Ethekwini Municipality Portfolio of Sustainability Best Practice

e T h e k win i

eThekwini Municipality Portfolio of Sustainability Best Practice

ETHEKWINI MUNICIPALITY

d 2 r

ETHEKWINI MUNICIPALITY o

e r o M F ayor’s

The people of the eThekwini Municipality have a key role to play in addressing the social, economic and environmental needs of our communities so as to ensure a healthy environment, a meaningful quality of life and social equity for existing and future generations.

Sustainable development is a critical challenge for Durban, and we are constantly looking for new opportunities and solutions that will help us achieve this ideal. The Municipality's Integrated Development Plan's (IDP) desired outcomes in terms of sustainable development are to establish: "prosperous and vibrant economic areas that are the foundation for economic growth; viable and quality built environments that support the social and economic needs of all citizens; and quality a natural environments and resources that provide the basis for both b economic prosperity and social well-being".

l This Sustainability Best Practice Portfolio showcases key projects

m where the Municipality has been a partner. These projects have set the City firmly on the path to sustainable development and helped

. establish Durban as a world leader in this field. By actively addressing

t the social, economic, environmental and institutional challenges facing the city, local government is effectively fulfilling the mandate of both

d the Local Agenda 21 and Local Action 21 strategies endorsed at the

e Earth Summit in 1992 and at the World Summit for Sustainable

b Development in 2002.

yo MAYOR OBED T. MLABA a

m 3

Mayor's Foreword Pg 2 Introduction to Durban Pg 4 C Map of Municipal Area Pg 5 o Introduction to Portfolio Pg 6-7 n t Economic Sustainability e Muthi Nursery Pg 8 Sibu Mkhwanazi: Tel: +27 31 312 4466 n ts Landfill Conservancy Pg 9 Raymond Rampersad: Tel: +27 31 203 7002 eThekwini Online Pg 10 Angela Spencer: Tel: +27 31 3111925 Waste Water Education Pg 11 Teddy Gounden: Tel: +27 31 302 4667 CONTENTS Water Recycling Pg 12 John Harrison: Tel: +27 31 302 4665 Rural Water and Sanitation Pg 13 Neil Macleod: Tel: +27 31 302 4911 Recycling Buy-back Centres Pg 14 Mari van der Merwe: Tel: +27 31 303 1665 Beach Restoration Pg 15 Andrew Mather: Tel: +27 31 300 2281 Adopt-a-spot Pg 16 Mari van der Merwe: Tel: +27 31 303 1665

Ecological Sustainability Open Space Planning Pg 17 Dr Debra Roberts: Tel: + 27 31 300 2527 Sliding Scale of Tariffs Pg 18 Neil Macleod: Tel: +27 31 302 4911 Chemical Cleaner Production Pg 19 Sandra Redelinghuys: Tel: +27 31 3024685 Waterloss Management Pg 20 Simon Scruton: Tel: +27 31 302 4744 Energy Efficient Lamps Pg 21 Sandile Maphumulo: Tel: +27 31 300 1006 Dune Rehabilitation Pg 22 Dr Debra Roberts: Tel: + 27 31 300 2527 Waste Management Education Pg 23 Ntombilezi Ngulunga: Tel: + 27 31 303 1665

Social Sustainability Blue Flag Beach Pg 24 Alan Pembroke: Tel: +27 31 362 4271 Warwick Junction Pg 25 Richard Dobson: Tel: +27 31 202 5785 Cato Manor Redevelopment Pg 26 Soobs Moonsammy: Tel: +27 31 3002558 AIDS Strategy Pg 27 Bheki Zuma: Tel: +27 31 300 3104 Community Police Forums Pg 28 Ismail Nxumalo: Tel: +27 31 3375500 TB Management Pg 29 Dr Ayo Olowolagba: Tel: +27 31 300 3116

Governance & Institutional Sustainability South Durban Basin Multi Point Plan Pg 30 Siva Chetty: Tel: +27 31 211 4000 Chameleons Pg 31 Soobs Moonsammy: Tel: +27 31 3002558 South Durban Air Quality Monitoring Pg 32 Siva Chetty: Tel: +27 31 211 4000 Flood Line Study Pg 33 Andrew Mather: Tel: +27 31 3002188 Rabies Pg 34 Gama Ngqulunga: Tel. +27 31 300 3035 How Long Community Park Pg 35 Grahame Steele: Tel: + 27 31 205 1408

Sustainability Rating Table Pg 36-37

Acknowledgements Pg 38 s

Icons to represent excellence in Sustainability Best Practice t n

South Africa National Accreditation System First for South Africa Compliance with international convention e

o c 4 INTRODUCTION TO DURBAN Durban is an African city that embraces the full range of global sustainable development challenges. n a b The Place country's seven biomes, seven broad vegetation types, and more than 2000 plant species. The r The eThekwini municipal u value of the natural resources provided by the D area (EMA) is located on the open space asset of the EMA is estimated to be eastern seaboard of South Africa, in R3,1 billion. As a coastal city, Durban is the province of KwaZulu-Natal. The EMA representative of the environment in which the currently covers an area of 2297 km2 whereas majority of the world's population lives and the pre-1996 municipal area covered only 300 works. Lessons learned here can be taken and km2. The municipality has an annual budget of applied to facilitate the implementation of R9,2 billion and employs a staff of 18 500. While sustainable best practice elsewhere. the total area represents only 1,4% of the entire area of KwaZulu-Natal, it contains just over a third of the population of the province (3 million The Plan people) and accounts for 60% of its economic activity. Similarly, only 35% of the area is urban In 1994, Durban was the first city in South Africa in character and yet it supports 80% of the to accept the Local Agenda 21 mandate as a population. Durban is home to rural and tribal corporate responsibility, and to use it as the communities as well as the urbanised and framework for the development of an over- technologically-dependent. It houses the rich arching Environmental Management System for and the poor and is challenged by the largest the city. Similarly it became the first city in South informal settlements in the country. Nationally Africa to accept the Local Action 21 mandate significant petrochemical industries exist side- emanating from the World Summit on Sustainable by-side with residential communities, creating Development. This mandate identified the need complex social and environmental challenges for to focus on implementation, this being a key the municipality. requirement for local governments wanting to achieve sustainable development.

The Economy The People Durban harbour is the largest and busiest port on Africa's east coast. As such, it is a logistics A politically and ethnically diverse city, Durban hub which handles in excess of 80 000 containers now faces the challenge of effecting a smooth each month, and is also the second-largest transition to an effective and representative industrial hub after Gauteng. With the four administration. Durban's ethnic diversity is largest sectors of the economy being unequalled by any other city in South Africa. Its manufacturing, tourism, finance and transport, cultural richness renders a unique juxtaposition Durban has a strong presence in the "advanced" of beliefs and traditions which adds vibrancy to sectors. Manufacturing, which is located to the everyday social interactions. The Black African south of the CBD in the South Durban basin, community makes up the largest sector (65%) contributes about 30% to the local economy. of the population followed by the Asian Tourism adds 24% and is concentrated along the community (21%), with the Coloured and White coast, with emerging eco- and cultural-tourism communities being the smallest sectors. All of opportunities in the western areas. EThekwini this provides a backdrop for its greatest challenge

n Municipality was awarded an AA+ rating in the to date: its role as the HIV/Aids epicentre of 2001/2002 financial year in the "financially sound South Africa, located in a province with an infection o and stable municipality" category. rate of 32%, one of the highest in the world. i Rather than being daunted by these challenges,

t the Durban community has constructively worked The Ecosystem towards achieving a more sustainable future for c Situated within an area of high biodiversity on all its people. Words such as 'innovator', 'inventor', u the east African coast, Durban has a global duty 'transformer', 'revolutionary' and 'trendsetter' all

d to protect its vital natural resource base. South describe the city that has unquestionably become Africa is the third most biodiverse country in South Africa's leader in the field of sustainable o the world, and Durban contains four of the development implementation.

i 5

e T h e k wi Map of eThekwini Municipal Area n i To Richards Bay

To Johannesburg Verulam

Link City

Kwa Mashu

Pinetown Mariannhill Suncoast Casino Warwick Port Durban

SDB South Durban Industrial Basin Airport Umlazi " ETHEKWINI MUNICIPAL AREA

To Cape Town

s p

DURBAN a m

n INTRODUCTION TO PORTFOLIO o

t c of global sinks such as the oceans and atmosphere. u Defining d Sustainable It recognises the intrinsic value of the natural I o Development environment. Specifically, the following criteria n tr were assessed: Projects • Promotion of energy efficiency and addressing Determined efforts were made to identify climate change projects which represented a broad range of • Maintaining biodiversity departments and city stakeholders, geographic spread and scale of impact. Projects were deemed • Promotion of the use of renewables to be best practice if they profiled key issues • Maintaining air and water quality, or minimising and areas of the city activity and displayed a high waste and pollution degree of innovation. These projects were then measured against sustainability criteria. Economic Sustainability: The definition of 'sustainable development' is not fixed and for the purposes of this portfolio, economic viability and four principles have been defined. These relate integrity to the issues of social, ecological, economic and This principle focuses on economic growth that institutional sustainability. All four issues were is viable and fair, and which occurs at a rate considered in the evaluation of projects that which does not exceed the ability of natural and were presented for inclusion in this portfolio. social systems to support this growth. It also considers how wealth is distributed, and questions Social Sustainability: the inequality of the current neo-liberal global economic system. Specifically, the following criteria social justice and equity were assessed: This principle measures community participation • Sustainable employment-creation potential of and social justice, paying particular attention to the project the most vulnerable people in society. Value is • Development of small- and medium-sized attached to social capital, social networks and enterprise improving quality of life. It supports the use of appropriate technology and meeting basic needs • Reduction of service costs to ratepayers of without degrading ecological systems. Specifically, eThekwini the following criteria were assessed: • Council support in the form of a budgeted • Meeting basic needs (e.g. clean water, access line-item to primary healthcare, clean air) • Maximising natural resource productivity • Provision of education and training, particularly to previously disadvantaged groups Institutional Sustainability: • Reducing crime and violence governance management and • Protecting vulnerable groups within Durban’s partnership society • Promoting culture, sports and heritage Governance and partnerships are key success

factors in the trade-off between social, economic n and ecological principles. Institutional sustainability Ecological ensures fair and wise decision-making, and o Sustainability: effective implementation with appropriate i the conservation of resources. Political and administrative champions play an important role in institutional sustainability. t biodiversity and the Specifically, the following criteria were assessed: c maintenance of ecological integrity • Decision-making within a transparent and u democratic structure This principle limits the use of natural resources d • Addressing historic inequalities to a level that allows nature to regenerate and o minimises the use of non-renewable resources. • Empowering local communities It aims at reducing the amount of waste and • Co-operative governance pollution that is released into the system, and • Public-private partnerships tr so does not over-extend the carrying capacity n

