ULUNDI MUNICIPALITY

INTEGRATED DEVELOPMENT PLAN FOR THE PERIOD 2011 / 2012 TO 2015 / 2016

EXECUTIVE SUMMARY ULUNDI IN CONTEXT

The Ulundi Municipality is located on the southern boundary of the Zululand District Municipality in north-eastern KwaZulu-Natal. The Ulundi municipal area is approximately 3 250 square kilometres in extent and includes the towns and settlements of Ulundi, Nqulwane, Mahlabathini, Babanango, Mpungamhlophe and Ceza as well as the Traditional Authorities of Buthelezi, Hlatshwayo, Jama, Lukhwazi, Ntuli, Mbatha, Mpungose, Ndebele, Ntombela, Usuthu, Ximba, Zungu and a number of large farms in the western part of the area.

Approximately half of the Municipal area consists of commercial farms and the area supports a substantial agricultural community. The town of Ulundi represents the only urban centre in the Ulundi Municipal area and accommodates approximately 40 000 people. The settlement pattern reveals a high population concentration in the town of Ulundi and a densely populated peri-urban area surrounding the town and along the main routes R34, R66 and P700.

Further settlement concentrations include:
• Nqulwane in the eastern part of Ulundi with the Okhukho Coal Mine; • Babanango, which developed as a result of the forestry industry; • Denny Dalton / Mpungamhlophe, which developed as a result of road R34 and rail infrastructure; and • Ceza to the north, which developed in response to the establishment of supportive land uses such as a hospital, clinic and other related social support services in the area. It is also situated on the road network system. It is therefore a connection and concentration point for people and activities.

DEMOGRAPHIC REALITIES

According to the Census 2001 statistics the population for the Ulundi Municipality comprised a total of 212 970 people living in 37 539 households. The Community Survey conducted in 2007, however, indicated that the population within the Municipality had decreased to a level of 197 905 persons resident in 39 837 households – this information indicates that the size of the average household within the Ulundi municipal area decreased from 5.67 persons per household in 2001 to 4.97 persons per household in 2007. Among the reasons offered for the reduction in population and household size is the exodus of economically active individuals seeking job opportunities away from the predominantly rural Ulundi municipal area and the impact of the HIV / AIDS pandemic. In compiling the IDP for the period 2011 / 2012 to 2015 / 2016 due cognisance is given to both the 2001 Census and the Community Survey conducted in 2007.

2 FORMAT OF THE IDP

To provide consistency throughout and ensure linkages between its components, the IDP has been prepared in accordance with the national Key Performance Areas as outlined hereunder:

Basic Service Delivery and Infrastructure Development Social and Economic Development Institutional Arrangement and Transformation Good Governance and Public Participation Financial Viability and Management

In addition due consideration is given to the role of spatial development planning within the Municipality.

The IDP contains a number of sections that indicate the strategic direction the Municipality is due to take over the ensuing period from the 2011 / 2012 financial year to the 2015 / 2016 financial year:

A Situational Analysis has been undertaken of the Ulundi municipal area and the information provided in accordance with the key performance areas as indicated above

Utilising the information generated from the Situational Analysis, a strategic direction was developed for the Ulundi Municipality – this included the development of a vision, a mission and a set of core values to provide the framework for the IDP

Long term strategies extending beyond the timeframe of this IDP were developed within the key performance areas

A medium term implementation plan reflecting a series of actions to give effect to the long term strategy was prepared – in this process due consideration is also given to the role played by the sector departments and other stakeholders

For the 2011 / 2012 financial year, an operational plan has been prepared that links with the long term and medium term strategy; the operational plan reflects what the Municipality intends to achieve in the first year of the new five year planning period

A financial plan reflecting the availability of resources as contained in the MTEF prepared as part of the Adjustment Budget for the 2010 / 2011 financial year, together with project related information completes the content of the IDP

3 STRATEGIC FOCUS

The strategic planning workshop held in the Council Chamber of the Municipality on 17 March 2011 formed the foundation of the strategic direction reflected in this IDP. The outputs of this process are reflected below:

VISION

“A developmental city of heritage focusing on good governance, socio- economic development and upholding tradition to promote sustainable service delivery”

MISSION o Dedication to democratic principles through partnering with private and public strategic stakeholders o Promotion of eco-tourism and cultural activities whilst maintaining good relations with traditional structures and special groups o Value for money driven infrastructure, well structured spatial development and management of natural resources o Creating an environment that fosters a dynamic, innovative and vibrant work force and the inculcation of a good work ethic

CORE VALUES o Mutual Respect o Accountability o Customer Consciousness o Professionalism o Openness and Transparency o Redress o Integrity and Honesty o Commitment and Teamwork

SWOT ANALYSIS

Strengths o Reasonably stable political environment o Strong heritage o Availability of land o Access to municipal airport o Good rail links o Parliamentary Building

4 o Identification of P700 corridor o Low crime rate o Tourism attractions o Stable and skilled work force o Adoption of good policies

Weaknesses o Culture of non-payment still prevalent o High rate of unemployment o Number of child headed households o Geographic location o Outdated technology o Vastness of undeveloped land o Lack of commercial and industrial development o Lack of recreational facilities

Opportunities o Rich heritage to unlock tourism o Availability of land for commercial and industrial development o Geographical linkages provided by P700 o Transportation linkages provided by the municipal airport, rail links and tarred roads o Unlocking socio-economic development through initiatives such as aloe farming etc o Attracting potential investors to enhance employment and improve the economy o Development of cooperation with traditional leadership o Promotion of inclusive governance o Targeting high customer debt through innovative strategies o Okhukho mining resources

Threats o Unemployed and unskilled population (dependency syndrome) o Prevalence of natural disasters o Access to insufficient funding o Environmental challenges (eg drought) o Poor and aging infrastructure o HIV / AIDS o Inaccessibility of Council owned land o Lack of arable land o Influx of unskilled illegal foreign nationals o Inability to attract skilled professionals o Urban sprawl o Abuse of alcohol and drugs

5 CONCLUDING COMMENT

It is the intention that the IDP prepared for the period 2011 / 2012 to 2015 / 2016 provides pertinent information in a user friendly and gives strategic direction to the operation of the Municipality. Due recognition is given to the unique advantages possessed by the Municipality in terms of its cultural heritage while also recognising the challenges presented by high unemployment and rural poverty. Provided there is an integrated approach and a spirit of cooperation prevalent within the Municipality and in its relationship with its environs, there is no reason why the next five year period cannot be one of significant progress for the communities within the Ulundi Municipality.

6 INTRODUCTION TO THE INTEGRATED DEVELOPMENT PLAN (IDP)

ULUNDI IN CONTEXT

The Ulundi Local Municipality is located on the southern boundary of the Zululand District Municipality in north-eastern KwaZulu-Natal. The Ulundi municipal area is approximately 3 250 square kilometres in extent and includes the towns and settlements of Ulundi, Nqulwane, Mahlabathini, Babanango, Mpungamhlophe and Ceza as well as the Traditional Authorities of Buthelezi, Hlatshwayo, Jama, Lukhwazi, Ntuli, Mbatha, Mpungose, Ndebele, Ntombela, Usuthu, Ximba, Zungu and a number of large farms in the western part of the area. The largest concentration is, however, in Ulundi Town and its surrounding rural peripheral area.

The Ulundi Local Municipality consists of 24 wards with 47 Councillors and its area is now roughly 100 times the size of the original area administered by the then Ulundi TLC, the largest part of which is rural and underdeveloped. Approximately half the Municipal area consists of commercial farms and the area supports a substantial agricultural community. The town of Ulundi represents the only urban centre in the Ulundi Local Municipal area and accommodates approximately 40 000 people. The settlement pattern reveals a high population concentration in the town of Ulundi and densely populated peri-urban area surrounding the town and along the main routes R34, R66 and P700.

Further settlement concentrations include:
• Nqulwane in the eastern part of Ulundi with the Okhukho Coal Mine;

7 • Babanango, which developed as a result of the forestry industry; • Denny Dalton/Mpungamhlophe, which developed as a result of road R34 and rail infrastructure; and • Ceza to the north, which developed in response to the establishment of supportive land uses such as a hospital, clinic and other related social support services in the area. It is also situated on the road network system. It is therefore a connection and concentration point for people and activities.

DEMOGRAPHIC REALITIES

POPULATION

According to the Census 2001 statistics the population for the Ulundi Municipality comprised a total of 212 970 people living in 37 539 households. The Community Survey conducted in 2007, however, indicated that the population within the Municipality had decreased to a level of 197 905 persons resident in 39 837 households – this information indicates that the size of the average household within the Ulundi municipal area decreased from 5.67 persons per household in 2001 to 4.97 persons per household in 2007. Among the reasons offered for the reduction in population and household size is the exodus of economically active individuals seeking job opportunities away from the predominantly rural Ulundi municipal area and the impact of the HIV / AIDS pandemic.

Obtaining accurate population figures for the Ulundi municipal area has proven to be quite difficult. The Zululand District Municipality developed a household tally for the entire district using aerial photography and digitised households from the 1996 MegaSub house count. Eskom produced a set of images in 2001 that was used to update the 1996 data. A new set of photography was acquired by the District Municipality during 2007 and this data was used to update the information captured from the 2001 photography. Based on the household count the District Municipality then calculated population figures on an average household size of 6.763 persons per household, a much larger number than is indicated by either the 2001 Census or the 2007 Community Survey. According to these calculations the population within the Ulundi Municipality as at 2007 numbered 238 862 persons resident in a total of 35 319 households. In the latest report produced by the Department of Health for the Zululand District, the population of the Ulundi Municipality at mid-year in 2007 is indicated as being 218 877 persons.

In compiling the IDP for the period 2011 / 2012 to 2015 / 2016 due cognisance is given to both the 2001 Census and the Community Survey conducted in 2007. The following maps reflect the population per current ward within the Municipality and population density per ward based on the population figures produced by the 2001 Census.

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9 AGE DISTRIBUTION OF THE POPULATION

The following table provides pertinent information on the age profile of the population within the Ulundi municipal area (based on the 2007 Community Survey):

Age Category Percentage of Population Age: 0 – 4 years 11.40% Age: 5 – 9 years 14.95% Age: 10 – 14 years 14.45% Age: 15 – 19 years 12.97% Age: 20 – 29 years 15.19% Age: 30 – 39 years 10.02% Age: 40 – 49 years 8.23% Age: 50 – 59 years 5.70% Age: 60 – 69 years 3.61% Age: Older than 69 years 3.48%

The age distribution of the population within the Ulundi Municipality indicates that 40.80% of the population is under15 years of age while more than half of the population (53.77%) is under the age of 20. Only 39.14% of the population are in the economically active age group range from 20 years of age to 59 years of age.

EDUCATION LEVELS

Based on the Community Survey conducted in 2007 the following information is recorded with regard to the levels of education of the population within the Ulundi municipal area.

Level of Education Percentage of Population Children under age of 5 years 11.40% No Schooling 13.41% Some Primary 31.62% Complete Primary 5.59% Some Secondary 28.14% Grade 12 / Standard 10 6.23% Higher 3.59%

What is significant about this information is that less than 10% of the population have achieved the minimum of a Grade 12 qualification, which is symptomatic of a primarily rural area and provides a serious challenge when it comes to securing employment opportunities.

Only 11.2% of the population within the Ulundi Municipality indicated during the Community Survey conducted in 2007 that they are employed; however, since the population figure includes children and others that are not economically active the employment percentage is somewhat misleading.

10 STRUCTURE OF THE INTEGRATED DEVELOPMENT PLAN (IDP)

PROCESS PLAN

A Process Plan (Annexure A) was developed and submitted to the Council of the Ulundi Municipality for approval. The IDP for the Ulundi Municipality for the period 2011 / 2012 to 2015 / 2016 has therefore been prepared in the context of this Process Plan and according to the guidelines provided by the Department of Cooperative Governance and Traditional Affairs.

FORMAT OF THE IDP

To provide consistency throughout and ensure linkages between its components, the IDP has been prepared in accordance with the national Key Performance Areas as outlined hereunder:

Basic Service Delivery and Infrastructure Development Social and Economic Development Institutional Arrangement and Transformation Good Governance and Public Participation Financial Viability and Management Spatial Development Planning

11 SITUATIONAL ANALYSIS

BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

12 ELECTRICITY

Provision of Electricity

There are two electricity distribution service providers within the area of jurisdiction of the Ulundi Local Municipality (the Municipality itself and Eskom), each having a distribution licence issued by the National Electricity Regulator of South Africa (NERSA). Provision of electricity within the Ulundi municipal area is sourced from four substations:

The newly built Nkonyeni substation was commissioned in 2010 and is now operational. It is a 88/22Kv; 20 Mva substation that is fed from the Umfolozi Transmission substation. Overhead distribution lines (22Kv) will be built from the Nkonyeni substation into the Ulundi municipal area. This is a multi-million Rand project that is still in the planning phase with construction expected to commence only toward the end of the 2011 calendar year. Wards that will benefit from electrification along the route of this line are Ward 1; Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; part of Ward 7; part of Ward 8; Ward 9 and Ward 10.

The Mtonjaneni substation is a 88/22Kv; 40 Mva substation fed from the Umfolozi Transmission substation. There is an existing 22 Kv line from the Mtonjaneni substation running along the Vryheid Road and into the Ulundi municipal area; it also branches off toward Babanango, where it meets up with a 22 Kv line from the St. James substation. The existing line will be extended towards the Quarry and the Ulundi Water Treatment Works. This extension will benefit the communities in Ward 12, Ward 20, Ward 21, Ward 23 and the southern part of Ward 16. The project is still in the planning phase and construction will commence toward the end of the 2011 calendar year.

A 22 Kv line from the Vryheid substation feeds into Ward 13; an interlink between this line and the Mtonjaneni 22 Kv line will be constructed to afford electrification benefit to communities in Ward 13 and the northern part of Ward 16.

When the Nkonyeni substation lines have been constructed and converted to 22 Kv, the existing high voltage lines through Ward 8 and Ward 14 will be fed from the Unit D substation and initially operated on 11 Kv. On the western border of the Ulundi Municipality an interlink will be built between the two feeders which will provide access to the electrification of communities in some parts of Ward 8, Ward 14, Ward 15 and Ward 24. This interlink is expected to be completed within three years. The next phase will connect these two networks to the Okhuku substation and be operated on 22 Kv. At this stage the remaining wards in the west of the Municipality will be accommodated; no timeframe for the completion of this phase has been set down.

13 Electricity Backlogs

There are currently no electricity distribution service backlogs within the Ulundi Municipality licence area; the remaining 377 households are currently being electrified (during the 2010 / 2011 financial year) from funds obtained from the Department of Energy. Whilst the Eskom licence area includes all or part of all 24 wards that comprise the area of jurisdiction of the Ulundi Municipality, the backlog is confined to 20 wards - Eskom has indicated that the current electricity distribution service backlog totals 13 472 households. At the request of Eskom, the Municipality has developed and approved a prioritisation model in terms of which the electricity service distribution backlogs within the Eskom licence area will be prioritised. The maps attached reflect the level of access to electricity as an energy source for lighting and access to electricity as an energy source for cooking purposes per current ward in the Municipality, based on the information generated from the Census in 2001.

14 Renewable Energy

Recognising that the eradication of the electricity service distribution backlogs within the Eskom licence area is a long term process, the Municipality has explored alternative energy sources. The use of solar energy provides one solution to the current electricity service distribution backlog; a service provider has been appointed by the Municipality to source funding for solar energy installations – where this funding is obtained the benefit will be made available in accordance with the ranking in terms of the prioritisation model but commencing with those communities ranked lowest in terms of the model.

Electrical Protection

Electrical protection is at the heart of an electricity service distribution system; the function of the protection is to clear downstream faults and ensure that only the affected area will be isolated during fault conditions. In the past, downstream faults

15 would run back and trip the main intake substation breaker instead of clearing only the affected area, resulting in total blackouts for the whole of Ulundi. Electrical protection of all substations has now been graded in order to isolate only affected areas. This is the main reason why the number of power outages in Ulundi has been significantly reduced in recent months. However, problems with the protection equipment remain; in some instances protection relays need to be replaced.

Planned Maintenance

It is essential to minimise the life cycle cost of assets by means of a proper maintenance programme during the “in service phase” of any infrastructure. In the past the Ulundi Municipality did not have a clearly defined maintenance philosophy and strategy but dealt with maintenance issues on a reactive basis. With effect from September 2010 the Municipality has implemented an annual planned preventative maintenance programme in terms of which specific preventative maintenance is carried out on a particular element of the electricity distribution system on a particular day. The planned preventative maintenance programme will be reviewed as part of the maintenance commitment for the 2011 / 2012 financial year.

Electricity Distribution Losses

Electricity distribution losses as a result of tampering with electricity meters have been a major cause for concern – in the 2009 / 2010 financial year the electricity distribution losses amounted to some 40% of the electricity purchased by the Municipality. As a consequence the Municipality has embarked on a programme of replacing both the conventional meters and the old prepaid meters with new prepaid meters whose technology mitigate against illegal connections and tampering. As a result there has been a substantial reduction in the electricity distribution losses incurred by the Municipality. The Municipality has also increased the number of sales outlets for prepaid electricity.

WATER

In terms of the Water Services Act of 1997 the Zululand District Municipality is the water services authority for its area of jurisdiction which includes the Ulundi Local Municipality. The Zululand District Municipality is also the water services provider within the service area of the Ulundi Local Municipality.

Water Schemes

There are ten back to back regional water supply schemes within the area of jurisdiction of the Zululand District Municipality; the Nkonjeni Regional Water Supply Scheme is primarily responsible for the provision of water to the communities within the Ulundi Municipality. Each regional scheme footprint has a sustainable water source from where infrastructure is progressively being rolled out to all households within the supply area. The supply footprints have been identified in such a way that water can be provided to all households within the area in a sustainable manner and

16 at the lowest possible cost. The Nkonjeni Scheme is in the privileged position of having a well developed and sustainable water source; hence the bulk of the available funding from the Municipal Infrastructure Grant (MIG) can be applied to the progressive roll out of water services to the respective communities to be served by the Scheme. The Water Services Development Plan prepared by the Zululand District Municipality for the 2010 / 2011 financial year provides detail regarding the water services infrastructure rollout to Nkonjeni North over the period from 2010 to 2014. The contract for the materials to undertake the roll-out amounting to R 8 million has already been awarded and the materials are on site.

The Zululand District Municipality has applied for Orio funding from the Netherlands to develop the Okhukho Water Scheme which will ultimately be integrated into the Nkonjeni Regional Water Supply Scheme. The design and planning of the Okhukho Scheme has been completed, the rising main is in place and the reticulation network is under construction; the water source for this Scheme is a strong borehole.

In the absence of a regional water supply scheme, potable water is provided by a number of rudimentary schemes that make use of a local groundwater source (borehole equipped with a hand pump or a protected spring) located within 800 metres walking distance from the households to be served while the connection to the regional water supply scheme is awaited.

Water Treatment Works (WTW)

There are five water treatment works in operation within the Ulundi Municipality namely the Ulundi WTW, the Babanango WTW, the Mpungamhlope WTW, the Masokaneni WTW and the Nkonjeni Hospital WTW. The largest of these is the Ulundi Water Treatment Works which provides for the full demand of the Town. Each of these water treatment works was assessed during June 2009 – the assessments included recommendations and cost estimates for emergency intervention or to refurbish and / or upgrade the works in the short term and medium to long term.

Emergency interventions are needed where fatal problem areas need to be attended to such as settlements consuming raw untreated water and structures that are on the point of collapse. Short term refurbishment (not critical work) is needed to refurbish and upgrade the existing works to meet the current demands and also to enable the works to function at its design capacity while medium to long term upgrading is needed to meet the future demands. The following table sets out the position regarding the water treatment works within the Ulundi Municipality:

Water Treatment Current Emergency Short Term Medium to Works Delivery Cost (R) Cost (R) Long Term Cost (R) Ulundi WTW 18 Ml / day 530 000 Babanango WTW 0.33 Ml / day 3 400 2 335 000 Mpungamhlophe WTW 0.63 Ml / day 17 600 35 000 20 000 000

17 These cost estimates exclude VAT and the cost of professional fees. No assessments were scheduled for either the Masokaneni WTW or the Nkonjeni Hospital WTW. While the emergency cost estimates are limited, the short term refurbishment of the Babanango WTW to meet current demands will involve considerable funding.

The Ulundi Waste Water Treatment Plant has a design capacity of 27 Ml / day; it is currently producing 18 Ml/ /day. From the Ulundi Treatment Plant the purified water is fed to two bulk reservoirs; water is then fed through a 7km long single gravity steel pipe to provide a supply to three reservoirs in the town of Ulundi itself from where water is further distributed through the network.

Potable Water Backlog

Household access to a potable water supply within the Ulundi municipal area, based on the information provided by the 2001 census and the Community Survey conducted in 2007 has been analysed. The following table illustrates some of the changes that have occurred:

Access to Potable Water Supply 2001 Census 2007 Community Survey Piped water tap inside the dwelling 12.3% 18.5% Piped water tap inside the yard 14.7% 28.0% Piped water tap outside of the yard 20.1% 11.7% Boreholes 7.5% 5.6% Springs 9.5% 7.0% Rivers 27.7% 26.4%

The map attached reflects the level of access to piped water inside the dwelling per current ward in the Municipality, based on the information generated from the Census in 2001.

18 Free Basic Water

The Zululand District Municipality has adopted a Free Basic Water Services Policy as follows: All households will receive six kilolitres of potable water per month free of charge for domestic use Industrial, commercial and institutional consumers do not qualify for free basic water services All water supplied from standpipes and rudimentary systems will be free

SANITATION

Provision of Sanitation

The Zululand District Municipality is the water services (including sanitation) authority and water services provider within the service area of the Ulundi Municipality. Sanitation in the rural areas is being provided in the form of dry-pit VIP toilets and the strategy is to implement these simultaneously with the roll-out of water. This ensures a more effective impact with health and hygiene awareness training. The Water Services Development Plan adopted by the Zululand District Municipality in respect of the 2010 / 2011 financial year details the roll-out of sanitation services within the

19 Ulundi Municipality over the period from 2010 / 2011 to beyond the 2013 / 2014 financial year. The beneficiaries in each case are identified by their community name. In brief communities in the following wards will benefit from the sanitation services roll-out:

Period Beneficiary Wards 2010 / 2011 Ward 3; Ward 4; Ward 8; Ward 9; Ward 11; Ward 13; Ward 14; Ward 15; Ward 16; Ward 17; Ward 20; Ward 23; Ward 24 2011 / 2012 Ward 2; Ward 3; Ward 4; Ward 9: Ward 11: Ward 12; Ward 14; Ward 15; Ward 17; Ward 20; Ward 23; Ward 24 2012 / 2013 Ward 3; Ward 14; Ward 7; Ward 15; Ward 16; Ward 23; Ward 24 2013 / 2014 and Ward 1; Ward 2; Ward 3; Ward 4; Ward 5; Ward 6; Ward 7; beyond Ward 8; Ward 10; Ward 13; Ward 14; Ward 15; Ward 16; Ward 17; Ward 20; Ward 23; Ward 24

Waste Water Treatment Works (WWTW)

The Nkonjeni Regional Water Supply Scheme has four waste water treatment works located within the Ulundi Municipality namely the Ulundi Town WWTW, the James Nxumalo WWTW, the Nkonjeni Hospital WWTW and the St Francis Hospital WWTW. Each of these waste water treatment works was assessed during June 2009 – the assessments included recommendations and cost estimates for emergency intervention or to refurbish and / or upgrade the works in the short term and medium to long term.

