (2012 / 13) Dept of Health Ward 15 Unknown
100 Community Facilities Ceza Sports Field Planned (2013 / 14) MIG Ceza Node 4 687 431
101 Community Facilities Babanango Sports Field Planned (2013 / 14) MIG Ward 18 3 573 900
102 Community Facilities Babanango Town Hall Planned (2013 / 14) MIG Ward 18 5 080 568
103 Community Facilities Mpungamhlophe Sports Field Planned (2013 / 14) MIG Mpungam. Node 5 455 295
104 Community Facilities Upgrade of Multi Purpose Centre in Ulundi Planned (2013 / 14) MIG Ward 22 1 810 343
105 Community Facilities Renovation of Unit A Hall Planned (2013 / 14) MIG Ward 18 399 000
106 Community Facilities Renovation of Unit B South Hall Planned (2013 / 14) MIG Unit B South 399 000
107 Community Facilities Build Psychiatric Hospital at St Francis Hospital Planned (2013 / 14) Dept of Health Ward 8 250 000 000
108 Community Facilities Construct New large base EMRS Station Planned (2014 / 15) Dept of Health Ulundi Town 62 901 000
109 Public Transport Development of Intermodal Facility Completed COGTA Ward 22 7 000 000
110 Municipal Facilities Upgrading of Learners‟ License Centre Completed Dept of Transport Ward 22 800 000
111 Municipal Facilities Construction of Ulundi Vehicle Testing Station Completed Internal Ward 22 1 900 000
112 Municipal Facilities Ulundi Civic Centre Phase 11 Completed MIG Ward 22 4 500 000
113 Municipal Facilities Extension of Municipal Offices Planned (2013 / 14) MIG Ward 22 3 500 000
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No Functional Area Description of the Project Status of Project Funded By Location Amount
114 Municipal Facilities Extension of Civic Centre Offices Planned (2013 / 14) MIG Ward 22 Unknown
115 LED Ulundi Tourism and Marketing Strategy Completed DBSA All Wards 290 000
116 LED Development of Ulundi Multi Media Centre Completed Office of Premier Ward 23 20 000 000
117 LED Existing Taxi Rank Market Stalls Current MIG Ward 22 2 505 843
118 LED Cooperative Production Centre Current MIG Ward 15 3 150 000
119 LED Okhukho Laundromat Project Current COGTA Ward 15 3 000 000
120 LED Ulundi Tourism Hub Planned (2012 / 13) COGTA Ward 22 11 500 000
121 LED District Nursery Planned (2012 / 13) COGTA Ward 22 2 000 000
122 LED Ulundi Integrated Energy Centre Planned (2012 / 13) SASOL Nqulwane Node 11 000 000
123 LED Route 66 Signage Planned (2012 / 13) MIG Ward 20 2 000 000
124 Housing Babanango Phase 1 and Phase 2 Urban Completed Dept Human Settle Ward 16 Unknown
125 Housing Unit K / Zondela Urban Completed Dept Human Settle Unit K Unknown
126 Housing Unit L Urban Completed Dept Human Settle Ward 19 Unknown
127 Housing Nsukazi Rural Current Dept Human Settle Ceza Node 45 000 000
128 Housing Ekushumayeleni Rural Current Dept Human Settle Ceza Node 72 000 000
129 Housing Nsabekhuluma Rural Current Dept Human Settle Mahlabathini Node 90 000 000
130 Housing Ekudubekeni Rural Current Dept Human Settle Mahlabathini Node Unknown
131 Housing KwaXimba Rural Current Dept Human Settle Nqulwane Node Unknown
132 Housing Unit L Extension Urban Planned (2012 / 13) Dept Human Settle Ward 19 Unknown
133 Housing Babanango Phase 3 Urban Planned (2012 / 13) Dept Human Settle Ward 16 Unknown
134 Environment Climate Change Household Greening Project Current DAEARD Ward 16 80 000
135 Environment Climate Change Awareness Current DAEARD Ward 24 350 000
136 Environment School Greening Current DAEARD Various Wards 120 000
137 Information Tech Upgrade Security of IT Operation Completed MIG Ward 22 100 000
138 Information Tech Municipal Computer Software System Completed MAP Ward 22 350 000
139 Revenue Management Install New Prepaid Electricity Meters Completed Internal Various Wards 1 459 700
140 Revenue Management Install New Prepaid Electricity Meters Current Internal Various Wards 2 231 808
141 Revenue Management Install New Prepaid Electricity Meters Planned (2012 / 13) Internal Various Wards 1 195 914
180