KSD-Final-IDP-2020-2021

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ACKNOWLEGEMENT

Preparation of this IDP/Budget 2020/21 Review of the King Sabata Dalindyebo Municipality for the Council term ending in year 2022 could have not been achieved without the assistance of the large number of stakeholders that include: National Government, Provincial Government, State Owned Enterprise, NGO’s, Tradi- tional Leaders, Councillors, TROIKA, Ward Committees, Community Development Workers, Senior Manage- ment, Staff Members and Members of the Community of King Sabata Dalindyebo.

Their Assistance is appreciated and their valuable contributions are acknowledged with thanks.

GLOSSARY OF TERMS

AA: Administrative Authority ABET: Adult Based Education and Training ABP: Area Based Plans AIDS: Acquired Immune Deficiency Syndrome AsgiSA: Accelerated and Shared Growth Initiative for South Africa BBBEE: Broad Based Black Economic Empowerment B2B: Back to Basics CBOs: Community Based Organisations CDWs: Community Development Workers CLARA: Communal Land Rights Act No. 11 of 2004 CRDP: Comprehensive Rural Development Programme CIF: Capital investment Framework CMA: Catchment Management Area COVID-19: Corona Virus 2019 DEDEA: Department of Economic Development & Environmental Affairs DEA Department of Environmental Affairs DFA: Development Facilitation Act 67 of 1995 DLGTA: Department of Local Government and Traditional Affairs DM: District Municipality DDM: District Development Model DRDAR: Department of Rural Development & Agrarian Reform DWA: Department of Water Affairs EC: Eastern Cape ECBCP: Eastern Cape Biodiversity Conservation Plan ECPSDP: Eastern Cape Provincial Spatial Development Plan ECSECC: Eastern Cape Socio-Economic Consultative Council KSDLM: King Sabata Dalindyebo Local Municipality EMF: Environmental Management Framework EXCO: Executive Committee 4iR: Fourth Industrial Revolution GDP: Gross Domestic Product. GDS: Growth and Development Summit GGP: Gross Geographic Product. GIS: Geographic Information System HIV: Human Infected Virus ICT: Information and Communication Technology IDP: Integrated Development Plan IGR: Intergovernmental Relations ISDM: Integrated Service delivery Model ISRDP: Integrated Sustainable Rural Development Programme ITPs: Integrated Transport Plans IPILRA: Interim protection of Informal Land Rights Act IDC: Industrial Development Corporation ISDM: Integrated Service Delivery Model IWMP: Integrated Waste Management Plan ORDM: OR TAMBO District Municipality KPA: Key Performance Area 2 | P a g e

KPI: Key Performance Indicator SDF: Spatial Development Framework LDO: Land Development Objective LED: Local Economic Development LGMIM: Local Government Management Improvement Model LRAD: Land Redistribution for Agriculture Development LM: Local Municipality LGMIM: Local Government Improvement Model LUM: Land Use Management MEC: Member of the Executive Council MFMA: Municipal Finance Management Act MIG: Municipal Infrastructure Grant MSA: Municipal Systems Act MSIG: Municipal Systems Improvement Grant MSP: Master Systems Plan MTEF: Medium Term Expenditure Framework MTSF: Medium Term Strategic Framework MYPE: Mid-year population estimates NDP: National Development Plan, Vision 2030 NEMA: National Environmental Management Act NGO: National Government Organisations NSDP: National Spatial Development Perspective PDP: Provincial Development Plan PES: Poverty Eradication Strategy PDP: Provincial Development Plan PSDP: Provincial Spatial Development Plan PSDF: Provincial Spatial Development Framework PGDS: Provincial Growth Development Strategies PLAS: Pro-active Acquisition of Land Strategy PLTF: Provincial Land Transport Framework PSF: Provincial Strategic Framework RDA: Rural Development Agency RDAT: Rural Development & Agrarian Transformation RDP: Reconstruction and Development Programme RED: Rural & Economic Development RULIV: Rural Livelihoods SANRAL: South African National Road Agency SDF: Spatial Development Framework SDG: Sustainable Development Goals SPLUMA: Spatial Planning and Land Use Management Act SEDA: Small Enterprise Development Agency SETA: Sector Education Training Authority SMME: Small, Medium & Micro Enterprises SOE: State Owned Entities STEP: Sub Tropical Ecosystem Planning Project SAPS: South African Police Services TA: Tribal Authority TVET: Technical, Vocational Education & Training VIP: Ventilated Improved Pit Latrine WMA: Water Management Area WMP: Water Management Plan WSA: Water Services Authorities WSDP: Water Services Development Plan WSU; Walter Sisulu University

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TABLE OF CONTENTS

MAYOR’S FOREWORD...... 0 EXECUTIVE SUMMARY ...... 2 IDP PRE-PLANNING : (PHASE 0 ) ...... 4 INTRODUCTION ...... 19 0.1 IDP PROCESS PLAN OVERVIEW 2020-21 ...... 19 0.2 ORGANISATIONAL ARRANGEMENTS FOR PROCESS PLAN ...... 19 0.3 ORGANISATIONAL STRUCTURE OF THE IDP PROCESS ...... 24 0.4 PROCESS FOLLOWED- PLANNED ACTIVITIES ...... 26 0.5 INTER-GOVERNMENTAL PLANNING ...... 35 0.6 MECHANISM FOR NATIONAL PLANNING CYCLE ...... 36 0.7 OUTCOMES BASED APPROACH TO DELIVERY ...... 37 0.8 SECTORAL STRATEGIC DIRECTION ...... 37 0.9 THE NEW ECONOMIC GROWTH PATH ...... 41 0.10 THE NATIONAL DEVELOPMENT PLAN (VISION 2030) ...... 41 0.11 SUSTAINABLE DEVELOPMENT GOALS (SDGS) AND ITS ALIGNMENT TO KSD IDP ...... 42 STRATEGIC GOALS ...... 42 0.12 ROLE / IMPLICATION FOR LOCAL GOVERNMENT ...... 45 0.13 THE PROVINCIAL DEVELOPMENT PLAN (PDP) ...... 45 0.14 PROVINCIAL PLANNING PRIORITIES ...... 46 0.15 THE PROVINCIAL STRATEGIC FRAMEWORK (PSF) ...... 46 0.16 BACK TO BASICS PROGRAMME ...... 48 0.17 LOCAL GOVERNMENT TURN-AROUND STRATEGY ...... 49 0.18 IDP SECTOR PLANS & STRATEGIES ...... 49 0.19 KSD BY-LAWS AND POLICIES ...... 50 0.20 MEASURES AND PROCEDURES FOR PUBLIC PARTICIPATION...... 53 0.21 CONSIDERATION OF MEC COMMENTS ON 2015/16- 2018/19 -2019/20 ...... 54 0.22 POWERS AND FUNCTIONS ...... 55 CHAPTER ONE: SITUATIONAL ANALYSIS ...... 56 1.1 MUNICIPAL OVERVIEW ...... 57 1.2 SWOT ANALYSIS IDENTIFIED IN WARDS FOR 2020-21 IDP REVIEW ...... 59 CHAPTER TWO SITUATIONAL ANALY-SOCIO-ECONOMIC ANALYSIS AND SURVEY: ...... 64 2.1 THE DEMOGRAPHIC INFORMATION ...... 66 2.1.1 Socio –Economic Highlights of KSD Municipality ...... 67 2.1.2 Total population ...... 68 2.1.3 Population Projections ...... 69 2.1.4 Population Pyramid ...... 70 2.1.5 Economy Profile ...... 77 2.1.6 Labour ...... 87 2.1.7 Income and expenditure ...... 96 2.1.8 Development Indicators (HDI) ...... 101 2.1.9 Poverty ...... 104 2.1.10 Education ...... 107 2.1.11 Population density ...... 110 2.1.12 Household infrastructure ...... 111 2.1.13 Household by dwelling type ...... 112 2.1.14 Household by type of sanitation ...... 113 2.1.15 Households by access to water ...... 115 2.1.16 Households by type of electricity ...... 116 2.1.17 Households by refuse disposal ...... 118 2.1.18 International Trade ...... 119 2.1.19 Tourism ...... 121 2.2 SPATIAL RATIONALE ...... 126 2.1.1 The Spatial Development Framework (SDF) ...... 126 2.1.3 Land ...... 128 2.1.4 Land Development Trends & Settlement Formation ...... 128 2.1.6 Spatial Planning and Land Use Management Act (SPLUMA) ...... 128 2.1.9 Development Nodes ...... 130 2.1.13 Land Use Management ...... 132 2.1.14 Land Tenure ...... 135 2.1.15 Policy Analysis ...... 136 2.1.17 Land Management Programme ...... 137 2.1.18 Alignment with Local Municipalities and the Wild Coast SDF development ...... 137 2.1.19 Land Needs and Human Settlements ...... 137 2.1.20 Land Audit for KSD Municipality ...... 138 2.1.21 Status of land claims ...... 140 2.1.22 Land Ownership ...... 140 2.1.23 Settlement Pattern ...... 141 2.1.24 Land Restitution ...... 141 2.1.25 Land Capability ...... 141 2.1.26 Peri-Urban Development and Small Town development ...... 141 2.1.27 Spatial Planning Project List 2020 / 2021 ...... 141 2.3 HOUSING SECTOR PLAN ...... 142 2.3.1 Current Housing Projects ...... 142 4 | P a g e