Emergency interventions are needed where fatal problem areas need to be attended to such as sewer water spilling directly into rivers and structures that are on the point of collapse. Short term refurbishment (not critical work) is needed to refurbish and upgrade the existing works to meet the current demand and also to enable the works to function at its design capacity while medium to long term upgrading is needed to meet the future demands. The following table sets out the position regarding the wastewater treatment works within the Ulundi Municipality:

Water Treatment Current Emergency Short Medium to Works Delivery Cost (R) Term Long Term Cost (R) Cost (R) Ulundi WWTW 2.70 Ml / 600 000 2 900 000 day James Nxumalo 0.08 Ml / 270 000 890 000 WWTW day Nkonjeni Hospital 0.20 Ml / 70 000 1 770 000 WWTW day St Francis Hospital 0.06 Ml / 75 000 840 000 WWTW day

20 These cost estimates exclude VAT and the cost of professional fees. While the assessment places the focus on the need for medium to long term refurbishment to meet future demands, there is also a need to upgrade both the Ulundi WWTW and the James Nxumalo WWTW to meet current demand levels.

Sanitation Backlog

Household access to a sanitation service within the Ulundi municipal area, based on the information provided by the 2001 census and the Community Survey conducted in 2007 has been analysed. The following table illustrates some of the changes that have occurred:

Sanitation Service 2001 Census 2007 Community Survey Flush toilet (connected to sewerage system) 20.2% 19.7% Flush toilet (with septic tank) 1.4% 1.0% Pit toilet (without ventilation) 30.6% 28.6% Pit toilet (with ventilation) VIP 8.9% 26.7% No sanitation service 33.0% 24.0%

Free Basic Sanitation

The Zululand District Municipality has adopted a Free Basic Water Services Policy that provides all sanitation services within the Ulundi Municipality at no cost except where it is connected to the sewerage system when it is aligned to access to a potable water supply (each domestic household received six kilolitres of water free per month after which a stepped block tariff applies).

ROADS AND STORM WATER

The construction and rehabilitation of roads within the Ulundi Municipality has been identified as a high priority in the compilation of a Comprehensive Infrastructure Plan (CIP) for the Municipality. The priority of the construction and rehabilitation of roads in the CIP was prompted by the need for improved transport routes, improved access to the central business district and the provision of better quality roads for use by the communities in the Municipality

Road Network

Responsibility for the road network within the service area of the Municipality is vested in two entities – the Ulundi Municipality and the KZN Department of Transport. While the Technical Services Directorate of the Municipality is mainly focused on the Ulundi Town and Township access roads, the KZN Department of Transport takes responsibility for the maintenance and upgrading of rural roads within the Municipality. In total the Technical Services Directorate maintains 100 kilometres of road, of which 74.5% are tarred (blacktop surface) and 25.5% are gravel roads. The responsibility of the KZN Department of Transport covers main roads (the “P” roads),

21 district roads (the “D” roads) and local roads (the “L” roads). The “P” roads within the municipal area comprise a total of 449.88 kilometres of which 34% are blacktop surfaced roads and the remaining 66% are gravel roads. Of the 304.33 kilometres of district roads for which the Department is responsible, only 6% are tarred while the remaining 94% are gravel roads. The entire network of 45.92 kilometres of local roads for which the KZN Department of Transport is responsible consists of gravel roads.

Funding of Roads

The primary source of funding for the construction of roads is the Municipal Infrastructure Grant (MIG); in the 2010 / 2011 financial year MIG provided funding of R 23.748 million for the construction of three roads. However, the KZN Department of Transport also has an allocation for the construction of rural roads – for the 2011 / 2012 financial year (commencing on 1 April 2011) it plans to construct four new gravel roads totalling 13.2 kilometres from the budgetary provision of R 4.5 million approved for the construction of these roads.

Municipal Maintenance of Roads and Storm Water

Most of the formal town areas within the Municipality have storm water drainage on an internal collector system discharging directly into some of the tributaries of the White Umfolozi River. The Municipality has two maintenance teams that follow a quarterly maintenance programme patching roads and cleaning catch pits. While each of the maintenance teams has a quarterly programme to follow, their activities can be varied at any time to address issues flowing from an emergency situation or in response to a customer complaint.

The efforts of the Municipality to undertake the maintenance of roads and storm water are severely hampered due to a lack of equipment; currently the Municipality has to make do with one grader which has been in service for a period approaching thirty years and one compactor.

WASTE MANAGEMENT

Refuse Removal

Waste management at the Ulundi Municipality consists of the collection, transportation and disposal of refuse. Refuse is collected from residential premises, streets, public open spaces, commercial and industrial premises, hospital and clinic premises, government institutions, schools, community halls, sports grounds, parks and municipal premises by the Municipality in accordance with a weekly collection schedule.

Two external service providers have been contracted by the Municipality to collect refuse on a daily basis from the Ulundi CBD and taxi rank and from Babanango Town and township twice a week respectively.

22 The Municipality purchased four new refuse trucks in September 2010 to undertake its refuse removal responsibility; these trucks have been financed in terms of a full maintenance lease and suitably qualified drivers for three of the four vehicles appointed.

All refuse collected is transported to a transfer station located on a site owned by the Zululand District Municipality and managed by the Ulundi Municipality; it is then transported to Richards Bay for disposal in terms of a service level agreement entered into with an external service provider. The cost of transporting refuse from the transfer station to the Richards Bay is due to escalate significantly when the service fee of the current contract (one year) with the service provider is reviewed in March 2011 – the monthly fee is expected to increase by 64.5% when the contract is renewed.

Access to Refuse Removal Service

Household access to a refuse removal service within the Ulundi municipal area, based on the information provided by the 2001 census and the Community Survey conducted in 2007 has been analysed. The following table illustrates the changes that have occurred:

Refuse Removal Services 2001 Census 2007 Community Survey Removed by local authority at least once a week 19.0% 20.5% Removed by local authority less often 1.4% 2.2% Informal refuse disposal 79.6% 77.3%

Refuse removal is currently limited to the urban areas of the Municipality; this service is not available to the existing informal settlements and rural areas. As a consequence, the majority of the population disposes of their own refuse in informal dump sites, probably by burning it which impacts negatively on the sustainability of the environment.

The map attached reflects access to a refuse removal by the local authority at least once a week per current ward in the Municipality, based on the information generated from the Census in 2001.

23 Solid Waste Disposal Site

The Municipality operated its own waste disposal site but it was closed down because it did not have the necessary authorisation and as a result of concerns raised by affected communities that the site was in close proximity to households.

The Zululand District Municipality commissioned a Solid Waste Management Master Plan that was compiled in June 2002 and is now out of date. It identified two potential solid waste disposal sites within the service area of the Ulundi Municipality, one in Ulundi and the other in Babanango, each with a potential life span in excess of 25 years. In April 2007 a study commissioned by the District Municipality to investigate the establishment of a regional landfill site under the control of the District Municipality recommended that the status quo be retained. Nevertheless, from the perspective of the Ulundi Municipality it is imperative that an alternative to the current solid waste disposal process be pursued, the establishment of a regional landfill site being one possible alternative.

24 LINKAGE WITH STRATEGIES

The following challenges identified as part of the situational analysis will be addressed as part of the strategy development process of the next IDP period 2011 / 2012 to 2015 / 2016:

Reduction in basic service delivery backlogs by the extension of basic service delivery infrastructure to households that currently do not have access to these basic services

Extension of the road network to provide communities within the Municipality to improved access

Maintenance and upgrading of existing basic service delivery infrastructure

Extension of the availability of sport and recreation facilities to be accessed locally by the communities within the Municipality

Availability of Council owned land within the Municipality for residential, commercial and industrial development purposes

Providing an effective and appropriate response to disastrous occurrences

25 SITUATIONAL ANALYSIS

SOCIAL AND ECONOMIC DEVELOPMENT

26 HOUSING

Municipal Housing Demand

The Ulundi Municipality developed its Municipal Housing Sector Plan in April 2006; this Plan was reviewed and updated in May 2008. According to the information generated by the Community Survey in 2007, 61.6% of the households within the Municipality reside in a traditional dwelling, a hut or a structure made of traditional materials while only 27.7% of households within the Municipality reside in a house or brick structure on a separate stand or yard. The Municipal Housing Sector Plan defines housing demand within the Municipality as the number of households requiring formal housing; it is therefore the intention that formal housing is to replace traditional housing which in turn provides a clear indication of the extent of the housing backlog that needs to be addressed.

Linking Housing Provision with the IDP

In the past, the approach followed to addressing the housing backlog was to adopt a strategy of chasing numbers – a mass housing approach. Through this approach, houses were built everywhere where land could be acquired cheaply thereby perpetuating urban sprawl and segregated development areas. Houses were built further from job opportunities and social amenities, undermining economic viability and environmental sustainability. Further, the quality of houses was compromised due to poor workmanship and the lack of integrated quality control approaches.

In its Municipal Housing Sector Plan the Municipality developed a strategy to address the housing backlog that is premised on the promotion of sustainable development. What this means is that housing projects are not stand alone developments but need to inform and be informed by other developments within the Municipality such as access to health, education, community, and transport facilities. Other key issues relating to the development of housing reflected in the IDP relate to availability of land for housing development, the provision of services on proposed housing development sites and accessing funds to develop the project.

The greatest need for housing is within the Town of Ulundi and its peri-urban areas as well as the emerging settlements of Mpungamhlope, Ceza, Nqulwane, Babanango and Mahlabathini; the current urban and rural housing projects – completed, in progress and planned – reflect the priority of providing housing in these areas.

Housing Project Procedure

Housing projects are identified by the Ward Councillor responsible for the Ward in which the project is to be implemented Projects are then prioritised and included in the Ulundi Municipality IDP and the Housing Sector Plan updated accordingly Once the Council of the Municipality has approved the IDP the Municipality will submit an application to the Department of Human Settlement for funding

27 After the Department has approved funding for the project, an advertisement will be placed jointly by the Department and the Municipality to secure the services of a competent Implementing Agent to undertake the project Once the Implementing Agent has been appointed, a tripartite agreement is entered into between the Department of Human Settlement, the Ulundi Municipality and the Implementing Agent Progress on the project is monitored on a monthly basis for its entire duration until the terms of the tripartite agreement have been fully satisfied

Status of Housing Projects

Name of Location Project Total Completed Outstanding Project Type Babanango Babanango Urban 325 325 Phase1,2 Unit K / Zondela Zondela Urban 854 854 Unit L North of Urban 435 435 P700 Nsukazi Ceza Node Rural 1 000 787 213 Ekushumayeleni Ceza Node Rural 1 600 918 682 Nsabekhuluma Mahlabatini Rural 2 000 1 159 841 Node Ekudubekeni Mahlabatini Rural 1 600 1 600 Node KwaXimba Nqulwane Rural 2 000 2 000 Node Unit L Extension Ntinkini Urban 954 954 Babanango Babanango Urban 200 200 Phase 3 10 968 4 478 6 490

It is anticipated that construction of the Ekudubekeni Rural Housing Project and the KwaXimba Rural Housing Project will commence before the end of the current financial year on 30 June 2011. Construction of the Unit L Extension Urban Housing Project is being delayed by a land dispute between the Municipality and the traditional leadership – the KwaZulu-Natal Department of Cooperative Governance and Traditional Affairs to undertake a mediation role in order to resolve the dispute. Once agreement on the Implementing Agent for the Babanango Phase 3 Urban Housing Project has been obtained from the Department of Human Settlement, construction can commence. Currently there is no clarity as to whether any of the outstanding units in the Nsukazi Rural Housing Project and the Nsabekhuluma Rural Housing Project will be constructed.

In terms of new housing projects the following priority listing has been developed for inclusion in this IDP:

28 Zungu Housing Project Mpungose Housing Project Mbatha Housing Project Kwanobamba Housing Project Empithimpithini Housing Project Buthelezi Housing Project Ximba Housing Project Ndebele Housing Project

Funding for these housing projects has still to be sourced from the KZN Department of Human Settlement.

ENVIRONMENTAL MANAGEMENT

The essence of environmental management within the Ulundi Municipality is that all development should be sustainable. The best known definition of sustainable development and most widely used is that of the Bruntland Report which defines sustainable development as:

“Development which meets the needs of the present without compromising the ability of future generations to meet their own needs” (World Commission on Environment and Development, 1987)

The Zululand District Municipality developed an Environmental Management Plan (EMP) in May 2006 that encompasses its entire area of jurisdiction including the service area of the Ulundi Municipality. A similar exercise, such as the development of at least a Strategic Environmental Assessment (SEA) has not been undertaken by the Ulundi Municipality.

Environmental Realities within the Ulundi Municipality

The information reflected below has been sourced from the Zululand District Municipality EMP and from interviews conducted with other stakeholders:

A number of rivers and numerous streams are to be found within the Ulundi municipal area, including the two perennial water sources namely the White Umfolozi River in the south and the Black Umfolozi River in the north. The Nondweni – White Umfolozi basin falls within the municipal area The Ulundi municipal area has a sub-tropical climate with the majority of the annual rainfall of between 750 mm and 1 000 mm being received in the summer months. During winter, particularly in the months of August and September, the area is very dry with the hazard of veld fires a constant threat, particularly when exacerbated by strong winds In the summer months rainfall is often accompanied by severe electric storms which, although providing rain are likely to cause ancillary damage to the people, property and livestock located in Ulundi

29 Veld types vary between Highland Sourveld and Dohne Sourveld in the Babanango area to Lowveld and Natal Sour Sandveld towards the northern and north western area of the Municipality Cycad colonies are to be found in the Nhlazatshe Mountains, the Mabedlana Hills and in the Ceza area. There are also indigenous forests present within the Ceza development node Indigenous fauna such as hyenas, leopard, mountain reed buck and black back jackals are to be found within the municipal area. African rock pythons and crocodiles can sometimes be found in dams, particularly during the rainy season There are a number of game reserves and other protected areas within the Ulundi municipal area, some under the control of Ezemvelo KZN Wildlife such as the Emakhosi Opathe Heritage Park and others in private hands; for example, Matatane, Leopard Rock and Zulu Rock Private Game Reserves Waste management within the Municipality is largely confined to the towns and peripheral areas; in the rural areas the communities dispose of their own refuse, either in refuse dumps or by burning it, both of which have potential and actual adverse consequences for conservation of the rural environment Burial practices are often based around long held cultural beliefs, and are as a result a very sensitive. In certain instances these beliefs may have to be challenged in order to ensure sufficient land availability for the survival of the living at a suitable standard of living; ie being able to produce crops, use drinking water, provide employment through sustainable development and tourism , provide housing in environmentally sustainable locations, as opposed to the once off sterilisation of land use which results from burials There is a proliferation of alien invasive plants in both urban and rural areas of the Municipality, in water courses and especially around or on the edges of forests and afforested areas and other disturbed areas such as construction sites, waste sites and road sides etc. This is an issue because alien invasive plants destroy biodiversity, consume valuable water resources, create soil erosion and contribute to veld fires and flooding The town planning scheme developed as part of the land use management scheme for the Municipality has identified zones within the Municipality to be reserved as active open spaces, passive open spaces and environmentally sensitive locations

The Municipality has recognised the importance of environmental management and has appointed a Horticulturalist to provide direction to this programme. A number of measures to promote conservation within the municipal area have been implemented, in particular the removal of alien plants and the greening of open and public spaces by the planting of trees. While the greening campaign during the 2010 / 2011 financial year has been confined to the Town of Ulundi, it will be extended over the next IDP period to the develop nodes and the rural areas, in particular as part of the development of the rural housing programmes implemented by the Municipality. Unfortunately, the greening programme is severely constrained by a lack of funds.

30 The KwaZulu-Natal Department of Agriculture, Environmental Affairs and Rural Development has indicated that it will be implementing a number of environmental management activities within the service area of the Municipality during the 2011 / 2012 financial year including the conducting of clean up campaigns, the presentation of climate change awareness programmes, an environmental excursion and a number of greening projects. The Rural Development Section of the Department has identified Ward 24 within the Ulundi Municipality for the implementation of a pilot study in terms of the Comprehensive Rural Development Programme.

The Department has further provided a Calendar of World Environmental Events 2011 and UN International Year of Forests as reflected hereunder:

Activity Date and Month World Wetlands Day 2 February World Environment Day 5 June National Arbor Week 1 September to 7 September National Clean Up 10 September to 15 September Weed Buster Week 4 October to 8 October

Compliance with the National Environmental Management Act, Act 107 of 1998 (NEMA)

An Environmental Impact Assessment (EIA) is an environmental management tool specifically designed to assessment the impacts of development on the environment. An EIA is a project specific procedure that is a requirement of the NEMA. An EIA is required for a development that requires a change in land use, for projects that are associated with particular activities or which are located in sensitive environments. A number of activities have been defined in terms of Section 24(2)(a) and 24(2)(d) of the NEMA which may not commence without the authorisation from the competent authority and in respect of which the investigation, assessment and communication of potential impact of activities must follow the procedure as described in Regulations 22 26 of the Environmental Impact Assessment Regulations, 2006 promulgated in terms of Section 24(5) of the NEMA.

HEALTH AND EMERGENCY SERVICES

Health services are provided and coordinated from the District Office of the KwaZulu- Natal Department of Health situated in Ulundi. The Office of the Premier identified six wards that were categorised as being most deprived in terms of health services and other needs. These are Ward1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24. Integrated services are rendered in these wards as Operation Mbo by all provincial departments.

31 Health Facilities

There are four hospitals located within the Ulundi municipal area namely the Nkonjeni District Hospital (bed utilisation rate of 45%); the Ceza District Hospital (bed utilisation rate of 56%); the St Francis Psychiatric Hospital (bed utilisation rate of 53%) and the Thulasizwe MDR TB Hospital (bed utilisation rate of 50.5%). Ulundi has the highest number of hospitals within its municipal area among the municipalities that comprise the Zululand District.

Within the Ulundi municipal area there are 20 clinics rendering primary health care services (including childcare, family planning and immunisation against tuberculosis and other diseases) to the communities within the Municipality; two of these clinics – the Magagadolo Clinic and the Nomdiya Clinic – have only recently been completed. In addition there are five mobile clinics in operation – two of these are linked to the Nkonjeni District Hospital, two to the St Francis Psychiatric Hospital and one to the Ceza District Hospital. Two of the clinics provide communities with access to primary health care services on a 24 hour basis while others have an on call system after hours. As part of the rollout programme of ARVs within the District, all of the clinics attached to the Nkonjeni District Hospital are able to provide ARVs to patients. The Ceza District Hospital and the St Francis Psychiatric Hospital are also part of the roll out programme of ARVs. In total there are 162 community health workers functioning under the control of the Department of Health within the Ulundi Municipality.

Three new clinics are to be constructed within the service area of the Ulundi Municipality:

The KwaHhemlana Clinic where construction will commence on 1 August 2011 and be completed on 20 January 2013 The Nhlopheni Clinic where construction will commence on 1 September 2011 and be completed on 1 September 2012 The Mashona Clinic which will be constructed during the 2011 / 2012 financial year

The Ulundi Municipality and the Zululand District Municipality needs to render assistance to the development of these clinics be ensuring the installation of electricity and the provision of water so that once they are completed they are able to function immediately.

Emergency Services

Emergency medical and rescue services are located at three sites within the Ulundi municipal area – Ulundi Unit A, Ceza and eMakhosini each of which is equipped with an ambulance. The ambulances from the Nkonjeni Hospital, when available, assist the rescue services located within the Town of Ulundi.

32 HIV / AIDS

The impact of the HIV / AIDs pandemic on the Ulundi municipal area is possibly best illustrated by the report from the Zululand District of the Department of Health in respect of the 2009 / 2010 financial year dated at the end of the third quarter on 31 December 2009 – the report notes that across the service area of the Zululand District Municipality that 31% of pregnant women tested positive for HIV / AIDS.

Involvement of the Municipality

Conduct of HIV / AIDs awareness campaigns (Operation Mbo) jointly with Provincial Government Departments in particular the Department of Health and the Department of Social Development Coordinate the activities within the Municipality on World AIDS Day in December each year The Local AIDS Council (LAC) for the Municipality has been established – the Mayor of the Municipality chairs the LAC, the members of which include ward councillors, non-governmental organisations, representatives from Ward Committees and Ward AIDS committees and all government departments Ward AIDS committees have been established in 10 of the 24 wards that constitute the Municipality Identification of orphans and vulnerable children; provide assistance by facilitating access to grants through the Department of Social Development With the assistance of the Department of Health, facilitate the provision of social services to households headed by elderly grandmothers and child headed households through food parcels and food vouchers The Municipality has developed an HIV / AIDS strategy which is being implemented by the HIV / AIDS coordinator, appointed during the course of the 2009 / 2010 financial year.

EDUCATION

There are 195 schools within the Ulundi municipal area, of which 42 have access to electricity for lighting purposes. Many of these schools do not have access to clean drinking water or an acceptable level of sanitation. In its policy priorities for the 2011 / 2012 MTEF Budget the KZN Provincial Government has indicated education as a top priority. Generally the pupil-to-teacher ratio is far higher than the acceptable national norm with conditions in urban and emerging urban areas worse than in rural areas. Schools in Ulundi, Nqulwane and Ceza experience the greatest pressure. The majority of higher education and adult education facilities are concentrated in Ulundi and its immediate surrounds and there is a clear need for such facilities in other parts of the municipal area.

33 COMMUNITY FACILITIES

The maintenance and upgrading of community facilities such as sports fields, municipal parks and open spaces, community halls and libraries are undertaken by the Directorate: Community Services of the Ulundi Municipality. Construction of these facilities is funded from external sources such as the KwaZulu-Natal Department of Sport and Recreation and the Lottery Board. The Municipality has teams based in Ulundi, Babanango and Mahlabathini engaged in the maintenance of community facilities managed by the Municipality.

Libraries

A new community library has been constructed within the town of Ulundi, the operation of which is under the control of a qualified librarian. The KwaZulu-Natal Department of Arts and Culture has provided an annual subsidy for the operation of the library. The library makes educational material and access to the internet for educational purposes available to members of the local community at no cost.

The KwaZulu-Natal Department of Arts and Culture has provided the Municipality with a mobile library unit which initially was situated in Babanango; however, a problem arose related to the accommodation of this mobile unit and consequently the mobile library will be situated at the community hall in Ceza. A member of the local community will be engaged to operate the mobile library at Ceza.

Community Halls

There are currently five community halls that fall under the direction of the Municipality – the Multi Purpose Community Centre situated in Ulundi; the Unit A Hall; the B South Hall; the Nhlamvuziyashisa Hall located in Mashona and the Mpungamhlophe Hall located in Denny Dalton.

Sports Fields

The regional sports stadium situated within the town of Ulundi was constructed from funding provided by the Zululand District Municipality – it has two sports fields and is used as a home ground by Amazulu, a football team that participates in the Professional Soccer League in South Africa. A number of other sport and recreational facilities such as swimming pools and tennis courts have been constructed for use by the community from external funding provided.

SPORT AND RECREATION

The Municipality is actively engaged in the promotion of sport and cultural activities within the service area of the Municipality.

34 Mayoral Cup

The initial phase of the Mayoral Cup consists of an elimination competition held at ward level to minimise cost related to travel. The Mayoral Cup covers 12 different sporting codes including inter alia soccer, rugby, cricket, boxing and athletics. Each ward then sends representative teams to compete at a municipal level with the top competitors being provided the opportunity to compete at a district level for inclusion in the team representing the Zululand District at the Kwanaloga Games. Part of the mandate assumed by the Sports Officer employed by the Ulundi Municipality is the identification of sporting talent within the Municipality and ensuring that such talent is nurtured through coaching and similar interventions.

Indigenous Games

The Municipality arranges a recreational event on an annual basis to select a squad to represent the Municipality at the indigenous games which take place in July each year at a district level. Should participants excel they are then selected to represent the District at the Provincial indigenous games event.

Umbele Wethu Cultural Festival

This cultural festival is arranged annually by the Municipality – traditional and religious groups compete and those that excel have the opportunity to participate in other cultural and youth festivals as representatives of the Ulundi Municipality.