7 t

P o How the projects were scored r A team of specialists rated the projects in terms of each of the categories t o listed above. The team determined whether the project met the specified fo li criteria. If so, the project scored a point. If not, no point was awarded. A percentage achievement score, termed the Sustainability Average was then accorded to each main category (being economic, environmental, social and governance). These category scores were then averaged. In so doing, equal weighting was applied to each of the bases of sustainable development. The average percentage score was termed the Sustainability Average. A scale rating is applied, depending on the range of impact of the project. The scale ranged from 1 to 5. The classes are as follows:

Scale Rating Area of Influence 1 Neighbourhood 2 Local or community 3 Municipal or city-wide 4 National 5 International to global

The projects presented in this portfolio illustrate these principles in action in the eThekwini Municipality. The portfolio is an exposition of the municipality's progress towards sustainable development and contributes to international best practice experience. The project Sustainability Rating is arrived at by multiplying the Sustainability Average by the Scale Rating, generating a score out of 500 for each project. The score becomes a relative measure for eThekwini Municipality. The manner of calculation is depicted as follows:

International Rating National

City-wide

Community INTRODUCTION to PORTFOLIO

Neighbourhood

Area of influence

Sustainability Rating : Scale Rating x Sustainability Average

o p

8 y

SILVERGLEN r Project: Muthi Plant Nursery Location: Silverglen, Chatsworth, international impact

e Budget: R5 million since inception. s Partners: Traditional African healers r Ezemvelo KZN Wildlife u Wildlife and Environment Society of South Africa M N National Botanical Institute u th i EThekwini Municipality Project Description: The use of indigenous plants for medicinal and magical purposes is an ancient practice which continues to thrive in South Africa today. Muthi, as medicinal plants are known, is an important part of African tradition. Growing urban populations have led to increasing demands for these plants and threatened their continued existence in the wild as herbalists, herb traders and their collectors over-harvest the natural remaining areas in the city. As a result several indigenous species face local extinction. w Durban's Parks and Gardens Department ild a loe responded to this challenge in 1986 by for sk in establishing Africa's first medicinal plant nursery ir ri and developing a system for cultivating the ta t io medicinal plants required by herbalists, n sangomas (traditional healers) and muthi- gatherers. Today the Silverglen Nursery (in Chatsworth) occupies three hectares of the Silverglen Nature Reserve and contains over 200 medicinal plant species. The medicinal plants in the nursery are grown from seeds, bulbs and cuttings, or alternatively from tissue culture which is carried out in the department's laboratory in the Botanic Gardens. The municipality has also introduced an education programme to combat over- harvesting in the wild through which traditional healers, herbalists and muthi-gatherers are

w invited to workshops and are trained in plant i l identification, plant propagation, nursery d

g establishment and management. After i n g completing the course, each student is issued e r y tr with a certificate. The courses run for three ea ts days and can accommodate 20 students each. r ch es Courses have been running continuously since t c e om 1997. The medicinal plant nursery also runs pla ints tours for visitors and schoolchildren. s

r Results Achieved: Sustainability rating

u Assists in developing alternative sources

n of the required plants, thereby increasing % the economic viability of the sector; 100

There is less stress on the environment t 90 as fewer plants are removed from the wild 80

n population, thereby reducing the threat of 70 extinction; a 60 l Improved communication has been 50 established between the community and p 40 the municipality through the sharing of 30 information on medicinal and magical 20

i plants. 10 0 ECONOMIC ~ 100 Contact: ECOLOGICAL ~ 50 th SOCIAL ~ 60

Sibu Mkhwanazi GOVERNANCE ~ 71 u Manager: Conservation Tel: +27 31 312 4466 m E-mail: [email protected]

9 n d Project: Landfill Conservancy f Location: Mariannhill, city-wide impact i R200 000/year cost l R1 000 000/year generated through the sale of l indigenous plants y Partners: Wildlife and Environment Society of South Africa C c (WESSA); National Conservancies Trust; EThekwini o an Municipality nserv Project Description: In 1994 an Environmental Impact Assessment was undertaken as part of the process required for the establishment of the Mariannhill landfill site. As the area had previously been identified as a potential nature reserve by WESSA, it was decided that the landfill site's border areas or "buffer zones" would be planted with indigenous flora as part of the long-term rehabilitation of the site. Following commissioning of the landfill in 1997,

MARIANNHILL the engineering team, in consultation with environmental professionals and NGOs, developed a rescue plan for the indigenous vegetation located within the landfill site "footprint" whereby the indigenous plant species, soil and seed sources removed from the site are placed in a holding nursery before being reused on the site. The Plant Rescue Unit (PRUNIT) concept rapidly lead to the formation w of a National Conservancy Site at the landfill e la t ndf la ill cell 4 whereby the surrounding "buffer zones" are nd maintained, restored and managed according to conservancy principles. This approach to Results Achieved: restoration has become an essential tool for Nature trails within the conservancy area; improving ecosystem functioning in the area, An indigenous plant propagation centre; minimising biodiversity loss and increasing the connectivity of the site to the remainder of

A bird hide overlooking a rehabilitated wetland area; y the city's open space system. It also contributes

An educational auditorium; to the long-term rehabilitation of the landfill c

A wetland built to act as a silt trap, erosion control site. This is the only landfill conservancy in n point and a plant rescue area for riverine/wetland Africa (and possibly the world). a species. This provides a living nursery from where all

future wetland species needed for riverine rehabilitation Sustainability rating v or reed bed installation, for leachate treatment, will be taken; r Maintenance of the indigenous ecosystem minimises % e biodiversity loss in the area; 100 s

Significant near- and long-term cost savings in terms 90 n

of landfill rehabilitation. The PRUNIT management 80 o

method and the "conservancy" approach to DSW's 70 c landfills, will realise a net saving of some R27 million 60 over the next decade; 50

To date, 24 people have been employed and a skills 40 l

development programme for staff is in place; 30 l

Education of learners, students and general public is 40 20 i ongoing; to date some 2000 people have visited the 10

landfill conservancy and have been exposed to the f 0 ECONOMIC ~ 100

PRUNIT concept and waste management principles. ECOLOGICAL ~ 75 d

SOCIAL ~

GOVERNANCE ~ 57

Contact: Raymond Rampersad n Head: DSW (Department of Cleansing and Solid Waste) Tel: +27 31 203 7002 a

E-mail: [email protected] l

e 10 n www.durban.gov.za

i Project: EThekwini Online

l Location: www.durban.gov.za

n Budget: R6 million for 2003/4 budget year Partners: Durban Africa O DIPA i Local Businesses e n EThekwini Municipality Thekwi Project Description: Prior to the launch of the current Durban website, limited, fragmented information about the city and its services was available online. In 1996 the 'Durban Experience' (www.durban.org.za) went online; this was a joint initiative between Durban Africa (the tourism authority for the municipality) and the municipal Communications Department, created to promote the city to tourists. In 1998, a Durban local government site went live. The first major re-design of the websites happened in mid-2002. During this re-design the tourist and government sites were merged and a new section was created for the business sector. The Information Services department is currently redesigning the website to make it more user-friendly and plans include the provision of more information for small businesses. To date, smaller, local businesses have been contracted to complete work required on the website. The ultimate objectives of the website are to make most of the city's over-the-counter services available online (e-government), assisting people to find a wide range of information about local governance online (e-democracy), and marketing the city to tourists and business people. The site currently provides: • Information on Durban for visitors and residents; • Access to minutes and notices of official meetings; • GIS information about the city; • Access to regular updates on Council activities • Council vacancies; • Bylaws and local legislation; • Press releases; • An entry point for complaints to be channelled to the right department Current ratings show that annual users and access to the site has doubled in the last year, with an average of 300 000 page impressions and 7500 unique users per month. The project should be viewed in conjunction with efforts to extend internet access to all residents of the municipality. A “Digital Divide” programme is in place to provide all municipal libraries with Internet access points, allowing ratepayers to retrieve information without having to rely on a home or work Internet connection.

e n Results Achieved: Sustainability rating

i An excellent governance tool which promotes

l participation, transparency and democratic %

100 n government; Promotes business in the region by supplying 90 o local information; 80 Residents use the site to access services, their 70

i first step onto the Internet in some cases, hence 60 a way to bridge the digital divide; 50 n There is a wide range of information about 40 i Durban available in the visitors' section; 30

w Residents can e-mail council officials, and the 20 40

k Municipal Manager and councillors, providing 10 community the opportunity to actively engage 0 ECONOMIC ~ 60 with their municipal government. ECOLOGICAL ~ 0 SOCIAL ~ he Contact: GOVERNANCE ~ 57 T Angela Spencer Webmaster e Tel: +27 31-311 1925 E-mail: [email protected] 11

Project: Waste Water Education Programme W

Location: Unicity, city-wide impact a Budget: Development Bank of SA (DBSA): R350 000; s Department of Water Affairs and Forestry (DWAF): R23 000; EThekwini Municipality: R720 000; t Total: R1,1 million per annum e Partners: EThekwini Municipality; DBSA; DWAF; Durban Environmental W Centre (KZN Department of Education & Culture); at er Department of Health

UNICITY Project Description: Blockages in Durban's sewerage system have significant financial, health and environmental impacts. As a result, the Department of Waste Water Management launched an education campaign in 1995 to complement the on-going upgrading and maintenance of the sewerage system. The campaign aims to educate communities about how the sewerage systems work and how they differ from storm water systems. The link between good sanitation and health is also highlighted, as is the importance of the sewage treatment cycle and water conservation issues. The intention is to reduce vandalism and blockages of the system by building greater awareness among stakeholders. A call centre has been set up to deal with queries from the community, and various media have been used for advertising. Campaign programmes (aimed at adults and the youth) have included poster-driven education, the supply of teaching materials, and the use of toilet-humour to communicate the message effectively. The programme reaches 230 schools each year. Road e shows and street theatre have also been used to further elicit community participation in the programme. More than m

400 street theatre performances have been put on, m

especially targeting poor and disadvantaged areas a where previous service providers had often neglected r

the sewerage system. The industrial sector has

now also been included in the campaign. g The campaign has won two national competitions. o Both acknowledge the programme's contribution

toward improvements in the quality of life of r previously disadvantaged citizens. All winnings have been fed back into the education campaign. p The education programme was selected as 'best practice' by an independent Technical Advisory Committee for the UN - Habitat Dubai n