2.3.2 Planned Housing Projects ...... 143 2.3.3 Blocked Housing Projects ...... 143 2.3.4 Strategic Programmes ...... 143 2.4 ENVIRONMENTAL ISSUES ...... 148 2.4.1 Environmental Management ...... 148 2.4.2 Environmental Awareness Projects ...... 148 2.4.3 Environmental Opportunities ...... 149 2.4.5 Environmental Awareness Promotional Projects...... 149 2.4.6 Environmental Current Projects ...... 149 2.4.7 Addressing Environmental Challenges ...... 150 2.4.8 Environmental Threats and Biodiversity Threats ...... 150 2.4.12 Temperature ...... 151 2.4.13 Air Quality ...... 151 2.4.14 Vegetation ...... 151 2.4.15 Geology ...... 152 2.4.16 Marine and Coastal Management ...... 152 2.4.17 Coastal Threats ...... 152 2.4.19 Climate Change ...... 152 2.4.20 Waste management ...... 153 2.5 SITUATIONAL ANALYSIS CONCENTRATING ON EACH KEY PERFORMANCE AREAS ...... 155 2.5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ...... 155 Roads and Storm Water Management ...... 155 Public Transport ...... 157 Energy and Electricity ...... 158 Water services and Sources ...... 159 Sanitation ...... 160 Health Services/Facilities ...... 162 Overview and Impact of Covid 19 ...... 162 Educational facilities ...... 168 Social Amenities ...... 168 Public and Community Facilities ...... 168 Open Spaces and Public Parks: - ...... 168 EPWP programme ...... 168 Community Libraries ...... 168 Sports facilities...... 169 Swimming facilities ...... 169 Community Halls ...... 169 Cemeteries ...... 170 Safe and Secured Environment ...... 170 Protection services ...... 172 Disaster Management Plan ...... 174 Social development ...... 175 2.5.2 LOCAL ECONOMIC DEVELOPMENT ...... 177 2.5.3 MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT ...... 184 2.5.3.1 Revenue ...... 184 2.5.3.2 Supply Chain ...... 185 2.5.3.3 Asset Management ...... 185 2.5.3.4 Budget Management ...... 185 2.5.3.5 Expenditure Management ...... 186 2.5.3.6 Audit Process ...... 186 2.5.3.7 Financial Reporting ...... 186 2.5.4 MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION ...... 187 2.5.5 GOOD GOVERNANNCE AND PUBLIC PARTCIPATION...... 208 CHAPTER THREE: DEVELOPMENTAL OBJECTIVES, STRATEGIES AND PROJECTS...... 215 3 KSD MUNICIPAL PRIORITY FOCUS AREAS ...... 215 3.1 KSD INSTITUTIONAL STRATEGIC OBJECTIVES AND GOALS ...... 215 3.2.1 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ...... 216 3.2.2 LOCAL ECONOMIC DEVELOPMENT ...... 237 3.2.3 FINANCIAL VIABILITY AND MANAGEMENT ...... 252 3.2.4 INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION ...... 258 3.2.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION...... 263 3.2.6 PERFORMANCE MANAGEMENT SYSTEM (PMS) ...... 274 CHAPTER FOUR: PROJECTS ...... 276 4 PLANS AND PROJECTS: KSDLM & ORTDM MIG, GOVERNMENT DEPARTMENTS AND STATE-OWNED ORGANISATIONS .. 277 4.1 KING SABATA DALINDYEBO MUNICIPALITY INFRASTRUCTURE DEPARTMENT: PROJECT MANAGEMENT UNIT(MIG) ...... 277 4.2 OR TAMBO DISTRICT MUNICIPALITY : MUNICIPAL INFRASTRACTURE GRANT (MIG) ...... 284 4.3 DEPARTMENT OF HUMAN SETTLEMENT ...... 287 4.4 DEPARTMENT OF ENVIRONMENTAL AFFAIRS (DEA) ...... 291 4.5 DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM AND ENVIRONMENTAL AFFAIRS (DEDEAT) ...... 292 4.6 DEPARTMENT OF EDUCATION ...... 295 4.7 ESKOM ...... 296 4.8 DEPARTMENT OF RURAL DEVELOPMENT AND AGRARIAN REFORM (DRDAR)2019/2020-2020/21 ...... 297 4.9 DEPARTMENT OF HEALTH ...... 301 CHAPTER 5: APPROVAL ...... 303

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MAYOR’S FOREWORD

My name is Goodman Nyaniso Nelani, the Executive Mayor of King Sabata Dalindyebo Municipality located in Mthatha, in the Province of the Eastern Cape. 26 April 2019 marked day 1 of my first 100 days in office and it has been busy indeed with ground breaking initiatives.

In fact, 2019/2020 has been a very exciting year for all South Africans, the year marked 25 years since the dawn of democracy in our country, the work of all spheres of government in the past 5 consecutive admin- istrations has been about redressing the imbalances of the past by building a united, non-racial, non-sexiest, democratic and prosperous society.

However, the outbreak of Corona Virus (COVID-19) pandemic which affected the whole world, had de- manded reshaping for the planning of the government systems, not only nationally but globally which resulted to the total 21 days national lockdown announced by the President Cyril Ramaphosa in collaboration with the National Command Council (NCC) on the 23rd March 2020 to assume on the 26th March 2020 until 16 April 2020 but later extended to a period of two (2) weeks. Henceforth, the tabling of IDP/ Budget Review 2020/21 delayed.

In an attempt to re-position and rebrand the perceptions, the social and economic prospects of the municipality, we have drawn mandate from the NDP, NGP, IPP, PDP, DDP and KSD vision 2030. Furthermore, the municipality is part of the pilot program for the District Development Model and planning for the municipality is envisaged to accommodate new developmental programs that will be informed by the District Model approach. Our 100 days programme has been enveloped around 6 key priorities as means to catalyse social change, forge strategic partnerships and recalibrate KSD to be site for diversified investments.

With the priority placed on our 6 pillars it has harnessed both an external and inward focus so as to address our focal areas holistically. Our key strategic priorities can thus be tabled as follows:

 Institutional building (council, management & Business and Labour)  Economic stimulation (Consultation, Policy, conditions, investments retention 10 on 10 engagements)  Community outreach.  KKSD@ Work  Traffic and Law enforcement  #Clean UP KSD Towns (Mthatha and Mqanduli)

Some of our major accomplishments during the 100 days have included Economic growth and Job creation whereby we employed 50 EPWP workers so as to improve our delivery and city cleanliness. The municipality remains committed to creating a clean, green city and although challenges were faced in terms of rife labour disputes and strikes, the municipality has engaged and taken proactive steps to resolve and unite parties. We have also initiated planning towards trade that will bring new investment and economic growth to Mthatha assisted by our recent visit to Canada. We have established that City has great potential in under-realised tourism markets such as business, development in coastal areas such as Coffee Bay, as well as historical heritage tourism. Within the partnerships, the municipality intends to prioritise support for vulnerable groups

0 | P a g e ie youth, elderly, women and disabled individuals within KSD jurisdiction. The socio-economic analysis indicates huge disparities between the different groups of KSD.

We have also, through our Fiscal Sustainability and better governance approach, submitted a fiscal responsible cost cutting budget in line with the National mandate whilst also attempting to boost revenue. By means of good governance we have engaged and interacted more with our human capital so as to bring about sustained stability and continuous delivery.

Gaining public trust through the Law enforcement and Public Safety has also made headway and I am happy to report that we have strengthened our relations with SAPS so as to jointly address and respond to community needs. We have ensured that street lights have been restored in most areas, and crime prevention and monitoring has been more rigorous to ensure the safety of community. We have been a Municipality at work through Roads refurbishments, electrification of households as well as reduced outages and disruptions. This is just a few of many accomplishments during this fast paced period.

Our progress, highlights and road ahead would be difficult were it not for our knowledge and industrial partners who contributed to our key strategic priorities for the 100 days programme whom are amongst as follow:

 OR Tambo District Municipality –Environmental Management  SAMSA  DEDEAT – OR Tambo  ECDC/ECESCC /DBSA  Organized Business and chambers  Nafcoc  Taxi Organisations  Corporates – Coca Cola and Vodacom  Nelson Mandela  MAYFAIR Hotel  SAPS  Schools /institutions of learning  DBSB (Grants towards business in a box) Priority has been placed on cleanliness, electricity for our people, safety and economic development. Our VISION 2030 campaign continues in earnest. We have embarked on a journey to market Mthatha as a destination with investment opportunities.

There is still much to be done but I am confident that through our dedication and relations, we shall make the King Sabata Dalindyebo Local Municipality a stable and progressive Municipality.

I extend my gratitude and sincere thanks to our councillors, Administration, Traditional Leaders, communities, stakeholders and partners for their support, patience, contributions and efforts.

______Cllr GN Nelani Executive Mayor: King Sabata Dalindyebo Municipality

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EXECUTIVE SUMMARY

While it may sound as an academic exercise, it is necessary to recite the objects of Local Government as outlined in the Republic of South Africa Act 108 of 1996 Section 152 subsection 1, which reads thus: - (1) the objects of local government are-

a) to provide democratic and accountable government for local communities; b) to ensure the provision of services to communities in a sustainable manner; c) to promote social and economic development; d) to promote a safe and healthy environment; and e) to encourage the involvement of communities and community organisations in the matters of local government.

King Sabata Dalindyebo (KSD) municipality, particularly Mthatha has been known for problems relating to huge infrastructural backlogs. The majority of our problems are a result of a variety of reasons including age, over-stretched use, and poor maintenance which are as the results of the inheritance of the past regime. The municipality will ensure that National Government and Provincial Government, through intergovernmental engagements & platforms held their Magotla’s providing government’s strategic direction on the possible ways of changing the current situation to do better, as our communities with an emphasis on expediting the process of making difference in people’s lives.

Furthermore, the newly inaugurated leadership in April 2019 took a concerted effort to work tirelessly for one common purpose aiming to change the image of the seemingly unceasing popularly known problems of overloaded and bad roads infrastructure, electricity, congestion, cleanliness of the city and crime in the urban, by ensuring that such problems continue to be receiving a priority attention, to start with, these include roads that are rehabilitated and upgraded, that is, Zanemali, Momelezi Road, Errol Sprigg to attract investment by improving access to Vulindlela Industrial Site, and towards Mthatha Stadium. Gerald Hawks to Hillcrest roads upgrade intend to capacitate SMMEs through ensuring access to Motor- industry Workshop at Hillcrest. We also shifted the focus towards renewing the Elliot, Owen Street as it provides an alternative to the Sutherland Street for motorists avoiding the traffic jams. The R61 from Sprigg Street to the Ngqeleni Turn off is being under major rehabilitation programme, this will alleviate the blockade that usually occurs on the robots next to the Circus Triangle, over spilling to the entire town direction as well as have the second interchange in the former Transkei.

The Boundary Road linking Waterfall Park with Ngangelizwe, Chatham Road ease traffic congestion towards Transido SMME workshops at Ngangelizwe. Surfacing of Bhongweni to Eskom further addresses the mushrooming and potential of commercial business opportunities including accommodation facilities. About 92% of the urban roads have gone far beyond their life span and pothole patching is not helping. A business case for bankable infrastructural projects has been prepared and lobbying for funding is being made. The budget has been increased in order to deal decisively with the challenges of potholes. A budget of R84m has been set aside to deal with the basic infrastructure challenges, especially in the poor areas. This will include the building of community halls and high mast lights in specified areas. This is to ensure that our communities have the necessary infrastructure to drive their development and craft their future in a dignified manner. This is the continuation of the work that has been undertaken in the previous financial years.

Council procured its own plant to ensure that the existing gravel roads are regularly maintained and a sum of R8m to augment MIG grant has been set aside for that. We are of the view that it makes economic sense to strengthen our internal capacity to do this maintenance. We have seen that it actually pays off to have internal capacity for maintenance. A sum of R100m has been put aside for refurbishment of the existing medium and high voltage electricity infrastructure through Amatola- OR Tambo District Municipality project. This will enable our industries to operate without hindrance while not disrupting the domestic supply. This is designed to ensure that space is created for investors to come and trade with us as a way to create jobs for the people of this area. As part of the electricity problems, our street lights require a major intervention which is now being taken care of.

There are streets that are known as dark streets. We apportion part of the crime statistics to the darkness of these streets. Part of the R100m is to be used to purchase equipment so as to ensure that issues of street lights are attended and remained history in KSD. A sum to the tune of R20m with the assistance of Eskom

2 | P a g e has been set aside to continue electrification of rural electricity connections, particularly, Mqanduli Phases 3 & 6, households extensions and infill’s, this is an effort to eliminate electricity backlogs and to provide light in rural areas to ensure that criminal activities are not hidden in dark for the convenience of criminals. The provision of lights, especially high mast lights is directed to promote convenient and ease policing by both Community Police Forums (CPFs) and SAPS. It is the old commitment of our municipality to ensure that our citizens live in a safe and secured environment.

On Local Economic Development, a key milestone of local economic development is the clear, deliberate and progressive integration of the local economic space to the national economy. As part of the high inclusive industrialization of the Country, the regional economy has been earmarked for the development of a Special Economic Zone (SEZ), particularly along Airport development. This is a vehicle for turning the local economy into a production-orientated and export- orientated zone. The overall outcome is increased job creation. Na- tional Government has invested an amount of R1, 8 Billion for the establishment of a Special Economic Zone and the HUB will be in KSD LM. There will be a lot of incentives for businesses who will operate within the SEZ area, such as tax breaks, grants et cetera and this will attract investors to build factories and produce. KSD LM LED is currently involved in improving a wool clip from sheep farmers within KSD LM. Wool is currently being produced in KSD and KSD has the largest flock of sheep within OR Tambo District. Wool is currently shipped and sold in P.E. Wool commercialisation programme / Wool clip improvement project, Mqanduli Milling Plant, Mthatha Airport Development, and Furntech-furniture incubator set to drive the economy of KSD.