POVERTY ALLEVIATION

In a largely rural based economy such as that prevalent within the Ulundi Municipality ravaged by the impact of HIV / AIDS and experiencing high levels of unemployment, it is imperative that the Municipality gives due consideration to poverty alleviation initiatives. The KwaZulu-Natal Provincial Government has initiated a programme, known as the Flagship Programme, targeted at the reduction and improvement of the livelihoods of households that are steeped in poverty – this programme has been dubbed the “War on Poverty”. Priority wards have been identified for the implementation of this programme across the Province – in the case of the Ulundi Municipality six wards have been identified namely Ward 1, Ward 2, Ward 5, Ward 6, Ward 16 and Ward 24.

Access to Grants

According to information generated by the 2007 Community Survey, 36.7% of the population within the Ulundi Municipality benefitted from access to one or more of the social grants provided by the national government. Just less than 25% of the population benefitted from the child support grant while 5.9% of the population in the Municipality received an old age pension and 5.2% a disability grant. The role played by the Municipality is to facilitate access to social grants for appropriate members of

35 the community through the offices of the KwaZulu-Natal Department of Social Development.

The South African Social Security Agency (SASSA) has two offices located within the service area of the Ulundi Municipality, one at Babanango and the other at Mahlabathini. SASSA has a mandate to effect the provision of comprehensive social security services to the vulnerable and the poor within communities. As a consequence SASSA is responsible for the payment of social grants at different pay points, merchant stores, banks and post offices within the Municipality on a monthly basis as reflected in the table below:

Type of Grant Beneficiaries paid at Beneficiaries paid at Mahlabathini Babanango Older Persons Grant 8 169 2 158 Disability Grant 9 057 3 616 Care Dependency Grant 777 247 Foster Child Grant 1 492 730 Child Support Grant 3 616 6 411 Grant in Aid 1 014 92 Total 24 125 13 254

On a monthly basis SASSA is responsible to disburse an amount of R 22.831 million to grant recipients through its Mahlabathini office and an amount of R 9.095 million from the Babanango office.

Social Development Initiatives

The KwaZulu-Natal Department of Social Development has facilitated the initiation of a number of projects operated by non profit organisations aimed at the alleviation of poverty including the operation of crèches and facilities for those affected by the ravages of HIV / AIDS. The Department provides funding for the operational cost of these projects only and not the facilities in which they are located. At present there are a total of 52 projects listed of which only 17 were funded during the 2010 / 2011 financial year. Included among the projects are a total of 34 crèches, five projects that target the development of the youth, three projects specifically targeting the impact of HIV / AIDS (although a number of the crèches are also focused on providing for those left vulnerable as a consequence of the pandemic), three that provide for the functioning of a community care centre and three that promote the development of a sustainable livelihood.

Expanded Public Works Programme

As one of the outputs linked to the delivery agreement for the Outcome 9 initiative by national government, the implementation of community work programmes as a means of providing employment is an important aspect of addressing poverty alleviation within the Ulundi Municipality. The Expanded Public Works Programme (EPWP) is a national programme covering all spheres of government and state- owned enterprises and it is aimed at the provision of additional work opportunities

36 coupled with training. The EPWP is underpinned by two fundamental strategies to reduce unemployment namely:

(a) to increase economic growth so that the number of net new jobs being created starts to exceed the number of new entrants into the labour market; and (b) to improve the education system such that the workforce trained is able to take up largely skilled work opportunities which economic growth will generate.

Indigent Households

On an annual basis the Municipality facilitates the updating of its indigent register; by definition, all households located within the rural areas of the Municipality are regarded as being indigent and therefore have free access to a limited amount of basic services. Where rural households are connected to the electricity distribution service provided by Eskom, they are provided with electricity tokens that can be used to access the electricity supply. On a monthly basis Eskom then bills the Municipality for the cost of the electricity tokens issued to indigent households within its licence area. Similarly the Zululand District Municipality has developed a free basic service policy for water services provided to communities within the rural areas.

The Municipality makes provision for burial assistance to all needy families who are unable to meet funeral expenses. In the 2010 / 2011 financial year an amount of R 850 000 was provided in the operating budget to cover these costs; however, this amount proved to insufficient.

SPECIAL GROUPS

Within the area of jurisdiction of the Ulundi Municipality the development and implantation of programmes that benefit specific groups within the Municipality is the focus here. Special groups consist of women, the youth and the disabled.

Women

The Community Survey conducted in 2007 indicates that 53% of the population within the Ulundi Municipality are female. Issues related to gender equity have not been tackled by the Municipality either internally in terms of the implementation of employment equity initiatives nor externally as regards the representation of women in the various community participation forums established by the Municipality. In a number of cases households within the Municipality are headed by widows where the male counterpart is deceased; the Zululand District Municipality provides an amount of R 20 000 per ward on an annual basis to assist widows. Part of the responsibility allocated to the HIV / AIDS coordinator employed by the Municipality is ensuring that gender matters are addressed as a matter of priority by and within the structure of the Municipality.

37 Youth

The age breakdown reflected in the Community Survey conducted in 2007 indicates that 40.8% of the total population within the Ulundi Municipality are under the age of 15 while 13% of the population falls within the age group of 15 years to 19 years of age. In total, therefore, 53.8% of the population in the Municipality is under the age of 20. Consequently, it is imperative that attention be paid to the youth within the community – a number of sport and cultural programmes have been implemented by the Municipality while provincial departments such as the Department of Social Development has funded a number of youth related programmes. The establishment of a forum dealing with Youth Affairs and which brings together all of the role players and stakeholders dealing with the youth is needed and the Municipality, in the person of the HIV / AIDS coordinator, will take the lead in facilitating its establishment.

Disabled

As many as 6.6% of the population within the Ulundi Municipality, according to the Community Survey conducted in 2007, are disabled; however, only 5.2% of the population are currently beneficiaries of a disability grant. The largest disability category is those individuals who are physically disabled – they constitute 43.3% of the total disabled population of the Municipality. In terms of employment equity it is imperative that the Municipality takes the lead in employing officials that, albeit being disabled, are fully capable of carrying the responsibility of the post he / she occupies. From a practical perspective, due cognisance must be given to ensuring that all community facilities are wheelchair friendly to provide access to disabled members of the community.

CEMETERIES

The St Francis Cemetery in Ward 8 and the Ntukwini Cemetery in Ward 18 have both recently been upgraded and fenced; however, in both cases the palisade fencing has been vandalised and is in need of repair. A cemetery has been developed next to the Mahlabathini School (known as the Mahlabathini Cemetery); however, making use of this facility is difficult and an access road is needed. Given the impact of the HIV / AIDS pandemic, among other factors, it is important that the Municipality identify suitable land that can be developed for use as cemeteries.

DISASTER MANAGEMENT

A disaster is defined as a progressive or sudden widespread or localised natural or human-caused occurrence which causes or threatens to cause (a) death, injuries or disease; (b) damage to property, infrastructure or the environment; or (c) disruption of the life of a community. Where the occurrence of such an event is of such magnitude that it exceeds the ability of those affected by it to cope with the effects thereof using their own resources, such an event constitutes a disaster. Disaster

38 management is defined as a process of planning and implementing measures aimed at:

Preventing or reducing the risk of disasters; Mitigating the severity or consequences of disasters; Emergency preparedness; Rapid and effective response to disasters; and Post-disaster recovery and rehabilitation.

The Ulundi Municipality developed a disaster management plan in April 2003; it needs to be reviewed and updated to take into account the current situation. The Zululand District Municipality developed a disaster management sector plan in March 2004; it also is no longer relevant to the current situation. The District facility operated from the municipal airport located on the P700; with the imminent return of the airport to full operational status, the disaster management function will need to be relocated.

In recent times internationally and locally there has been an increase in the occurrence of disasters and it is important that the Ulundi Municipality be in a position to deal with them in an effective manner. A fire and rescue service has been established by the Ulundi Municipality – recently two additional firemen were employed by the Municipality to double the fire fighting capacity. However, the fire truck has limited capacity especially in terms of accessing rural areas and in terms of water storage capacity.

At the present time whenever a disaster occurs the Ulundi Municipality (Directorate: Protection Services) investigates the occurrence and determines the extent of the damage caused. A report is prepared and submitted to the District Municipality for further action. Linked in with this process is the engagement of the Department of Social Development which is responsible for providing tents, blankets, food parcels and other survival necessities required by those affected by the disaster.

There is a need to broaden the level of cooperation between the entities that are role players when a disaster occurs in order to accelerate the process of alleviating the pain and suffering of those affected.

SAFETY AND SECURITY

Police stations are located in the populous areas of Ulundi Town, Babanango, Mahlabathini and Mpungamhlophe / Denny Dalton. The head office of the Northern Natal Police Services is also located in Ulundi. Each of the police stations has developed a community police forum. The Ulundi Municipality has experienced a relatively low incidence of crime within its service area. Traffic management and control is carried out by the traffic officials employed by the Ulundi Municipality; provincial traffic officers are also located within the town of Ulundi. One of the issues that need to be addressed is the prevalence of stray animals which are a hazard on

39 the roads, both within the towns and in the rural areas. The Municipality has purposed to engage a service provider to develop an animal pound; the tender was first advertised in the latter part of the 2010 calendar year without attracting any response; the request for proposal has now been re-advertised.

PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY

At a district level the Zululand District Municipality has the responsibility to contextualise the Provincial Growth and Development Strategy for the local municipalities within its area of jurisdiction. The Zululand District Growth and Development Summit, scheduled to take place in the month of February 2011 has been postponed.

In essence the Growth and Development Strategy focuses planned development within the Municipality; P700 and its extension P701 have been identified as development corridors with development being concentrated in a number of development nodes. The development rationale recognises the structural elements and aspects which have shaped Ulundi into its current form. These elements will form the basis of a Spatial Development Framework to deal with the future physical development of the area. These structuring elements include:

Dispersed settlements that developed with no order, are dependent on Ulundi but exist in isolation; Ad hoc and unsustainable service and infrastructure provision again with no structure; Dense population concentrations around certain centres and dispersed settlements in deep rural areas due to the cultural value system; The alignment of the “Coal Line” that played a structuring role in the development of the area; and The provincial road corridors (R34, R66 and P700) crossing through the area, have played a part in the development of urban settlements along its alignments; P700 increases the development impact in Ulundi

The R34 and R66 routes provide regional accessibility. The R34 is the strongest, being the main transport link between Richards Bay and Mpumalanga. Ulundi town is not located on this route and chances of it expanding to such an extent that it would meet the road are slim, but P700 is an alternative since Ulundi is at the base of this corridor. It is, however, located on the secondary regional access route R66, which provides sub-regional accessibility within Zululand. The “Coal Line”, which generally follows the alignment of the R34 in other areas, passes through the town of Ulundi. This provides opportunities for development in the secondary sector should the possibility of importing and exporting freight through this mode of transport be capitalised on.

The intersection of the R34 and R66 provides opportunities for the development of a future node. This node could be developed as a modal interchange for tourists or visitors to the area. The development of tourist facilities such as restaurants, curio

40 shops and information services could stimulate the tourism industry of the area. The upgrading of the P700 route to Hluhluwe-Umfolozi Park and Richards Bay presents further opportunities for tourism development, as it will provide a shorter and more direct link to this Park from Mpumalanga and Gauteng. This would channel visitors via the Municipal area to the Park, stimulating growth in the tourism sector.

Ulundi town is the only urbanised area within the Municipality and the focus of all economic activity. It is surrounded by a number of large, densely populated tribal areas characterised by informal settlement patterns. These areas are completely reliant on Ulundi for employment, goods and services. In terms of population density, concentration and service demands, large sections of these tribal areas can be classified as emerging urban settlements. The urban area therefore has a large peripheral dependency, with large population concentrations located outside the formal urban area. There is a lack of structure, no clear hierarchy of nodes and complex movement patterns.

Ulundi town plays an important provincial role, as it is the secondary administrative hub of the Province, serving the northern part of KwaZulu-Natal (Pietermaritzburg is the administrative capital of KwaZulu-Natal). Most of its job opportunities are therefore in the public sector. Ulundi is however still establishing itself as a centre of investment for private sector secondary and tertiary activities. Development through IDP projects and initiatives will stimulate growth in the economy. One of the reasons for the retarded development in the economy is the land tenure system of the Tribal Authorities, which does not create investor confidence. Land release opportunities will lead to increased confidence by investors.

The Strategic Development Rationale for the Ulundi Local Municipality is therefore to develop the area with a hierarchy of nodes. These nodes will form the focal points for development and service provision and ensure access to social and economic opportunities for the entire sub-region. The concentration of activities in and around nodes will stimulate the further development of higher order of activities, particularly in the emerging urban areas around the town of Ulundi. Improved transport linkages between these nodes will lead to a more effective functioning of public transport, which will increase accessibility for the poor to these economic and social opportunities.

The R66 should be considered as a primary corridor and upgraded to an appropriate standard. It will facilitate easy access in a north south direction, linking Ulundi town with the N2 at Pongola. The strategic development of nodes is illustrated in the following diagram:

41 Tribal Ezimfabeni Authority Ceza

Zungu TA

Mahlabatini Stedhan-Dlede Private Ownership Nqulwane

Nhlazatshe ULUNDI Mpungamhlophe

Mhlahlane

R34

Ntinini Conceptual Representation Not to scale. Babanango

The nodes will become the focal points for social and economic activities and enable access to all these services and opportunities. Social upliftment relates to improved human development through providing sustainable, accessible social facilities and access to job opportunities. The nodes will also form the specific intervention areas in terms of the IDP, where projects and actions will be initiated. Social and economic activities in these nodes should enjoy first priority in terms of the provision of new infrastructure and upgrading of existing infrastructure. One of the initiatives to be considered is the development of a multi-purpose centre in each of the identified nodes to provide communities with better and easier access to services of both a public and private nature.

TRANSPORT

The primary transport corridor (R34), consisting of road and rail links runs through Zululand from the N2 and Richards Bay linking Ulundi, Vryheid and Paulpietersburg to Mpumalanga and Gauteng. This corridor traverses the western part of the Ulundi municipal area in a northwest – southeast direction. The secondary transport corridor (R66) traverses the eastern part of the Ulundi municipal area in a northeast – southwest direction. The R66 carries large volumes of local and regional traffic and links Ulundi to Pongola via Nongoma.

Transportation of people and goods within the service area of the Municipality can be effected by road, by rail or by air. While the taxi industry is still dominant, other role players have entered the market. Chief among these are the “bakkie” transport providers that, while they are cheaper than the taxis and can access most rural areas, represent a serious concern regarding the safety of commuters and goods.

42 Intermodal Facility

There are significant traffic volumes that flow to and through the Town of Ulundi as a consequence of it being a regional commercial centre. Adjacent to the newly developed Senzangakhona Mall the KwaZulu-Natal Department of Transport is in the process of constructing an intermodal facility to replace the totally inadequate taxi rank located in the Ulundi CBD. The Municipality has contributed an amount of R 7 million to the construction of the intermodal facility, which is in its final stages – these funds were secured from the Kwazulu-Natal Department of Cooperative Governance and Traditional Affairs (COGTA).

Municipal Airport

With effect from March 2011 the municipal airport is set to resume the handling of commercial flights on a daily basis between Ulundi and Pietermaritzburg, initially on a promotional basis only. The ownership of the municipal airport was transferred from the Office of the Premier to the Zululand District Municipality in April 2007, negotiations to facilitate this process having commenced early in 2004, shortly after the termination of government-subsidised flights in 2003. For the next three years the KwaZulu-Natal provincial government provided financial assistance to the District Municipality to subsidise the cost of operations at the airport, during which time District Municipality staff were provided with training to operate the facility. Clearance has been obtained from the Civil Aviation Authority for commercial flights to be resumed.

View of Prince Mangosuthu Buthelezi Airport

43 INFORMATION AND COMMUNICATION

The impact of cellular phone technology within the Ulundi municipal area is best illustrated by the statistics reflected in the Community Survey compiled in 2007; 75.9% of the households within the Municipality reported that they had access to a cellular phone. Access to computer and associated technology is, however, very limited with only 2.2% of households indicating that they had access to a computer while only 1.1% of households reported internet access. The Survey further recorded that 76.9% of households within the Municipality indicated that they have access to a radio while 43.9% reported access to television. Only 23.6% of the households in the Ulundi Municipality reported that they had access to a mail facility.

Ensuring effective communication between the structures of government and between government and the communities they serve is important in the process of promoting service delivery. Further engagement in this regard is envisaged, in particular with the provincial authorities responsible for communication issues.

LOCAL ECONOMIC DEVELOPMENT

Local economic development within service area of the Ulundi Municipality consists of three primary initiatives namely Agriculture, General Business and Tourism. Agriculture and tourism have, in particular, been identified as sectors with the potential to be beneficially developed to uplift the communities within the Municipality; support for other spheres of government can be assessed to assist with any initiatives taken by the Municipality.

The Municipality developed a Local Economic Strategy for its service area in 2008 with the assistance of Gijima Funding provided by the Zululand District Municipality; however, this Strategy needs to be revised to bring it into line with current trends and developments. Financial constraints mean that the Municipality will need to secure funding in order for this review to take place. An LED Officer has been appointed by the Municipality to coordinate the Municipality’s engagement with this important sector.

Agriculture

Agriculture is a major sector within the Municipality and has the potential to contribute to the development of employment opportunities as well as addressing matters related to food security. The KZN Department of Agriculture has three primary programmes that focus on the emerging farmer community within the Municipality. Large commercial farms are located within the western part of the Municipality; these farmers require limited assistance from the Department. Each ward in the Municipality has its own farmers association representing the interests of the farmers, commercial and emerging, in that ward.

Under the auspices of the Flagship Programme, the Department of Agriculture has commenced implementation of the One Home, One Garden initiative with effect from

44 January 2011. The initiative is the responsibility of the extension officers employed by the KZN Department of Agriculture; it is proposed to provide training to 700 participants per ward in the Municipality. Participants are identified by the extension officers on the basis of need; each extension officer has a list of community gardens including those located within the traditional authority areas. However, participation in this initiative is not limited to existing community gardens; individuals are encouraged to make an approach to the Department for assistance with a community garden. Part of this initiative is to continue assisting local schools by providing them with a supply of vegetable seeds. The extension officers employed by the KZN Department of Agriculture will jointly capacitate participants in this initiative on a ward by ward basis, commencing with those wards identified as being most deprived – Ward 1, Ward 2, Ward 15, Ward 16 and Ward 24.

The mechanisation programme implemented by the KZN Department of Agriculture assists indigent and subsistence farmers with a tractor to plough their fields and provides these farmers with maize and vegetable seeds. The Department sub- contracts small operators to make their tractors available to assist – the cost of this initiative is paid for by the Department. The provision of maize and vegetable seeds is sufficient to plant between one and two hectares per individual farmer of between twenty and thirty hectares per farmer group.

Protection of animals by the provision of veterinary health services is the third programme operated by the KZN Department of Agriculture within the service area of the Municipality. In addition to assisting farmers with the management of their livestock, the Department undertakes immunisation campaigns for identified diseases such as rabies. A total of six veterinary technicians are operative within the service area of the Ulundi Municipality; they undertake the rendering of preventative injections and attend to any animal disease outbreaks that may occur within the Municipality. There is also an appointed State Veterinarian whose area of responsibility comprises the entire area of jurisdiction of the Zululand District Municipality.

It is the intention of the KZN Department of Agriculture to deploy an extension officer and an extension office assistant in each ward within the Municipality – each ward will also have the services of an animal production technician and a plant production technician. All agricultural projects undertaken are owned by the participating farmers with Departmental officials providing a production advisory role; while these projects are funded from the KZN Department of Agriculture budget, the funding is provided in the form of materials (tools and seeds) only.

General Business

As is the case with other rural towns, the development of Ulundi began during the decades of the 1970s and the 1980s. Ulundi Town has come a long way from the settlement that once consisted of a supermarket and a bank located on a gravel road. The construction of the Ulundi Plaza in the 1980s was the launching pad for the commencement of commercial development within Ulundi – the Plaza had one large supermarket (today known as Shoprite), a First National Bank Branch, a

45 Standard Bank agency and a number of smaller shops. Apart from the Ulundi Plaza, the Ulundi Holiday Inn is the oldest commercial entity within Ulundi.

Apart from the further expansion of the Ulundi Plaza, which was also funded by Ithala Bank, Ulundi now has the King Senzangakhona Mall which was completed in 2008 as the focal point of commercial development within the Town. The establishment of the Mall led to the fast tracking of other developments such as the Ulundi Intermodal Facility, developed and financed by the KZN Department of Transport and the Ulundi Municipality (funding provided by the KZN Department of Cooperative Governance and Traditional Affairs). Community members today have the choice of five popular supermarkets, two hardware outlets and four commercial banks at which to conduct their business. There are also four filling stations within the ambit of Ulundi where fuel can be obtained. Adjacent to the King Senzangakhona Mall a new commercial development has been proposed that will feature, among other shops, Game and a Kentucky Fried Chicken outlet; construction of this development, which overlooks the R66 entrance to Ulundi, is due to commence soon.

Tourism

Given the rich cultural heritage and history of the Ulundi municipal area, tourism provides a significant opportunity for economic development of the area. It is this cultural heritage which sets the Ulundi Municipality apart from the other local authorities within the Zululand District Municipality. What is important, however, is that any development to encourage tourism should be undertaken in a manner that is sustainable and conforms to environmental management imperatives.

The Ulundi Tourism and Marketing Strategy was developed and approved by Council in 2008; however, the imperatives of this Strategy could not be implemented as a consequence of human and financial capacity constraints. A Tourism Officer was appointed by the Municipality in 2009 to provide impetus and direction to this initiative. A cornerstone of the Tourism and Marketing Strategy is the development of a Tourism Information Centre in Ulundi. The site on which the Tourism Information Centre is to be constructed has been identified and made available by the Council of the Municipality; business plans have been prepared and submitted and access to finance is now awaited for this development to proceed.

Amanga AkwaZulu is the parastatal mandated by the KwaZulu-Natal Provincial Government to administer all of the heritage sites within the Zululand District. Listed hereunder are some of the important heritage sites within the Ulundi Municipality:

Ondini Museum

This is the site of King Mpande’s kraal and the place of his burial. The history of Ulundi revolves around this particular heritage site; King Mpande’s grave draws tourists from all over the world. The Museum is situated in Ulundi and can easily be accessed. Among the attractions in the Museum is a display of symbolic Zulu art that reflects a summary of the history of the Zulu nation and a collection of cultural beadwork that features the colours of the various Zulu traditional families.

46 Inside the Ondini Museum

The Grave of King Mpande

47 Amafa Akwazulu Heritage Site

This site is situated some 3 kilometres south of Ulundi on the P700 and is the original site of King Cetswayo’s kraal. The site has been developed to house the activities of Amafa Akwazulu and it administers all the other heritage sites in Ulundi.

An exterior view of the Amafa Akwazulu Heritage Site

An interior view of the Amafa Akwazulu Heritage Site

48 Ondini Battlefields

This is the site of the conclusion of the Anglo-Zulu conflict in 1876 with victory being secured over the Zulus. The site, which has been fenced, needs further development as it currently consists of only a monument. It is located on the P700 corridor, adjacent to the Prince Mangosuthu Airport, less than a kilometre away from the Town of Ulundi.

Monument located on the Ondini Battlefields

Ulundi Multi Media Centre (uMgungundlovu)

The multi media centre has been built on the site of King Dingaan’s kraal; it is situated in eMakhosini, the Valley of the Kings, some seven kilometres off the R34 and 25 kilometres from Ulundi Town. Technological sophistication available at the Centre provides the visitor with access to the history of the ages at the touch of a button. The Office of the Premier provided an investment of R 20 million for the development of this Centre, which was officially opened by His Majesty the King of the Zulus, King Goodwill Zwelithini Zulu on 16 December 2009.

49 uMgungundlovu from the ground and from the air

The Spirit of eMakhosini

This is an open site situated some 400 metres of the R34 and located 22 kilometres from the Town of Ulundi. The site overlooks the eMakhosini Valley of the Kings; guides are available to provide visitors with an understanding of the history of the Zulu Nation. Another primary attraction of this site is a collection of horns from large animals that have played a significant part in the cultural history of the area.