International Award for Best Practices in 2002. The o s World Bank wants to use the campaign for first-time i

ee users of piped water and flush toilets in other developing t t th ea countries and is developing a tool-kit which could be used

tre

throughout Africa. a c

Sustainability rating u Results Achieved: d % e The creation of environmental awareness in 100 90 communities, and the improvement of living r

standards 80 e Waste water blockages throughout the municipal 70

area have been reduced by a third, resulting in a 60 t

saving of R2 million per annum. 50 a 40 w 30 20

10 e Contact: t 0 ECONOMIC ~ 80 Teddy Gounden ECOLOGICAL ~ 75

Education and Public Liaison Officer SOCIAL ~ 240 s Tel: +27 31 302 4667 GOVERNANCE ~ 29

E-mail: [email protected] a w

g 12 n

SOUTH DURBAN i Project: Water Recycling Location: South Durban, national impact l Budget: The only cost to the municipality has been in c terms of staff time, all other costs were met y through private investment. c Partners: EThekwini Municipality W e Durban Water Recycling ater R Project Description: Prior to the initiation of this project, industries in Durban were supplied with potable water. As the demand for water and the production of waste water increased due to industrial expansion the eThekwini Municipality sought to avoid: • The need for increased capacity at its Southern Waste Water Treatment Works • Sourcing new supplies of fresh water • Competition for potable water amongst industrial and residential users As a result, Durban’s first major water recycling plant was established in 1998 as a partnership project between the eThekwini Municipality and Durban Water Recycling (60% owned by the French company Vivendi Water Systems, 40% owned by a black economic empowerment company and others). This partnership enabled the municipality to access the technology, expertise and capital required for the project. The plant can provide up to 47,5 million litres of treated domestic and industrial wastewater per year. The water provided meets strict specifications and accounts for approximately 10% of the total wastewater treated at all the municipality waste water treatment works. Currently the users are industrial customers. The cost of the recycled water could, with time and fiscal drag, be approximately 25% of the cost of potable water. As demand now appears to be outstripping supply, there are plans to use the effluent from the neighbouring Amanzimtoti Works to increase production. The South African Water Institute awarded Vivendi Water Systems the Piet Vosloo 2002 prize for innovative know-how and technologies developed in the field of wastewater treatment. The project has received three other awards. Results Achieved:

Sustainability rating

g A reduction in the municipality’s reliance on n fresh water and the provision of suitable water to industrial customers at a reduced %

i cost; 100

l Savings to the municipality in terms of 90 wastewater treatment costs; these costs are c 80 now borne by the industries who pay for 70 y their recycled water; 60 c The need for Umgeni Water, the municipality’s bulk water supplier, to extract 50 e water from a new river catchment to meet 40 r growing urban demands, has been delayed 30 by four years; 20 40 The sponsoring of local students’ studies 10 r and the training of municipal staff from part 0 ECONOMIC ~ 60 ECOLOGICAL ~ 50

of the proceeds of the operation. SOCIAL ~

GOVERNANCE ~ 29 te Contact: a John Harrison Engineer: Strategic Planning w Tel: +27 31 302 4665 E-mail: [email protected] W

13 a t

Project: Rural Water and Sanitation Project e

Location: Mzinyathi, city-wide impact r Budget: Water supply infrastructure and health education funded by the Department of Water Affairs and Forestry & (DWAF): R25 million. On-site sanitation infrastructure n funded by the Consolidated Municipal Infrastructure S o Programme: R 15 million a i Partners: EThekwini Municipality; Department of Water Affairs nitat and Forestry; European Union; Department of Provincial and Local Government. Project Description: The eThekwini Municipality includes 65 000 rural households. In 2000, a cholera epidemic in the province MZINYATHI resulted in 76 positively diagnosed cases and 45 deaths in the municipal area. In response, the Health Department despatched water tankers and distributed bleach as a water purification measure. When this service stopped, 80% of the population returned to using their unprotected spring and river water sources while the remaining 20% utilised borehole supplies. In order to address this problem, the Water Services Department formulated a programme to provide water, sanitation and health education to every rural household in the city. While the capital cost could be covered by national government and foreign funding, the municipality still needed to establish a sustainable t system of water and sanitation delivery. c

A project steering committee was established with e volunteers from the local tribal authority, elected politicians and relevant municipal officials. It was agreed j

by the committee that one member from every family o would be given employment for two weeks, digging r

trenches. The first week of labour would pay the family’s connection fee and the second would p provide income for the household. Emerging contractors in the community were also trained to lay n water mains and build toilet o structures. Others were trained to facilitate the project and to i

provide health education in five t phases through house-to-house

visits. Similarly, block-making yards a

were set up to supply materials t and municipal officials provided the i necessary training.

In November 2001 a pilot system was n

implemented to serve 6200 households a (42 000 people). By March 2003 the community had laid over 150 kilometres of water-mains and two thousand s households had water and 1300 had new ventilated pit latrines (VIPs). Sustainability rating & Results Achieved: % Each rural household now receives 200 litres of 100 r

free water a day (the legislated minimum); 90 e

Each household has an improved ventilated pit 80 t

latrine (VIP); 70 a Training is provided on household water 60 w management and hygiene; 50 42% of the project’s expenditure has been paid 40

back into the community. 30 l

20 40 a Contact:

Neil Macleod 10 r Head: Water and Waste 0 ECONOMIC ~ 80 Tel: +27 31 302 4911 ECOLOGICAL ~ 25 u

SOCIAL ~ E-mail: [email protected] r GOVERNANCE ~ 57

c 14 a UNICITY

Project: Recycling Buy-back Centres b Location: Unicity, city-wide impact - Budget: R60 000 for each recycling installation y R500 daily float u Partners: EThekwini Municipality B R Warwick Junction Project e g Self Employed Women’s Union cyclin Recycling Companies Project Description: In the past informal collectors of recyclable materials stored and sold their recyclables from the pavements. This was unsightly and posed a waste management problem for the municipality. There were also associated social and economic problems such as: • Collectors and their young dependants sat on the pavement for many hours waiting for the representatives of the recycling companies; • The recycling companies often arrived late at night when the weigh-scale could not be accurately read and thus the collectors were underpaid; • There was no collective effort on the part of the informal collectors to negotiate prices with the recycling companies. To address this situation, formal buy-back centres were initiated in 1999 by the Education and Waste Minimisation Section of the Durban Solid Waste Department (DSW) in consultation with stakeholders involved in recycling. Centres were introduced in several areas of the municipality. These range from a basic fenced area of approximately 20m2 using a converted shipping container equipped with a hand-held scale, to a fully equipped s building. The capital cost of these centres

e ranges from R60 000 to R1 million per

r centre. t During normal office hours, collectors can sell their recyclable materials and then

n return to the community to source more e material. By June 2003, 24 buy-back centres were operational in the eThekwini Municipality,

c with up to 80 collectors supplying the buy-back centres on a regular basis. k Results Achieved: c

a The problems associated with the informal Sustainability rating

b trade of recycled material have been addressed; - Training of local community members to operate the buy-back centres has led to skills %

y development and job creation; 100

u The range of materials that can be recycled 90

grows as participation in the project grows; 80 b On average, 70% of the turnover at a buy- 70 back centre goes directly back to the informal 60

g collectors using the centre; 50

n The informal collectors have the opportunity 40 to develop more equitable business 30 i relationships with recycling companies, and 20 40 l also to negotiate the prices of materials based 10 on volumes. c 0 ECONOMIC ~ 80 ECOLOGICAL ~ 50

SOCIAL ~

Contact: GOVERNANCE ~ 29 cy Mari van der Merwe Education and Waste Minimisation Co-ordinator DSW e Tel: +27 31 303 1665 E-mail: [email protected] r

15 e a Project: Beach Restoration c Location: Durban beachfront, national impact Budget: Replacement cost of R300 million h Operational budget of R8 million/year Partners: National Ports Authority, EThekwini Municipality R e n st io Project Description: orat Beaches are a dynamic system as a result of winds, waves and currents. Prior to Durban's development, the Agulhas and counter-littoral currents would have ensured the steady supply and removal of sand to and from, the city's main beachfront. Dredging of Durban's harbour entrance began in 1908 in order to ensure the safe passage of increasingly large ships entering the harbour. Two harbour entrance piers were also built and extended over time. These effectively stopped the transport of sand to the city's beaches by interrupting the south-to-north littoral drift along the coast - resulting in beach erosion. This threatened the tourism industry in Durban and as a result a series of sand-pumping schemes was initiated. The first scheme ran from 1936 to 1949 and dredged sand from near the harbour entrance to Camperdown Road where it was re-dredged by a fixed unit and delivered to South Beach. In due course, the harbour dredger could not supply enough sand for all of Durban's beaches and the municipality was forced to develop a more innovative scheme. In 1950 the Cave Rock Bight Scheme was launched with a jetty being built at Cave Rock. A pump and dredging arm were located at the end of the jetty. The sand was then pumped via a pipeline under the harbour entrance to Camperdown Road. This scheme had limitations and was abandoned in 1954. In 1961, the Council for Scientific and Industrial Research, sponsored by the City Council and the DURBAN BEACHFRONT South African Railways and Harbours Authority, began to investigate measures to stabilise and restore the city's beaches. The initial report included data related to wave and current characteristics, sedimentology and morphological conditions. A number of reports and findings were published between 1964 and 1977. In 1977, a further report recommended additional sand-pumping schemes, an offshore mound designed to reduce wave energy along the beach and the introduction of low-level groynes to reduce northerly sand

migration. Three groynes have been built to d date. The current sand-pumping pipeline is 3,5 km n red gin long and runs along the length of the beachfront. g un it Sustainability rating o Results Achieved: i t % The gradual reclamation and stabilisation of 100 a

Durban's central beaches, while allowing large 90 r ships to enter the harbour;

80 o

The maintained beaches are a major tourism asset 70 t

and a major source of employment; 60 s The harnessing of natural forces at work along the 50

beachfront has proven to be the most effective 40 e

means of controlling erosion and compensating 30 r for the human interventions that originally created the problem. 20

10 h

Contact: 0 ECONOMIC ~ 40

ECOLOGICAL ~ 25 c

Andrew Mather SOCIASOCIAL ~ 20

GOVERNANCE ~ 14 Director: Drainage and Coastal Engineering a Tel: +27 31 300 2281

E-mail: [email protected] e b

16 t UNICITY Project: Adopt-A-Spot

o Location: Unicity, local community impact

p Budget: All costs carried by "adopting" parties, so

S no cost to the municipality - Partners: Ethekwini Municipality, civic and public sector A - Ad opt Project Description: The Adopt-A-Spot Programme is a public, private, and civic sector partnership which was initiated in 1997 to deal with the problem of littering and illegal dumping on public sites. Through the Adopt-A-Spot Programme, members of all sectors of the community voluntarily accept responsibility for the cleanliness and beautification of a specifically agreed upon area. Relevant municipal departments assist with the initial upgrading, usually involving clearing of litter, and planting of grass and shrubs, and thereafter they hand over responsibility to the adoptive community member. Participation in the programme is acknowledged through the installation of a signboard in the adopted area and through an awards programme, both funded by various private- sector companies. The public acknowledgement given via the signboard has contributed significantly to the growth of the programme. By May 2003 there were 247 active Adopt-a-Spots in residential, commercial and industrial areas within the eThekwini municipal area.