Furthermore, the development of the local economy received a boost when KSD was chosen as a location for the development of an Agric park. Initial set up investment is R4 million. The expansion of the foot print of the wool commercialization programme through partnering with DRDAR is continuing. This includes the establishment shearing sheds at in rural areas, training programmes for farmers, youth shearing cooperatives. The investment on these programmes exceed R2 million. We are also focusing on promoting socio- economic development for the previously disadvantaged group. This is to be pursued in KSD through an aggressive contractor development programme to ensure that local contractors benefit from the infrastructure development programmes. We have identified capacity building as an important investment. Capacity building of the informal traders, through training, mentorship and incubation will be pursued with partners such as SEDA, Kei Fresh Produce Market, DEDEA and DTI. The sector includes street traders, Spaza shops and cooperatives. In additional, hawker stalls will be built in Mqanduli and Mthatha.

The municipality is well underway on the road to conclude the reviewal of Spatial Development Framework to consider SPLUMA imperatives and development of the Local Spatial Development Frameworks (LSDFs) for the areas of Mqanduli, Vidgesville and Qunu is further gaining the attention it deserves. These are areas that have been pronounced as development nodes in the Spatial Development Framework of the municipality. The development nodes were mentioned as catalysts which will unlock development through a process of developing reform strategies which amongst others will bring inner city urban reform. The prevalence of land invasions in Mthatha have reached new heights and have adverse impact on the planned housing developments and this needs to be discouraged through policy formulation underway. The municipality will continue to seek relief against land invasion from the courts of the land and intervention by Land Reform. It is envisaged that the challenges posed by the land claims will be resolved in the near future as promised by the National Land Claims Commissioner to unlock the development.

In recent statistics released by Statistics South Africa, SAPS stats-2019/20, Mthatha has been spotted as leading in violent crimes and lawlessness varies, mostly from murder, house breaking, theft and robbery, stock theft, motor-vehicle accidents, etc. By way of response to this, we have established a Community Safety Forum to look at, and coming up with preventative measures and solutions to the issues of crime. We continue to campaign and strive for clean and healthy environment. In the financial year 2019/20, we have managed to appoint permanently 119 EPWP beneficiaries as General Workers for Cleansing & Parks Divi- sion. We further solicited partnerships for cleaner town with Coca-Cola, Elliot Pharmacy, First National Bank, Standard Bank etc., to sustain the cleaning campaign as an ongoing project and exercise in order to keep Mthatha the cleanest and greenest town.

With regard to Greening Projects, we are busy implementing the following projects in partnership with De- partment of Environmental Affairs, the establishment of a new Landfill Site in Ward 33, Qweqwe location, maintenance of open parks and spaces, working for the Coast.

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IDP PRE-PLANNING : (PHASE 0 )

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INTRODUCTION

Reference is made to Section 25 of the Municipal Systems Act, 2000, which requires each Municipal Council to prepare and adopt an IDP. Section 35 of the Act defines this legally-mandated IDP as the principal strategic municipal planning document, which must guide all other plans, strategies and resource allocation, investment and management decisions in the municipality. Section 36 of the Act stipulates that a municipality must give effect to its IDP and conduct its affairs in a manner which is consistent with the plan. This document represents the IDP of the term of Council which started from 2016-2021.

0.1 IDP PROCESS PLAN OVERVIEW 2020-21

The IDP process plan of the King Sabata Dalindyebo for the review 2020/21 was adopted by the council on the 29th August 2019. The Integrated Development Plan (IDP) and Budget Formulation process is a means through which the municipalities prepare their strategic development plans for a five-year period. An IDP is one of the key instruments for local government to cope with its new developmental role. It facilitates decision- making on issues such as municipal budgets, land use planning and management, promotion of local economic development and institutional transformation in a consultative, systematic and strategic manner.

In order to ensure certain minimum quality standards of the IDP and Budget review process, and proper coordination between, and within spheres of government, municipalities need to prepare IDP Review and Budget Formulation Process Plan (Process Plan). The Process Plans must include the following: . A programme specifying the time-frames for the different planning steps; . Appropriate mechanisms, processes and procedures for consultation and participation of local communities, organs of state, traditional authorities and other role players in the IDP Review and Budget formulation processes; . Cost estimates for the Review Process; and . Take into cognisance that one ward has been added to KSD Local Municipality.

The Process Plan must also be set out in writing, and requires the adoption by Council. Since it is the first Council, it is critical that the previous Five Year Performance Report be presented to the communities as part of the IDP Review process.

0.2 ORGANISATIONAL ARRANGEMENTS FOR PROCESS PLAN The Executive Mayor and the Municipal Manager are responsible for managing and drafting the municipality’s IDP, a range of other role-players were also involved in the process. Table below sets out the roles and responsibilities of these role-players:

Role Player Roles and responsibilities Council . Approves and adopts the process and framework plans as well as the IDP. . Monitor the implementation and approve any amendments of the plan when necessary. Executive Mayor . Overall management, coordination and monitoring of the process and drafting of the IDP, which she assigns to the municipal manager. . Presents draft framework and process plans to council for adoption. . Political coordination and management of the resulting implementation programme. . Presents draft reviewed IDP to the Municipal Council for approval and adoption. IDP Representative Forum . Provides an organisational mechanism for discussion, negotiation and decision-making between stakeholders. . Represents the interests of their constituencies in the IDP review process. . Monitors the performance of the planning and implementation process. . Ensure that sector plans are aligned with and are part of the Munici- pality’s IDP. . Prepare their plans, strategies and budgets guided by and in support of the IDP prepared by the Municipalities. . Ensure that each sector’s input is incorporated in the IDP. Role Player Roles and responsibilities . Develop sector strategies and programme for the next five years with all the relevant role-players. Municipal Manager . Manages and coordinates the entire IDP process, as assigned by the Executive Mayor. . Facilitates the horizontal and vertical alignment of the District IDP preparation and review process. . Chairs the IDP steering committee. . Coordinates the IDP with national and provincial government department initiatives to ensure proper alignment of programme. IDP Steering Committee . Provides technical and advisory support in the IDP development process. . Monitors and evaluates effective management of IDP. . Ensures strategic management of the implementation programme. . Monitors programme expenditure against budget. . Commissions research studies and business plans for projects . Ensures alignment between the IDPs of the District Municipality and between Local Municipalities in the district. . Ensures alignment (through the Provincial Department of Local Gov- ernment as official point of entry) between municipalities in the O R Tambo District and Provincial Government and National Government line departments as and where relevant.

In line with the requirements of Section 25 (1) of the Municipal Systems Act 32 of 2000, as amended the King Sabata Dalindyebo Municipality has embarked on a robust development of its Integrated Development (IDP) 2020/21 Review and towards 2022 financial year. Based on the same Act, each municipal council must within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which:

a) Links, integrates and co-ordinate plans and takes into account proposals for the development of the municipality; b) Aligns the resources and capacity of the municipality with the implementation of the plan; c) Forms the policy framework and general basis on which annual budgets must be based; d) Complies with the provisions of this chapter; and e) Is compatible with National and Provincial development plans and planning requirements bind- ing the IDP formulation in terms of legislation.

The IDP formulation permits the municipality to improve and align plans and strategies to include additional issues. It also ensures that these plans and strategies inform institutional and financial planning. The development of IDP is based on three major principles namely, consultative, strategic and implementation oriented planning.

Section 34 of the Municipal Systems (Act 32 of 2000) as amended, dictates that each municipal council must engage itself on a continuous review of its Integrated Development Plan (IDP). Based on the review a municipal council may amend its integrated development plan in accordance with the requirements set out in the Municipal Systems Act 32 of 2000, the Local Government: Municipal Planning and Performance Man- agement Regulations 2001 and 2006 and the Municipal Finance Management Act 56 of 2003.

The IDP review permits the municipality to improve and align plans and strategies, to include additional issues and to ensure that these plans and strategies inform institutional and financial planning. The review and amendment of the IDP thus, further develops the IDP and ensures that it remains the principal management tool and strategic instrument for the Municipality. The review of this IDP will be based on three major principles namely, consultative, strategic and implementation oriented planning. The IDP formulation and implementation process will therefore be guided by the following legislation or policies:

 Constitution of the Republic of South Africa, 1996  Local Government: Municipal Systems Act, 2000  Local Government: Municipal Structures Act, 1998 as amended  Local Government Municipal Finance Management Act, 2003  White Paper of Local Government

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 National Development Plan as well as other National Policies  Provincial Development Plan  OR Tambo District Development Plan  KSD 2030 Vision  Spatial Planning and Land Use Management Act, 2014

A good environment for the preparation of the IDP has been established. As prescribed by Section 28 of MSA, a process plan was prepared and adopted by Council. The process plan made provision for institutional arrangements, roles and responsibilities, the Organisational structure, procedures and mechanisms for public participation and for alignment of the IDP with that of the O.R Tambo District Municipality. The main purpose of the IDP is to foster more appropriate service delivery by providing the framework for economic and social development within the municipality. In doing so it contributes towards eradicating the development legacy of the past, operationalises the notion of developmental local government and foster a culture of co-operative governance amongst the three spheres. a) IDP Objectives

Integrated development planning is a process whereby municipalities prepare strategic development plans for a five-year period. IDPs are the main platform through which sustainable provision of service delivery could be achieved. They intend to promote co-ordination between local, provincial and national government. Once adopted by Council, these plans should inform planning, decision making, budgeting, land management, promotion of local economic development, and institutional transformation in a consultative systematic and strategic manner.

The main objective of developing an IDP is the promotion of developmental local government, through the following:-

. Institutionalising performance management in order to ensure meaningful, effective and efficient delivery (monitoring, evaluation and review), speed up service delivery through making more effective use of scarce resources . Enabling the alignment and direction of financial and institutional resources towards agreed policy objectives and programmes . Ensure alignment of local government activities with other spheres of development planning through the promotion of intergovernmental co-ordination. b) Status of the IDP

This IDP replaces all previous IDPs that have been approved by the previous Councils. The IDP is a legal document that must be approved by the Council. According to Section 26 of the MSA the Municipal Spatial Development Framework (MSDF) must be aligned to the IDP. All other spatial plans must be aligned with the MSDF. Therefore, no spatial plan of the municipality may contradict the MSDF or the IDP.

Section 35(2) of the MSA, indicates that a spatial development framework contained in the Integrated Devel- opment Plan prevails over a plan defined in section 1 of the Physical Planning Act, 1991 (Act No. 125 of 1991). Section 1 of the Physical Planning Act defines ‘plan’ as a national plan, a regional development plan, a regional structure plan or an urban structure plan.

 Assist the municipality to focus on environmentally sustainable development strategies and delivery.  Assist in the development of a holistic strategy for local economic development and job creation in the context of a strong poverty alleviation focus.  Strengthen democracy and institutional transformation  Attracting additional funds from private investors and sector departments as the IDP indicates a developmental direction.