50 The Spirit of eMakhosini

Ceza Cave

The Cave is situated at Ceza, a developmental node within the Ulundi Spatial Framework. The cave was used by King Dinuzulu as shelter when he was under attack from the English forces. The King and his tribe took shelter there for a period of two and a half years during 1888-1889; the English forces were eventually defeated. The need to develop this site has become a priority; it has been identified for development by the Municipality as it forms an important part of the Zulu Nation’s history.

51 Ceza Cave

The Mayor of the Ulundi Municipality and a team of experts photographed inside the cave while on a fact finding mission. The third rock is outside the cave and served as a kitchen, original ash is still found here. The first and last are some of the rooms inside the cave, there are hundreds of these rooms from the entrance to the other side. The second rock is outside the cave, the King used to sit on it for various reasons.

52 Kwagqokli Hill

The battle of kwaGqokli is celebrated at this site where King Shaka defeated thousands of Ndwandwe warriors with a small force of just over 2 000 warriors. The site has been identified by the Municipality as one of the important heritage sites to be developed.

Opathe Game Park

The Park is situated on the R66, some two kilometres south of the Town of Ulundi, just across the Umfolozi River. The Park is completely underutilised at present; it has a breeding facility for game and, in common with many other reserves of its nature, has to deal with the scourge of the poaching of rhino. The facility has a game viewing area, a bird hide, a lapa and some administration offices. One of the opportunities offered by the Park is the development of a small conference facility

Events related to King Shaka Heritage Month in September

Umkhosi Womhlanga (Reed Dance)

Umkhosi Wokweshwama (Testing of the First Season Harvest)

King Shaka Day

Amafa AkwaZulu Cultural Museum Fun Run

Ongeni Gate to the Umfolosi Game Reserve

The road to this gate has been fully tarred. Game viewing at the Umfolosi Game Reserve is among the best in South Africa with a high probability of seeing all of the Big Five; for tourism purposes an Entrance Centre has been built.

Completion of the tarring of the road between Pongola and Nongoma has the potential of having a major impact on tourism within the district including the service area of the Ulundi Municipality. Currently tourist buses from the Kruger National Park make use of the N2 only to take tourists down to Durban; with the tarring of this road they will have an alternative route that exposes tourists to the cultural heritage of the Zulu Nation. The completion of the tarring of this road is a priority on the tarring programme of the KZN Department of Transport.

The following tourism support structures are in place and functioning effectively:

Tourism Portfolio Committee of Council Local Community Tourism Organisation Tourism Forum for the Municipality

Accommodation for tourists is provided by the Ulundi Holiday Inn (three star hotel), bed and breakfast operations, guest houses, lodges and camping sites.

53 Promotion of SMMEs and Cooperatives

The KwaZulu-Natal Department of Economic Development and Tourism has embarked on a number of initiatives to assist the development of emerging entrepreneurs:

Access to Finance – The Department has entered into an agreement with three banking institutions (Standard Bank, ABSA and Ithala Bank) to establish a joint SMME fund to assist with finance for small businesses. Contribution to this fund is on a 50 / 50 basis – the Department contributes 50% and the banking institution the remaining 50% - and it is left to the banking institution to handle all finance arrangements with the beneficiaries of this programme.

Access to Markets – By being visible through the attendance of the Department at SMME fairs and Business fairs, the opportunity is created for small enterprises to have their products marketed to a large potential customer base. Municipalities are invited to partner with the Department in the establishment of a presence at these fairs and, while promoting the SMME sector also have the opportunity of promoting the unique features of its municipal area

Training and Capacity Building – The Department provides opportunity to members of the SMME sector to attend training courses offered by FET Colleges at no cost. Courses offered include financial management, business management and courses relating to specific technical disciplines. During the course of the 2010 / 2011 financial year a total of 20 entrepreneurs from the Municipality attended courses in business management as a consequence of this initiative.

The needs of agricultural cooperatives within the Ulundi municipal area are provided for by the KZN Department of Agriculture while, in general, any non-agricultural cooperatives will make their approach for funding to Ithala Bank. As regards funding for SMMEs and cooperatives the primary challenge is to comply with the requirements of the bank before funding can be made available. Generally the applicant is requested to prepare and present a business plan as support to the funding request which is beyond the capacity of the majority of individuals and cooperatives that comprise this particular sector.

The national Department of Energy has embarked on an initiative known as the Integrated Energy Programme. An Integrated Energy Centre (IeC) is a one-stop energy shop owned and operated by a community cooperative and organised as a community project. It provides energy solutions to communities and access to affordable, safe and sustainable energy services. The IeCs act as community hubs located closer to the community than the urban centres from which they would ordinarily obtain their energy needs. The IeC is able to purchase products such as illuminated paraffin, liquid petroleum gas, petrol and diesel direct from oil companies and then sell these products to the community at more affordable prices. Funding for the development of the IeC is generally provided by the oil company concerned (it is

54 also likely to set up a forecourt as part of the development) and the Department of Energy.

The Department of Energy has commenced the process of establishing an IeC within the Ulundi municipal area – the site for this entity is in the vicinity of the intersection of the R34 and the R66; the community cooperative for this project has already been formed and registered. There is no reason why the IeC should not act as a catalyst for other participants in the SMME sector to participate by offering related products and services; given the location of this particular IeC it can beneficially be used by the Municipality as part of its tourism marketing initiatives.

LINKAGE WITH STRATEGIES

The following challenges identified as part of the situational analysis will be addressed as part of the strategy development process of the next IDP period 2011 / 2012 to 2015 / 2016:

Addressing the identified housing backlog within the Municipality in a sustainable development manner

Recognising the importance of environmental conservation within the Municipality

Enhancement and protection of the cultural heritage of communities within the Municipality

Ensuring that development is focused on the development corridors and nodes and is aligned with the spatial development prescripts

Alleviation of poverty in particular within rural areas of the Municipality

Impact on planning and social development initiatives and provisions by the scourge of the HIV / AIDS pandemic

Addressing the needs of special and vulnerable groups such as women, the youth and the disabled

Creation of employment opportunities through local economic initiatives targeting agriculture, business, tourism and the development of SMMEs

Improvement in the quality of life of communities through enhanced access to health, education, transport, communication, information, sport, recreation and cultural facilities

55 SITUATIONAL ANALYSIS

INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION

56 MUNICIPAL STRUCTURE

Council and Council Committees

The Ulundi Municipality has an Executive and Ward Committee structure. The Council consists of 47 Councillors of which 24 are Ward Councillors and the remainder 23 PR Councillors. The Municipality has appointed a number of advisory Portfolio Committees in addition to the Executive and Finance Committee namely the Technical Services Portfolio Committee; the Planning Portfolio Committee; the Local Economic Development Portfolio Committee; the Tourism Portfolio Committee and the Community Services Portfolio Committee. In addition the Municipality has developed and adopted an Oversight Policy and the members of the Oversight Committee have been appointed; however, the Oversight Committee still requires training in terms of the responsibilities it has to fulfil.

Responsibility for IDP

The responsibilities related to the formulation, management and co-ordination of the IDP rest with the IDP Manager. The position of IDP Manager has been generated and, as indicated in the following diagram, this Manager reports directly to the Manager in the Municipal Managers Office.

Ulundi Local Municipality

Exco Ward Councillors

Municipal Manager

IDP Steering IDP Manager Managers of Department Committee

Task Task Task Task Task Team Team Team Team Team

IDP Representative Forum

Broad Public

Staffing

Directorate Posts Filled Vacant % Vacant Office of Municipal Manager 7 7 0 0% Corporate Services 31 24 7 22.6% Financial Services 37 24 13 35.1% Community Services 100 62 38 38.0% Technical Services 80 59 21 26.3% Protection Services 52 32 20 38.5% TOTAL 307 208 99 32.2%

57 Level of Employment Number of % Employees Senior Managers, including 5 2.4% Municipal Manager Other Managers 30 14.4% Technical/Professional Staff 36 17.3% Other Staff (clerical, labourers, etc.) 137 65.9% TOTAL 208 100%

Human Resource Plan

There are a full complement of human resource policies and procedures adopted and implemented at the Municipality commencing from the entry level (recruitment policy) and covering a variety of human resource related aspects. A collective bargaining agreement has been concluded with the labour unions and a disciplinary and grievance procedure agreed as part of the collective bargaining process. The Directorates within the Municipality have all been capacitated to conduct their own disciplinary hearings. From a human perspective it is imperative that managers engage their subordinates and maintain an open door policy to promote and encourage healthy communication

There are a number of vacancies within the current organisational structure of the Municipality. The Municipality is currently undergoing a skills audit process where after any critical vacancies will be identified and planned for. At the present time the staffing budget as a percentage of the total operational budget of the Municipality is higher than the accepted norm; this together with a process to align the organisational structure to the strategic direction provided in this IDP and an evaluation of the content of each post will form the crux of human resource planning and implementation for the ensuing IDP period.

The Municipality has recently appointed a qualified attorney to its staffing establishment; the office of the appointed legal advisor still needs to be properly staffed and equipped. The appointment of the attorney will provide capacity for the implementation and gazetting of bylaws. It is also envisaged that the presence of an in-house attorney will greatly facilitate the collection of municipal debtors, the revenue from which is critical to the sustainability of the Municipality.

An incumbent has been appointed to the post of LED and Liaison Officer as well as in the post of Tourism Officer. Together with the IDP Officer these incumbents fulfil a key responsibility to strategically position the Municipality and to optimise economic opportunities in the municipal area.

58 Municipal Offices

The offices of the Municipality consist of premises at the Civic Centre, the Community Library Building and offices located in Unit C. At the present time Phase 1 and Phase 2 of the development at the Civic Centre have been completed.

TRAINING AND DEVELOPMENT

On an annual basis a percentage of the operational budget approved for the Municipality is set aside for skills development in accordance with the Workplace Skills Plan. Because the Municipality has experienced cash flow constraints on a regular basis, the training and development budget has not been fully expended; it is proposed that the training budget be ring fenced annually to prevent this situation from reoccurring.

Based on the skills audit conducted at the Municipality the training contracted should be a reflection of the skills gaps identified rather than implementing a situation where course availability is the criteria and individuals are nominated to attend without due cognisance being given as to whether the training course is able to adequately build the capacity to address the identified need. Courses offered by service providers accredited with the Local Government SETA only are considered for training and development purposes – the Municipality is then able to claim a percentage of the course fee back from the SETA.

PROMOTION OF EQUITY

The Municipality has developed an Employment Equity Plan as required by the legislation; the Plan is reviewed on an annual basis in terms of the legislation. At present, however, the provisions of the Employment Equity Plan have not been implemented by the Municipality; each of the Directorates is required to review its situation with regard to the employment equity imperatives. With the filling of vacant posts during the 2011 / 2012 financial year, one of the prime factors in the recruitment and selection process will be addressing the employment equity imperatives; this will continue throughout the ensuing IDP period.

RESPONSIVENESS TO COMMUNITY NEEDS

A fully fledged customer care office that complies with the prescriptions of the Promotion of Access to Information Act, the Administration of Justice Act and Chapter 4 of the Municipal Systems Act, has been established by the Municipality. There is a need to educate communities on the nature of the customer care office and the access to documentation provided there. A Customer Care Policy has been developed and adopted by the Municipality; this forms the basis of the operation of the customer care office which is run in accordance with Batho Pele principles.

59 Measuring the level of satisfaction of the community with the service rendered by the Municipality is important; suggestion boxes have been placed at strategic points in the municipal buildings with little response. A similar situation pertains to the facility of customer satisfaction registers. The Municipality will need to undertake a structured customer satisfaction survey in order to determine the status quo regarding satisfaction with present service delivery levels.

LINKAGE WITH STRATEGIES

The following challenges identified as part of the situational analysis will be addressed as part of the strategy development process of the next IDP period 2011 / 2012 to 2015 / 2016:

Alignment of the organisational structure of the Municipality with the requirements emanating from the IDP

Alignment of skills and experience of officials with the expectations of the posts they occupy

Addressing the agreed equity imperatives in the selection and recruitment procedures implemented by the Municipality

Encouraging communities to access information and services offered in terms of the customer care culture

60 SITUATIONAL ANALYSIS

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

61 INTER-GOVERNMENTAL RELATIONS

The Constitution of the Republic of South Africa, Act 108 of 1996, as amended places a strong emphasis on the coordination of the three spheres of government in the country. At a local government level, the Ulundi Municipality falls within the area of jurisdiction of the Zululand District Municipality. The Zululand District Municipality is the water services authority and the water services provider within the service area of the Ulundi Municipality.

There are two forums established for inter-governmental relations, the IGR Forum for the mayors of the municipalities that comprise the area of jurisdiction of the Zululand District Municipality and a Technical Forum to be attended by the respective municipal managers; however, neither of these forums currently meet which complicates the communication processes that are essential for cooperation and coordination to take effect.

In the past the sector departments of the KZN Provincial Government have delivered projects and programmes within the service area of the Ulundi Municipality without reference to the needs expressed in the IDP; in preparation for this IDP significant contact has been made with the sector department representatives in order to promote alignment between the programmes and projects driven by the Municipality and those that are undertaken by sector departments. In future it is purposed that a regular schedule of engagement between the Municipality and the sector departments will be agreed and adhered to.

Among the KZN sector departments contacted and interviewed are:

Department of Agriculture and Environmental Affairs and Rural Development Department of Economic Development and Tourism Department of Social Development Department of Human Settlements Department of Health Department of Basic Education Department of Sport and Recreation Department of Transport Department of Cooperative Governance and Traditional Affairs

TRAINING OF COUNCILLORS

With the likelihood that the impending local government elections in May 2011 will result in a number of newly appointed members of Council, a series of training workshops and information sessions will be convened to integrate the new Council into the operation of the Municipality.

62 COMMUNITY PARTICIPATION

The Municipality has developed and adopted a Publication Participation Plan and a Communication Strategy. While these are two different documents they both contribute to the intended engagement with communities and community structures as envisaged in Chapter 4 of the Municipal Systems Act, Act 32 of 2000, as amended. The Municipality intends to develop a Public Participation Charter which is a pact by the Municipality with the spectrum of community representative structures in terms of which the information provided to them and which they are entitled to expect is clearly defined together with the identification of a recourse mechanism available to the representative structures should the Municipality not comply with its commitment to the Charter.

WARD COMMITTEES

Ward committees represent an important structure that links the communities within the Municipality with the Council and the administration of the Municipality – the strategic importance of Ward Committees was again stressed by the Deputy President of South Africa in a recent speech made to the National Council of Provinces.

The Municipality has adopted and implemented a Ward Committee Policy for the 24 ward committees that are in operation. For the upcoming local government elections the Municipal Demarcation Board has retained the number of wards at 24 – this means the wards are quite large in extent. Following the local government elections, ward committee elections will need to be held in each ward. The Ward Committee Policy guides and determines the composition of ward committees in accordance with the provisions of the Municipal Structures Act.

There is a need for the Municipality to provide operational support to the ward committee structures; because of the size of the wards it is difficult for the ward councillor to attend meetings and other activities in the absence of compensation in the form of a travel and meeting allowance.

PERFORMANCE MANAGEMENT

Roll-Out of Performance Management Process

Section 38 of the Municipal Systems Act requires the Municipality to cascade the performance management process throughout its administration as well as to political structures and political office bearers. The Municipality implemented a performance management system in 2008 but to date it has been confined to Section 57 managers only. During the 2010 calendar year the Municipality appointed an incumbent to the post of Performance Management Officer to manage and coordinate the performance management process within its structures. It is purposed as an initial step to roll out the performance management process to the next level of

63 management below the Section 57 managers during the 2011 / 2012 financial year. It is also important that a mid-year assessment of performance be introduced, as provided for in the performance agreement, as an input to inform the adjustment budget adopted by the Municipality by 31 January each year.

Auditing of Performance

As part of the audit report on the on the financial position of the Ulundi Municipality for the 2009 / 2010 financial year, the Auditor General notes two shortcomings:

“The performance audit committee did not review Ulundi Municipality’s performance management system and report on predetermined objectives and make recommendations in this regard to Council. Furthermore, the audit committee’s report was not submitted to Council regarding the review of performance and measurements at least twice during the financial year, as required by Section 40 and Section 41(e) of the Municipal Systems Act The Ulundi Municipality did not develop and implement mechanisms, systems and processes for auditing the results of performance measurement as part of its internal audit processes, as required by Section 45(a) of the Municipal Systems Act and Regulation 14(1)(a) of the Municipal Planning and Performance Regulations of 2001”.

These issues have been addressed with the strengthening of the internal audit function and the Audit Committee capacity at the Municipality.

RISK MANAGEMENT

A risk assessment with the assistance of the Provincial Treasury Risk Management Division was undertaken in September 2010. A risk register was compiled; a revised Internal Audit Plan for the 2010 / 2011 financial year and a three year Strategic Risk Management Plan was prepared from this information. The revised Internal Audit Plan was approved by the Audit Committee at its second meeting for the 2010 / 2011 financial year held in February 2011.

POLICIES AND PROCEDURES

Policies and procedures for the operation of the Municipality are in place; the Municipality has compiled a comprehensive Municipal Code that reflects the requisite policies and procedures. There is stability in the workplace with recognition agreements having been concluded with both SAMWU and IMATU and the local labour forum being operative

64 MUNICIPAL TURNAROUND STRATEGY

The Municipality reports on terms of the ten point basis of the turnaround strategy developed during the 2009 / 2010 financial year namely:

Revenue Management Strategies Debtors’ Management Repairs and Maintenance Clean Audit Credibility and Transparency of SCM Access to Water and Sanitation Access to Electricity Access Roads (new) and Maintenance Comprehensive Infrastructure Plan and Housing Development of Commercial / Industrial Land

The original Municipal Turnaround Strategy is included as Annexure G to this IDP while progress made in terms of implementing the Strategy is contained in Annexure H.

LINKAGE WITH STRATEGIES

The following challenges identified as part of the situational analysis will be addressed as part of the strategy development process of the next IDP period 2011 / 2012 to 2015 / 2016:

Engagement with inter-governmental forums at the level of the District Municipality and the KwaZulu-Natal Provincial Government

Development and implementation of oversight structures

Roll-out of the performance management process within the Municipality in accordance with the appropriate legislation and regulations

Management and mitigation of risk confronted by the Municipality and its operations

Development and functional operation of ward committees and other community structures

Development of a customer care culture throughout the Municipality

65 SITUATIONAL ANALYSIS

FINANCIAL VIABILITY AND MANAGEMENT

66 COMPLIANCE WITH LEGISLATION

The Ulundi Municipality has taken cognisance of the requirements of the Municipal Finance Management Act, Act 56 of 2003, as amended and is in full compliance with the provisions of the Act as indicated in the table hereunder:

Requirement of the MFMA Compliance Completion and submission for audit purposes of the annual Submitted by 31 August 2010 financial statements for the 2009 / 2010 financial year Compilation of a comprehensive working papers file for the Prepared by 31 August 2010 use of the Auditor General Submission of monthly, quarterly and six monthly financial As required reports, complete and on time Prepare detailed draft operating and capital budget and tariff Submitted to Council for adjustments in respect of the 2010 / 2011 financial year approval before 31 March 2010 Adoption by Council of the operating and capital budget of Adopted before 31 May 2010 the Municipality for the 2010 / 2011 financial year Approval of the SDBIP by the Mayor for the 2010 / 2011 Approved within 28 days of financial year approval of budget Preparation and approval of an Adjustment Budget for the Approved before 31 January 2010 / 2011 financial year 2011

GRANT FUNDING

Operational Grant Funding

The Municipality receives primary operational funding in the form of three grants namely equitable share; the financial management grant (FMG) and the municipal systems infrastructure grant (MSIG). For the 2010 / 2011 financial year the equitable share amounted to R 53 989 000 which will escalate to R 57 336 318 in the 2011 / 2012 financial year and R 60 719 161 in the 2012 / 2013 financial year.

The FMG for the 2010 / 2011 financial year amounted to R 1 200 000; this will escalate to R 1 274 400 in the 2011 / 2012 financial year and R 1349 590 in the 2012 / 2013 financial year. Similarly the MSIG which amounts to R 750 000 in the 2010 / 2011 financial year will climb to R 796 500 in the 2011 / 2012 financial year and R 843 494 in the 2012 / 2013 financial year. A monthly report reflecting expenditure incurred on the FMG and the MSIG in the month under review is submitted to the National Treasury.

While the equitable share is designed to cover operational expenditure of the Municipality that cannot be generated from the rendering of services the FMG and the MSIG are made available to the Municipality on an annual basis in terms of a schedule of activities to be funded from the proceeds of the respective grant funds. However, should the Municipality require these funds to be used for an alternative purpose (within the scope of the intention of the funding), application can be made to the Provincial Treasury for approval to use the funds for an alternative purpose. For

67 each of the operational grants received (and the capital grants as well), the Municipality maintains a separate banking account into which the proceeds of the grants are paid.

Capital Grant Funding

One of the greatest challenges faced by the Municipality is limited and even stagnant financial resources available to meet an ever increasing demand. As a consequence development within the Municipality is possible with external capital grant funding only. All capital grant funding is in respect of specific projects and the Municipality has no discretion in the manner in which these funds are used

The primary source of capital grant funding is the Municipal Infrastructure Grant (MIG); however, there are other sources such as the Department of Energy which provides funding for the electrification programme within the Municipality. For each capital grant made available to the Municipality a separate bank account into which the proceeds of the grant are paid must be maintained. A monthly report reflecting expenditure incurred on the MIG and the INEG in the month under review is submitted to the National Treasury.

REVENUE MANAGEMENT

It is imperative that the Municipality seeks ways in which to enhance and expand its revenue base. The following strategies have been devised to date to increase own revenue:

The Municipality is in the process of replacing all of the conventional electricity meters as well as the old prepaid electricity meters with prepaid meters that feature a more advanced technology. This reduces the opportunity for meter tampering and has two significant advantages for the Municipality – a reduction in electricity distribution loss which lowers the Eskom bill and by selling electricity on a prepaid basis provides a cash inflow boost.

The development of the Driving Licence Testing Centre has increased the potential revenue by adding to the learners’ licence testing facility the capability to test for drivers’ licences and undertake vehicle testing. There are five examiners who test drivers and vehicles – three are responsible for the conducting of drivers’ license tests while the other two are responsible for the testing of vehicles – one of these examiners can test both light and heavy duty vehicles while the other is qualified to test light vehicles only. The Centre which began operation in January 2011 not only increases the types of testing but should attract people from outside of the Ulundi municipal area.

68 DEBTORS’ MANAGEMENT

The debtors’ balance as at 28 February 2011 was R 105 241 678.33 which has placed significant pressure on the cash flow of the Municipality. As a consequence a number of measures to reduce the outstanding balance have been developed:

A major contributory factor to the increase in arrear residential debtor accounts is the interest charge levied on the amount owed. An item has been submitted to EXCO and the Council of the Municipality in terms of which provision is made to write off the interest charge as an incentive for arrear residential debtors to settle their outstanding accounts (this applies to residential debtors only). Any interest write-off is conditional on payment being effected of outstanding capital owed. The effect of the implementation of this measure is to reduce the amount of the debtors’ balance while at the same time unlocking cash flow from arrear capital amounts owed. This initiative will also be brought to the attention of the KZN Department of Cooperative Governance and the Provincial Treasury to ensure that there is no appearance of any irregularity.