Results Achieved:

A number of public areas are cleaner and more attractive, thus eliminating litter and illegal dumping and often making the areas safer; Individuals involved in the programme have Sustainability rating developed a sense of pride in their respective neighbourhoods and places of work and recreation; %

100 t Some members have used cleared areas to create vegetable gardens and in so doing 90

o providing sustenance for themselves and their 80 70 p families and even the opportunity to generate some income. 60 s 50 - 40 a 30

- 20 10 t Contact: 0 ECONOMIC ~ 40 Mari van der Merwe ECOLOGICAL ~ 25 Education and Waste Minimisation SOCIAL ~ 0 GOVERNANCE ~ 29 op Co-ordinator DSW Tel: +27 31 303 1665 d E-mail: [email protected]

a O

17 p e

Title: Open Space Planning n Location: Unicity, international impact Budget: Replacement cost of environmental services S R3,1 billion p R2,1 million has been invested in the planning a g phase of the project since 1999 c n Partners: EThekwini Municipality in conjunction with e i Wildlife and Environment Society of South Africa in Plann initial phase

UNICITY Project Description: The overall purpose of the eThekwini Environmental Services Management Plan (EESMP) is to ensure the sustained supply of environmental goods and services (eg, water provision, flood control) to the residents of Durban. The need to develop a city-wide open space plan was first proposed by a non-governmental organisation, the Wildlife Society of South Africa, in 1979 in response to the loss of conservation-worthy land to ill-considered urban development. The conceptual focus of the project has changed over time from this initial conservation- based approach to a focus on ecological viability, to the current version which brings sustainable development considerations to the fore. The open space system has been designed to ensure a sustainable supply of the environmental goods and services required to meet peoples basic needs. The replacement value of these services is currently estimated at R3,1 billion per annum. This excludes the R3,5 billion per annum earned through the tourism industry. The eThekwini Environmental Services Management Plan has been adopted as the framework for guiding the planning, development and sustainable use of the natural resource base of the city. It has also received international recognition and has been documented as an international case study by the International Council for Local Environmental Initiatives (ICLEI).

The current emphasis is on implementation. This will include land acquisition, raising g

awareness, an exploration of incentive-based

tools, and integration with the city's emerging n Land Use Management System. i

Results Achieved: Sustainability rating n n

Recognition that the natural resource base is vital % a to sustainable development and improving the 100 l quality of life of the city's residents; 90 p Ensuring a sustainable supply of environmental 80 goods and services particularly to the city's poorest 70

residents who rely heavily on the environment to e

60 meet basic needs; c 50

The maintenance of an ecologically viable system 40 a which represents a major contribution to meeting national and international obligations to biodiversity 30 p

conservation. 20 s 10 0 ECONOMIC ~ 60

ECOLOGICAL ~ 75 Contact: n Dr Debra Roberts SOCIAL ~ 60

GOVERNANCE ~ 43

Manager: Environmental Management Branch e Tel: + 27 31 300 2527

E-mail: [email protected] p o

18 s UNICITY

f Title: Sliding Scale of Tariffs

f Location: Unicity, city-wide impact Budget: No direct costs to the municipality excluding i staff-time r Partners: EThekwini Municipality a T W a t e r Project Description:

In 1996, the eThekwini Water and Sanitation Department investigated ways to address the increasing need for potable water in the newly expanded city areas. At the time a new dam and catchment transfer scheme were being planned for Durban to meet the increasing demand for water. By implementing a demand management strategy, this plan has been delayed for at least a decade. One of the principal tools of the strategy was the implementation of a sliding scale of water tariffs. This included a penalty tariff for luxury consumption of water by domestic households, and the provision of the first 6 kilolitres (kl) of water per month free of charge to each household in the informal settlements. In 1998, this policy of free basic water was extended 12 to all domestic consumers, ensuring that those in formal 10 housing also had access to sufficient water for basic 0-6 KL health and hygiene purposes. 8 6-30KL >30KL The development of the domestic water tariff is shown 6 in Figure 1. 4 The increasing block tariff has enabled the Water

2 Department to cover the costs of supplying free water through cross subsidisation, and political pressure has 0 kept tariffs low. The penalty tariff has also discouraged Financial Year wasteful consumption, with the average household

Figure 1: Change in domestic water tariff during period 1996 to 2003 800 s

f demand dropping 10% between 1998 and 2002. Today, 700

f Durban uses the same amount of water it used in 1994, 600 i despite the growth in housing and industry (Figure 2). 500 Based on the eThekwini Municipality’s success, the r national Department of Water Affairs and Forestry 400

a made free basic water a national policy in 2001 and all 300 t municipalities are now required to implement increasing block tariffs. 200 Time

Figure 2: Change in Durban’s waterter demand between 1988 and 2002002 o Results Achieved: Sustainability rating The implementation of the sliding scale of e tariffs has delayed the need for further %

l damming; 100

a The sliding scale of tariffs has been adopted 90 by national governmentt as a tool to meet basic 80

c needs in a socially, economicallynomically and 70 s environmentally sustainablenable manner; 60 International human rightsghts law and the South 50 g African constitution highlightshlights access to water 40 as a basic human right. EThekwini was the 30 n first South African municipalitynicipality to realise this 20 i right. 10 Contact: 0 ECONOMIC ~ 60 ECOLOGICAL ~ 75 id Neil Macleod SOCIASOCIAL ~ 20 Head: Water and Waste GOVERNANCE ~ 29 l Tel: +27 31 302 4911 E-mail: [email protected] s

19 h e Project: Chemical Cleaner Production Location: Pinetown, New Germany and Hammarsdale m Budget: There were no direct costs to the municipality i excluding staff time; all costs incurred were c met by the private industries. a Partners: Industry; Danish Co-operation for Environmental l r Development (DANCED); Pollution Research Group - e University of Natal, Durban; Water Research Commission; C le an EThekwini Municipality Project Description: EThekwini Municipality Wastewater Department, in conjunction with the Pollution Research Group, partnered to find innovative ways of reducing emissions and power consumption in the metal finishing sector and subsequently in the Hammarsdale industrial zone. The need arose from the municipality's desire to improve pollution control measures without placing unacceptable economic burdens on the affected industries. The net result has been a reduction in pollution loads entering municipal wastewater treatment works and reduced production costs for industries. Waste Minimisation Clubs, based on industries working within a similar sector or geographic location, were established. These clubs met regularly with participation from eThekwini Municipality and local specialists. Close relationships were maintained between the industries, which facilitated the development of hybrid techniques. Club members also met regularly to discuss achievements in waste minimisation and concerns related to the implementation of new techniques. By ensuring that all members kept developing their management systems, peer pressure played a key role in improving the system. EThekwini Municipality conducted purpose-developed audits focused on effluent monitoring and assessment at the

industrial facilities, yielding a weighted audit score.

The lower the audit score for a company, the n fewer the samples collected for analysis, and o

the lower fee the industry paid for monitoring. i The projects ran from 1998 to 2000, with a significant reduction in pollution and cost. t Total savingsavings were in the region of R13 c million per year for companies particparticipating iin the twowo projects. As a result, 23 ssimilar u

Waste Minimisationinimisation Clubs have been d estestablishedd around South Africa, mostmostly in Cape Town and surrounds. o

The projectspro wereere made possible through fundingf r from the DDanish agency,gency, DANCED, and the WWater p Research CommCommission (WRC).WRC). PINETOWN, NEW GERMANY, HAMMARSDALE

Results Achieved: SuSustainability rating r

e Cost reduction to the city in termsrms of waste n treatment; % Capacity built through instituting training 100 a programmes leading to safer and cleaner 90 e production; 80 l

Increased public awareness of rights to a cleaner 70 c environment as the flagship plant was opened to 60 the public; 50

Minimising environmental impact of waste 40 l C ~ 40

products, eg reducing high salt content; 30 a

Highlighted the need to find practical solutions 20 c

to waste management and enforcement. 10 i 0 ECONOMI

ECOLOGICAL ~ 75 Contact: m Sandra Redelinghuys SOCIASOCIAL ~ 20

GOVERNANCE ~ 43

Acting Technical Officer: Pollution and Sewerage e Accounts Division

Tel: +27 31 302 4685 h E-mail: [email protected] c 20 UNICITY Project: Waterloss Management Project Location: Unicity, city-wide impact

s Budget: R12 million in 2002/3, R17 million committed for s 2003/2004 o Partners: Ethekwini Municipality l er Wa t Project Description: In 1998 Umgeni Water (the bulk water supplier to the eThekwini Municipality) indicated that in order to meet the city’s increasing water demand (of 3.8% per annum), bulk water tariffs would have to drastically increase over a four-year period. This was required in order to fund an increase in the capacity and output of Midmar Dam. To prevent this tariff hike, the Water Department undertook to implement water-saving measures to ensure that the water demand did not increase over the stipulated four-year period. At the commencement of the Waterloss Management Project, the International Water Association’s (IWA) Infrastructure Leakage Index (ILI) for the City was 8.1; the Municipality’s short term goal is to reduce this through phased interventions to 5.0 and then 3.0. There are four main mechanisms for reducing annual losses: pressure management, active leak control, speed and quality of repairs, and infrastructure management. Recognising that the first principle of accounting for water is measurement, a Water Loss Management Department within the Water and Sanitation Cluster has been created to implement measures to monitor the City’s demand and take corrective action where required. This work is ongoing and includes the following:- • Installing bulk reservoir meters on 234 reservoir sites • Verifying reservoir zones and sub-zones • Installing district and sub-district meters to measure the amount of water being used in any particular area • Including all bulk meters in meter-reading routes • Procuring pressure and flow measurements to keep pressure at optimum levels • Establishing minimum night-flow measurements which indicate what normal night use is for a particular area. Problems can therefore be picked up quickly if there is a dramatic change in night-flows • Development of GIS-based software to link to the billing database to conduct water balances and reports; • Leak-detection surveys and repairs

t • Verifying customer data, checking the legality of all connections, and removing illegal connections • Installing mechanically driven water dispensers where the user has to continuously turn a handle to release n water, so that the water cannot be left running e • Installing flow-limiting devices on meters to limit consumption to 200 l/day when water is not paid for m

g Results Achieved: Sustainability rating

a n Due to a reduction in water losses, a R400 million pipeline and reservoir scheme has been % a put on hold; 100

m Other bulk infrastructure projects have also 90 been delayed; 80 As interventions are progressively implemented, 70 s savings in the order of R50 million per annum 60 s will be achieved in the short term. These savings 50 o will reduce operating and capital budgets, 40 resulting in lower tariff increases for existing l consumers and faster expansion of the water 30 20 40 r reticulation network into areas previously un- served, thus benefiting all residents of the city. 10 0 ECONOMIC ~ 60 ECOLOGICAL ~ 75 te Contact: Simon Scruton SOCIAL ~