A critical concept in the development of an IDP is ensuring that integration takes place. The IDP process and development of plans amounts to an advantage to ensure alignment of all the plans with the IDP. This will ensure that consolidated and integrated sectoral programmes will be developed and that aspects, both

21 | P a g e horizontally and vertically, ranging from spatial, economic, environmental and social impacts are completely connected.

This IDP also aims to:-

 Create a higher level of focus and thereby improve the strategic nature of the document;  Align this strategic document with the limited financial and human resources  Align the IDP with the activities of the municipality’s departments and other social partners in other spheres of government  Align the IDP with the various sector and management plans of the municipality. c) Institutional Arrangements

IDP process are properly managed and implemented accordingly. A joint effort between the different role players is imperative in order for fair and just decisions to be reached.

Organizational arrangements are based on the following principles:

 Public Participation has to be institutionalized to ensure that all residents have an equal right to participate  Structural participation must specify the participants, who they represent, issues to be taken forward, organizational mechanisms and the effects of the participation.  The Municipal Council adopts and approves the Process Plan and for the purposes of the IDP Pro- cess will undertake the overall management and co-ordination of the planning process which includes ensuring that:

o All relevant actors and procedures for the Public Consultation and participation are applied. o The planning events are undertaken in accordance with the time scheduled o The Planning process is related to the real burning issues in the Municipality o It is a strategic and implementation orientated process o The sector planning requirement is satisfied o Adopts and approves the IDP o Adjusts the IDP in accordance with the MEC of DLGTA’s proposal o Ensures that the annual business plans, budget and land use management decisions are linked to and based on the IDP

The IDP Guide Pack recommends the following roles and responsibilities:-

Mayor

The Mayor Co-ordinates and makes the final decisions on issues regarding the process plan.

IDP Manager

The IDP Manager as delegated by the Municipal Manager has the responsibility to prepare, properly manage, monitor, organize and implement the planning process on a daily basis.

Technical Committee

As the persons in charge for implementing IDP’s, the technical/ sector officers must be fully involved in the planning process to:-

 Provide methodological assistance on the development of IDP Process Plan  Manage and monitor the IDP, Budget and PMS from development of IDP, Budget and PMS Process plan until the final approval of IDP, Budget and PMS  Provide relevant technical, sector and financial information for analysis for determining priority issues.

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 Contribute technical expertise in the consideration and finalisation of strategies and identification of projects.  Provide departmental operational and capital budgetary information.  Be responsible for the preparation of project proposals, the integration of projects and sector programmes.  Be responsible for preparing amendments to the draft IDP for submission to the municipal council for approval and the MEC for local government.

IDP Steering Committee

A steering committee, in order to master the integration and ensure horizontal and vertical alignment has to be formally established and composed as follows:-

Chaired by: The Municipal Manager

Secretariat:-Appointed professional team/ IDP Unit (where applicable)

Composition:

Heads of Departments (KSD Municipality)

 Director: Rural & Economic Development  Chief Financial Officer  Director: Infrastructure  Director Human Settlements  Director: Corporate Services  Director: Community Services  Director: Public (Community) Safety

Other senior officials (permanent on ad hoc basis):

 General Managers and Middle Management

Other appointed officials

 Senior Managers from National and Provincial Departments, OR Tambo District Munici- pality, sister municipalities and Parastatals  Sector Specialists (Heads of all sector departments)

IDP Representative Forum (Community Representation)

The IDP Representative forum is the structure which institutionalises and guarantees representative participation in the IDP process. The selection of members to the IDP representative forum has to be based on criteria which ensure geographical and social representation.

The composition of the IDP Representative forum:

Chairperson- Executive Mayor or a Member of the committee of appointed councillors Secretariat- IDP steering committee (Municipal Manager / IDP Manager/ Appointed Professional Team)

Members: • All Steering Committee Members • Members of the executive committee/mayoral committee/committee of appointed councillors • Councillors (including councillors who are members of the district council and relevant portfolio councillors)

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• Traditional leaders • Ward committee Secretaries • Community Development Workers • Community Health Workers • Heads of Department/Senior Officials (internal) • OR Tambo District Municipality • National and Provincial Government departments • Organised Business and Labour • Stakeholders’ representatives of organised groups (NGOs, CBOs, etc.) • Co-Operatives, Taxi Associations • Resource persons; and • Relevant Community representatives

0.3 ORGANISATIONAL STRUCTURE OF THE IDP PROCESS

Mechanisms and Procedures for Public Participation

One of the main features of the IDP Process is the involvement of the community and stakeholder organization in the process as well as participation of affected and interested parties to ensure that the IDP addresses the real issues that are experienced by the citizens of the municipality.

Public Participation Principles

0.1 In order to ensure public participation, Chapter 4 (Sec 17 to 22) of the Municipal Systems Act requires the municipality to create appropriate conditions that will enable participation as a minimum requirement.  The elected Council is the ultimate decision-making body on IDP s  The role of participatory democracy is to inform stakeholders and negotiate with them on issues of development planning  To give stakeholders an opportunity to provide input on decisions taken by Council  This should be done in particular with regard to disadvantaged and marginalized groups

Structured Participation

A structured public process was followed  It is critical for the municipality to embark on a ward based approach in order to reach the vast majority of the community and document their needs and aspirations.

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 Use of ward to ward community IDP Outreach.  Existing public participation structures were utilised, for example the existing Representative Forum  The residents and stakeholders were informed of the Municipalities intention to embark on the IDP Process  Appropriate forms of media were utilised to ensure that all members of the community are notified of progress of the IDP as well as planned meetings  The Municipality website was also utilised to communicate and inform the community. Copies of the IDP and Budget will be uploaded on the website.  All relevant community and stakeholder organizations will be invited to register as members of the IDP representative Forum  An appropriate language and accessible venues will be used to allow all stakeholders to freely participate  The IDP Rep Forum meetings will be scheduled to accommodate the majority of members  The Community and Stakeholders representatives will be given adequate time to conduct meetings or workshop with the groups they represent  Copies of the IDP Documents will be accessible for all communities and stakeholders with adequate time provided to comment  Council meetings regarding the approval of IDP will be open to the public  IDP Outreach meetings will be called and will be communicated with the Traditional Leaders and the bigger community.

One of the major challenges is the lack of participation of sector departments; as a result the municipality had a meeting focusing on strengthening the IGR Forum. The participation of government departments have improved but it needs a concerted effort to ensure that it is honoured by all stakeholders.

Public Participation Process

Public participation was encouraged throughout the IDP process, to empower communities and harness vibrant democratic culture within the decision making processes of the municipality. Public participation was promoted in the following manner:-

 Use of the IDP Representative Forum to afford participants an opportunity to contribute to the process and share the views of their communities  Use of the IDP steering committee to debate technical solutions, even though participation was found to be weak in some instances. The need to intensify the IGR structure cannot be overemphasized reporting planned programmes and give feedback on performance by all sectors.  Traditional Leaders, Ward Councillors, Community Development Workers and Ward Committees who convene meetings to keep communities informed on the IDP progress as well as conveying community needs to the IDP process.  Newspaper advertisements to inform communities of the key steps in the process.  Making the IDP available for public comment and once adopted making the IDP document accessible to all members of the public  Appropriate language usage including Xhosa, in the IDP meetings.  The management of the high levels of illiteracy in the community through facilitation, simple linguistics and explanations in mass meetings which ensured that people understand the process and are empowered to participate in the IDP process. d) Legislative Framework

The Constitution of the Republic of South Africa regulates and directs the operations and existence of the local sphere of government. Section 152 of the Constitution clearly sets out the objects of local government. A municipality must strive to achieve the following objects:-

 To provide democratic and accountable government for local communities;  To ensure the provision of services to communities in a sustainable manner;  To promote social and economic development;  To promote a safe and healthy environment and;

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 To encourage the involvement of communities and community organization in matters of local government.

Section 153 of the Constitution also stipulates that a municipality must:-

 Structure and manage its administration and budgeting and planning process to give priority to basic needs of the community and to promote the social and economic development of the community; and  Participate in national and provincial development programmes.

Section 25 of the Local Government Municipal Systems Act 32 of 2000, amended 2009 (MSA) stipulates that each municipal council must, after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality and which aligns the resources and capacity of the municipality with the implementation of the plan. The IDP should form the policy framework and general basis by which annual budgets must be based on and should be compatible with the national and provincial development plans and planning requirements.

Section 26 of the MSA prescribes the following peremptory components that an IDP must reflect on:-

 The municipal Council’s vision including the municipal critical development and transformation needs;  An assessment of existing level of development in the municipality;  The Council’s developmental priorities and objectives including its local economic development aims;  The Council’s developmental strategies which must be aligned to national and provincial sector plans;  A spatial development framework which must include the provisions of basic guidelines for a land use management system;  The Council’s operational strategies;  A financial plan; which must include a budget projection for the next three years; and  The key performance indicators and performance targets determined in terms of section 41.of the MSA 34 of 2000

The Municipal Planning and Performance Management Regulations (2001) sets out the following further requirements for and IDP:

 An institutional framework for implementation of the IDP and to address the municipality’s internal transformation;  Investment initiatives must be clarified;  Development initiatives including infrastructure, physical social and institutional development; and  All known projects, plans and programmes to be implemented within the municipality by any organ of state.

The Municipal Finance Management Act 56 of 2003 (MFMA) provides for closer alignment between the annual budget and the compilation of the IDP.

0.4 PROCESS FOLLOWED- PLANNED ACTIVITIES The table below outlines the process need to be followed in the development of the IDP:-Attach the 2020/21 Review Council resolution -Prior Plan ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY JULY 2019 Alignment of draft process plan Section 21 of the MFMA 22-23 July 2019 Manager IDP Achieved on the 22 and draft IDP process frame- 56 of 2003:Budget Prepa- July 2019 work with O R Tambo district ration Process read with municipality Section 28 (1) of the Mu- Develop draft process and nicipal Systems Act, 32 of 22-23 July 2019 Manager IDP Achieved on the 22 timetable for the 2000 July 2019 2019/20Budget