After a number of attempts to obtain payment from various government departments for arrear amounts owed, the Municipality has handed over for collection amounts owed by departments within the KZN Provincial Government totalling R 23.2 million in accordance with the provisions of Section 44 of the Municipal Finance Management Act, Act 56 of 2003, as amended

The Municipality is in the process of replacing both the conventional electricity meters and the old prepaid electricity meters with new technology prepaid electricity meters. Providing electricity on a prepaid basis will ensure that the amount owed by debtors’ does not escalate from the provision of this service

A qualified attorney has been employed on the staff establishment of the Municipality; this appointment will greatly assist the process of implementing the Credit Control and Debt Management Policy approved by the Council of the Municipality

AUDIT PROCESSES

The Ulundi Municipality has a Shared Service Audit Committee which resides in the Zululand District Municipality and services all municipalities under the District. At the commencement of the 2010 / 2011 financial year the Ulundi Municipality established its own internal audit unit by appointing an Internal Audit Manager. The internal audit function is co-sourced with JSBA who are the appointed internal auditors of the Municipality, the arrangement being managed by the Internal Audit Manager.

A conscious effort has been made during the course of the current financial year to build a cooperative relationship between the internal audit function and the Office of

69 the Auditor General. In the past the Auditor General has not placed reliance on the work of the internal audit function but progress has been made to strengthen the coordination of efforts between the two by having the Internal Audit Manager attend meetings with the Auditor General and inviting the Auditor General to attend all Audit Committee meetings with the KZN Department of Cooperative Governance and Traditional Affairs and the Provincial Treasury Risk Management Unit.

SUPPLY CHAIN MANAGEMENT

Procurement at the Ulundi Municipality is undertaken in accordance with the provisions of the Municipality’s Supply Chain Management Policy. The Policy was developed with due consideration of Chapter 11 of the Municipal Finance Management Act, Act 56 of 2003, as amended, and the Regulations published in terms of the Act. All of the prescribed bid committees – the Bid Specification Committee, the Bid Evaluation Committee and the Bid Adjudication Committee – are fully operative and meet on a monthly basis.

ASSET MANAGEMENT

All of the vehicles operated by the Ulundi Municipality are financed in terms of a full maintenance finance lease arrangement; the Municipality is required to include all of these vehicles in its insurance portfolio on an annual basis. The Municipality has a fully updated and compliant fixed asset register in place. A service provider has been contracted to provide security and access control at a number of municipal premises, including all of the municipal offices.

LINKAGE WITH STRATEGIES

The following challenges identified as part of the situational analysis will be addressed as part of the strategy development process of the next IDP period 2011 / 2012 to 2015 / 2016:

Enhancement and expansion of the revenue base of the Municipality

Management of the amount owed by debtors’ to the Municipality

Management of the capital and operational grants received by the Municipality

Consideration of alternative strategies to increase the availability of capital funding for service delivery infrastructure development purposes

Maintaining the Municipality’s record of having a clean audit as has been the case for the past three financial years

70 Strengthening internal control policies and procedures to ensure effective financial control

Alignment between the strategic and financial processes within the Municipality

71 SPATIAL DEVELOPMENT PLANNING

72 LAND USE MANAGEMENT SCHEME

The process to develop a land use management scheme (LUMS) prior to finalising a Strategic Development Framework (SDF) for the Ulundi Municipality commenced late in the 2008 calendar year. The current situation is that a town planning scheme has been developed together with a set of maps showing proposed land use. Consultation with Government Departments took place in August 2010 without any comment being received; however, Departments requested to comment are still awaiting the delivery of a CD containing the detail of the LUMS in order to submit a meaningful response in this regard. Traditional Authorities were consulted as one of the key stakeholders since the LUMS study includes traditional land but they objected due to land ownership issues. An approach was made to the KwaZulu-Natal Department of Co-operative Governance and Traditional Affairs (COGTA) to intervene in the matter; the outcome of the intervention is still awaited. For each of the land use zones outlined hereunder a list of permitted uses has been developed as well as a list of uses permitted by special consent, Should a particular use not be listed as either permitted or permitted by special consent it is prohibited. The land use zones are reflected on the maps prepared as part of the town planning scheme.

LAND USE ZONES

AGRICULTURE

Statement of Intent Objectives Definition The identification, reservation To utilise agricultural land on A zone intended to provide land and protection of land that has a sustainable basis for the erection of buildings and agricultural value and should be To ensure that land with the use of land associated with optimally utilised in accordance significant agricultural agricultural practices and with national legislation and potential is utilised optimally specifically for the following provincial policy guidelines To provide mechanisms for activities: related to sustainable the identification and the production of food and agricultural production, protection of productive fibre development and natural agricultural land the cultivation of crops resources To ensure agricultural the farming of livestock and practices are consistent with poultry environmental horticulture and market considerations and pollution gardening controls urban agriculture and settlement use of buildings for activities associated with agricultural production

RESIDENTIAL

Statement of Intent Objectives Definition The provision of land where the To protect the residential use The low impact residential zone primary use is residential and and amenity by limiting the allocates land for a variety of where a limited number of compatible ancillary uses to housing types, but limits the compatible ancillary uses with a those that can be non-residential compatible land non-disruptive impact on the accommodated within the uses neighbourhood amenity may be residential fabric with minimal permitted with a likely low impact and / or disruption density and high level of amenity

73 TRADITIONAL SETTLEMENT

Statement of Intent Objectives Definition The provision of land for the To provide a mechanism to A zone for the development and development of traditional delineate areas where the management of land under the settlement in a sustainable primary use is settlement or administration of the Traditional manner and in accordance with residential development in Leadership and local authority relevant national and provincial Traditional Leadership and and which is primarily for laws and policies rural settlement areas housing, or residential usage To ensure that development including traditional homesteads occurs in appropriate and Umuzis and includes limited locations without cropping and ad hoc grazing compromising agricultural resources, environmental considerations or local economic opportunities eg tourism

LOW IMPACT MIXED USE

Statement of Intent Objectives Definition The development and To provide an interface or A zone developed for a range or management of land to provide transitional area between mixture of retail, offices, a mechanism to accommodate the core, medium impact residential and community mixed land use areas and and large scale retail facilities located alongside main corridors along appropriately districts and adjacent to roads and other communication located main transportation residential areas corridors, and excludes all forms routes To develop such areas with of industry a mix of land uses to facilitate the interface function with the adjacent residential areas

LOW IMPACT INDUSTRIAL

Statement of Intent Objectives Definition The provision of land to allow To provide appropriate A zone to accommodate a mix of opportunities to interface low locations for light and light and service type industries, impact industries in relation to service industries that have warehousing and associated residential areas in order to a limited impact activities facilitate local economic To ensure compatibility development and employment between low impact and may also be introduced to industries and adjacent interface with other industrial residential or other land districts uses To contribute to local economic development To ensure environmental sustainability

74 ACTIVE OPEN SPACE

Statement of Intent Objectives Definition The development and To ensure that adequate A zone owned by the management of open space land is set aside for the responsible authority and areas including linked open needs of the broader public maintained by it for a range of space areas, green lung areas, To ensure that these areas active pursuits for the benefit of areas for recreational and are developed and the general public and may sporting needs and may include maintained for optimal use include ancillary facilities and passive open space areas buildings

PASSIVE OPEN SPACE

Statement of Intent Objectives Definition The provision of independent or To set aside land for the A zone to accommodate any linked open spaces and green provision of parks, botanical open space owned and lung areas as part of a gardens and other open maintained by a public agency sustainable open space system spaces, including corridor for passive recreational for the passive recreational linkages between spaces for purposes, which is enjoyed and enjoyment of the broader passive recreational used by the general public , and community purposes may include ancillary facilities To ensure that the needs of and buildings special groups are addressed through landscaping and signage

ENVIRONMENTAL MANAGEMENT

Statement of Intent Objectives Definition The protection of To protect and conserve the A zone wherein land has environmentally sensitive, natural environment and been set aside to ensure culturally valuable and natural processes for their the conservation and historically meaningful sites historic, scientific, protection of ecosystem and precincts as well as the landscape, biodiversity services and natural areas natural habitat of birds, or habitat or cultural values to that are essential to the reptile species, in provide facilities which assist sustainable development of accordance with national in public education and the cities, towns and laws and policies, provincial integration of the built and settlements and local guidelines, natural environments with It includes areas requiring strategies and programmes minimal degradation of the preservation and The reservation of land as natural environment or conservation because they part of a sustainable living natural processes provide ecosystem services environment in terms of To create a holistic or are unique landscapes or biodiversity framework within which viewpoints or areas of The identification and culturally significant and ecological, historical or preservation of sites that historical sites are accorded cultural importance, have historical significance equal status and value biodiversity and have and cultural value within new developments unique habitats or species The reservation of land that To ensure the sustainable It includes areas that by has special status and provision of ecosystem virtue of their ecological or economic value due to its services to the community biological functions, provide function and contributing to services that contribute to the balance of nature such natural disaster as the retention of water in management systems wetlands, grasslands and other natural habitats

75 CIVIL AND SOCIAL

Statement of Intent Objectives Definition The provision for and To provide adequate and A zone wherein land is utilised development of land and accessible social and civic to provide administrative or buildings associated with facilities to meet the needs government buildings such as administrative and government of communities in the fields pension offices, museums, functions including pension of social and cultural libraries, community halls, offices, museums, libraries and services cemeteries and crematoria community halls To ensure that such facilities are designed to address the special needs of the physically and mentally challenged, the elderly and women and children

PUBLIC BUILDINGS AND INSTITUTIONS

Statement of Intent Objectives Definition The provision for and To ensure that public A zone that provides for development of public institutional, administrative municipal institutions and public administrative, institutional and and service facilities are facilities related to infrastructure infrastructural sites and buildings provided to permit the and services for the convenience and proper efficient and proper operation and functioning of administration and urban and rural areas functioning of the cities, towns and rural and small settlements To ensure that in the rural context these facilities are located in an accessible location along or near a main transportation route To ensure that such buildings are designed to address the special needs of the physically challenged and the elderly

UTILITIES AND SERVICES

Statement of Intent Objectives Definition The provision of land areas for To ensure that the land A zone for the identification of capital works, engineering required for services existing and future infrastructural services mains, overhead and infrastructure is set aside to service corridors and areas underground cables and support development top required for the installation, services required to promote create opportunities for such maintenance and functioning of sustainable development in land to be used for other such services and these areas accordance with national laws uses on a temporary basis may be used on a temporary and provincial and local until required for services basis for other land uses until guidelines infrastructure required for infrastructural To ensure that the locality of services such land uses is such that it will not detract from the amenity of other areas to protect residential areas, health and education areas from the impact of the installations of main line services such as gas, petrochemical pipelines and radio masts

76 TRANSPORTATION AND ACCESS

Statement of Intent Objectives Definition The provision of land in strategic To ensure that such A zone that makes provision for locations for airports, ports, developments serve large scale developments and harbours and railway stations national, provincial and buildings associated with public and other terminals and customs economic development and private transportation in all posts in accordance with To locate these strategically its forms national legislation and so that they promote local provincial and local policies economic development to ensure that the location and development of these areas are environmentally sustainable

SCHEME MAPS

Scheme maps have been prepared as part of the town planning scheme for the following areas (these maps are attached – Annexure B):

Babanango Gazini KwaCeza KwaVutela Mahlabathini Mbilane Mhlahlane Mkhazane Mpungamhlophe Nkonjeni (North East) Nkonjeni (North West) Nkonjeni (South West) Ntendeka – Mahlathi Zwelisha

DEVELOPMENT OF A SPATIAL DEVELOPMENT FRAMEWORK

The Ulundi Municipality prepared an SDF map in 2003 during the preparation of the first IDP document. The map comprises of Ulundi area of jurisdiction and indicates linkages between Ulundi Township and development nodes as identified in the IDP. The map does not have other details as required and also does not indicate future development of Ulundi and this map was never reviewed. The supporting document which covers legislation, objectives and strategies etc. was not done.

An advertisement was placed in February 2011 calling for proposals to be submitted for the development of a Strategic Development Framework in respect of the Ulundi Municipality. The closing date for the submission of proposals was 1 March 2011. The proposals submitted, having been evaluated, were submitted for adjudication

77 and a service provider appointed in the first week of June 2011. An initial meeting with the service provider is scheduled for the week ended 15 June 2011 at which a work programme will be agreed. It is likely that the entire process of compiling an SDF for the Municipality will only be completed in the first quarter of the 2012 / 2013 financial year.

The terms of reference indicate that the Spatial Development Framework developed by the appointed service provider should address the following issues:

Present the desired future situation and other mapped information in a clear and legible manner Present the Municipality’s desired spatial form in a set of maps Prepare a Capital Investment Framework Indicate the alignment with LUMS Strategic assessment of the environmental impact of the SDF Identification of programs and projects for land development SDF to contain strategies and policies which provide strategic guidance in respect of the location and nature of development Alignment of the SDF with the neighbouring Municipalities and the Zululand District Municipality Alignment of SDF with spatial planning directives such as Provincial Spatial Economic Development Strategy and National Spatial Development Perspective Consideration of the Provincial Development Guidelines Delineation of the urban urge

78 STRATEGIES

79 STRATEGY DEVELOPMENT

In response to the situational analysis as outlined in this IDP to date, a number of strategies have been developed:

Long Term Growth and Development

For each of the National Key Performance Areas, a long term strategy has been developed that gives an indication of what the Ulundi Municipality would like to achieve over the next fifteen to twenty years. For each focus, strategies are indicated that will assist the Municipality in achieving the long term objectives it has set itself.

Medium Term Implementation Plan

This strategy deals with the ensuing IDP period; ie over a range of three to five years. It indicates what actions are needed to ensure that the long term strategies developed are lead to the achievement of the objectives set in each focus area.

Sector Plan

The Sector Plan is aligned to the Medium Term Implementation Plan in that it reflects on the anticipated roles of the sector departments within the service area of the Ulundi Municipality. For each of the sector departments (and Eskom) the Sector Plan indicates the key issue of need that they intend to address, what strategies are to be implemented and the expected outcomes to be realised over the medium term.

Operational Plan

The focus of the operational plan is the 2011 / 2012 financial year; this is the first financial period within the new IDP. The operational plan sets specific targets for the objectives set as part of the earlier strategies in respect of the 2011 / 2012 financial year together with key performance indicators that will be used to measure whether the targets have been achieved.

80 LONG TERM GROWTH AND DEVELOPMENT

BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Focus Area Objective Strategies Electricity To eradicate all electricity backlogs within a Establish available network capacity from Eskom for the electrification period of 8 years of households

Source funding from the Department of Energy in terms of the Integrated National Electrification Programme to facilitate the connection of households

Promotion of renewable energy alternatives

To provide an effective electricity distribution Upgrading of old and redundant electricity distribution infrastructure service within the licence area of the Municipality Development and implementation of planned preventative maintenance programme

Establishment of an effective response mechanism to address electricity fault occurrences

Roads and Storm Water To provide access to communities by the Development of access roads and bridges in rural areas development of an integrated road network Refurbishment and upgrading of the existing road infrastructure

Maintenance and upgrading of the road and Obtain planned maintenance and upgrading programme for rural roads storm water network within the Municipality undertaken by the Department of Transport

Implementation of planned and ad hoc maintenance of urban and township roads (including storm water) that are the responsibility of the Municipality

81 Focus Area Objective Strategies Waste Management To provide an effective integrated waste Promotion of the development of a regional landfill site under the management service within the Municipality direction of the Zululand District Municipality

Development and implementation of an Integrated Waste Management Plan for the Municipality

Community and Sport Facilities Strategic development of community and sport Facilitate the construction of a community hall within each ward in the facilities to meet the recreational needs of the Municipality communities within the Municipality Facilitate the construction of a sports field within each of the identified development nodes in the Municipality

Facilitate the construction of a community library within each of the identified development nodes in the Municipality

Municipal Land To ensure the availability of Council owned land Identification and reservation of land for future development in for residential, commercial and industrial accordance with the provisions of the spatial development framework development for the Municipality

Promotion of a spirit of cooperation with traditional leaders to facilitate access to Council owned land within the traditional authorities

Availability of serviced sites to attract potential investors for commercial and industrial development

Disaster Management To provide an effective and appropriate Promotion of community awareness to mitigate the impact of disastrous response to all disaster related occurrences occurrences within the Municipality Ensure readiness of disaster management officials to address events of a disastrous nature

Increase level of cooperation between the emergency services located within the Municipality

82 SOCIAL AND ECONOMIC DEVELOPMENT

Focus Area Objective Strategies Housing To address the demand for housing within the Identification and prioritisation of housing projects within the Ulundi municipal area Municipality

Preparation and submission of applications for funding of prioritised housing projects to the Department of Human Settlement for funding

Management of the construction and completion of all funded housing projects

Environmental Management To ensure that the Municipality’s development Development and implementation of a Strategic Environmental strategies and projects take existing Assessment for the Municipality environmental problems and threats into consideration and promote the protection of Ensure that due consideration is given to the impact on the environmental assets environment caused by the programmes and projects planned and implemented within the municipal area

Develop and implement programmes and projects that address the environmental challenges faced by the Municipality

Sport and Recreation To promote participation in sport by communities Identification and enhancement of sporting talent among the within the Municipality community members within the Municipality

Encourage the participation of communities in a variety of sport codes and facilitate the arrangement of specific sporting events involving all communities

83 Focus Area Objective Strategies Heritage and Culture To enhance and protect the cultural heritage of Identify and document all heritage sites within the Municipality a the communities within the Municipality Development and implementation of cultural activities that underline and promote the cultural heritage of the municipal area

HIV / AIDS To reduce the incidence of infection and address Align municipal programmes with those of sector departments such as the impact of the HIV / AIDS pandemic within the Department of Health and the Department of Social Development the Municipality

Poverty Alleviation To assist communities in addressing the Facilitating access by communities to the poverty alleviation initiatives ravages of poverty prevalent within the of national and provincial government Municipality Identification of indigent households within communities and providing those households with a range of services and benefits at no cost

Special Groups To ensure that the needs of the constituent Identification and facilitation of the needs of women special groups within the Municipality are addressed as a priority Identification and facilitation of the needs of the youth

Identification and facilitation of the needs of the disabled

Safety and Security Maintenance of an environment that promotes Facilitation of and provision of support to forums related to safety and safety and security of all communities within the security matters Municipality Development and implementation of a strategy to deal with stray animals in the municipal area

84 Focus Area Objective Strategies Provincial Growth and To ensure that all growth and development is Focal point of growth and development within the Municipality to be on Development Strategy aligned with national and provincial priorities the identified development corridors and development nodes

Transport To promote access to road, rail and air transport Facilitation of improved access to transportation by communities by within the service area of the Municipality providing support to all initiatives that improve road, rail or air transport

To ensure the full functionality of the Driving Undertake process of relocating and centralising all functions at the Licence Testing Centre Driving Licence Testing Centre in accordance with the provisions of the National Road Traffic Act

Local Economic Development To uplift communities and contribute to the Alignment with and provision of support to sector departments that alleviation of poverty by stimulating employment address the challenges faced by the communities with regard to food security

Stimulate development by expanding the local economy through sustainable use of the heritage assets of the Municipality to attract tourists

Tourism To expand the economy of the Municipality by Identify heritage sites located within the municipal area that need to be publicising the unique attributes of the area to developed in a sustainable manner attract visitors, both domestically and internationally Building a tourism friendly environment within the Ulundi municipal area

Publication and promotion of tourist related activities and facilities within the Ulundi municipal area

85 Focus Area Objective Strategies Agriculture To provide food security for communities, Expand the participation of individuals and communities in activities particularly in rural areas, by enhancing the that promote food security output of small scale and emerging farmers Enhance and increase the output of participants by the supply of production input and the provision of technical production advice

Development of SMMEs To stimulate development of small businesses Enhance and develop entrepreneurial skills among the communities in and cooperatives as a vehicle to increase the Municipality employment levels Identify sources of funding for the establishment and development of small businesses and cooperatives

86 INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION

Focus Area Objective Strategies Institutional Development To ensure that all positions within the All critical vacancies to be filled organogram of the Municipality are aligned to the IDP Compliance with Treasury Regulations regarding the salary budget component of the operational budget for the Municipality

Evaluated task job descriptions to be implemented for each position in the organogram

Skills Development and To develop capacity within the Municipality for Assess and review skills development needs and address identified Capacity Building effective service delivery gaps

Reduction in the dependency on consultants by ensuring ongoing skills transfer

Employment Equity To transform the Municipality by implementation Implementation of the employment equity plan by addressing in of employment equity principles particular issues of gender and disability

87 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Focus Area Objective Strategies Municipal Governance To promote good governance, accountability Regular review and development of new policies, procedures and and transparency bylaws in compliance with local government legislation and regulations

Promotion of effective communication with internal and external stakeholders

Strengthening the oversight structures of Council to undertake monitoring and evaluation

Training and development of political office bearers and political structures in the operation of Council

Roll-out of the performance management process within the Municipality beyond Section 57 managers

Implementation of performance auditing as envisaged by the Municipal Systems Act and the Municipal Planning and Performance Regulations

Management of risk within the structures and operations of the Municipality

88 Focus Area Objective Strategies Municipal Governance Placing the primary focus on addressing the Training and development of community structures to support good needs of communities within the Municipality governance

Strengthening of public participation mechanisms in compliance with appropriate local government legislation and regulations

To ensure the inculcation of a customer care approach to the municipal administration

Integrated and Coordinated Promotion of integrated and coordinated All development within the Municipality is guided by the IDP Development development within the Municipality

89 FINANCIAL VIABILITY AND MANAGEMENT

Focus Area Objective Strategies Financial Management To ensure that the Municipality remains Development and implementation of measures to expand the revenue financially viable base

Development and implementation of measures to reduce the level of customer debt owed to the Municipality

Investigate the opportunities offered by engaging in public private partnerships

Ensure the maintenance of sound financial Establishment and regular review of internal control procedures and practices controls

Development of a cooperative linkage between the external and internal audit functions

Integration of the financial system with other Ensuring that the finance function is able to adjust to the financial information technology systems operated within implications of any operational decision taken within the Municipality the Municipality without delay

Alignment of the operating and capital budget Ensuring that there is synergy between the strategic planning and with the priorities reflected in the IDP financial planning functions within the Municipality

90 MEDIUM TERM IMPLEMENTATION PLAN

BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Focus Area Objective Strategies Actions Electricity To eradicate all electricity Establish available network capacity from Eskom for Annually obtain from Eskom available capacity backlogs within a period of the electrification of households provided through the extension, upgrading or 8 years revamping of its network to facilitate the connection of households

Source funding from the Department of Energy in Funding sourced to eliminate the electricity terms of the Integrated National Electrification backlog within the Eskom licence area at the Programme to facilitate the connection of projected rate of 2 000 households per annum households

Promotion of renewable energy alternatives Appointed service provider to secure funding for renewable (solar) energy installations

To provide an effective Upgrading of old and redundant electricity Make annual provision in the capital budget of electricity distribution distribution infrastructure the Ulundi Municipality service within the licence area of the Municipality Development and implementation of planned Annually revise and update the planned preventative maintenance programme preventative maintenance programme

Establishment of an effective response mechanism Develop and implement a procedure for to address electricity fault occurrences recording electricity fault notifications including keeping a record of response times and challenges faced in attending t5o the occurrence

91 Focus Area Objective Strategies Actions Roads and Storm To provide access to Development of access roads and bridges Annually obtain project identification and funding Water communities by the throughout the Municipality information for the ensuing MTEF period from development of an MIG and the KwaZulu-Natal Department of integrated road network Transport (rural areas only)

Refurbishment and upgrading of the existing road Annually obtain project identification and funding infrastructure information for the ensuing MTEF period from MIG and the KwaZulu-Natal Department of Transport (rural areas only)

Maintenance and Obtain planned maintenance and upgrading Annually obtain project identification and funding upgrading of the road and programme for rural roads undertaken by the information for the ensuing MTEF period the storm water network within Department of Transport KwaZulu-Natal Department of Transport the Municipality Implementation of planned and ad hoc maintenance Annually revise and update the quarterly road of urban and township roads (including storm water) patching and storm water catch pit clearance that are the responsibility of the Municipality programme

Development and implementation of a community awareness campaign to assist in the management of storm water catch pits