GOVERNANCE ~ 14 a Team Leader: Engineer, Water Design Department, EThekwini Water Services w Tel: +27 31 302 4744 E-mail: [email protected]

21 e r

Project: Energy efficient lamps g

Location Illovo and Waterloo, national impact y Budget: R580 000 (Phase 1) Partners: EThekwini Electricity, BONESA E f International Funding Corporation (IFC) f s Department of Minerals and Energy (DME) p ic m ient La Project Description: Payment for basic services (such as energy for lighting) can be difficult for low-income households. A joint project was initiated by the eThekwini Municipality and BONESA (an electrical company set up by Eskom and the International Funding Corporation) in December 2002 to introduce energy-efficient lighting into low-cost housing areas in Illovo and Waterloo (Verulam). Compact fluorescent lamps (CFLs) and/or energy-efficient indoor modular luminaires were used to replace traditional incandescent lamps. Lamps have been provided to approximately 2400 households in these areas (Phase 1). The energy consumption of each household is being monitored to determine consumption before and after the introduction of this lighting. BONESA provided the lighting and field staff to distribute the energy-efficient lights while eThekwini Electricity provided technical support, human resource skills and advertising to ensure the successful implementation of the project. The eThekwini Municipality is awaiting an analysis of benefits of the programme from BONESA for

ILLOVO AND WATERLOO evaluation purposes. The second phase of the project involves the development of specifications for the use of CFLs throughout low-cost

housing developments based on the s outcomes of Phase 1.

p a

c om m pa

ct f luo a

resce

nt lamp l

Results Achieved: t A reduction in electrical energy used for lighting Sustainability rating has been achieved, while the integrity of the quality n of lighting was maintained within the households; e % The load on electrical systems has been reduced; 100 i

The project will result in less coal being burned 90 c for electricity, which will reduce the carbon dioxide 80 i

emissions, thus lowering ‘greenhouse’ gas 70 f emissions; 60

Successful introduction of energy-efficient lighting 50 f

to low-cost housing areas where there is a need 40 e to save funds for other uses in the households. C ~ 40 30

Customers who have limited funds can expect to 20 y

gain more from their usual electricity tokens. 10 g 0 ECONOMI

ECOLOGICAL ~ 50 Contact: r Sandile Maphumulo SOCIASOCIAL ~ 20 GOVERNANCE ~ 29

Director: Southern Region Electricity Department e Tel: +27 31 300 1006

E-mail: [email protected] n e

n 22 o DURBAN BEACHFRONT

i Project: Suncoast Casino Dune Rehabilitation t Location: Durban beachfront, city-wide impact a Budget: R9,6 million by Tsogo Sun t i Partners: Tsogo Sun l Mirage Leisure & Development i D b Landmark Studios u ha Urban Architects ne Re Environmental Consultants Project Description: This project is located on Durban's beachfront in front of the newly developed "Suncoast Casino and Entertainment Complex". As a condition of approval, the municipality stipulated that any affected beach frontage and the associated dune cordon be rehabilitated. The developers, Tsogo Sun, also committed themselves to the long-term management of the beach and dune area. During the planning stage of the development it was determined that the main axis of the casino n development would have to shift north of its original location. As a result it was not aligned with the o existing break in the dune line, which had provided a visual link and access to the beach for the development.

i Realignment required that a section of existing dune vegetation be removed to re-establish the linkage. t Acknowledging both the importance of the development and the dune vegetation to the city, the municipality stipulated that any modification of existing natural vegetation be accompanied by habitat a substitution and extension to ensure a net gain for the environment.

t This marked the first official use of the "Ecological Compensation Plan"

i approach in the city. The aim of this approach is to highlight the

l importance of nature conservation interests where large development projects are planned, and to compensate for any i resultant negative impact on the environment. b Through the Ecological Compensation Plan agreed between a the municipality and the developers, approximately 1000m2

h of existing dune vegetation was removed and replaced by

e approximately 12 000m of new rehabilitated and vegetated r dune area. The rehabilitation and expansion used only endemic dune plants, and ensured minimal disturbance to existing dunes. Alien plants species were removed and 34 indigenous plants

e species were introduced to stabilise the dune area and strengthen the ecological corridor in the coastal zone. Displaced indigenous n dune plants were relocated, and a comprehensive irrigation system u was installed in the rehabilitation and revegetation areas. d A lawn area of 10 000m2 was created for leisure and recreation

purposes, and signage was installed to raise awareness of the function of o dunes in the coastal ecosystem.

Sustainability rating

n i % s Results Achieved: 100 a 90

c The area in question is no longer derelict and 80 has been regenerated to a state where it is 70 ecologically functional. 60 t Value added to a major tourist destination and 50 s the strengthening of the ecological corridor 40 C ~ 40 a along the coast. 30

o 20 Contact: 10 Dr Debra Roberts 0 ECONOMI ECOLOGICAL ~ 50 nc Manager: Environment Management Branch Tel: + 27 31 300 2527 SOCIASOCIAL ~ 20 GOVERNANCE ~ 29 u E-mail: [email protected]

23 W a

Project: Waste Management Education s

Location: Schools, city-wide impact t Budget: No direct costs to the eThekwini Municipality e excluding staff time. Partners: KZN Department of Education E Shell SA d n EThekwini Municipality uca tio Project Description: SCHOOLS The Educational Institutions Programme of the Education and Waste Minimisation Division of Durban Solid Waste (incorporating the Keep Durban Beautiful Association), provides a mechanism that complements the move to re-orientate education to respond to global environmental learning trends, and to promote sustainable living among different communities and learners. This programme has been running successfully in Durban for the past 20 years. Ignorance about correct waste handling practices among most educators and learners often results in littering and pollution of school property. The implementation of the specifically designed intervention activities of this programme has resulted in the alleviation of common waste management problems, has changed the attitude and behaviour of learners regarding refuse handling and often resulted in the beautification of school premises. Recycling of waste materials is also promoted and efforts are sustained through the annual formation of “enviro clubs”. Every school in the eThekwini Municipality is given the opportunity

to participate in the Waste

Management Education Programme. n Support materials aligned to the o curriculum are available for educators

i and learners. On-going interest in the programme is maintained through t workshops, presentations and a competitions. The programme enjoys the c c hi ldr support and approval of the KwaZulu-Natal

en u col

lect Education Department which has included waste ing d

litter

at school management in the environmental education curriculum. e Sustainability rating t Results Achieved: n

Schools receive ‘Cash for Trash’ from recycled % e 100 articles m Workshops held in schools highlight the link 90 between the cleanliness of the environment and 80 e the health of the community 70 g

Schools enrolled in this programme are cleaner, 60 a and the pupils more responsible regarding waste 50 n

disposal. Lessons learned at school can be applied 40 a in the home and shopping and recreation 30 C ~ 40

environments. 20 m 10

ECONOMI 0 e Contact: IAL ~ 20

ECOLOGICAL ~ 25 Ntombilezi Ngulunga t Education and Waste Minimisation SOC GOVERNANCE ~ 14

Division, Durban Solid Waste s Tel: +27 31 303 1665

E-mail [email protected] a w

h 24 c SOUTH BEACH Project: Blue Flag Beach a Location: South Beach, international impact e Budget: R30 000 per annum B Partners: Durban Chamber of Commerce; Foundation for Environmental Education (FEE); Coast Care (DEAT); g WESSA; South African Association for Marine B la Biological Research (Sea World); South African lue F Police Services; EThekwini Municipality Project Description: The Blue Flag Beach concept was first developed in Europe in 1985. The aim is to establish a quality standard for beaches based on sound environmental practices, safety, cleanliness and visible security whilst at the same time promoting tourism and positively influencing local economies. South Africa was the first country in the southern hemisphere outside Europe to apply for and achieve Blue Flag status for its beaches. Durban has played a significant role in bringing Blue Flag to South Africa. In 1994, a work group was established by the Durban Chamber of Commerce Beachfront Business Committee to establish Durban as a potential Blue Flag destination. The Blue Flag process starts with an application to carry out a pilot phase for a year. Once permission has been granted, the national co-ordinators of Blue Flag South Africa, under the agency of the Wildlife and Environment Society of South Africa (WESSA), carry out unannounced periodic inspections to evaluate the beach against the following criteria: sou th b • The water quality is assessed from samples taken not more than 17 each days apart in any month • Adequacy of lifeguard services, i.e. lifeguards to be stationed at the beach for a minimum duration from 8:00 to 17:00 daily • Continual visibility of law enforcement officers on the beach • Clean ablution facilities to be available 24 hours. • The existence of an operational environmental education programme. For Durban's South Beach, the pilot phase of the project began in 2000 and ran until 2001. Blue Flag status was awarded in October 2001 and was valid Results Achieved: until September 2002. An application is made annually to renew Blue Flag status. Durban's Newspapers have reported increased numbers South Beach currently holds Blue Flag status of beach goers to South Beach over holiday for the period October 2002 to September periods; 2003. The criteria required to hold Blue Flag status The Blue Flag project has increased employment are both internationally, nationally and locally because local businesses are serving more recognised. The Blue Flag status of South Beach patrons. Informal traders have been given attracts national and international tourists. designated areas adjacent the Blue Flag Beach

h to sell from to service the increased beach Sustainability rating c population. At least five environmental education projects a have been undertaken per season. Sea World %

e is a division of the South African Association 100

90 b for Marine Biological Research and has extensive marine education programmes. The 80 municipality is currently working in partnership 70

g with Sea World to run educational programmes 60 on marine life, life under the sea and adopt-a- 50 a beach. In addition, the lifeguards conduct a 40 l programme with schools dealing with beach C ~ 40 30 f protocol and the hazards of the sea; Signage has been installed on beaches informing 20 people about the conditions to expect. 10 0 ECONOMI Contact: ECOLOGICAL ~ 50 SOCIAL ~ 60 ue Alan Pembroke Director: Parks, Recreation, Cemeteries and Culture GOVERNANCE ~ 29 l Service Unit b Tel: +27 31 362 4271 E-mail: [email protected]