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY Standing Committee, IGR & 23 July 2019 Municipal Man- Achieved on the 23 Research to discuss Draft Pro- ager July 2019 cess Plan Mayoral Committee to Discuss 27 July 2019 Executive Mayor Achieved on the 27 Draft Process Plan July 2019 AUGUST 2019 Provincial IDP Assessment Section No. 32 of the Mu- 29 July -02 Au- Manager: IDP Achieved on the (MEC Comments on the IDP nicipal Systems Act N0. 32 gust 2019 02nd August 2019 IDP /Budget Technical/ Steer- of 2000 12 August 2019 Municipal Man- Achieved on the 12 ing Committee – to submit Pro- ager/ Director: August 2019 cess Plan for discussion RED, All Direc- tors IDP Representative forum 15 August 2019 Executive Mayor Achieved on the meeting- presentation of draft 27th August 2019 IDP ,Budget and PMS process plan Council consider IDP, Budget 30 August 2019 Executive Mayor Adopted on the 29th and PMS Process Plan 2020- August 2019 21 for adoption 2019/20 Financial Statements 31 August 2019 CFO/ GM: Ac- Achieved on the submitted to Auditor-General counting & Budg- 31st August 2019 eting Submit Rollovers to be included 31 August 2019 CFO Achieved on the in the 2019/20 Budget 30th August 2019, but, it was however not approved SEPTEMBER 2019 (IDP MONTH) Submission of IDP and PMS Section 21 of the MFMA 02 September Manager IDP Achieved on the Process Plan to OR Tambo DM 56 of 2003:Budget Prepa- 2019 07th September and other spheres of govern- ration Process read with 2019 ment Section 28 (1) of the Mu- nicipal Systems Act, 32 of 2000 Advertise IDP/ PMS and Section 21 of the MFMA 06 September Manager IDP/ Achieved : Daily Budget Process Plan on the lo- 56 of 2003:Budget Prepa- 2019 Budget & Ac- Dispatch dated 07th cal print media ration Process read with counting/ Com- September 2019 Section 28 (1) of the Mu- munications Replication of ward based plan- nicipal Systems Act, 32 of 02- 06 Septem- Manger IDP Achieved on the ning to all wards (desktop ses- 2000 ber 2019 06th September sion-in-house) Section 16 of Local Gov- 2019 IDP Awareness Campaign and ernment: Municipal Sys- 03-20 Septem- Manager IDP Achieved: took Budgeting Process tems Act,No.32 of 2000 ber 2019 place on the 10th states that Municipality September 2019 must develop a culture of for Councillors and municipal governance that Officials and pro- complements formal rep- ceeded to Ward resentative government stakeholders on the with a system of participa- 20th to 27th Septem- tory governance ,and must ber 2019 IDP/Budget Framework Work- for this purpose (a) en- 12 September Portfolio Head: Achieved for shop- to engage IDP Repre- courage ,and create con- 2019 Budget Treasury Councillors through sentative Forum stakeholders ditions for, the local com- Office / CFO clustering to the munity to participate in the IDP/ Budget affairs of the municipality Awareness work- ,including in- shop on the 10th (i)the preparation ,imple- September 2019, ment and review of its in- and for Officials at tegrated development the MANCOM plan in terms of chapter 5 meeting held on the Section 21 of the MFMA 07 th October 2019 Review Of Ward Based Profiles 56 OF 2003: budget prep- 09-10 Septem- Manager IDP Draft document de- aration process ber 2019 veloped

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY IDP, Budget and PMS Process 09 September Manager IDP Achieved on the Plan steering committee-to pre- 2019 17th September sent Ward Based Profiles and 2019 during the proposal on IDP Awareness presentation of Draft situational analysis Ward to Ward IDP, Budget and 16 September Executive Mayor Achieved on the PMS Outreach Programme – to -30 Septem- & Members of the 07th to 22nd Needs Analysis and prioritisa- ber 2019 Mayoral Commit- October 2019 tion tee Submission of Personnel Re- 17 - 30 Septem- Director Corpo- Achieved request quest Forms ber 2019 rate Services, were forwarded to CFO,GM Budget directorates on the and Accounting 25th September and GM: Human 2019 and remind- Resources ers on the 12th Oc- tober 2019, respectively OCTOBER 2019 HR and Budget collate Person- Section 21 of the MFMA 03 – 21 Oct Director Corpo- Delayed respond- nel Request Forms and ana- 56 of 2003:Budget Prepa- 2019 rate Services, ing to the submis- lyse results through staff keys ration Process CFO,GM Budget sion of Personnel book and Accounting Request Forms, it and GM: Human to be extended to Resources the 28th February 2020 IDP/ PMS Technical/ Steering Section 55 (1)of Local Mu- 09 October 2019 Municipal man- Achieved on the Committee – Presentation and nicipality: Municipal Sys- ager, All Direc- 17th October 2019 discussions on the perfor- tems Act,No.32 of 2000 tors mance reports of the 1st quar- states that As head of ad- ter ministration the municipal Reviewal & unpack the situa- manager of a municipality tional analysis is, subject to the policy di- rections of the municipal council ,responsible and accountable for-(ii) equipped to carry out the task of implementing the municipality ‘s integrated development plan in accordance with chapter 5. ( c) the implement of the municipality’s integrated development plan, and monitoring of progress with implementation of the plan Analyze results of personnel Section 21 of the MFMA 22 -31 October Director Corpo- The analysis of per- expenditure and communicate 56 of 2003 : Budget Prep- 2019 rate Services, sonnel results to Directorates aration Process CFO could not proceed GM Budget and due to failure by Accounting and departments/ direc- GM Human Re- torates to respond sources on time IDP Representative Forum to Section 16 of Local Gov- 25 October 2019 Executive Mayor/ Achieved on the present first Draft situational ernment: Municipal Sys- Professional 25th analysis report tems Act,No.32 of 2000 team October 2019 and states that Municipality further fine-tuned at must develop a culture of the same platform municipal governance that on the 01st of No- complements formal rep- vember 20119 resentative government

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY with a system of participatory governance ,and must for this purpose (a) encourage ,and create conditions for, the local community to participate in the affairs of the municipality ,including in- (i)the preparation ,implement and review of its integrated development plan in terms of chapter 5 Section 21 of the MFMA 56 OF 2003: budget preparation process Council to approve 1st Section 28 of the MFMA 26 February Executive Mayor Achieved on the Adjustment Budget the Municipality May re- 2020 and Municipal 29th vise an approved annual Manager October 2019 budget though an adjustment budget and read together with Section 72(3) The Accounting Officer must as part of the review make recommendations as to whether an adjustment budget is necessary and recommend revised projection of revenue and expenditure to the extent that this may be necessary Submission of Performance re- Section 55 (1)of Local Mu- 31 October 2019 Executive Mayor Achieved on the ports and performance infor- nicipality: Municipal Sys- and Municipal 29th October 2019 mation of the first quarter to tems Act,No.32 of 2000 Manager Council states that As head of administration the municipal manager of a municipality is, subject to the policy di- rections of the municipal council ,responsible and accountable for-(ii) equipped to carry out the task of implementing the municipality ‘s integrated development plan in accordance with chapter 5. ( c) the implement of the municipality’s integrated development plan, and monitoring of progress with implementation of the plan Submission of D-Form to Section 43 of the MFMA: 30 October 2019 GM: Budget and Achieved on the NERSA Applicability of Tax and Accounting ,CFO 28th October 2019 Tariff capping on Munici- and Electrical En- palities gineer NOVEMBER 2019 Submission of Budget Request Section 21 of the MFMA 04-21 Novem- Municipal Man- Delayed reply in Forms General Expenses-Cap- 56 of 2003 Budget Prepa- ber 2019 ager, All Direc- submission of Per- ital outlay ,Capital Budget ,Op- ration Process torates sonnel Request erating Projects and Review of Forms, it to be ex- Tariffs tended to the 28th February 2020

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY Check with National, Provincial 07-29 Novem- GM: Accounting Communication Governments and District Mu- ber 2019 and Budget /CFO was done on the nicipalities for any information 09th January 2020 in relation to budget and adjustment budget to projected allocations for the next three years. Discuss Draft audit report from 11 -29 Novem- GM: Accounting Achieved on the the Auditor-General for the ber 2019 and Budget /CFO 29th November 2018/19 financial statements 2019 in a seating in East London IDP, PMS and Budget Tech- Section 55 (1)of Local Mu- 11 November Municipal Man- Achieved on the nical/ Steering Committee on nicipality: Municipal Sys- 2019 ager, Director: 11th November First Draft IDP Review 2020/21 tems Act,No.32 of 2000 RED, All Direc- 2019 focusing on: - states that As head of ad- tors  Development of Strategies ministration the municipal and Objectives manager of a municipality  Project identification is, subject to the policy di- rections of the municipal IDP Rep Forum –discussion on council ,responsible and 15 November Executive Mayor Achieved on the First Draft IDP Review 2020/21 accountable for-(ii) 2019 20th November focusing on: - equipped to carry out the 2019  Development of Strategies task of implementing the and Objectives municipality ‘s integrated  Project identification & For- development plan in ac- mulation cordance with chapter 5. ( c) the implement of the municipality’s integrated development plan, and monitoring of progress with implementation of the plan CFO to collate budgets and an- 25 -29 Novem- GM: Accounting Could not proceed alyse results ber 2019 and Budget /CFO due to failure by departments/ directorates to respond on time IDP/PMS and Budget Reviewal 27-28 Novem- Executive Mayor Achieved on the Workshop – First Draft IDP Re- ber 2019 27th January 2020 view DECEMBER 2019 IDP/PMS and Budget Tech- Section 16 of Local Gov- 09-10 Decem- Executive Mayor Not achieved due nical Steering Committee ernment: Municipal Sys- ber 2019 to likelihood for – Sum-up Strategies and Ob- tems Act,No.32 of 2000 poor attendance jections and Projects Formula- states that Municipality because of De- tion must develop a culture of cember holidays municipal governance that (recess), it deferred complements formal rep- to January 2020 resentative government and achieved on with a system of participa- the 27th January tory governance ,and must 2020 for this purpose (a) encourage ,and create conditions for, the local community to participate in the affairs of the municipality ,including in- (i)the preparation ,implement and review of its integrated development plan in terms of chapter 5

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY Section 21 of the MFMA 56 OF 2003: budget preparation process JANUARY 2020 IDP/ PMS and Budget Tech- 09 January 2020 Municipal Man- Achieved on the nical/ Steering Committee Fi- ager/ Director: 27th January 2020 nalise developmental strate- RED, All Heads gies and objectives, triggering of Departments project identification and formulation

IDP Rep Forum – Fine-tune & Section 16 of Local Gov- 10 January 2020 Executive Mayor Anticipated to Finalise developmental strate- ernment: Municipal Sys- merge with the gies and objectives tems Act,No.32 of 2000 MEGA Strategic Planning Session on the 28 -29 Janu- ary 2020 Obtain any adjustments to pro- Section 21 of the MFMA 16-23 January GM: Accounting Communication jected allocations for the next 56 of 2003:Budget Prepa- 2020 and Budget /CFO was done on the three years from National, Pro- ration Process 09th January 2020 vincial Governments & District but there were no Municipalities. adjustments IDP/PMS and Technical /Steer- 20 January 2020 Municipal Man- Achieved on the ing Committee- Consolidation ager/ Director: 27th January 2020 First Draft IDP document RED, All Heads of Departments Special Council Meeting – Ta- Section 72 (1) of the 24 January Executive Mayor Achieved on the ble in to the Council an annual MFMA: The Accounting 2020 24th January 2020 report, the audit report for Officer of a Municipality 2019\20, and Mid –year report must by 25 January of 2019/20 each year assess the performance of the Municipal- ity during the first half of the financial year. Section 121 of the MFMA: Prepa- ration and adoption of the annual report FEBRUARY 2020 Budget adjustment Consulta- Section 28 of the MFMA 01-06 February GM: Budgeting Achieved on the tion Process begins the Municipality May re- 2020 and Accounting 03rd -07th February vise an approved annual 2020 budget though an adjustment budget IDP, Budget and PMS Tech- Section 21 of the MFMA 03 February CFO/ Municipal Achieved at the nical/ Steering Committee - To 56 of 2003:Budget Prepa- 2020 Manager/ Direc- MNCOM meeting discuss 02nd Adjustment ration Process tor: RED, All Di- held on the 13th Budget rectorates February 2020 IDP Representative Forum – 06 February Executive Mayor Anticipated to Present First Draft IDP , Budget 2020 merge with the Integration and & Sectoral MEGA Strategic Alignment Planning Session on the 28 -29 Janu- ary 2020, as being informed by revised Institutional Calen- dar, in which the date further postponed to March 2020