Waste Management To provide an effective Promotion of the development of a regional landfill Enter into process of consultation with the integrated waste site under the direction of the Zululand District KwaZulu-Natal Department of Environmental management service Municipality Affairs and the Zululand District Municipality to within the Municipality promote the establishment of a regional landfill site as an alternative to the current transfer station

Development and implementation of an Integrated Source funding for the development and Waste Management Plan for the Municipality implementation of an Integrated Waste Management Plan for the Municipality

92 Focus Area Objective Strategies Actions Community and Sport Strategic development of Facilitate the construction of a community hall within Preparation of a plan to fund and develop a Facilities community and sport each ward in the Municipality community hall in one ward each year facilities to meet the recreational needs of the Facilitate the construction of a sports field within Preparation of a plan to fund and develop sports communities within the each of the identified development nodes in the fields for the five nodes not currently catered for Municipality Municipality

Facilitate the construction of a community library Preparation of a plan to fund and develop a within each of the identified development nodes in community library in at least one of the nodes the Municipality not currently catered for

Municipal Land To ensure the availability Identification and reservation of land for future Finalisation, approval and implementation of the of Council owned land for development in accordance with the provisions of spatial development framework for the residential, commercial the spatial development framework for the Municipality and industrial development Municipality

Promotion of a spirit of cooperation with traditional Develop and implement a programme of regular leaders to facilitate access to Council owned land consultation with the traditional authorities within the traditional authorities where land issues are addressed

Availability of serviced sites to attract potential Identify sites zoned for commercial and investors for commercial and industrial development industrial purposes in terms of the spatial development framework

Consult with the Zululand District Municipality in its capacity as the water services authority to ensure that sites identified for development are prioritised for the installation of services

Develop and implement a plan to facilitate the sale of serviced commercial and industrial sites to potential investors

93 Focus Area Objective Strategies Actions Disaster To provide an effective Promotion of community awareness to mitigate the In cooperation with the Zululand District Management and appropriate response impact of disastrous occurrences Municipality develop and implement a to all disaster related programme of regular community meetings to occurrences within the raise awareness of the hazards related to fire Municipality and other disastrous occurrences

Ensure readiness of disaster management officials Identification of new equipment required and to address events of a disastrous nature existing equipment that needs to be replaced for the functional operation of the fire fighting section

Identification of training needs and available training opportunities to develop the skills of fire fighting personnel

Increase level of cooperation between the Development of a plan, including funding and emergency services located within the Municipality other resource requirements, for the establishment of a 24 hour control room linked with other stakeholders such as the Zululand District Municipality, SAPS and EMRS with a dedicated emergency contact number for all emergencies and disasters

94 SOCIAL AND ECONOMIC DEVELOPMENT

Focus Area Objective Strategies Actions Housing To address the demand for Identification and prioritisation of housing projects Identification and submission of housing needs by housing within the Ulundi within the Municipality Ward Councillors municipal area Development of a prioritised listing of potential housing projects for inclusion in the IDP and the Municipal Housing Strategy

Preparation and submission of applications for Submission of applications for funding to the funding of prioritised housing projects to the Department of Human Settlements for prioritised Department of Human Settlement for funding housing projects

Management of the construction and completion of Once a housing project has been approved and all funded housing projects the Implementing Agent contracted, monitor and manage progress and quality of construction from inception to completion

Sport and To promote participation in Identification and enhancement of sporting talent Facilitate the development of identified sport talent Recreation sport by communities among the community members within the within the Municipality by sourcing and securing within the Municipality Municipality additional coaching opportunities

Encourage the participation of communities in a Arrangement and facilitation of the annual sporting variety of sport codes and facilitate the events within the Municipality such as the Mayoral arrangement of specific sporting events involving Cup and the Indigenous Games all communities

95 Focus Area Objective Strategies Actions Environmental To ensure that the Development and implementation of a Strategic Source funding for and implement a process to Management Municipality’s development Environmental Assessment for the Municipality assess the environmental challenges faced by the strategies and projects take Municipality existing environmental problems and threats into Ensure that due consideration is given to the Ensure that an Environmental Impact Assessment consideration and promote impact on the environment caused by the (EIA) is compiled for each development planned the protection of programmes and projects planned and that is classified as a listed activity in accordance environmental assets implemented within the municipal area with the provisions of the National Environmental Management Act, Act 107 of 1998

Develop and implement programmes and projects Based on the Strategic Environmental that address the environmental challenges faced Assessment ensure that funding is secured, by the Municipality internally or externally, to implement projects and programmes that address environmental issues

Heritage and Culture To enhance and protect the Identify and document all heritage sites within the Development and implementation of a plan to cultural heritage of the Municipality ensure the protection of the integrity of all heritage communities within the sites Municipality Development and implementation of cultural Arrangement and facilitation of the Umbele Wethu activities that underline and promote the cultural Cultural Festival annually heritage of the municipal area

HIV / AIDS To reduce the incidence of Align municipal programmes with those of sector Participation in all awareness campaigns and in infection and address the departments such as the Department of Health the structures developed for the coordination of impact of the HIV / AIDS and the Department of Social Development HIV /AIDS projects and programmes within the pandemic within the Ulundi Municipal area Municipality

96 Focus Area Objective Strategies Actions Poverty Alleviation To assist communities in Facilitating access by communities to the poverty Facilitate access by communities to secure social addressing the ravages of alleviation initiatives of national and provincial and support grants provided by national and poverty prevalent within the government provincial government Municipality Identification of indigent households within Maintenance of an updated indigent register on an communities and providing those households with annual basis and advising community members of a range of services and benefits at no cost the benefits they derive as a consequence of this process Special Groups To ensure that the needs of Identification and facilitation of the needs of Development and implementation of a forum the constituent special women constituted from all appropriate stakeholders to groups within the give direction with regard to gender issues Municipality are addressed as a priority Identification and facilitation of the needs of the Development and implementation of a forum youth constituted from all appropriate stakeholders to give direction with regard to youth matters

Identification and facilitation of the needs of the Development and implementation of a forum disabled constituted from all appropriate stakeholders to give direction with regard to the disabled

Safety and Security Maintenance of an Facilitation of and provision of support to forums Participate in and encourage community environment that promotes related to safety and security matters participation in community policing and other safety and security of all safety and security forums communities within the Municipality Development and implementation of a strategy to Facilitate the establishment and functional deal with stray animals in the municipal area implementation of an animal pound within the Ulundi municipal area

97 Focus Area Objective Strategies Actions Provincial Growth To ensure that all growth Focal point of growth and development within the Obtain strategic direction on an annual basis from and Development and development is aligned Municipality to be on the identified development the Zululand District Municipality Growth and Strategy with national and provincial corridors and development nodes Development Summit priorities Ensure that the development corridors and development nodes identified are prioritised for any development activity planned within the Ulundi municipal area

Transport To ensure the full Undertake process of relocating and centralising Development and implementation of a phased functionality of the Driving all functions at the Driving Licence Testing Centre relocation plan that will ensure that the Testing Licence Testing Centre in accordance with the provisions of the National Centre will house all aspects related to driver and Road Traffic Act vehicle testing

Local Economic To uplift communities and Alignment with and provision of support to sector Maintain an active liaison with the KwaZulu-Natal Development contribute to the alleviation departments that address the challenges faced by Department of Agriculture to align the Municipality of poverty by stimulating the communities with regard to food security with the initiatives undertaken to address food employment security

Maintain an active liaison with the KwaZulu-Natal Department of Social Development to align the Municipality with the initiatives undertaken to assist communities with the attainment of sustainable livelihoods

Stimulate development by expanding the local Development and implementation of a plan to economy through sustainable use of the heritage ensure the protection of the integrity of all heritage assets of the Municipality to attract tourists sites

98 Focus Area Objective Strategies Actions Tourism To expand the economy of Building a tourism friendly environment within the Development and implementation of the the Municipality by Ulundi municipal area provisions of the adopted Tourism and Marketing publicising the unique Strategy including the establishment of a Tourism attributes of the area to Information Centre attract visitors, both domestically and Publication and promotion of tourist related Maintain an updated data base of all tourism internationally activities and facilities within the Ulundi municipal related attractions (including heritage and wildlife area sites) and the facilities (accommodation and other) available to tourists that visit the Ulundi municipal area

Development of To stimulate development Enhance and develop entrepreneurial skills among Development of a data base of all SMMEs within SMMEs of small businesses and the communities in the Municipality the Municipality and assist these entities to cooperatives as a vehicle acquire registration to increase employment levels Publicise the availability of skills programmes for entrepreneurs and small business owners provided by the initiative of the KwaZulu-Natal Department of Economic Development and Tourism

Ensure that the supply chain operation within the Municipality takes due cognisance of preferential procurement imperatives

Identify sources of funding for the establishment Develop a programme (with either internal or and development of small businesses and external funding to assist SMME’s with the cooperatives preparation of applications for funding

99 INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION

Focus Area Objective Strategies Actions Institutional To ensure that all positions All critical vacancies to be filled Identification of all critical vacancies within the Development within the organogram of approved municipal structure and the the Municipality are aligned development of a plan to fill these vacancies as to the IDP financial constraints permit

Compliance with Treasury Regulations regarding Development of a plan that on a phased basis the salary budget component of the operational reduces the percentage of salaries and budget for the Municipality allowances expenditure in the operational budget to within the accepted norm

Evaluated task job descriptions to be implemented Alignment of each post within the municipal for each position in the organogram organogram with the responsibilities attached to the post and the capacity of the incumbent to the post

Employment Equity To transform the Implementation of the employment equity plan by On an annual basis review and update the status Municipality by addressing in particular issues of gender and of the employment equity implementation plan implementation of disability employment equity Ensure that for the appointment of incumbents in principles advertised vacancies the recruitment and selection procedures undertaken give due cognisance to the imperatives of the employment equity implementation plan, where appropriate

100 Focus Area Objective Strategies Actions Skills Development To develop capacity within Assess and review skills development needs and On an annual basis review the capacity and Capacity the Municipality for effective address identified gaps requirements within the municipal structure in the Building service delivery light of the dynamic environment and address skills gaps through the workplace skills plan

Reduction in the dependency on consultants by Ensure that all service providers include as part of ensuring ongoing skills transfer the intervention for which they have been appointed specific information regarding the nature, timing and extent of the transfer of skills – this commitment must be evaluated for each appointment

Develop a data base to be updated on an annual basis that reflects skills transfer activity and records the skills transfer output of all consulting interventions

101 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Focus Area Objective Strategies Actions Municipal To promote good Regular review and development of new policies, On an annual basis ensure that all policies, Governance governance, accountability procedures and bylaws in compliance with local procedures and bylaws reflect legislative and and transparency government legislation and regulations other imperatives with which the Municipality has to comply

Promotion of effective communication with internal Develop and implement a plan to engage in inter- and external stakeholders governmental forums such as the Mayors’ Forum and the Municipal Managers’ Forum

Structure regular interaction with sector departments within the KwaZulu-Natal Provincial Government

Strengthening the oversight structures of Council Full implementation of the Oversight Policy to undertake monitoring and evaluation adopted by the Council of the Municipality

Training and development of political office Develop and implement a short and medium term bearers and political structures in the operation of plan to provide members of Council with pertinent Council information and training in their role and responsibilities

Roll-out of the performance management process Roll-out of the performance management process within the Municipality beyond Section 57 throughout the Municipality as envisaged by managers Chapter Six of the Municipal Systems Act

102 Focus Area Objective Strategies Actions Municipal Governance To promote good Implementation of performance Audit Committee of the Municipality governance, auditing as envisaged by the to take on the responsibility of the accountability and Municipal Systems Act and the Performance Audit Committee transparency Municipal Planning and Performance Regulations Performance audit responsibility to be included into the Internal Audit Plan of the Municipality

Management of risk within the Identify all potential risks to which the structures and operations of the Municipality is exposed and manage Municipality the potential exposure

Placing the primary Training and development of Develop and implement to focus on addressing community structures to support operationalise and capacitate Ward the needs of the good governance Committees in each ward of the communities within Municipality the Municipality Strengthening of public participation Advertise the date, time and venue mechanisms in compliance with for all community report back appropriate local government meetings through the local print legislation and regulations media and by radio

Ensure greater level of participation by the Zululand District Municipality and sector departments in IDP and Budget road shows conducted

103 Focus Area Objectives Strategies Actions Municipal Governance Placing the primary To ensure the inculcation of a Develop and implement a focus on addressing customer care approach to the programme of training of all officials the needs of the municipal administration within the Municipality on Batho Pele communities within principles and customer care the Municipality imperatives

Integrated and Coordinated Development Promotion of All development within the Annually review the content of the integrated and Municipality is guided by the IDP IDP after consultation with all coordinated stakeholders including the Zululand development within District Municipality, sector the Municipality departments, municipal directorates and community structures and representatives

104 FINANCIAL VIABILITY AND MANAGEMENT

Focus Area Objective Strategies Actions Financial To ensure that the Development and implementation of measures to Develop, implement, periodically record and Management Municipality remains expand the revenue base review the impact of a range of revenue financially viable expansion and enhancement measures undertaken by the Municipality

Development and implementation of measures to Unlock cash flow resources by reducing the level reduce the level of customer debt owed to the of consumer debt owed to the Municipality Municipality

Investigate the opportunities offered by engaging Identify specific developmental requirements of in public private partnerships the Municipality where funding and expertise could be sourced through a private public partnership arrangement

Ensure the maintenance of Establishment and regular review of internal Monitoring adherence to all internal control sound financial practices control procedures and controls prescripts on a regular basis

Development of a cooperative linkage between Ensure that all issues raised by the Auditor the external and internal audit functions General are addressed promptly in order to maintain the status annually of an unqualified audit report

Build the capacity and responsibility of the internal audit component within the Municipality to assist with the implementation of effective controls

105 Focus Area Objective Strategies Actions Financial Integration of the financial Ensuring that the finance function is able to adjust Develop and implement an interface between the Management system with other to the financial implications of any operational financial system and other data systems operated information technology decision taken within the Municipality without within the Municipality, observing all protocols systems operated within delay related to confidentiality and access, to enable the the Municipality finance function to obtain key information on a real time basis for operational and reporting purposes

Alignment of the operating Ensuring that there is synergy between the Structure regular interaction with the planning and capital budget with the strategic planning and financial planning functions function within and external to the Municipality to priorities reflected in the within the Municipality facilitate the exchange of pertinent information that IDP will promote alignment between the strategic planning and financial processes

106 SECTOR PLAN

STAKEHOLDER KEY ISSUES STRATEGIES IMPLEMENTED EXPECTED OUTCOMES ADDRESSED KZN Department of Agriculture Food Security Implementation of Flagship Training of 700 participants per ward in Programme One Home One Garden the operation of a community garden Poverty Alleviation Mechanisation Programme Ploughing of fields for Indigent and Emerging farmers to facilitate planting

Provision of Agricultural Inputs Supply of maize and vegetable seeds annually to plant ½ hectares per individual farmer and 20/30 hectares per farmer group

Veterinary Health Services Undertake annual immunisation campaigns and attend to any outbreak of disease

Presence of an Animal Production Provide farmers with animal production Technician and a Plant Production and plant production advice to enhance Technician per ward in the Municipality output

KZN Department of Environmental Conservation of the Climate Change Awareness Increased awareness among members Affairs Environment Programmes of the community regarding environmental issues

Household and School Greening Demonstrates the impact that specific interventions to redress environmental neglect can have in improving quality of life of communities KZN Department of Rural Uplifting Rural Communities Pilot Study to Support Rural Comprehensive and integrated Development Communities development of rural community

107 STAKEHOLDER KEY ISSUES STRATEGIES IMPLEMENTED EXPECTED OUTCOMES ADDRESSED KZN Department of Social Poverty Alleviation Community Mobilisation and Development of programmes promoting Development Facilitation a sustainable livelihood including Impact of HIV / AIDS community gardens

Protection of Vulnerable HIV / AIDS Impact programmes Addressing the needs of orphans and others left vulnerable by the scourge of HIV / AIDS

Facilitation of Youth Protection and Operational funding of orphanages, Development Programmes crèches and youth development programmes

KZN Department of Human Provision of Housing Provision of Funding for the Reduction in housing backlog in urban Settlements development of Urban and Rural areas and rural development nodes housing projects KZN Department of Transport Provision of Road Access Provision of funding for the Provision of road access to communities Construction of New Gravel Roads Improvement in Transport Routes Maintenance and Upgrading of Improvement in the road access Existing Gravel Roads provided to communities

KZN Department of Sport and Lack of Community Facilities Provision of Funding for the Greater access by communities to sport Recreation Construction and Upgrading of Sport and recreation facilities Facilities

KZN Department of Economic Local Economic Development Capacity Building Increased visibility and viability of Development and Tourism through SMME SMMEs

Access to Funding and Markets Creation of sustainable business entities and employment opportunities

108 STAKEHOLDER KEY ISSUES STRATEGIES IMPLEMENTED EXPECTED OUTCOMES ADDRESSED KZN Department of Cooperative Traditional Leadership Mediatory Role in Disputes between Cooperative environment that Governance and Traditional Affairs Municipality and Traditional Leadership recognises the role of traditional Structures leadership as an enabling influence

KZN Department of Health Primary Health Care Network of Primary Health Care clinics Reduced mortality, both adult and child from curable diseases HIV / AIDS Awareness Campaigns to Address Reduced HIV / AIDS infection level Nutrition Incidence of Disease within communities

Rollout of ARV through the Primary Promotion of better nutrition through Health Care clinics food security initiatives

Linkage of Nutrition with Recovery from Disease

Department of Energy Access to Energy and Electricity Provision of funding through INEF for Reduction in backlog of households Household Connection to Electricity without access to an electricity service Supply Grid

Development of Integrated Energy Closer access for communities to energy Centres sources

Eskom Bulk Supply of Electricity Extension and Upgrading of Bulk Increased numbers of households able Supply Network within the Municipality to connect to available network

109 OPERATIONAL PLAN FOR THE 2011 / 2012 FINANCIAL YEAR

BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Focus Area Objective Performance Target Key Performance Indicators Electricity To eradicate all electricity Electrification of 242 households in the Z Ensure that committed funding from the Integrated National backlogs within a period of 8 Emaklozeni community Electrification Programme is available when required (input) years Z Monitor and record progress by the appointed contractor in the electrification of 242 households (process) Z Completion of the electrification of 242 households by 30 June 2012 (output)

Electrification of 292 households in the Z Ensure that committed funding from the Integrated National Ematungweni community Electrification Programme is available when required (input) Z Monitor and record progress by the appointed contractor in the electrification of 292 households (process) Z Completion of the electrification of 292 households by 30 June 2012 (output)

Electrification of 200 households in the Z Ensure that committed funding from the Integrated National Mndaweni community Electrification Programme is available when required (input) Z Monitor and record progress by the appointed contractor in the electrification of 200 households (process) Z Completion of the electrification of 200 households by 30 June 2012 (output)

Electrification of 65 households in the Z Ensure that committed funding from the Integrated National Senzangahona community Electrification Programme is available when required (input) Z Monitor and record progress by the appointed contractor in the electrification of 65 households (process) Z Completion of the electrification of 65 households by 30 June 2012 (output)

To provide an effective electricity Full implementation of the planned Z Number of occasions when the planned maintenance activity distribution service within the preventative maintenance programme for the was disrupted to deal with emergency electrical faults (input) licence area of the Municipality 2011 / 2012 financial year Z Percentage of planned preventative maintenance not carried out (output

110 Focus Area Objective Performance Target Key Performance Indicators Roads and Storm To provide access to communities Construction of the Zondela Access Roads Z Ensure that committed MIG funding is available in accordance Water by the development of an with MIG funding with the agreed milestones (input) integrated road network Z Monitor and record progress by the appointed contractor in the construction of the Zondela Access Roads project (process) Z Completion of the construction of the Zondela Access Roads project by 30 June 2012 (output)

Construction of the Mahlabathini Town Access Z Ensure that committed MIG funding is available in accordance Roads with MIG funding with the agreed milestones (input) Z Monitor and record progress by the appointed contractor in the construction of the Mahlabathini Town Access Roads project (process) Z Completion of the construction of the Mahlabathini Town Access Roads project by 30 June 2012 (output)

Construction of the Mahlabathini White City Z Ensure that committed MIG funding is available in accordance Roads with MIG funding with the agreed milestones (input) Z Monitor and record progress by the appointed contractor in the construction of the Mahlabathini White City Roads project (process) Z Completion of the construction of the Mahlabathini White City Roads project by 30 June 2012 (output)

Maintenance and upgrading of the Full implementation of the quarterly road Z Revise and update quarterly road patching and storm water road and storm water network patching and storm water catch pit clearance catch pit clearance programme (input) within the Municipality programme Z Number of occasions per quarter when the programme was not adhered to as a percentage of the total man days for the quarter (output)

111 Focus Area Objective Performance Target Key Performance Indicators Waste To provide an effective integrated Full implementation of refuse collection Z Number of times when refuse was not collected as planned as a Management waste management service within programme undertaken by the Municipality percentage of the scheduled quarterly collections for those sites the Municipality (output) Z Compilation of annual statistic reflecting the percentage of adherence to the refuse collection programme per site (output) Z Compilation of monthly report on the performance of the service provider collecting refuse in the Ulundi CBD (output) Z Compilation of monthly report on the performance of the service provider collecting refuse in Babanango (output)

Preparation of an Integrated Waste Z Preparation and submission of a business plan to secure funding Management Plan for the Municipality (input)

Community and Strategic development of Facilitate the construction of one community Z Identify in which ward the community hall is to be constructed Sport Facilities community and sport facilities to hall during the 2011 / 2012 financial year based on the prioritisation of need (input) meet the recreational needs of the Z Prepare and submit a business plan to secure funding for the communities within the proposed community hall (input) Municipality Z Once funding has been approved secure a contractor to construct the community hall (input) Z Monitor and record progress by the appointed contractor in the construction of the community hall (process) Z Completion of the construction of the community hall by 30 June 2012 (output)

Facilitate the construction of one sports field Z Identify in which development node the sports field is to be during the 2011 / 2012 financial year constructed based on the prioritisation of need (input) Z Prepare and submit a business plan to secure funding for the proposed sports field (input) Z Once funding has been approved secure a contractor to construct the sports field (input) Z Monitor and record progress by the appointed contractor in the construction of the sports field (process) Z Completion of the construction of the sports field by 30 June 2012 (output)

112 Focus Area Objective Performance Target Key Performance Indicators Disaster To provide an effective and Compile and submit a report to the Zululand Z Number of occasions when the report on a disaster was not Management appropriate response to all District Municipality on each disastrous submitted within 48 hours as a percentage of the number of disaster disaster related occurrences occurrence within 48 hours of notification occurrences attended (output) within the Municipality Z Monthly report indicating disasters attended to and assistance rendered (output)

Monthly inspection of premises whose Z Identify and document all premises within the Ulundi municipal area contents present a potential fire hazard whose contents present a potential fire hazard (input) Z Conduct monthly inspections of all premises whose contents present a potential fire hazard (input) Z Number of premises where adequate fire safety measures are not being adhered to and the action taken documented (process) Z Monthly report on the inspection of all premises whose contents present a potential fire hazard (output) Z Monthly report on the number of fires attended to in premises whose contents present a potential fire hazard (output)

Regular inspection of fire extinguishers and fire Z Undertake a monthly inspection of fire hydrants and fire hydrants extinguishers in accordance with a documented schedule (input) Z Keep a record of each inspection undertaken (process) Z Monthly report on the inspection of fire hydrants and fire extinguishers (output)

Source funding for the establishment of a 24 Z Minutes of meetings with affected stakeholders reflecting consensus hour control room on the establishment of a 24 hour control room (input) Z Development and submission of a business plan to source funding for the establishment of the control room (input) Z Institute a regular (monthly) follow up process on the funding application (process) Z Obtain approval of funding for the establishment of the 24 hour control room