25 W a

Project: Warwick Junction r Location: Warwick Junction, city-wide impact w Budget: R35 million over three years i Partners: EThekwini Municipality c k Project Description: n Ju io The Warwick Junction Urban Renewal Project is strategically located at the junction of nct major road and rail routes in the inner city. Approximately 430 000 commuters pass through Warwick Junction every day. The district encompasses parts of the central city area which were once politically marginalised, and includes three precincts: • Trade and Transport Area - primary metropolitan public transport hub with associated markets and street trading. • The Grey Street Precinct - the historical Indian CBD with shopping and street trading, with mixed use above. • The Warwick Triangle - infill housing project catering to households of lower to lower-middle income. The project focuses on promoting the role and function of the area as a major metropolitan hub for public transport and trading. It also addresses issues relating to economic empowerment, the provision of major social services, as well as the need for affordable inner-city housing and environmental improvements. WARWICK JUNCTION These goals have been realised through the successful delivery of capital works in excess of R35 million over the three-year period beginning in July 1997. Developments have included a variety of public transport facilities (part-funded by the national Department of Transport), street-trader facilities, a herbal traders market, renovations to the Early Morning Market, a project office and community centre, a new Communicable Diseases Clinic, a park and children's playground, street lighting upgrade, a crèche and extensive landscaping and environmental improvements. The project aims to encourage significant private-sector investment in partnership with the eThekwini Municipality for a further range of developments including: new off-street traders markets, further renovation of the Early Morning and English Markets, upgrading of bus ranking facilities, an economic incubator facility, higher density infill housing in the Triangle, and major upgrading of the public environment in the Grey Street precinct. Results Achieved: The project operates through a multi-disciplinary, inter-departmental project structure. Its three The project structure and approach has provided main arms comprise a planning team, an the eThekwini Municipality with a successful operations team and an implementation team. working model which is being adapted for other All are co-ordinated at an executive level and areas. report to eThekwini Municipality committees. The headquarters of the project are within the

A crèche has been established with a capacity for area. Sustainability rating n 70 children Four additional taxi ranks have been built each o with the capacity to accommodate in excess of 40 % i taxis. 100 t

A project centre has been built to act as an 90 c

administrative hub for the junction 80 n Adequate cleaning and cooking facilities for food 70 vendors have alleviated waste water and drainage 60 u

problems. 50 j Enhanced urban management of the area translates 40

into 1200 bags per day of refuse being collected. 30 k

A street lighting upgrade of R600 000 has led to a 20 c documented reduction in incidences of criminal 10

activities, motor vehicle theft in particular. i 0 ECONOMIC ~ 80

ECOLOGICAL ~ 75 Contact: w Richard Dobson SOCIAL ~ 80 GOVERNANCE ~ 57

Programme Leader: iTRUMP r Tel: +27 31 202 5785

E-mail: [email protected] a w 26 CATO MANOR

t Project: Cato Manor Redevelopment

n Location: Cato Manor, city-wide impact Budget: Public sector and donor investment from 1997 to e 2003, R514 million m Partners: Cato Manor Development Association; KZN Housing p o Department; National Department of Housing; l European Union; The Cato Manor Community Organisation Redeve Project Description: anor cato m Cato Manor is one of the largest urban redevelopment projects under way in South Africa. The project is facilitated by the Cato Manor Development Association (CMDA) and is funded by national and provincial government, the European Union and eThekwini Municipality. The objective is to create an efficient, productive and sustainable community for the poor and previously marginalised residents of the area through effective partnerships between the public sector, the community, and the international arena. In the 1950s Cato Manor was a high-density residential area dominated by a mix of Indian market gardeners and newly urbanised Africans seeking employment in the city. In 1959, the apartheid government declared the area 'white' and forcibly removed approximately 100 000 residents. A few remained despite the evictions, and for the next 30 years Cato Manor remained neglected and undeveloped. During the late 80s the area was settled by people seeking employment in the central urban areas, or fleeing political unrest. Vacant land developed into informal settlements, and land invasions were widespread. In the 1990s, Cato Manor was identified as a priority for redevelopment, and in January 1992, the Greater Cato Manor Development Forum (GCMDF) was established to guide the process. The GCMDF set up the CMDA in 1993 as a non-profit organisation to facilitate the redevelopment of the area. Spatial planning took place from 1994 to 1997. This included the development of an open space system for the area. Large-scale delivery began in 1997, with focus on addressing the backlogs in housing, engineering and social infrastructure.

t Several opportunities arose for the CMDA to ensure that the natural environment in Cato Manor was

n meaningfully included in the development of the area. For example, where an arterial road ran through a e wetland, successful relocation of the wetland Results Achieved: was achieved at a new site without the loss of

m a valuable ecosystem. Similarly, the black-headed dwarf chameleon, endemic to Durban, was

p Completion of 20,23km of roads, with a further 4,8km in development; identified at one of the development areas and o was successfully relocated to a nearby re- Site completions: 4576; housing completions: created habitat area. (see Chameleon pg31) l 4051; shack relocations: 1110; At the end of June 2003, the Cato Manor e Elimination of land invasions, resulting in a Development Association was dissolved and stable community of home owners; largely absorbed into the institutional structures

v of the eThekwini Municipality. e Transformation of housing projects into living Sustainability rating environments; d Development of parks and playgrounds with

e strategic linking of schools to share facilities; %

r Job placement services increasing employment 100 and reducing crime; 90 Strategic linking of schools to allow facility- 80 r sharing; 70 o AIDS intervention programmes; 60 n Education and sport facilities, clinics, a cultural 50 a centre and a hospital have been built; 40 C ~ 40 Catchment-based planning, resulting in 30 m protection and enhancement of the natural 20 environment. 10 0 ECONOMI Contact: ECOLOGICAL ~ 25 to Soobs Moonsammy SOCIAL ~ 100 Head: Development Planning and Management Unit GOVERNANCE ~ 57 a Tel: +27 31 300 2558 c E-mail: [email protected]

27 A

Project: AIDS Strategy I

Location: Unicity, national impact D Budget: R1,91 million per annum S Partners: Ethekwini Municipality KZN Provincial HIV/AIDS Action Unit, NGOs, CBOs S and local communities t rat egy Project Description: UNICITY KwaZulu-Natal is the HIV/AIDS epicentre of South Africa. As a result eThekwini Municipality has instituted an HIV/AIDS prevention strategy to minimise the impact of the disease. In conjunction with the KZN Provincial HIV/AIDS Action Unit, HIV/AIDS counsellors are recruited and placed in the city's clinics and are provided with mentorship and support by the AIDS Training and Information Centre (ATIC). These counsellors establish partnerships with local communities and other stakeholders such as NGOs and CBOs to provide voluntary counselling and testing outside clinics. Free courses are run by ATIC , including: • Peer education aimed at communities; • The HIV/AIDS Counselling Course which empowers participants to counsel people considering being tested for HIV; • Train-the-Trainer courses, which empower trainers to design training modules, carry out AIDS awareness courses, and to run training programmes; • The Voluntary Counselling and Testing programme provides confidential and free testing and counselling services at all municipal clinics as well as at other non-medical sites. A Prevention of Mother-to-Child Transmission (PMTCT) programme has been introduced at every municipal clinic and hospital in the municipality. The aim is to provide free Nevirepine, an anti- retroviral drug, to expectant mothers. The nurses in the clinics have been trained by ATIC and PMTCT trainers on HIV/AIDS and in the administration of Nevirepine. Patients are counselled, and materials, posters, leaflets and condoms are distributed free of charge at the clinics.

Results Achieved: Sustainability rating Widespread access to free HIV/AIDS materials, medication and advice;

Exposes more people to the implications of % y HIV/AIDS thereby reducing the level of secrecy 100 g

and taboo associated with the disease; 90 e People are encouraged to know their HIV status – 80

this enables them to be proactive in managing their 70 t

lives; 60 a In reducing the spread of HIV/AIDS, fewer working 50 r

days are lost, reducing the economic impacts of 40 t the disease. C ~ 40 30

Increasing numbers of young adults and couples s request to be counselled and tested. 20 10

ECONOMI Contact: 0 S Bheki Zuma ECOLOGICAL ~ 0

SOCIAL ~ 60

AIDS Training Officer D Tel: +27 31 300 3104 GOVERNANCE ~ 43

E-mail: [email protected] I A

e 28 c FORUMS

i Project: Community Police Forums

l Location: Umlazi, Bhekithemba, KwaMashu, Ntuzuma, Inanda, KwaMakhutha, Folweni and Lamontville, city-wide o impact P Budget: The budget for each CPF Area Board for 2002/03 y was R 170 000, which was then distributed to all Co t CPFs, 46 in the eThekwini Municipal Area. mmuni Partners: Municipal Police Service; South African Police Service; Ethekwini Municipality; Justice Department; National Institute for Crime Prevention and Reintegration of Offenders (NICRO); Community members Project Description: Crime prevention has been a government priority since 1996 when the National Crime Prevention Strategy (NCPS) was launched. The NCPS recognised that prevention is better than cure, and also that crime prevention can be better implemented by the community working in harmony with the police service. EThekwini Municipality saw the potential benefits of pooling resources to develop safety plans and run policing projects, and thus initiated the establishment of Community Policing Forums (CPFs). The function of a CPF is threefold: firstly, to improve community and police relations, secondly to oversee policing at a local level, and thirdly to mobilise the community and facilitate community participation in safety and security issues. All of these interventions are aimed at reducing crime. The CPFs have a pyramid reporting structure starting with the local authority level which reports to the area level board, which in turn reports to the provincial level and then the national level. The Durban Safer Cities Project was launched in November 2000 with three main strategic components;

effective policing and crime prevention, social crime prevention, and crime prevention through environmental

s design. This project assisted in the establishment and capacity-building of CPFs within the eThekwini m municipal borders. The National Crime Prevention Centre also proposed a manual for community-based crime prevention. This user-friendly manual was developed by the CSIR and the Institute for Security

u Studies, and recognises the significant role and increased responsibility of local government in dealing with crime. r The moratorium on crime statistics makes it impossible to evaluate crime rates in areas where CPFs o are operational. However, improved relations and trust between the community and police leads to a greater percentage of crimes being reported, leading to improved statistical validity and reliability. f To date, CPFs have: • provided capacity building and training during the formation of CPFs (July 2001: ongoing);

e • developed youth desks within the CPFs (August 2001: ongoing); c Sustainability rating • drawn up community safety plans (July 2001)

i • addressed problems in 44 targeted police stations in

l disadvantaged areas to improve their operations (July 2001: %

ongoing) o 100 • established forums to enhance police-community relations and 90

p ensure effective policing through service delivery improvement programmes (July 2001: ongoing) 80 70 y Results Achieved: 60 t 50 40 i More effective communication resulting in C ~ 40 greater trust between police and communities; 30 n Community perception of the police has 20 u improved. 10 0 ECONOMI Contact: ECOLOGICAL ~ 0 SOCIAL ~ 80 mm

Ismail Nxumalo GOVERNANCE ~ 57 o Project Co-ordinator: Durban Safer Cities Project Tel: +27 31 337 5500 c E-mail: [email protected]

29 T Project: Tuberculosis Laboratories Location: Unicity, city-wide impact u Budget: R230 000 per microscopy unit b Partners: EThekwini Municipality; e Rotary Club of Durban - Berea; r South African National Tuberculosis Association c (SANTA); Provincial Health Department u l os is Project Description: UNICITY The World Health Organisation (WHO) declared tuberculosis (TB) a global emergency in 1993. Due to the high prevalence of HIV/AIDS in KwaZulu-Natal (KZN), the province has the highest burden of TB, and the highest TB/HIV co-infection in the country. Detection and effective treatment of TB is crucial for control of the disease. One undetected TB sufferer can infect 10 healthy people per day. To be effective in reducing the spread of the disease, a turnaround time of 48 hours is required for test results. TB microscopy is not a sophisticated process, and with the right equipment and trained staff, TB detection can be decentralised and performed in small clinics within the 48-hour period. The establishment of TB microscopy laboratories in small clinics was indicated as a pilot project by the City Health Department and the Durban-Berea Rotary Club and it has resulted in ten microscopy centres being set up in the eThekwini Municipality. In 1996, the first pilot TB microscopy laboratory was set up in Lamontville clinic to serve patients from the primary health care clinics nearby. A container was converted into a laboratory, supplied with the minimum necessary diagnostic equipment and staffed by a laboratory assistant.