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY Draft IDP 2020/21 & 2020/21- Section 21 of the MFMA 20 February Municipal Man- Achieved on the 21/22-22/23 MTREF Budget 56 of 2003:Budget Prepa- 2020 ager/ CFO/ Di- 18th February 2020 Mid-Year Engagement ration Process rector: RED, All Directors Council to approve 2nd Adjust- Section 28 of the MFMA 26 February Executive Mayor Achieved on the 26th ment Budget the Municipality May re- 2020 and Municipal February 2020 vise an approved annual Manager budget though an adjustment budget and read together with Section 72(3) The Accounting Officer must as part of the review make recommendations as to whether an adjustment budget is necessary and recommend revised projection of revenue and expenditure to the extent that this may be necessary MARCH 2020 IDP/ PMS and Budget Tech- 02 March 2020 Municipal Man- Achieved as nical / Steering Commit- ager/ CFO/ Di- planned tee/MANCOM -first draft IDP rector: RED 2020/21 and Draft MTERF Budget 2020/2021-2023 - to prepare for MEGA Strategic Session Approval of Electricity Tariffs by 03-31 March GM: Budget and Achieved as NERSA 2020 Accounting ,CFO planned and Electrical En- gineer MEGA Strategic Planning Ses- Section 16 of Local Gov- 11-13 March Executive Mayor Achieved on 28th & sion - Presentation of first draft ernment: Municipal Sys- 2020 29th January 2020 IDP, PMS 2020/21 and tems Act,No.32 of 2000 MTREF Budget 2020/21- states that Municipality 21/22-22/23 to finalise integra- must develop a culture of tion, alignment of budgets municipal governance that complements formal representative government with a system of participatory governance ,and must for this purpose (a) encourage ,and create conditions for, the local community to participate in the affairs of the municipality ,including in- (i)the preparation ,implement and review of its integrated development plan in terms of chapter 5 Section 21 of the MFMA 56 OF 2003: budget preparation process Council adopts First Draft Section 16(2) Annual 26 March 2020 Executive Mayor Adopted on the 12th 2020/21 IDP, PMS and MTERF Budget: The Mayor of a May 2020, delayed Budget and Budget policies for Municipality must table the by the outbreak of 2020/21-21/22-22/23 annual budget at a council Covid_ 19 which led meeting 90 days before to the total national the start of the budget year Section 43 of the MFMA 21 days lockdown and later extended to two weeks 32 | P a g e

ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY APRIL 2020 IDP Representative Forum – to Section 23(1)a when the 02 April 2020 Executive Mayor Achieved: comments outline IDP Roadshows time- annual budget has been and All Council- solicited through Fa- lines tabled the Municipal coun- lors cebook page due to cil must consider views of Covid -19 local community IDP Review and MTERF 03 April 2020 CFO Advertised on KSD Budget 2020/21- 23 advertised Facebook page and for public comments, Public publicised on local ra- Meetings & Consultation dio station IDP/Budget road shows- pre- 03 April – 30 Executive Mayor Achieved virtual on sent draft IDP, PMS Review April 2020 and All Council- the 22nd May 2020 on 2020-21- and MTREF Budget lors Unitra Community to solicit comments from mem- Radio (UCR) live bers of the community broadcast Submit to National Treasury, Regulation 15(4)a: The 06 April 2020 GM: Budget and Achieved as planned Provincial Treasury and the Municipal Manager must Accounting/CFO MEC responsible for Local send copies of the annual Government the annual report, budget and supporting Annual financial statements, documentation as tabled the audit report and any correc- in the Municipal Council in tive action taken in response to both printed and electronic the findings of the audit report form relating to 2019/20 Review of Budget Related Pol- Section 21 of the MFMA 09 – 13 April GM: Accounting Achieved and icies 56 of 2003:Budget Prepa- 2020 and Budget /CFO adopted on the 12th ration Process June 2020 Draft IDP 2020/21 & 2020/21- Section 21 of the MFMA 30 April 2020 Municipal Man- Achieved virtual 21/22-22/23 MTREF Budget 56 of 2003:Budget Prepa- ager/ CFO/ Di- Engagement and Benchmark- ration Process rector: RED, All ing Directors MAY 2020 IDP Rep. Forum - discuss and Section 24(1) the Munici- 08 May 2020 Portfolio Head Fi- Achieved virtual on consider Public comments and pal Council must at least nance/ Executive the 10th June 2020 the final draft IDP , PMS 2020- 30 days before the start of Mayor 21 and MTERF Budget review the budget year consider approval of the annual budget Council consider adoption of Section 24(1) the Munici- 28 May 2020 Executive Mayor Achieved on the 12th Final Draft IDP 2020/21, pal Council must at least June 2020 2020/21-23 and MTERF 30 days before the start of Budget the budget year consider approval of the annual budget JUNE 2020 Preparation of draft Service De- Section 41 of Local Gov- 08—09 June GM Compliance Achieved as planned livery and Budget Implementa- ernment: Municipal sys- 2020 and All Directors, tion Plan for the financial year tems Act No 32 of 2000 Manager PMS ending June 2021 state that (1) a municipality must in terms of its performance management system and in accordance with any regulation and guidelines that may be prescribed- (a) set appropriate key performance indicators as a yardstick for meaning performance, including outcomes and impact with regard to the municipality’s development priorities and objectives 33 | P a g e

ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY set out in its integrated development plan. In Terms of section 120 to provide for regulate (d) the regular review by a municipality of its key performance indicators; (e) the setting of a framework for performance targets by municipalities consistent with their development priorities, objectives and strategies set out in their IDP MTREF Budget, Budget related Section 75(1)(a,b)The Ac- 12 June 2020 GM: Accounting Achieved on the 13th policies, annual report pub- counting Officer of a Mu- and Budget June 2020 lished on Council website. nicipality must place on the website referred to in section 21Aof the systems Act the following documents: Annual and Adjust- ment budget and all related policies Annual Budget Reports to Na- Regulation 20(1) The Mu- 12 June 2020 GM: Accounting Achieved on the 13th tional & Provincial Treasury. nicipal Manager must and Budget June 2020 comply with section 24(3) of the Act within 10 working days after the council has approved the annual budget ,The Municipal Manager must submit to National Treasury and relevant provincial Treasury in both electronic and printed form Preparations for strategic plan- In terms of section 46 Lo- 15-17 June GM: Compliance/ Still within the plan ning session to assess annual cal Government: Munici- 2020 Manager PMS performance of the institution. pal Systems Act, No .32 of 2000 states that (1) a municipality must prepare for each financial year a performance report reflecting- (a) The performance of the municipality and of each external service provider during the financial year.(b) a comparison of the performance referred to in paragraph (a) with targets set for and performance in the previous year. Ordinary Council Meeting to 26 June 2020 Executive Mayor Still within the plan note SDBIP Submission of the final draft Section 53 (3)(b) Local 29 June 2020 GM: Compliance/ Still within the plan SDBIP’s to the other spheres of Government :Municipal Fi- Manager PMS government nance Act 56 of 2003 state that the Mayor must ensure—that the performance agreements of the municipal manager ,senior managers and any other categories of officials as

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ACTIVITY LEGISLATIVE REQUIRE- PROJECTED RESPONSIBIL- ACTUAL DATE MENT DATE ITY may be prescribed, are made public no later than 14 days after the approval of the municipality’s service delivery and budget implementation plan. Cop- ies of such performance agreements must be submitted to the council and the MEC for local government in the province

0.5 INTER-GOVERNMENTAL PLANNING Section 41(1) of the Constitution contains the principles of co-operative government and inter-governmental relations. Accordingly Section 41(1) determines that:

All spheres of government and all organs of state within each sphere must:–

 preserve the peace, national unity and the indivisibility of the Republic;  secure the well-being of the people of the Republic;  provide effective, transparent, accountable and coherent government for the Republic as a whole;  be loyal to the Constitution, the Republic and its people;  respect the constitutional status, institutions, powers and functions of government in the other spheres;  not assume any power or function except those conferred on them in terms of the Constitution;  exercise their powers and perform their functions in a manner that does not encroach on the geographical, functional or institutional integrity of government in another sphere; and co-operate with one another in mutual trust and good faith by:-

o fostering friendly relations; o Assisting and supporting one another; o Informing one another of, and consulting one another on, matters of common interest; o Coordinating their actions and legislation with one another; o adhering to agreed procedures; and o Avoiding legal proceedings against one another.

In essence “intergovernmental relations” means relationships that arise between different spheres of governments or between organs of state from different governments in the conduct of their affairs. The Con- stitution states that the three spheres of government are distinctive, inter-dependent and inter-related. They are autonomous, but exist in a unitary South Africa and have to cooperate on decision-making and must coordinate budgets, policies and activities, particularly for those functions that cut across the spheres.

Cooperative governance means that national, provincial and local government should work together to provide citizens with a comprehensive package of services. They have to assist and support each other, share information and coordinate their efforts. Implementation of policies and government programmes particularly require close cooperation between the three spheres of government.

A number of policies, strategies and development indicators have been developed in line with the prescrip- tions of legislation to ensure that all government activities are aimed at meeting the developmental needs expressed at the local government level.

This section outlines the national and provincial policy directives, sector plans and legislation that set the strategic direction and with which local government must align to ensure that government spending is aligned to the more pressing needs of communities and those that make the economy to grow. 35 | P a g e

National Development Policies Provincial Development Poli- cies  National Development Plan (NDP)  Medium Term Strategic  The New Growth Path; Framework (MTSF);  The Outcomes Approach 2010;  Provincial Growth and De-  Green Paper on National Strategic Planning of 2009; velopment Programme  Government Programme of Action 2010; (PGDP).  Medium Term Strategic Framework (MTSF) 2017-2020  Spatial Development Per-  National Key Performance Indicators (NKPIs); spective  Accelerated and Shared Growth Initiative for South Africa (AsgiSA);  Breaking New Ground Strategy 2004;  Comprehensive Rural Development Programme;  National Infrastructure Maintenance Programme;  Land Care Programme;  Local Government Turnaround Strategy;  National Spatial Development Perspective (NSDP).

0.6 MECHANISM FOR NATIONAL PLANNING CYCLE

Policy or Strategy Guiding Principles The proposed National The Green Paper on National Strategic Planning of 2009 proposed the National Planning Strategic Vision Commission, that will direct the development of a long-term strategic plan, called South Africa Vision 2025. Also proposes national spatial guidelines, and an overarching spatial framework spelling out government’s spatial priorities in order to focus on government action and provide the platform for alignment and coordination. The preparation of the three key products of the planning cycle is proposed namely:  long term product (National Strategic Vision)  medium term product (MTSF); and  short term product (Action Programme) These will all set the strategic direction from which all spheres of government should take guidance.

Medium Term Strategic The basic thrust of the Medium Term Strategic Framework 2017 – 2020 is to improve Framework (MTSF) the conditions of life of all South Africans and contribute to building a better Africa and a (2017-2020) better world. The MTSF base document is meant to guide planning and resource allocation across all the spheres of government. Informed by the MTSF and, municipalities are expected to adapt their Integrated Development Plans in line with the national medium- term priorities. These strategic priorities set out in the MTSF are as follows:  Strategic Priority 1: Speeding up growth and transforming the economy to create decent work and sustainable livelihoods.  Strategic Priority 2: Massive programme to build economic and social infrastructure.  Strategic Priority 3: Comprehensive rural development strategy linked to land and agrarian reform and food security.  Strategic Priority 4: Strengthen the skills and human resource base.  Strategic Priority 5: Improve the health profile of all South Africans.  Strategic Priority 6: Intensify the fight against crime and corruption.  Strategic Priority 7: Build cohesive, caring and sustainable communities.  Strategic Priority 8: Pursuing African advancement and enhanced international cooperation.  Strategic Priority 9: Sustainable Resource Management and use.  Strategic Priority 10: Building a developmental state including improvement of public services and strengthening democratic institutions.