Preparation and approval of an updated Z Review the content of the current disaster management plan in disaster management plan for the Municipality operation at the Municipality (input) Z Update the information within the plan to reflect the current realities within the Municipality (process) Z Prepare updated disaster management plan for submission to and approval by Council (output)

113 Focus Area Objective Performance Target Key Performance Indicators Municipal Land To ensure the availability of Finalisation and approval of a spatial Z Finalisation of the appointment of the service provider to compile Council owned land for residential, development framework for the Municipality a spatial development framework for the Municipality (input) commercial and industrial Z Monitor progress by the appointed service provider on a development quarterly basis (process) Z Completion of a draft spatial development framework for the Municipality by 29 February 2012 (input) Z Approval of the final spatial development framework by 30 June 2012 (output)

Conduct at least two meetings for the 2011 / Z Arrangement and confirmation of meetings with traditional 2012 financial year with each of the traditional leaders (input) authorities where land issues are outstanding Z Compilation of minutes of the meetings together with any resolutions adopted (process) Z Implementation of the resolutions taken at the meetings with traditional leaders, where applicable (output)

114 SOCIAL AND ECONOMIC DEVELOPMENT

Focus Area Objective Performance Target Key Performance Indicators Housing To address the demand for Completion of construction of 100 housing units at the Z Monitoring of construction milestones through housing within the Ulundi Ekushumayeleni Rural Housing Project by 30 June 2012 regular recorded site visits (input) municipal area Z Review of milestone based invoices submitted by appointed contractor (input) Z Verify the completion of 100 housing units by 30 June 2012 (output) Obtain finality on the continued existence of the Nsukazi Z Obtain details of new beneficiaries to benefit from Housing Project this project (input) Z Review status of project with Department of Human Settlements officials (process) Obtain finality on the continued existence of the Z Obtain details of new beneficiaries to benefit from Nsabekhuluma Housing Project this project (input) Z Review status of project with Department of Human Settlements officials (process) Completion of construction of 200 housing units at the Z Monitoring of construction milestones through Ekudubekeni Rural Housing Project by 30 June 2012 regular recorded site visits (input) Z Review of milestone based invoices submitted by appointed contractor (input) Z Verify the completion of 200 housing units by 30 June 2012 (output) Completion of construction of 400 housing units at the Z Monitoring of construction milestones through KwaXimba Rural Housing Project by 30 June 2012 regular recorded site visits (input) Z Review of milestone based invoices submitted by appointed contractor (input) Z Verify the completion of 400 housing units by 30 June 2012 (output Maintain an accurate and up to date listing of potential Z Receive applications for housing projects from Ward housing beneficiaries Councillors (input) Z Prioritise housing projects in accordance with established criteria (process) Z Submit application for funding of prospective housing projects to the Department of Human Settlements (process)

115 Focus Area Objective Performance Target Key Performance Indicators Sport and Recreation To promote participation in Management of the annual Mayors Cup sports event Z Facilitate the staging of the elimination competition sport by communities within held at a municipal level in each ward i2 sporting codes (input) the Municipality Z Facilitate the conduct of the Mayors Cup municipal sports event (output) Z Facilitation of the participation of a team from the Municipality at district level games for selection to the annual Kwanaloga Games event (output)

Presentation of the annual indigenous games event held Z Arrangement of the programme for the indigenous within the Municipality games (input) Z Facilitation of the indigenous games programme (output)

Identification of ten talented sportspersons for additional Z Develop a programme for the identification of development and coaching sporting talent (process) Z Identification of potential sportspersons for further development (input) Z Facilitate access to additional coaching for each identified Heritage and Culture To enhance and protect the Compilation of a data base of all heritage sites within the Z Identify all heritage sites within the Municipality and cultural heritage of the Ulundi municipal area document their location (input) communities within the Z Prepare a heritage plan that indicates the nature of Municipality each heritage asset and what is required to ensure that its integrity is protected (process) Z Where needed, prepare a business plan to source and secure funding for the protection of heritage assets (process) Z Integrate the heritage plan as part of the Municipality’s Tourism and Marketing Strategy (output) Z Presentation of the annual Umbele Wethu Cultural Prepare the programme for the annual Umbele Festival presented by the Municipality Wethu Cultural Festival (input) Z Facilitate presentation of Festival (output)

116 Focus Area Objective Performance Target Key Performance Indicators Environmental To ensure that the Development of a Strategic Environmental Assessment Z Prepare a business plan to source funding for the Management Municipality’s development for the Municipality development of a SEA fur the Municipality (input) strategies and projects take Z Appointment of a service provider to develop a SEA existing environmental for the Municipality (input) problems and threats into Z consideration and promote the Preparation of a draft SEA for the Municipality for protection of environmental comment (process) assets All developments that contain a listed activity to include Z Identify all developments and projects that require an Environmental Impact Assessment (EIA) an EIA to be conducted (input) Z Ensure that the project cost makes provision for an EIA to be conducted (process) Z Identify the key environmental issues that emerge Develop an outline plan for each of the key environmental issues to be considered by the from the compilation of the SEA (input) Municipality Z Document all of the environmental challenges to be faced by the Municipality (input) Z Preparation of business plans documenting actions, programmes and projects that need to be implemented together with funding needed from internal and external sources (process) Z Extension of greening projects to peri-urban and rural areas (output) HIV / AIDS To reduce the incidence of Coordination of the programme for World Aids Day Z Engage all stakeholders in the process of infection and address the developing programme for World Aids Day (input) impact of the HIV / AIDS Z Finalise the programme for World Aids Day (output) pandemic within the Z Prepare and distribute agenda for each meeting of Municipality Facilitate meetings of the Local Aids Council the Local Aids Council (input) Z Facilitate the logistical arrangements for each meeting of the Local Aids Council including the preparation of minutes (output) Establishment of Ward Aids Committees in each ward Z Identify those wards where Ward Aids Committees within the Municipality need to be established or re-established (input) Z Facilitate the establishment of Ward Aids Committees still outstanding (process)

117 Focus Area Objective Performance Target Key Performance Indicators Poverty Alleviation To assist communities in Expand the number of community members that benefit Z Facilitate applications by deserving community addressing the ravages of from the social and support grants provided by national members of the community with the KZN poverty prevalent within the and provincial government Department of Social Development (process) Municipality Update the indigent register for the Municipality Z Publicise the process of updating of the indigent register inviting community members to make application (input) Z Process all applications received (process) Z Update indigent register to reflect current status within the Municipality

Special Groups To ensure that the needs of Establishment of a forum to give direction with regard to Z Identify all stakeholders for inclusion into a forum to the constituent special groups gender issues give direction to gender issues (input) within the Municipality are Z Contact each potential stakeholder and extend an addressed as a priority invitation to participate in the forum (input) Z Facilitate the initial meeting of stakeholders to constitute the forum (output)

Establishment of a forum to give direction with regard to Z Identify all stakeholders for inclusion into a forum to youth matters give direction to youth issues (input) Z Contact each potential stakeholder and extend an invitation to participate in the forum (input) Z Facilitate the initial meeting of stakeholders to constitute the forum (output)

Establishment of a forum to give direction with regard to Z Identify all stakeholders for inclusion into a forum to the disabled give direction to the disabled (input) Z Contact each potential stakeholder and extend an invitation to participate in the forum (input) Z Facilitate the initial meeting of stakeholders to constitute the forum (output)

118 Focus Area Objective Performance Target Key Performance Indicators Safety and Security Maintenance of an Ensure adherence to traffic rules and regulations within Z Planning and execution of road blocks in key traffic environment that promotes the Ulundi municipal area areas (input) safety and security of all Z Issuing of tickets to traffic offenders (process) communities within the Z Follow up to ensure that offenders are prosecuted Municipality (process) Z Preparation of a monthly report on the activities of traffic law enforcement within the Municipality Ensure safety of community by management of stray (output) animals Z Evaluate proposals received for the establishment of an animal pound facility within the Municipality (input) Z Finalise agreement with service provider (process) Z Facilitate commencement of the operation of animal pound facility (output)

Provincial Growth and To ensure that all growth and Monitor and manage the enhancement of the Z Maintain data base of actual and proposed Development Strategy development is aligned with development corridors and development nodes development within each development corridor and national and provincial development node (input) priorities Z Monitor all development being undertaken within the development corridors and development nodes (input) Z Stimulate focus for development within the corridors and nodes through the different strategies implemented by the Municipality - LED, tourism, etc (process) Z Monitor and record the impact on employment levels, on a quarterly basis, per development node and development corridor as a consequence of development activity (output)

119 Focus Area Objective Performance Target Key Performance Indicators Transport To ensure the full functionality Full implementation of driver and vehicle testing at the Z Undertake training and logistical arrangements to of the Driving Licence Testing Driver Licence Testing Centre integrate the driver and vehicle testing facility (input) Centre Z Ensure that the Centre is fully compliant with the provisions of the National Road Traffic Act with regard to driver and vehicle testing (output)

Local Economic To uplift communities and Align the activities of the LED strategy of the Z Facilitate and support the initiatives of the KZN Development contribute to the alleviation of Municipality with sector departments and other role Department of Agriculture to enhance employment poverty by stimulating players addressing matters of employment and food and food security (process) employment security Z Facilitate and support the initiatives of the KZN Department of Economic Development and Tourism to enhance employment (process) Z Facilitate and support the development initiatives of the business community to enhance employment (process) Z Review and update the LED Strategy to reflect current status and potential of the Municipality (output)

Increase tourist activity through the marketing of the Z Identify all heritage sites within the Municipality and heritage assets of the Municipality document their location (input) Z Prepare a heritage plan that indicates the nature of each heritage asset and what is required to ensure that its integrity is protected (process) Z Integrate the heritage plan as part of the Municipality’s Tourism and Marketing Strategy (process) Z Monitor and record the impact on employment levels, both permanent and seasonal, as a consequence of the increased level of tourism within the Municipality (outcome)

120 Focus Area Objective Performance Target Key Performance Indicators Tourism To expand the economy of the Establishment of a Tourism Information Centre Z Maintain an updated data base of all tourism related Municipality by publicising the attractions (including heritage and wildlife sites) and unique attributes of the area to the facilities (accommodation and other) available to attract visitors, both tourists that visit the Ulundi municipal area (input) domestically and Z internationally Develop and submit a business plan to secure funding for the establishment of a Tourism Information Centre within Ulundi (input) Z Monitor progress on funding application on at least a bimonthly basis until approval (process) Z Prepare a plan for the site on which the Tourism Information Centre is to be constructed (process) Z Publication and promotion of tourist related activities and Update the Municipality’s Tourism and Marketing facilities within the Ulundi municipal area Strategy to reflect current developments and opportunities (output) Development of To stimulate development of Enhance and develop entrepreneurial skills among the Z Development of a data base of all SMMEs within the SMMEs small businesses and communities in the Municipality Municipality and assist these entities to acquire cooperatives as a vehicle to registration (input) increase employment levels Z Publicise the availability of skills programmes for entrepreneurs and small business owners provided by the initiative of the KwaZulu-Natal Department of Economic Development and Tourism (input) Z Facilitate the participation of entrepreneurs and small business owners in the initiatives of the KZN Department of Economic Development and Tourism Z Develop a programme (with either internal or external funding to assist SMME’s with the preparation of applications for funding (process) Z Monitor the supply chain operation within the Municipality to ensure that it takes due cognisance of preferential procurement imperatives (process) Z Monitor and record the growth in employment, permanent or temporary, occasioned by development of the SMME sector (output)

121 INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION

Focus Area Objective Performance Target Key Performance Indicators Institutional To ensure that all positions To fill identified critical vacant posts Z Identify critical vacant posts budgeted for during the Development within the organogram of the 2011 / 2012 financial year (input) Municipality are aligned to the Z Prepare advertisements inviting applicants for the IDP vacant posts, both internally and through the print media (process) Z Evaluate applications for suitability in terms of the specifications of the post to be filled (process) Z Facilitate the selection process by arranging for interview of shortlisted candidates (process) Z Finalise the appointment of the preferred candidate for each post (output) Z Development of a plan that on a phased basis reduces Identify and document current situation (input) the percentage of salaries and allowances expenditure Z Develop a strategy that will reduce the percentage in the operational budget to within the accepted norm of the salary budget over a period of three years to within acceptable norms (process) Z Implement the provisions of the strategy for the 2011 / 2012 financial year (output) Z Identify the current gap between the organogram Develop a process that will align the organogram of the Municipality with the IDP and the post structure that would underpin the implementation of the IDP (input) Z Develop a strategy to address the gap by making specific reference to new posts that need to be created, posts where the responsibility will change and posts that will no longer be required (input) Z Engage organised labour on the matter through the local labour forum (process) Z Present strategy to Council for consideration and adoption (output) Z Finalise the implementation of the strategy for the 2011 / 2012 financial year and the 2012 / 2013 financial year (output)

122 Focus Area Objective Performance Target Key Performance Indicators Employment Equity To transform the Municipality Implementation of the employment equity plan by Z Review and update the status of the employment by implementation of addressing in particular issues of gender and disability equity implementation plan (input) employment equity principles Z Ensure that for the appointment of incumbents in advertised vacancies the recruitment and selection procedures undertaken give due cognisance to the imperatives of the employment equity implementation plan, where appropriate (process) Z Monitor and record progress achieved during the 2011 / 2012 financial year in address employment equity issues (output)

Skills Development To develop capacity within the Implementation of the workplace skills plan for the Z Review the capacity requirements within the and Capacity Building Municipality for effective Municipality municipal structure (input) service delivery Z Update the workplace skills plan to accommodate capacity development requirements (process) Z Arrange and facilitate training in accordance with the specifications included in the workplace skills plan (output) Develop a monitoring and evaluation plan for consulting Z Ensure that all consulting terms of reference make interventions specific reference to skills transfer imperatives (input) Z Monitor and evaluate the skills transfer process undertaken as part of each consulting intervention at the Municipality (process) Z Prepare a skills transfer data base to record input of consulting interventions (output)

123 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Focus Area Objective Performance Target Key Performance Indicators Municipal Governance To promote good governance, Ensure that all policies, procedures and by laws are up Z Review all policies, procedures and bylaws to accountability and to date and reflect current legislative and other ensure that they reflect legislative and other transparency imperatives imperatives with which the Municipality has to comply (input) Z Where needed, update policies, procedures and bylaws and submit to Council for consideration and approval (input) Z Update the Municipal Code with reviewed policies, procedures and bylaws (output) Ensure engagement and participation in inter- Z Obtain the schedule of meetings of the Mayors’ governmental forums Forum and the Municipal Managers’ Forum (input) Z Include meetings of the Mayors’ forum and the Municipal Managers’ Forum in the respective schedule of the individuals concerned (input) Z Structure regular interaction with sector departments within the KwaZulu-Natal Provincial Government (input) Z Familiarise members of Council with the contents of Full implementation of the Oversight Policy adopted by the Council of the Municipality the Oversight Policy of the Municipality (input) Z Schedule regular meetings of the Oversight Committee (input) Develop a schedule of information and training Z Implement information and training sessions for sessions for members of Council members of Council (output) Z Record attendance of members of Council at these sessions (output) Z Roll-out performance management process to next Facilitate devolution of responsibility in performance level of management below Section 57 managers agreement to the next level of management (input) Z Monitor performance of next level management on a six monthly basis (output)

124 Focus Area Objective Performance Target Key Performance Indicators Municipal Governance To promote good governance, Submission of six monthly report by the Performance Z Obtain all pertinent information on the performance accountability and Audit Committee to the Council of the Municipality management system, the performance objectives transparency and the performance targets set for the 2011 / 2012 financial year (input) Z Review quarterly reports received from the Internal Audit function at the Municipality (input) Z Review all pertinent information and develop recommendations (process) Z Submission of six monthly report on performance management system and its implementation to the Council of the Municipality (output)

Z Submission of quarterly reports to the Municipal Schedule the audit of performance measurement in Manager of the Municipality by the Internal Audit the annual Internal Audit Plan (input) Function Z Obtain all of the pertinent information required in order to audit performance measurement at the Municipality (input) Z Undertake the audit of performance measurement as specified in the Internal Audit Plan (process) Z Submit quarterly report on audit of performance measurement to the Municipal Manager and Performance Audit Committee (output)

Development, approval and implementation of a Fraud Z Identification of all of the risks to which the and Anti-Corruption Strategy for the Municipality Municipality and its operation are exposed (input) Z Review all of the internal control measures and mechanisms in place at the Municipality (input) Z Develop a draft Fraud and Anti-Corruption Strategy for the Municipality (process) Z Submit the draft Strategy to the EXCO and Council for consideration and approval (output) Z Once approved, workshop provisions of strategy as initial implementation process (output)

125 Focus Area Objective Performance Target Key Performance Indicators Municipal Governance Placing the primary focus on Operationalise the Ward Committees within the Z Facilitate the establishment of a Ward Committee in addressing the needs of the Municipality each ward within the Municipality (input) communities within the Z Provide appropriate training to ward committee Municipality members regarding their responsibilities (input) Z Monitor the frequency and content of ward committee meetings through the submission of agendas, attendance registers and minutes (process) Evaluate the functioning of each ward committee during the 2011 / 2012 financial year (output)

Increase the participation of communities and Z Development of a Public Participation Plan for the stakeholders in the community consultation processes Municipality (input) conducted by the Municipality Z Advertise the date, time and venue for all community information and report back meetings through the local print media and by radio (input) Z Ensure greater level of participation by the Zululand District Municipality and sector departments in IDP and Budget road shows conducted (input) Z Record attendance and participation by maintaining an attendance register for each of these meetings (output)

Scheduling and implementation of training interventions Z Develop a training programme for all officials within to promote culture of customer care the Municipality on Batho Pele principles and customer care imperatives (input) Z Schedule training sessions on at least a quarterly basis (output) Z Record attendance and participation in training by maintaining an attendance register (output) Z Monitor the level of customer complaints on a quarterly basis as a measure of the impact of the customer care training (outcome)

126 FINANCIAL VIABILITY AND MANAGEMENT

Focus Area Objective Performance Target Key Performance Indicators Financial Management To ensure that the Municipality Expand the revenue base of the Municipality by 10% Z Develop and implement strategies to expand and remains financially viable during the 2011 / 2012 financial year enhance municipal revenue (input) Z On a quarterly basis, review the impact of the revenue expansion and enhancement strategies Increase the revenue base of the Municipality by 10% in June 2012 (output) Reduce the level of debt owing to the Municipality to an Z Establish the level of customer debt as at the amount of R 40 million by 30 June 2012 beginning of the 2011 / 2012 financial year (input) Z Develop and implement strategies to reduce the level of customer debt (input) Z On a quarterly basis, review the impact of the debt reduction strategies (process) Z Reduce the level of debt owing to the Municipality to R 40 million by 30 June 2012 (output) Explore alternative funding opportunities and Z Undertake a process of investigating alternative mechanisms to accelerate the process of service financing mechanisms available to the Municipality delivery such as the forming of private public partnerships (input) Z Develop a range of potential programmes and projects that could be addressed in terms of a private public partnership of alternative funding mechanism (input) Z Select a pilot programme or project to be funded through an alternative funding mechanism (input) Z Develop a business plan and submit it to potential participants to obtain a response as a way forward Z Refine approach and methodology on basis of feedback and resubmit for final consideration (output)

127 Focus Area Objective Performance Target Key Performance Indicators Financial Management To ensure that the Municipality Full compliance with the prescripts of the Municipal Z Develop an annual plan that sets out all of the remains financially viable Finance Management Act, Act 56 of 2003, as amended timeframes for compliance with the prescripts of the Municipal Finance Management Act (input) Z On a monthly basis extract the requirements for the ensuing month and highlight to all concerned (process) Z Record any exceptions to compliance with the timeframes (output)

Ensure that the Municipality obtains an unqualified audit Z Monitor adherence to all internal control prescripts report in respect of the 2011 / 2012 financial year on a regular basis (input) Z Ensure that all issues raised by the Auditor General are addressed promptly (input) Z Receipt of an unqualified report from the Auditor General for the 2011 / 2012 financial year (output)

Alignment of the operating and Ensure that the strategic planning and financial Z Obtain agreement between the planning function capital budget with the planning processes are aligned for implementation in and the finance function on timeframes (input) priorities reflected in the IDP the 2012 / 2013 financial year Z Ensure regular consultation and briefing between planning and finance on progress and information obtained (input) Z Scheduling of an alignment workshop in February 2012 to ensure the parallel development of the IDP and the budget (process) Z Compilation of an aligned IDP and Budget for implementation in the 2012 / 2013 financial year (output)

128 FINANCIAL PLAN

129 MTEF 2010 / 2011 2011 / 2012 2012 / 2013 Shortfall / Shortfall / Shortfall / Department Income Expenditure Surplus Income Expenditure Surplus Income Expenditure Surplus Civic Buildings 390000 316000 74000 414180 335592 78588 438617 355392 83225 Council General Expenses 2612000 11807045 -9195045 2777000 12539083 -9762083 2915000 13278889 -10363889 Mayoral Expenses 0 1809761 -1809761 0 1921966 -1921966 0 2035362 -2035362 Corporate Services: Admin and Customer Care 0 6847513 -6847513 0 7218959 -7218959 0 7644877 -7644877 Human Resources 0 1610114 -1610114 0 1285141 -1285141 0 1360964 -1360964 Information Technology 0 1714768 -1714768 0 1821084 -1821084 0 1928528 -1928528 Communication and Public Affairs 0 1315679 -1315679 0 1397251 -1397251 0 1479689 -1479689 Project Management Unit 0 613820 -613820 0 651877 -651877 0 690338 -690338 Community Services: Administration 0 4319987 -4319987 0 4587826 -4587826 0 4858508 -4858508 Cleansing Services 3500000 5186351 -1686351 3717000 5507905 -1790905 3936303 5832872 -1896569 Parks and Recreation 130000 4471547 -4341547 138060 4748783 -4610723 146206 5028961 -4882755 Libraries 31000 1524495 -1493495 32922 1619014 -1586092 34864 1714536 -1679672 Fire Services 0 1277584 -1277584 0 1356794 -1356794 0 1436845 -1436845 Traffic Law Enforcement 5100000 11500873 -6400873 5416200 12213928 -6797728 5735756 12934549 -7198793 Drivers' / Learners' Licences 0 470500 -470500 0 499671 -499671 0 529152 -529152 Assessment Rates 24900000 7650000 17250000 26443800 8124300 18319500 28003984 8563825 19440159 Municipal Manager 750000 3982084 -3232084 796500 4224194 -3427694 843494 4473422 -3629928 IDP, LED and Tourism 0 1685650 -1685650 0 1790160 -1790160 0 1895780 -1895780 Financial Services: Administration 56053000 14065437 41987563 59528286 14542156 44986130 63040455 15400142 47640313 Stores 0 1433862 -1433862 0 1522762 -1522762 0 1612605 -1612605 Technical Services Administration 18400000 22831099 -4431099 19540800 24246627 -4705827 20693707 25677178 -4983471 Roads and Storm Water 0 8506341 -8506341 0 9033734 -9033734 0 9566724 -9566724 Technical Services Buildings 0 1128869 -1128869 0 1198859 -1198859 0 1269592 -1269592 Estates Planning and Development 3000000 2290658 709342 3186000 2433668 752332 3373974 2577036 796938 Transport and Loss Control 0 5391316 -5391316 0 5725578 -5725578 0 6063387 -6063387 Electricity 58990500 50056401 8934099 62647911 53159898 9488013 66344138 56296332 10047806 173856500 173807754 48746 184638659 183706810 931849 195506498 194505485 1001013