The second element of this project has involved the training of s

Directly Observed Treatment (DOT) supporters in the e communities. A DOT supporter is a volunteer who sees that the TB sufferer takes his/her daily dose of TB medication for the i treatment duration of six months. The WHO promotes the DOT r

strategy as the best way to support TB sufferers through the o treatment. The Durban-Berea Rotary Club funded the training t

sessions, and supplied the certificates, identification badges, caps and a

T-shirts for the DOT supporters in the Durban area. r

o b Results Achieved: Sustainability rating a The success of this project has cut the small- l clinic detection time from weeks to 48 hours; % this in turn has reduced infection rates; 100

90 s In eThekwini Municipality, a total of 19 500 i patients have been treated for TB, and more 80

than 661 DOT supporters have been trained 70 s and are active; 60 o

Both the TB microscopy laboratories and the 50 l

40 DOT projects have been endorsed by SANTA u C ~ 40 and replicated throughout South Africa. 30

20 c 10 r

ECONOMI Contact: 0 e Dr Ayo J. Olowolagba (M.D.) ECOLOGICAL ~ 0 SOCIAL ~ 60

Co-ordinator: Communicable Diseases GOVERNANCE ~ 29 b Tel: +27 31 300 3116

E-mail: [email protected] u t

n 30 a SOUTH DURBAN Project: South Durban Multi-point Plan l Location: South Durban Industrial Basin, national impact P Budget: R25 million Partners: Norwegian Institute for Air Research; t Department of Environmental Affairs and Tourism; n i Department of Agriculture and Environmental Affairs; M o (KZN); The South Durban Basin Inter-Governmental ulti-p Co-ordinating Committee; South Durban Basin Stakeholders’ Consultative Forum

Project Description: Poor historic land use planning, coupled with the racial discriminatory polices of the apartheid era, has created the South Durban Basin’s current mix of heavy industrial activity interspersed with dense community settlements. Whilst the in area is home to 200 000 people, it is also of strategic and economic importance d u to eThekwini Municipality and the country, as it generates 8% of the gross national st ry product. in so uth The South Durban Multi-Point Plan is a response to growing concerns over health and durban quality of life in the South Durban Basin and has been drawn up taking into account the needs and concerns of industry, community and government. The South Durban Basin Inter-Governmental Co-ordinating Committee manages communications between government agencies. It comprises two representatives from each of the national, provincial and municipal departments of health, environment and economic development. Furthermore, the South Durban Basin Stakeholders’ Consultative

n Forum has been established to formalise the participation process between the government, community and business sectors. a The multi-point plan components, derived from and managed by these committees, l include: p • A health risk assessment to determine the impacts of exposure to air pollutants. This will include an epidemiological study and an environmental-exposure assessment; • A phasing-out programme for the use of “dirty” fuels by encouraging the use of low-emission technologies

t and fuels, thereby reducing the total air pollution load in the area;

n • An air quality management system, comprising a continuous multi-station network, an air quality model i and reporting tools; • A strengthened environmental inspectorate, focusing on technology transfer and training for local inspectors;

o • Development of a local legal framework (in conjunction with the introduction of a revised national

p framework) for managing and controlling air quality; • Reviewing standards for vehicle emissions - Benefits of the project include: i • An improved and integrated decision making framework for air pollution management at local government t level; • A facilitated shift towards reducing air pollution to meet health-based l air quality standards; Sustainability rating

u • An improved quality of life for local communities;

m • Enhanced business competitiveness in the South Durban Basin through improved environmental management; % 100 • A demonstration of the effectiveness of multi-stakeholder co-operation

n in managing complex air pollution problems; 90

a • A blueprint to replicate in similarly affected cities. 80 70

b Results Achieved: 60 r 50 u Inter-governmental co-ordinating committee 40

d established and operational; 30 State-of-the-art air quality system designed 20 and tenders awarded; 10

h Health and epidemiological study specified 0 ECONOMIC ~ 60 and tenders awarded. ECOLOGICAL ~ 25 SOCIAL ~ 60

GOVERNANCE ~ 100 ut Contact: Siva Chetty o Programme Manager Tel: +27 31 211 4000 s E-mail: [email protected] 31

Project: Cato Manor Chameleons Location: Cato Manor, international impact C Budget: Approximately R90 000 excluding annual fees for h alien plant control. a Partners: Cato Manor Development Association (CMDA); EThekwini m Municipality; Ezemvelo KwaZulu-Natal Wildlife; e Wildlife and Environment Society of South Africa l (WESSA); University of Natal (Durban); Volunteers; e on s Private landowners Project Description: The Cato Manor Development Association (CMDA) proposed the development of a light industrial business park on the corner of Edwin Swales Drive and Bellair Road as part of a programme to promote economic development in Cato Manor. (Cato Manor is designated a “Presidential Reconstruction and

CATO MANOR Development Project”). The environmental consultants responsible for developing the Environmental Management Plan identified the potential presence of the black-headed dwarf chameleon on the site. The provincial conservation authority, Ezemvelo KZN Wildlife, visited the site and confirmed the presence of this "critically endangered species". The black-headed dwarf chameleon is endemic to Durban and its numbers have decreased drastically over the past 30 years through habitat loss. A team consisting of local environmental experts, Ezemvelo KZN Wildlife, the eThekwini Municipality's Environmental Management Branch, Parks and Gardens Department, the CMDA and volunteers, was assembled and formulated a relocation plan for the chameleon. This involved: • Development of an adjacent park as a chameleon habitat; • The establishment of corridors within the development as a habitat for the chameleon; • The rehabilitation of the section of the Metropolitan Open Space System along the b river which bordered the development; this la ck included introducing plants favoured by the -h e chameleon, and the removal of alien vegetation; s ad ed dw • Branding the business park with a chameleon logo, n

arf thus increasing public awareness and popularising the c o ham eleon chameleon;

• An application to the relevant conservation authorities for the declaration of e the area as a Site of Conservation Significance and ultimately a Natural Heritage Site. l

Sustainability rating e

Results Achieved: a % 100 h More than 60 chameleons have been relocated to five open space sites adjacent to the development 90 c and within the city; 80

The Parks and Gardens Department will continue 70 r

60 to manage the 'Chameleon Park' thereby ensuring o sustainability. 50

40 n C ~ 40

30 a

40 20 m 10 0 ECONOMI

ECOLOGICAL ~ 50 Contact: o Soobs Moonsammy SOCIAL ~ GOVERNANCE ~ 57

Head: Development Planning and Management Unit t Tel: +27 31 300 2558

E-mail: [email protected] a c 32 SOUTH DURBAN BASIN Project: Managing Air Quality in the South Durban Basin

y Location: South Durban Industrial Basin

t Budget: Capital cost: R10 million i Running cost per annum: R2 million l Partners: Norwegian Institute for Air Research (NILU); a Department of Environmental Affairs and Tourism; Qu Department of Agriculture and Environmental Affairs Air (KZN); South Durban Basin Stakeholders' Consultative Forum; The South Durban Basin Inter-Governmental Co-ordinating Committee Project Description: From an air quality perspective, the South Durban Basin is characterised by industrial and commercial activity, an airport, Africa's biggest port and vehicular activity. This combination can lead to periods of poor air quality. The location of residential settlements close to industries and the resultant community mobilisation around environmental justice issues has resulted in national government intervention, via the Minister of Environmental Affairs, in the form of a Multi Point Plan for the SDB (see related article pg30). EThekwini Municipality has been involved in the measurement and characterisation of air pollution since 1960. Early assessments focused on characterisation and reduction in particulate load in the city centre (associated with hot water boilers), fuel usage policy and interventions that improved air quality in Durban South. In 1985 a continuous, automatic air quality monitoring network was established which focused primarily on SO2 and smoke measurements. These operations were outsourced in 1995 under the auspices of the South Durban SO2 Committee. The committee managed and expanded the monitoring network and it comprised representatives from the national Department of Environment Affairs and Tourism, the eThekwini Municipality, industry and community groups. The monitoring credentials of the committee were reinforced in 1998, when it became one of two such networks in the country to achieve the ISO quality grading. The committee has chosen not to move beyond sulphur dioxide monitoring because of its industrial focus. In 1997, the municipality initiated a municipality-wide ambient air quality screening survey and a GIS-based emissions inventory of air pollution sources. In 1998, the municipality embarked on an allied but separate project to measure air quality at the Settlers School in Merebank, South Durban, where pollution had become the subject of heated debate. The school is located between Sapref (oil refinery), the Southern Waste Water Treatment Works, Mondi (paper mill) and Engen (oil refinery). The municipality designed and specified a state-of-the-art mobile monitoring system. It was to include on-line continuous analysers for sulphur dioxide, reduced sulphur compounds (typically associated with odours), oxides of nitrogen, carbon monoxide and fine dust (PM10). In addition, a range of meteorological monitoring equipment was installed, covering rainfall, wind, temperature, humidity and pressure.

y The system is currently operated by a service provider that supplies the municipality with weekly reports on conditions at the station. Two detailed annual reports have been provided to the city (available on t www.durban.gov.za along with monthly and weekly reports) and the information has assisted in the i resolution of a number of complaints from the school. The data provided have led to an improved understanding of conditions that may result in discomfort for school children. l In 2001, the station was used as part of an intensive health study at the

a school. The study was part-funded by the municipality and managed Sustainability rating u by local and foreign academics. The monitoring data was of assistance

in showing links between air quality at the school and health effects q reported in scholars. The health study is widely viewed as a precursor % for a broader assessment of health conditions in South Durban. 100

r 90

i Results Achieved: 80 70

a 60 Continuous monitoring data on a range of air 50 pollutants and meteorological conditions g 40 ISO Guide 25 and subsequently ISO17025 C ~ 40 n 30 grading for the system first achieved in 1998. 20 i 10

g 0 ECONOMI Contact: ECOLOGICAL ~ 25 Siva Chetty SOCIASOCIAL ~ 20 GOVERNANCE ~ 100 na Programme Manager Tel: +27 31 211 4000 a E-mail: [email protected]