The MTSF will be the central guide to resource allocation across the three spheres of government. At the same time, a comprehensive review of expenditure patterns of departments should open up possibilities for savings and reprioritisation. In the preparation and interrogation of budgetary submissions, account should be taken of the priorities

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Policy or Strategy Guiding Principles identified above, including decent jobs, human capital development and rural development.

Government’s Pro- The Programme of Action (PoA) is an annual statement of government’s priorities for the gramme of Action year. It aims to outline government’s major plans for the year ahead. The PoA is informed by the MTSF, the deliberations of the January Cabinet Lekgotla and the President’s State of the Nation Address.

To give effect to the strategic objectives, the MTSF identifies ten (10) priorities which government work must be cantered around.  speed up economic growth and transform the economy to create decent work and sustainable livelihoods;  introduce a massive programme to build economic and social infrastructure;  develop and implement a comprehensive rural development strategy linked to land and agrarian reform and food security;  strengthen the skills and human resource base;  improve the health profile of all South Africans;  intensify the fight against crime and corruption;  build cohesive, caring and sustainable communities;  pursue African advancement and enhanced international cooperation;  ensure sustainable resource management and use; and  Build a developmental state, improve public services and strengthen democratic institutions.

0.7 OUTCOMES BASED APPROACH TO DELIVERY To give effect to the above priorities, government has embarked on an outcomes-based approach to ensure the delivery / implementation of these priorities. In line with this approach, government has formulated and agreed on twelve key Outcomes, based on the ten MTSF priorities. These Outcomes have been expanded into high-level outputs and activities, which in turn formed the basis of a series of performance agreements between the President and relevant Ministers.

While all of the Outcomes can to some extent be supported through the work of local government, Outcome 9 is specifically directed at local government: 9. A responsive, accountable, effective and efficient local government system:

Output 1: Implement a differentiated approach to municipal financing, planning & support Output 2: Improving access to basic services; Output 3: Implementation of the Community Work Programme; Output 4: Actions supportive of the human settlement outcome; Output 5: Deepen democracy through a refined Ward Committee model; Output 6: Administrative and financial capability; and Output 7: Single window of coordination.

0.8 SECTORAL STRATEGIC DIRECTION In addition to the above national strategic guidance, certain sector-specific policies and strategies are also of relevance. Some of the most recent are the following:

Policy or Strat- Guiding Principles egy The New Growth This National Policy framework deals specifically with issues such as creating decent work, re- Path ducing inequality and defeating poverty through “a restructuring of the South African economy to improve its performance in terms of labour absorption as well as the composition and rate of growth”. Of practical consequence to local government, are the specific job drivers that have been identified:

1. Substantial public investment in infrastructure both to create employment directly, in construction, operation and maintenance as well as the production of inputs, and indirectly by improving efficiency across the economy.

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Policy or Strat- Guiding Principles egy 2. Targeting more labour-absorbing activities across the main economic sectors – the agricultural and mining value chains, manufacturing and services. 3. Taking advantage of new opportunities in the knowledge and green economies. 4. Leveraging social capital in the social economy and the public services. 5. Fostering rural development and regional integration.

As a first step, it is proposed that efforts to support employment creation in the following key sectors should be prioritised:  infrastructure  the agricultural value chain  the mining value chain  the green economy  manufacturing sectors, which are included in IPAP2, and  Tourism and certain high-level services.

Comprehensive “The CRDP is focused on enabling rural people to take control of their destiny, with the support Rural Develop- from government, and thereby dealing effectively with rural poverty through the optimal use and ment Programme, management of natural resources. This will be achieved through a co-coordinated and integrated 2009 broad based agrarian transformation as well as the strategic investment in economic and social infrastructure that will benefit the entire rural communities.” To ensure the achievement of rural development objectives, a three-pronged strategy including agrarian transformation, rural development and land reform is proposed:

 Agrarian Transformation: increased production and the optimal and sustainable use of natural resources; livestock farming and cropping, including the related value chain processes; the establishment and strengthening of rural livelihoods for vibrant local economic development; the use of appropriate technology, modern approaches and indigenous knowledge systems; and food security, dignity and an improved quality of life for each rural household.  Rural development: the establishment of economic and social infrastructure.  Land Reform: Increasing the pace of land redistribution; fast-track the settlement of labour tenant claims, especially in KwaZulu-Natal and Mpumalanga; speeding up the settlement of outstanding land restitution claims; and effective support to all land reform programmes through land planning and information.

Comprehensive BNG defines sustainable human settlements as “well-managed entities in which economic Plan for the Devel- growth and social development are in balance with the carrying capacity of the natural systems opment of Sus- on which they depend for their existence and result in sustainable development, wealth creation, tainable Human poverty alleviation and equity” (p11). The development of sustainable human settlements go Settlements beyond the development of houses, and should also include appropriate social and economic infrastructure, offer a variety of options in appropriate housing solutions to choose from (e.g. (“Breaking new different tenure forms), and should contribute to spatial restructuring. Ground” / BNG), 2004.

Additional to the above, there is a wide range of other policy and legislation which is of relevance to KSDM, the summary is included below:-

Legislation or Policy Sector Principles Intergovernmental Relations Institutional Institutional mechanisms for intergovern- Framework Act 13 of 2005 mental relations; provision for implementation protocols. Division of Revenue Act (DoRA) Portion of funds raised by national government distributed to local government, important consideration in budgeting / financial planning. Local Government: Municipal Fi- Framework for financial management and nance Management Act (MFMA) governance. 56 of 2003 Municipal Property Rates Act 6 of Enhancing the local government revenue 2004 base. 38 | P a g e

Legislation or Policy Sector Principles Redetermination of the Bounda- Re-demarcation of part of cross-boundary ries of Cross-Boundary Municipal- municipalities into separate provinces. ities Act 6 of 2005 Municipal Fiscal Powers and Options for replacement of RSC and JSB Functions Act 12 of 2007 Levies Local Government: Municipal Disaster Manage- Disaster Management Plan (should form part Systems Act 32 of 2000 ment Plan of IDP). Comprehensive Plan for Sustain- Human Settlements Principles for Housing Development, rele- able Human Settlements, 2004 vant for housing / human settlements strat- (Breaking New Ground) egy and targets to be contained in IDP:  Ensure that property can be accessed by all as an asset for wealth creation and empowerment;  Leverage growth in the economy;  Combat crime, promoting social cohesion and improving quality of life for the poor;  Support the functioning of the entire single residential property market to reduce duality within the sector by breaking the barriers between the first economy residential property boom and the second economy slump;  Utilise housing as an instrument for the development of sustainable human settlements, in support of spatial restructuring;  Promote densification and integration;  Enhance the location of new housing. The Housing Amendment Act 5 of The Housing Amendment Act of 2001 de- 2001 fines housing development as “the establishment and maintenance of habitable, stable and sustainable public and private residential environments to ensure viable households and communities in areas allowing convenient access to economic opportunities, and to health, educational and social amenities in which all citizens and permanent residents of the Republic will, on a progressive basis, have access to- a. permanent residential structures with secure tenure, ensuring internal and external privacy and providing adequate protection against the elements; and b. potable water, adequate sanitary facilities and domestic energy supply;” White Paper on National Transport Transport  Give priority to public transport; Policy, 20 August 1996  Move away from supply-driven (opera- (old) National Land Transport Transi- tors’) system to a demand-driven system tion Act 22 of 2000 now replaced by in terms of higher-density developments; Act 5 of 2009  Provide affordable transport to the public;  Integrate modes;  Work towards cost-efficiency and service quality;

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Legislation or Policy Sector Principles  Integrate land transport with land use (integrated planning);  Optimise available resources;  Consider needs of special category of passengers in planning;  All spheres of government to promote of public transport.

Relationship between plans according to the Act (section 19(2)): “(c) every transport authority and core city, and every municipality required to do so by the MEC, must prepare a public transport plan of which a current public transport record and an operating licenses strategy, and, if it has subsidized public transport services, a rationalisation plan, form components; (d) Transport authorities and core cities, and other municipalities requested by the MEC, must prepare an integrated transport plan of which the public transport plan forms a component.” The Act provides for the following plans, depending on municipality’s status as transport authority: “Section 19(1): … c)(c) current public transport records provided for in section 23; d)(d) operating licenses strategies provided for in section 24; e)(e) rationalisation plans provided for in section 25; f)(f) public transport plans provided for in section 26; g) Integrated transport plans provided for in section 27.” Water Services Act, 108 of 1997 Water Water Service Development Plan (for water service authorities); CALLM is the WSA for its area. National Environment Management: Environment Air Quality Management Plan (should form part of Air Quality Act 39 of 2004 IDP) National Waste Management Strat- Integrated Waste Management Plan: Waste egy March 2010 developed in terms Management Planning was established in terms of the National Environmental Man- of the National Waste Management Strategy agement: Waste Act 59 of 2008 (form part of IDP). National Environmental Management  Implementation of Sustainability Princi- Act 107 of 1998 ples in development  Environmental Impact Assessment (relevant to project planning / implementation) Development Facilitation Act 67 of Spatial Planning Promote residential and employment opportuni- 1995 ties in close proximity or integrated with each other;  Optimise the use of existing infrastructure including bulk infrastructure, roads, transportation and social facilities;  Promote a diverse combination of land uses, also at the level of individual erven;  Contribute to more compact towns and cities;  Encourage environmental sustainable land development practices. Local Government: Municipal Sys- Compilation of Spatial Development Framework tems Act 32 of 2000 that forms part of the IDP

The legislation set out in the table above is a reflection of the relevant and generic development principles set out in the government policies and strategies discussed above, namely:

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 The development of a more compact urban form that promotes:  Residential and employment opportunities in close proximity to, or integrated with each other;  A diverse combination of land uses, also at the level of individual even; and  Densification and integration.  The optimisation of the use of existing infrastructure, including bulk infrastructure, roads, transportation and social facilities;  The support and prioritisation of the development of viable and sustainable public transportation systems to provide access to opportunities;  Ensuring viable communities who have convenient access to economic opportunities, infrastructure and social services

0.9 THE NEW ECONOMIC GROWTH PATH

This framework, aimed at enhancing growth, employment creation and equity, has as its principal target the creation of five million jobs over the next 10 years. Central to the New Growth Path is a massive investment in infrastructure as a critical driver of jobs across the economy. This calls for all spheres of government to prioritise job creation by ensuring that all programmes have an element of job creation. The framework:

Identifies five key areas for large-scale public investment and job creation, i.e. Energy, Transport, Communi- cation, Water, and Housing;  Regards the infrastructure programme as a trigger to build a local supplier industry for the manufacture of the components for the build-programme;  Identifies specific measures, particularly changes to procurement policy and regulations, to ensure delivery on its targets; and  Highlights as risks the fragile global recovery, competition and collaboration with the new fast- growing economies, and competing domestic interests.