130 Analysis of 2010 / 2011 Adjustment Budget





Revenue Total Sal: Sal: Gen Grant Total Own Grant Revenue Council Officials Expenses Expend Repairs Expend Civic Buildings 390000 390000 255000 61000 316000 Council General Expenses 2612000 2612000 9612245 2094800 100000 11807045 Mayoral Expenses 0 600711 1208050 1000 1809761 Corporate Services: Admin and Customer Care 0 4993113 1827800 26600 6847513 Human Resources 0 1404114 205000 1000 1610114 Information Technology 0 601268 1062500 51000 1714768 Communication and Public Affairs 0 628199 665280 22200 1315679 Project Management Unit 0 512820 96500 4500 613820 Community Services: Administration 0 2615787 1665200 39000 4319987 Cleansing Services 3500000 3500000 3312301 1794050 80000 5186351 Parks and Recreation 130000 130000 2435447 1984100 52000 4471547 Libraries 31000 31000 1281495 238000 5000 1524495 Fire Services 0 1012584 235000 30000 1277584 Traffic Law Enforcement 5100000 5100000 7824989 3468884 207000 11500873 Drivers' / Learners' Licences 0 379500 91000 470500 Assessment Rates 24900000 24900000 7650000 7650000 Municipal Manager 750000 750000 2847584 380000 750000 4500 3982084 IDP, LED and Tourism 619050 1066100 500 1685650 Financial Services: Administration 864000 55189000 56053000 7337704 5514733 1200000 13000 14065437 Stores 0 1274062 147800 12000 1433862 Technical Services Administration 100000 18300000 18400000 882649 3083200 18300000 565250 22831099 Roads and Storm Water 0 3091521 229220 5185600 8506341 Technical Services Buildings 0 1026219 56000 46650 1128869 Estates Planning and Development 3000000 3000000 1938158 341500 11000 2290658 Transport and Loss Control 0 649516 4736800 5000 5391316 Electricity 56500500 2490000 58990500 5501791 33020610 2490000 9044000 50056401 94515500 79341000 173856500 10212956 51790371 73405627 22740000 15658800 173807754

131 PROJECTS

132 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

SCHEDULE OF PROJECTS

COMPLETED PROJECTS

ELECTRICITY Description of the Project Location Funded By Amount Completed Provision of High Mast Lighting Various Wards MIG 2 500 000 2007 / 2008 Unit L Electricity Connections Ward 19 Department of Energy 2 080 983 2007 / 2008 Unit L Street and High Mast Lights Ward 19 MIG 8 200 000 2007 / 2008 Ulundi CBD Street Lights Ward 22 MI G 3 600 000 2007 / 2008 Electrification of Unit D1 Ward 22 Department of Energy 500 000 2008 / 2009 Electrification of Unit M Ward 15 Department of Energy 1 500 000 2008 / 2009 Zondela High Mast Lighting Unit K MIG 800 000 2008 / 2009 Parallel Feeder-Cable Ward18/19/20 Project Consolidate 3 000 000 2008 / 2009 Installation of High Mast and Street Lights Various Wards MIG 5 800 000 2009 / 2010 Electrification of 910 Semi -Urban Households Department of Energy 5 041 000 2009 / 2010

ROADS AND STORM WATER Description of the Project Location Funded By Amount Completed Mahlabathini Residential Gravel Roads Ward 8 Department of Transport 1 600 000 2006 / 2007 Mbangayiya Residential Gravel Roads Ward 19 Department of Transport 2 000 000 2006 / 2007 Ulundi CBD Roads Blacktopping Ward 22 MIG 1 900 000 2007 / 2008 Unit C Pedestrian Bridge Unit C MIG 500 000 2007 / 2008 New CBD Roads Phase 11 Ward 22 MIG 1 100 000 2007 / 2008 Ulundi CBD Internal Roads Ward 22 MIG 4 500 000 2008 / 2009 Tarring of Zondela Roads Ward 22 MIG 2 550 000 2008 / 2009 Upgrading of the Access Road to the Ntukwini Cemetery Ward 22 MIG 1 000 000 2009 / 2010 New CBD, Unit D and other Roads Phase 111 Ward 22 MIG 7 900 000 2009 / 2010 Princess Mkabayi Street Extension Ward 22 MIG 800 000 2009 / 2010

133 CURRENT PROJECTS

ELECTRICITY Description of the Project Location Funded By Amount Status Electrification of 377 households Department of Energy 2 490 000 Complete

ROADS AND STORM WATER Description of the Project Location Funded By Amount Status Construction of Mbangayiya Roads Phase 11 Ward 19 MIG 8 500 000 To be completed in May 2011 Construction of the Babanango Collector Road Ward 16 MIG 8 000 000 To be completed in May 2011 Construction of Unit A Entrance Road Ward 18 MIG 5 448 070

NEW PROJECTS

ELECTRICITY Description of the Project Location Funded By Amount 2011 / 12 2012 / 13 2013 / 14 Electrification of 242 households in the Emaklozeni Dept of Energy 2 420 000 ** community Electrification of 292 households in the Ematungweni Dept of Energy 2 920 000 ** community Electrification of 200 households in the Mndaweni Dept of Energy 2 000 000 ** community Electrification of 65 households in the Dept of Energy 650 000 ** Senzangahona community High Masts and Street Lighting Various MIG 5 700 000 ** High Masts and Street Lights Phase 04 Various MIG Unknown **

134 ROADS AND STORM WATER

Description of the Project Location Funded By Amount 2011 / 12 2012 / 13 2013 / 14 + Zondela Access Roads Ward 22 MIG 8 916 000 ** Mahlabathini Access Roads Ward 8 MIG 3 450 000 ** Mahlabathini White City Roads Ward 8 MIG 10 016 484 ** Malangana New Gravel Road 3.5 km DOT 1 245 000 ** Thengisangaye New Gravel Road 3.7 km DOT 1 105 000 ** Nomdiya New Gravel Road 3.5 km DOT 1 150 000 ** L1611 New Gravel Road 2.5 km DOT 1 000 000 ** Rehabilitation of Unit B South Roads MIG 13 162 700 ** Ndelu New Gravel Rd 3.5 km DOT Unknown ** Kwamphothi New Gravel Road 2.8 km DOT Unknown ** Donsa New Gravel Rd 5.0 km DOT Unknown ** Unit C Roads Rehabilitation MIG 17 631 973 ** Renovations of Unit A and B South MIG 900 000 ** Rehabilitation of Unit D Roads MIG 23 196 970 ** Mpungamhlophe New Cemetery Road Mpungamhlophe MIG 1 950 000 ** Node Unit D Roads Construction Ward 22 MIG Unknown ** Mpungamhlophe Access Roads Construction Mpumgamhlophe MIG Unknown ** Node Babanango Access Roads Ward 16 MIG Unknown ** Unit L Roads – Upgrading Gravel Ward 19 MIG Unknown ** Rehabilitation of Unit B North Roads MIG Unknown ** Zilulwane New Gravel Road 7.0 km DOT Unknown ** D2359 New Gravel Road 5.0 km DOT Unknown **

135 SOCIAL AND ECONOMIC DEVELOPMENT

SCHEDULE OF PROJECTS

COMPLETED PROJECTS

COMMUNITY FACILITIES Description of the Project Location Funded By Amount Completed Upgrading of the tennis court in Unit A Ward 18 National Lottery SA 150 000 2007 / 2008 Construction of the King Senzanga Ngakhona Sports Field Ward 23 Dept of Sport & Recreation 1 300 000 2008 / 2009 Upgrading of Learners’ Licence Centre Ward 22 Department of Transport 800 000 2008 / 2009 Upgrading of the Ntukwini and St Francis Cemeteries Ward 8 / Ward 18 MIG 5 205 357 2009 / 2010

LOCAL ECONOMIC DEVELOPMENT Description of the Project Location Funded By Amount Completed Development of the Ulundi Tourism and Marketing Strategy All wards DBSA 290 000 2008 / 2009 Development of the Ulundi Multi Media Centre Ward 23 Office of the Premier 20 000 000 December 2009

CURRENT PROJECTS Description of the Project Location Funded By Amount Status Upgrading of the Ulundi Recreational Park Ward 22 MIG 5 206 228 Completed by 31 December 2011 Market Stalls Ward 22 MIG 1 527 473 Completed by 30 June 2011 Co-operative Production Centre Ward 15 Corridor Development 3 150 000 Construction of the Ulundi Vehicle Testing Station Ward 22 Internal Funding 1 900 000 Completed in December 2010 Intermodal Facility Ward 22 COGTA 7 000 000 Total project cost R 34 million Okhukho Laundromat Project Ward 15 COGTA 3 000 000 Operational by May 2011 Ekushumayeleni Housing Project Ceza Node Dept of Human 72 000 000 Project comprises 1 600 houses; Settlement presently there are 682 still to be built Nsukazi Housing Project Ceza Node Dept of Human 45 000 000 Project comprises 1 000 houses; Settlement presently there are 213 still to be built Nsabekhuluma Housing Project Mahlabathini Dept of Human 90 000 000 Project comprises 2 000 houses; Node Settlement presently there are 841 still to be built

136 NEW PROJECTS

Description of the Project Location Funded By Amount 2011 / 12 2012 / 13 2013 / 14 Ekudubekeni Rural Housing Project – 1600 units Mahlabathini Dept of Human Unknown ** Node Settlement KwaXimba Rural Housing Project – 2000 units Nqulwane Node Dept of Human Unknown ** Settlement Unit L Extension Urban Housing Project – 954 units Ward 19 Dept of Human Unknown ** Settlement Babanango Phase 3 Urban Housing Project – 200 Ward 16 Dept of Human Unknown ** units Settlement Climate Change Household Greening Project Ward 16 Environmental 80 000 ** Affairs Climate Change Awareness Programme Ward 24 Rural 350 000 ** Development School Greening Various Wards Environmental 120 000 ** Affairs Development of a Tourism Information Centre Ward 22 Unknown Unknown ** Route 66 Signage Ward 20 MIG 2 000 000 ** Ulundi Tourism Hub Ward 22 COGTA 11 500 000 ** District Nursery Ward 22 COGTA 2 000 000 ** Ulundi Integrated Energy Centre Nqulwane Node SASOL 11 000 000 ** P700 Nodal Development Various Wards COGTA 14 600 000 ** ** ** Nqulwane Sports Field Nqulwane Node MIG 4 745 267 ** Ceza Sports Field Ceza Node MIG 4 687 431 ** Mpungamhlophe Sports Field Mpungamhlophe MIG 5 455 295 ** Node Babanango Town Hall Ward 16 MIG 5 000 000 **

137 INSTITUTIONAL ARRANGEMENT AND TRANSFORMATION

SCHEDULE OF PROJECTS

COMPLETED PROJECTS

Description of the Project Location Funded By Amount Completed Ulundi Civic Centre Phase 11 Ward 22 MIG 4 500 000 2008 / 2009

NEW PROJECTS

Description of the Project Location Funded By Amount 2011 / 12 2012 / 13 2013 / 14 Extension of municipal offices Ward 22 MIG 3 500 000 ** Extension of Civic Centre Offices Ward 22 MIG Unknown **

138 FINANCIAL VIABILITY AND MANAGEMENT

SCHEDULE OF PROJECTS

COMPLETED PROJECTS

Description of the Project Location Funded By Amount Completed Upgrade Security of Information Technology Operation Ward 22 MSIG 100 000 March 2010

CURRENT PROJECTS

Description of the Project Location Funded By Amount Status Municipal Computer Software System Ward 22 MAP 350 000 Completed Installation of New Technology Prepaid Electricity Meters Various Ward Internally 7 500 000 Further funding for next two financial years

139 ASSESSMENT OF 2010 / 2011

REVIEWED INTEGRATED

DEVELOPMENT PLAN

140 INTRODUCTION

The following comments are included in response to the Assessment of the Ulundi Local Municipality 2010 / 2011 Reviewed Integrated Development Plan forwarded to His Worship the Mayor of the Ulundi Municipality by the MEC for Cooperative Governance and Traditional Affairs on 5 November 2010.

MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

Performance Management System

The Integrated Development Plan for the Ulundi Municipality in respect of the period 2011 / 2012 to 2015 / 2016 reflects three primary strategies to address the challenges identified as part of the situational analysis, a Growth and Development Strategy (long term), a Medium Term Implementation Plan (over the IDP period) and an Operational Plan in respect of the 2011 / 2012 financial year. These strategies all address specific focus areas that make up the five Key Performance Areas of Basic Service Delivery and Infrastructure Development; Social and Economic Development; Institutional Arrangement and Transformation; Good Governance and Public Participation; and Financial Viability and Management.

For each of the objectives determined per focus area, a performance target was developed in respect of the Operational Plan for the 2011 / 2012 financial year. Key performance indicators are included to provide independent and impartial performance monitoring and measurement for each performance target.

Human Resource Plan Implementation

As regards human resource management for the ensuing IDP period the Municipality has embarked on a strategic process that:

Aligns the organisational structure with that required to implement the provisions of the IDP; Evaluates each post in the organisational structure of the Municipality; Undertakes a skills audit of the current staff complement at the Municipality; Ensures that all critical vacancies are filled with competent officials while taking cognisance of the employment equity imperatives; and Seeks to reduce the staffing budget as a percentage of the overall operational budget to within acceptable norms

HIV / AIDS – Sector Department Engagement

In the fight against the HIV / AIDS pandemic the Municipality performs a facilitative and coordinative role as reflected below:

141 Conducting of HIV / AIDs awareness campaigns (Operation Mbo) jointly with Provincial Government Departments in particular the Department of Health and the Department of Social Development The Local AIDS Council (LAC) for the Municipality has been established – the Mayor of the Municipality chairs the LAC, the members of which include ward councillors, non-governmental organisations, representatives from Ward Committees and Ward AIDS committees and all government departments Ward AIDS committees have been established in 10 of the 24 wards that constitute the Municipality Identification of orphans and vulnerable children; provide assistance by facilitating access to grants through the Department of Social Development With the assistance of the Department of Health, facilitate the provision of social services to households headed by elderly grandmothers and child headed households through food parcels and food vouchers

In addition to the logistical support given to the Local Aids Council and the Ward AIDS committees, the Municipality actively engages in particular with the Department of Health and the Department of Social Development to participate in and provide support and input to their programmes that address the HIV / AIDS pandemic

Anti-Corruption Strategy

As part of addressing the management of risk at the Municipality the development, approval and implementation of a Fraud and Anti-Corruption Strategy has been included in the Operational Plan for the 2011 / 2012 financial year.

LOCAL ECONOMIC DEVELOPMENT

Focussed Local Economic Development

The Provincial Growth and Development Strategy focuses planned development within the Ulundi Municipality; any local economic development initiatives need to be undertaken in accordance with the Strategy. The P700 and its extension P701 have been identified as development corridors with development being concentrated in a number of development nodes. Local economic development is designed to uplift communities through employment opportunities created (through SMME development) and measures that alleviate poverty and provide food security. Linking local economic development initiatives with other programmes in order to provide development in an integrated manner to communities where there is a concentration of population and hence an urgency to address poverty and unemployment is the key.

142 Tourism

The Ulundi Municipality has a unique competitive advantage - much of the cultural heritage of the Zulu nation is located within its area of jurisdiction. Consequently one of the key focus areas for the 2011 / 2012 to 2015 / 2016 IDP period is the development of tourism opportunities in a sustainable manner. Raising the profile of the Ulundi municipal area as a tourist destination is a fundamental point of departure is realising the tourism potential of the area.

Agriculture

While commercial farming is prevalent particularly in the western part of the Municipality, it is the emerging farmer complement that is of particular significance in terms of developmental programmes. Under the auspices of the Flagship Programme, the Department of Agriculture has commenced implementation of the One Home, One Garden initiative with effect from January 2011. It is proposed to provide training to 700 participants per ward in the Municipality. Participants are identified by the extension officers on the basis of need; each extension officer has a list of community gardens including those located within the traditional authority areas. However, participation in this initiative is not limited to existing community gardens; individuals are encouraged to make an approach to the Department for assistance with a community garden. Part of this initiative is to continue assisting local schools by providing them with a supply of vegetable seeds. The extension officers employed by the KZN Department of Agriculture will jointly capacitate participants in this initiative on a ward by ward basis, commencing with those wards identified as being most deprived – Ward 1, Ward 2, Ward 15, Ward 16 and Ward 24.

The mechanisation programme implemented by the KZN Department of Agriculture assists indigent and subsistence farmers with a tractor to plough their fields and provides these farmers with maize and vegetable seeds. The provision of maize and vegetable seeds is sufficient to plant between one and two hectares per individual farmer of between twenty and thirty hectares per farmer group.

Protection of animals by the provision of veterinary health services is the third programme operated by the KZN Department of Agriculture within the service area of the Municipality. In addition to assisting farmers with the management of their livestock, the Department undertakes immunisation campaigns for identified diseases such as rabies.

As an element of the local economic development programme of the Municipality, the promotion of food security and employment through the implementation of agricultural initiatives within rural communities dealing with poverty is of vital importance to the Municipality whose responsibility is to provide coordination and logistical and other support as required. A key element to these initiatives is regular contact between the Municipality and officials within the Department to share information and provide situational updates.

143 BASIC SERVICE DELIVERY AND INFRASTRUCTURE

Sector Departments

Primarily as a consequence of the variance in the financial year of sector departments (commencing 1 April 2011 for the 2011 / 2012 financial year), it has been difficult to obtain detail with regard to project funding from sector departments for the ensuing MTEF period. Limited information has been provided from sources such as the KZN Department of Transport and this, together with known capital grant funding such as MIG, has been included in the draft IDP. In the period leading up to the compilation of the final IDP for the ensuing period, the outstanding information will be sourced and inserted into the IDP.

Sector Plans

Detail with regard to Sector Plans is included as Annexure C to the IDP for the ensuing period. In a number of cases the Sector Plans need to be reviewed; where a particular plan has not as yet been compiled, provision is made for this to be addressed as part of the Operational Plan for the 2011 / 2012 financial year. Of particular importance is the completion of the Spatial Development Framework (SDF) during the 2011 / 2012 financial year; a number of the Sector Plans will be impacted by the compilation of the SDF.

Disaster Management Plan

Primary responsibility for disaster management within the Ulundi Municipality vests in the Zululand District Municipality. However, the disaster management plan for the District Municipality needs to be reviewed (approved in 2004) as is the case for the Ulundi Municipality (approved in 2003). The review and updating of the disaster management plan for the Ulundi Municipality has been included in the Operational Plan for the 2011 / 2012 financial year.

Free Basic Services and Indigent Policy

On an annual basis the Municipality facilitates the updating of its indigent register in accordance with the Indigent Policy approved by Council; by definition, all households located within the rural areas of the Municipality are regarded as being indigent and therefore have free access to a limited amount of basic services. Where rural households are connected to the electricity distribution service provided by Eskom, they are provided with electricity tokens that can be used to access the electricity supply. On a monthly basis Eskom then bills the Municipality for the cost of the electricity tokens issued to indigent households within its licence area. Similarly the Zululand District Municipality has developed a free basic service policy for water services provided to communities within the rural areas.

144 Housing Sector Plan

Details of the housing projects approved and implemented are included in the situational analysis as part of the Social and Economic Development Key Performance Area.

Comprehensive Infrastructure Plan (CIP)

A CIP was developed for the Ulundi Municipality as part of an initiative by the Zululand District Municipality and made available in August 2008. A process is currently underway to revise and update the CIP; the expectation is that this process may be concluded during the course of the current financial year.

FINANCIAL VIABILITY AND MANAGEMENT

MTREF

Financial information for the MTREF period using the Adjustment Budget in respect of the 2010 / 2011 financial year is included in the financial plan that forms part of the draft IDP for the period 2011 / 2012 to 2015 / 2016.

Auditor General

At the commencement of the 2010 / 2011 financial year the Ulundi Municipality established its own internal audit unit by appointing an Internal Audit Manager. A conscious effort has been made during the course of the current financial year to build a cooperative relationship between the internal audit function and the Office of the Auditor General. All queries raised by the Auditor General are responded to promptly and the matters included in the Audit Report in respect of the 2009 / 2010 financial year have been dealt with.

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Ward Committees

Ward committees represent an important structure that links the communities within the Municipality with the Council and the administration of the Municipality. The Municipality has adopted and implemented a Ward Committee Policy for the 24 ward committees that are in operation. The Ward Committee Policy guides and determines the composition of ward committees in accordance with the provisions of the Municipal Structures Act.

145 There is a need for the Municipality to provide operational support to the ward committee structures; this has been addressed in the strategies that form part of the draft IDP for the period 2011 / 2012 to 2015 / 2016.

Communication Strategy

The Ulundi Municipality has developed and implemented a Communication Strategy that deals with a wide variety of aspects related to formal and informal communication at the Municipality. In the Operational Plan for the 2011 / 2012 financial year provision is made for the development of a Public Participation Charter which is a pact by the Municipality with the spectrum of community representative structures in terms of which the information provided to them and which they are entitled to expect is clearly defined together with the identification of a recourse mechanism available to the representative structures should the Municipality not comply with its commitment to the Charter.

Special Groups

Giving due attention to the needs of women, the youth and the disabled has been dealt with in the strategies included as part of the draft IDP for the period 2011 / 2012 to 2015 / 2016.

Inter-Governmental Relations

Inter-governmental relations was one aspect identified as part of the development of the IDP as an area of weakness for the Ulundi Municipality. Given the importance to the Municipality of the sector departments and other key role players, the draft IDP for the period 2011 / 2012 to 2015 / 2016 places a high priority on the development and realisation of effective inter-governmental cooperation

SPATIAL DEVELOPMENT FRAMEWORK (SDF)

The process to develop a land use management scheme (LUMS) for the Ulundi Municipality commenced late in the 2008 calendar year. The current situation is that a town planning scheme has been developed together with a set of maps showing proposed land use. Consultation with Government Departments took place in August 2010 and no objections were received in this regard. Traditional Authorities were consulted as one of the key stakeholders since the LUMS study includes traditional land but they objected due to land ownership issues. An approach was made to the KwaZulu-Natal Department of Co-operative Governance and Traditional Affairs (COGTA) to intervene in the matter; the outcome of the intervention is still awaited.

An advertisement was placed in February 2011 calling for proposals to be submitted for the development of a Strategic Development Framework in respect of the Ulundi Municipality. The closing date for the submission of proposals was 1 March 2011.

146 The evaluation of the proposals submitted has already been carried out; only the adjudication process still needs to happen. It is therefore likely that the successful service provider will be appointed to commence this assignment during the month of April 2011 and the entire process completed before the end of the 2011 / 2012 financial year.

CONCLUDING COMMENT

The Ulundi Municipality has purposed to address all of the outstanding matters raised as part of the IDP process for the period 2011 / 2012 to 2015 / 2016. One of the major challenges faced by the Municipality, however, is a lack of funding. While measures have been put in place to expand own revenue sources and unlock cash flow by reducing the outstanding debtors’ balance, these will take time to bear fruit – in the interim the Municipality is dependent on grant funding to address its institutional priorities

147 APPROVAL

The process undertaken to compile this IDP involved consultation with a wide range of stakeholders:

The IDP Road Shows were conducted in five nodal areas in November 2010, a total of 14 meetings (see Annexure I for more information in this regard)

Meetings were held with IDP Stakeholders including the National Department of Energy, Departments within the KZN Provincial Government, the Zululand District Municipality and Eskom

A Strategic Planning Workshop was held with senior management and officials of the Municipality on 17 March 2011 to develop the strategies to take the Municipality forward

On 31 March 2010 the Council of the Ulundi Municipality approved the First Draft of the IDP

On 31 March 2010 a draft IDP was submitted to the Provincial Section Evaluation Panel

Simultaneously, the general public will be informed that the IDP is open for comment and representation through the various media available to them

The Second Draft of the IDP was adopted by the Council of the Municipality at a Special Council Meeting held on 11 May 2011

An IDP Representative Forum meeting was held at the B South Hall in Ulundi on 24 May 2011. A summary of comments received at the meeting from sector departments together with a signed attendance register is included as Annexure L to this document

The final IDP, fully updated and including pertinent comments received, will be considered at an IDP Steering Committee Meeting held on 7 June 2011 after which it will be forwarded to EXCO and the Council for adoption prior to the end of June 2011.

For further detail in this regard, please refer to the process outlined in the adopted Process Plan (Annexure A)

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