TO106

33 F

Project: Flood Line Study l

Location: Unicity, city-wide impact o Budget: R1 million/year over eight years o Partners: USAID; d Durban Institute of Technology (GIS Section); L Department of Arts, Culture, Science and Technology in (DACST); EThekwini Municipality e Study Project Description: UNICITY Information on flood lines is crucial for a city at risk from flooding. A flood line is an estimate of the level that flood waters are expected to reach for a specific period in time. For example a 1:100 year flood line indicates the highest level that the floodwater will reach in a 100-year period. In 1986, the municipality initiated a flood line study, the first of its kind in the country. In 1998, the promulgation of the National Water Act introduced the requirement that the 1:100 year flood line be determined and made available to the public. As a result of new areas being incorporated into the city boundaries, the city council was prompted to consolidate, update and extend the 1986 study. This process began in 1999. A more recent study involved GIS- generated remodeling of all flood lines within the city between the Tongaat and Umkomaas rivers. The information gathered has been used as a building control tool and will be vital to future development planning. It is intended that all major rivers and their tributaries in the city be studied. With 60% of all rivers within the city assessed, some 8000 formal properties and as many informal settlement dwellings are now known to be at risk from flooding. The project is due to be completed in 2005.

GIS map showing flood lines y Results Achieved: Sustainability rating d

u Reduced risk to life and infrastructure; % Information has been used as a tool to guide open 100 t space planning (Open Space Planning project page 90 s 17); 80

Demarcation of flood plains highlights land 70 e

60 available for development; n

50 Insurance companies can make better decisions i regarding property risk 40

30 l This is the first flood line study in the country to 20 40 include the 1:100 year flood line as well as the 10

determination of flood hazards to individual sites. d 0 ECONOMIC ~ 60

ECOLOGICAL ~ 50 o Contact: SOCIAL ~ GOVERNANCE ~ 71

Andrew Mather o Director: Drainage and Coastal Engineering

Tel: +27 31 300 2188 l E-mail: [email protected] f

n 34 o UNICITY

i Project: Rabies Inoculations

t Location: Unicity, city-wide impact

a Budget: The cost to the municipality varies from year l to year depending on the funds provided by the u State Veterinary Services Department R c Partners: EThekwini Municipality a o State Veterinary Services Department bies In

Project Description: National legislation requires that dogs are inoculated every three years. This poses a problem in KwaZulu- Natal (KZN) where rabies is endemic. Animals born immediately after an inoculation campaign will be three years old before they are vaccinated against this deadly and incurable disease. In KZN, puppies as young as three months have been found to be rabid. Puppies are often sold and have been instrumental in spreading the disease in the province. In response, an annual inoculation programme is carried out by the State Veterinary Services Department to inoculate dogs and cats against rabies. A certificate is supplied for each vaccination, and certificates must be produced upon demand as proof of inoculation in terms of the current legislation. Programmes are planned each year in conjunction with the State Veterinary Services Department. Both departments are responsible for advertising the venues, dates and times by way of posters and local news media. Broadcasting by loud hailers is also done prior to the campaign, and on the day of inoculation. Post-campaign house-to- house visits are carried out regularly thereafter to check for valid rabies certificates.

o Results Achieved:

i Sustainability rating t Increasing numbers of cats and dogs are being

vaccinated annually from three months of age; a The expensive anti-rabies vaccine, used for % l humans who have been bitten, is unnecessary 100

u where there is a valid rabies certificate; 90

c Cats are used extensively by rural and poor 80 communities to manage the rodent population; 70 o healthy cats limit mice and rats which are very 60 n destructive and transmit disease; 50 i 40 As the vaccine is administered free of charge, C ~ 40 the public have no excuse not to vaccinate their 30 animals. 20 40 s 10

e 0 ECONOMI ECOLOGICAL ~ 0 Contact: SOCIAL ~ GOVERNANCE ~ 43 bi Gama Ngqulunga Deputy Director (Environmental Health) a Tel: +27 31 300 3035 E-mail: [email protected] r

35 C o Project: How Long Community Park Location: Umlazi, local neighbourhood impact m Budget: R100 000 m Partners: EThekwini Municipality u Umlazi Community n it k y P ar UMLAZI Project Description: In 1976, Michael Mlangeni moved to a piece of vacant land in Umlazi, in south Durban. Umlazi is a suburb which consists of mixed formal and informal development. He dreamt that his grandmother told him this was the place where he should build a house for his family, and a park for people to enjoy. Unemployed and with no formal education, Mr Mlangeni built himself a stone house, and cleared the vegetation in the area to prepare the way for a park. He secured donations for gardening and playground equipment but progress in developing the park was slow. As a result the park earned the name: How Long Park. In 1994, Umlazi was included into the Durban Metropolitan Area. The Umlazi community identified the lack of adequate recreational facilities in the area as a problem and as a result the Parks Department looked to identify areas in Umlazi where a public park could be established. How Long Park was found to have high potential. Mr Mlangeni has been made custodian and is employed to maintain the area and develop it with the assistance of the Parks Department. Additional employees have m been drawn from the local community, and i ch k ae the Parks Department has taken over l m l an responsibility for upgrading and maintainance. In r ge ni 1997, Mr Mlangeni received the Mayor’s Award for a Excellence in Achievement for a ‘clean environment’. The level of community involvement in this project has ensured that the park has not been encroached p on by development. Paved footpaths, landscaped shrub beds, lawns and planted shade trees have been

added to the park and the area is regularly used by families as a venue for local weddings. y

t i Results Achieved: Sustainability rating n This project shows the benefits of building on u m existing champion-based initiatives in % disadvantaged communities, and that one person 100 m can make a difference. 90 o

Local efforts can be supported and protected by 80 c the municipality, leading to longer term, broader 70 community benefits as well as local employment.

60 g 50

40 n C ~ 40

30 o 20 l Contact: 10 Grahame Steele 0 ECONOMI ECOLOGICAL ~ 25 Chief Horticulturalist: Parks Department w Tel: +27 31 205 1408 SOCIASOCIAL ~ 20 GOVERNANCE ~ 43

E-mail: [email protected] o h y 36 37

t Scale Rating i 1Neighbourhood l 2 Local Community i 3City-wide R b 4National a a 5 International t S n i us tai n g INDICATORS SCORES Economic Ecology Social Institutional gqygp ransparency and democratic Substainable employment creation Substainable employment SMME development Service cost reduction Council budget line-item Maximising natural resource productivity efficiency and addressing climate change Promoting energy Maintaining biodiversity Promoting use of renewables Maintaining air & water quality or minising waste and pollution Meeting basic needs of education and training Provision Reducing crime and violence Protecting vulnerable groups sports and heritage Promoting culture, T Addressing historic inequalities local communities Empowering Compliance with national and international legislation Catchment management Co-operative governance Public-private partnership Economic Ecological Social Institutional Sustainability score Scale Rating (1-5) (out of 500) Score

1Muthi Plant Nursery ••••• •• •• • ••••• 100506071705 352 2Open Space Planning ••••• • •• • • •• 6075 60 43 59 5 297 3 South Durban Basin Multi Point Plan • • • • •• • ••••••• 602560100614 245 4Chameleons • • • • •• •••• 40504057475 234

g 5 Blue Flag Beach • • • • •• • • • 4050 60 29 45 5 223 g 6Warwick Junction •••• • •• ••••••• • 80758057733 219

n 7 Landfill Conservancy ••••••• • ••••••10075 40 57 68 3 204 n

i 8 EThekwini Online • • • ••••••6004057395 196 i

t 9 WW Education Programme ••••• •• •• • • 8075 40 29 56 4 199 t 10 South Durban Air Quality Monitoring • • • • ••••••• 402520100464 185 a a 11 Sliding Scale of Tariffs •••• •• •••60752029464 184

r 12 Chemical Cleaner Production • • • • • ••••4075 20 43 44 4 178 r

13 Cato Manor Redevelopment • • • •••••••• • 402510057563 167 y 14 Flood Line Study • • • • • • •••••• 60504071553 166 15 Waterloss project •••• •• •• • 60754014474 166 y

t 16 Water Recycling • • • • • •• • • 6050 40 29 45 4 156 t i 17 Rural Water and Sanitation projects •••• • •• •• •• 8025 40 57 51 3 152 i 18 Recycling Buy-back Centres ••• • •• • •••8050 40 29 50 3 149

l l 19 AIDS strategy • • •• • • •• 400 6043364 143

i 20 Energy efficient lamps • • • • •••40502029354 139 i

b 21 Community Police Forums • • •••• • • •• 400 8057443 133 b 22 TB Management • • •• • • • 400 60 29 32 4 129 a a 23 Dune Rehabilitation • • • • •••40502029353 104

n 24 Waste Management Education • • • ••••2050 20 43 33 3 99,6 n

i 25 Beach Restoration • • • ••4025 20 14 25 4 99,3 i 26 Rabies • • •••••4004043313 92,1 a a 27 Adopt-a-Spot • • • •• 4025 0 29 23 2 46,8

28 How Long Community Park • • • ••• •4025 20 43 32 1 32 t

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ACKNOWLEDGEMENTS n

m e g A ed cknowl The Environment Management Branch would like to extend sincere thanks to the following people for their time, co-operation and enthusiasm in compiling the information published in the sustainability best practice portfolio for the eThekwini Municipality.

Dr Michael Sutcliffe, Keith Barnett, Andrew Mather, Dr Ayo Olowolagba, Reg Bailey, Mari van der Merwe, Richard Dobson, Karen Chapman, Geoff Nichols, Sibusiso Mkhwanazi, Garth Kloppenborg, Sandile Maphumulo, Bheki Zuma, Lindsay Strachan, Clive Forster, Julie Ellingson, Nick Webb, John Harrison, Richard Boon, Gama Ngqulunga, Penny Croucamp, Teddy Gounden, Sandra Redelinghuys, Ismail Nxumalo, Angela Spencer, Heather Maxwell, Simon Scruton, Hansraj Singh, Siva Chetty, Lynton Lauderdale, Partners in Publishing, Harlequin Imaging and the project team from ECOSERV.

m e

a e T h e k

win i

T e

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t e A d dd re ss Environmental Management Branch

Developing Planning and

Management Unit

P.O. Box 680

Durban

4000

South Africa

Tel: +27 31 300 2517

www.durban.gov.za

a t