Five other priority areas are identified as key contributors to job creation in partnerships between the State and the private sector, viz.:  Green Economy: Expansions in construction and the production of technologies for solar, wind and bio-fuels are supported by the draft Energy and Integrated Resource Plan. Clean manufacturing and environmental services are projected to create 300 000 jobs over the next decade.  Agriculture: Jobs will be created by addressing the high input costs and up-scaling processing and export marketing. Support for smallholders will include access to key inputs. Government will explore ways to improve working and living conditions for the country’s 660 000 farm workers. The growth path also commits Government to unblocking stalled land transfers, which constrain new investment.  Mining: This includes a call for increased mineral extraction, improvements in infrastructure and skills development and beneficiation, which can create large-scale employment. It foresees the establishment of a State-owned mining company concentrating on beneficiation and enhanced resource exploitation in competition with a strong private mining sector.  Manufacturing: The focus is on re-industrialisation of the South African economy through innovation, skills development and reduced input costs in the economy. A target of doubling of South Africa’s research and development investment to 2% of gross domestic product by 2018 is set.  Tourism and other High-Level Services: The framework regards these areas as holding significant employment potential, and calls for South Africa to position itself as the higher education hub of the African continent.

While leaders throughout the world have undertaken unprecedented efforts to achieve these goals, much still needs to be done. This IDP, like all other development plans, presents an opportunity to do so.

0.10 THE NATIONAL DEVELOPMENT PLAN (VISION 2030) In 2009 when the leadership of the country took office, two shortcomings were identified two shortcomings in the administration that needed immediate correcting. One was the lack of performance monitoring mechanisms, to fill the monitoring gap, a Ministry and department responsible for performance monitoring and evaluation was established. The second was the need to introduce long term planning so that government 41 | P a g e

could align its policies with a long-term development plan. The intention was to move away from silos and narrow-minded planning and look at our country as one holistic entity that should develop comprehensively, in every corner. The Ministry for the National Planning Commission in the Presidency was established to fulfil this task. Experts in the areas: - economics, finance, social services, rural development, energy, public policy and governance, infrastructure development, urban and regional planning, education and training, health, agriculture and food security, climate change, local government and scenario planning were appointed to work with Minister Manuel as commissioners in the National Planning Commission. The team at National Planning Commission was asked to produce reports on a range of issues that impact on the country’s long term development, such as water security, climate change, food security, energy security, infrastructure planning, human resource development, defence and security matters, the structure of the economy, spatial planning, demographic trends and so forth. The National Planning Commission conducted its work guided by the Con- stitution of the Republic, and the end result was the National Development Plan (NDP) which outlines what type of society the country must build. The National Development Plan offers a long-term perspective. It defines a desired destination and identifies the role different sectors of society need to play in reaching that goal. As a long-term strategic plan, it serves four broad objectives:

1. Providing overarching goals for what we want to achieve by 2030. 2. Building consensus on the key obstacles to us achieving these goals and what needs to be done to overcome those obstacles. 3. Providing a shared long-term strategic framework within which more detailed planning can take place in order to advance the long-term goals set out in the NDP. 4. Creating a basis for making choices about how best to use limited resources. 5. The Plan aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and reduction of inequality. The core elements of a decent standard of living identified in the plan are:

 Housing, water, electricity and sanitation  Safe and reliable public transport  Quality education and skills development  Safety and security  Quality health care  Social protection  Employment  Recreation and leisure  Clean environment  Adequate nutrition

0.11 SUSTAINABLE DEVELOPMENT GOALS (SDGS) AND ITS ALIGNMENT TO KSD IDP STRATEGIC GOALS

Sustainable De- National Devel-Medium Term Provincial De-OR Tambo Dis-KSD Municipality velopment Goals opment Plan Strategic Frame-velopment trict Develop-IDP Strategic work (MTFS) Goals ment Plan (Vi-Goals sion 2030)

Goal 1: As a long-term Goal 1: Goal 1: End poverty in all its strategic plan, the An inclusive , eq-Curb poverty forms everywhere NDP serves four uitable and grow-through sustainable broad objectives: ing Economy agricultural develop- Providing overarch- ment ing goals for what Goal 2: we want to achieve MTSF 7: Vibrant, eq- Goal 1: Goal 2: Stimulating End hunger, achieve by 2030. uitable, sustainable An inclusive, eq-rural development, food security and im- Building consensus rural communities uitable and grow-land reform and food proved nutrition and on the key obsta-contributing towards ing economy security promote sustainable cles to achieving food security for all agriculture

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Goal 3: these goals and MTSF2: Goal 3: Goal 3: Goal 3: Promoting Ensure healthy lives what needs to be A long and healthy life A healthy popula-A healthy popula-better healthcare for and promote well-be- done to overcome for all South Africans tion tion all our people ing for all at all ages those obstacles. Providing a shared Goal 4: Ensure inclu- long-term strategic MTFS 1: Goal 2: Goal4: sive and equitable framework within Quality basic educa- An educated, in- Better access to quality education and which more detailed tion novative citizenry quality education promote lifelong planning can take learning opportunities place in order to ad- for all vance the long-term goals set out in the Goal 5: Achieve gen- NDP. MTFS 14: A diverse, Goal 5: Mainstream- der equality and em- Creating a basis for socially cohesive so- ing of programmes power all women and making choices ciety with a common of the designated girls about how best to national identity groups use limited re- Goal 6: Ensure avail- sources ability and sustainable management of water and sanitation for all

MTFS 12: Goal 7: Acceleration An efficient, effective of provision of elec- Goal 7: Ensure ac- and development-ori- tricity in the rural ar- cess to affordable, re- ented public service eas and alternative liable, sustainable energy to bout elec- and modern energy tricity outages for all

Goal 8: Promote sus- MTSF 4: Goal 1 Goal 4: Goal 13: Transfor- tained, inclusive and Decent employment An inclusive, equi-Vibrant, Cohe-mation of the econ- sustainable economic through inclusive table and growing sive communities omy to create jobs growth, full and pro- growth economy and sustainable ductive employment livelihoods and envi- and decent work for ronmental sustaina- all bility;

Goal 9: Build resilient MTSF 7: Vibrant, eq- Goal 6: Improve- infrastructure, pro- uitable, sustainable ment of agriculture, mote inclusive and rural communities lobbying economic sustainable industri- contributing towards investments towards alization and foster in- food security for all reducing unemploy- novation ment (youth and cooperatives mainly) and revival of industries.

Goal 10: Reduce ine- MTSF 11: Protect and quality within and enhance our environ- among countries mental assets and natural resources

Goal 11: Make cities MTSF 8: Sustainable Goal 4: Vibrant co- Goal 12: Integrated and human settle- human settlements hesive communi- human settlements ments inclusive, safe, and improved quality ties and building of cohe- resilient and sustain- of household life sive communities able and nation-building

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Goal 12 :Ensure sus- MTFS 13: tainable consumption A comprehensive, re- and production pat- sponsive and sustain- terns able social protection system

Goal 13: Take urgent action to combat climate change and its impacts

Goal 14: Conserve MTFS 6: Goal 8: Exploitation and sustainably use An efficient, competi- and sustain blue the oceans, seas and tive and responsive (ocean) economy marine resources for economic infrastruc- and SEZ opportuni- sustainable develop- ture network ties ment

Goal 15: Protect, re- MTFS 10: Protect and store and promote enhance our environ- sustainable use of mental assets and terrestrial ecosys- natural resources tems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

Promote Goal MTFS 3: Goal 14: Improve- Goal 16: All people in South Af- ment of safety and peaceful and inclu- rica are and feel safe security in our soci- sive societies for sus- ety tainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

Goal 17: Strengthen the means of implementation and revital- ize the global partnership for sustainable development

MTSF 5: Goal 9: Institutional A skilled and capable re-engineering workforce to support an inclusive growth path

MTFS 9: Responsive, Goal 5: Capable , Goal 5 Goal 10: accountable, effective Conscientious and Capable, Consci-Clean governance and efficient local Accountable Insti-entious & ac-through fighting cor- government tutions countable institu-ruption, strengthen- tion ing administration

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and achievement of clean audit outcomes

MTFS 9: Responsive, Goal 11: Revenue accountable, effective enhancement as a and efficient local key factor to sustain- government ability of the municipality

0.12 ROLE / IMPLICATION FOR LOCAL GOVERNMENT The Plan highlights the need to strengthen the ability of local government to fulfil its developmental role. Municipal Integrated Development Plans (IDPs) need to be used more strategically to focus attention on critical priorities in the NDP that relate to the mandate of local government such as spatial planning, infrastructure and basic services. The municipal IDPs should therefore be used to focus on aspects of the NDP that fit within a municipality’s core responsibilities. This way, the IDP process will become more manageable and the participation process more meaningful, thus helping to narrow the gap between the aspirations contained in these documents and what can actually be achieved.

0.13 THE PROVINCIAL DEVELOPMENT PLAN (PDP) The Eastern Cape PDP provides a strategic framework, and set of sector strategies and programmes aimed at achieving a rapid improvement in the quality of life for especially the poorest people in the Province. In order to achieve this, the PDP sets out a vision and series of targets in the areas of economic growth, employment creation, poverty eradication and income redistribution.

The three key objectives are:

 Systematic eradication of poverty through a holistic, integrated and multi-dimensional approach to pro-poor programming;  Agrarian transformation and strengthening of household food security; and  Consolidation, development and diversification of the manufacturing base and tourism potential.

The three foundation objectives are:  Infrastructure development;  Human resource development; and  Public sector and institutional transformation.

PDP drives the introduction of a series of Priority Programmes:

 A sustainable homestead food production programme, complemented by promotion of commercial production through programmes such as the Massive Food Production Programme;  A province-wide industrial strategy identifying new opportunities and key sub-sectors in the province, which includes provisions for the facilitation of structured finance for small manufacturing initiatives;  An integrated infrastructure development programme with a particular emphasis on (1) rural infrastructure and job creation, (2) the promotion of input purchase and service provision from local small and medium enterprise suppliers and (3) the use of the Community-Based Public Works Programme in the process;  A programme to build access to productive assets by the poor, including assets such as land, plant, machinery and agriculture;

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 A programme of phased decentralization of service provision and facilitation of economic growth from provincial government departments to district and local municipalities, paying attention to (1) the integration of the delegation of powers and functions, (2) the building the capacity of municipalities, and (3) the targeting and management of fiscal resources; and  An integrated human resource development strategy that pays particular attention to skills-development initiatives that address the income and asset base of the poor, while addressing the longer term skills needs that will make the Eastern Cape more competitive.

0.14 PROVINCIAL PLANNING PRIORITIES What is the Eastern Cape Vision 2030 all about? The provincial vision and long-term plan are intended to mobilise all citizens and sectors of the Eastern Cape around a common vision. The aim is to provide an opportunity for revisiting social partnerships and development of common goals among citizens, the state and the private sector. The plan promotes mutual accountability between the state, citizens and private sector and enable coherence of the three spheres of the state. It sets the development agenda and priorities for the next 15 years (2015-2030), building on the Provincial Growth and Development Plan (PGDP) of 2004-2014.

What are the priorities articulated in the Eastern Cape Vision 2030? The plan addresses the following priorities:  Redistributive, inclusive and spatially equitable economic development and growth  Quality Health  Education, Training & Innovation  Institutional Capabilities

This set of priorities gives rise to the following five goals of the Vision 2030 PDP:  Goal 1:

A growing, inclusive and equitable economy which seeks to ensure a larger and more efficient provincial economy; more employment; and reduced inequalities of income and wealth.  Goal 2:

A healthy population through an improved health care system for the Eastern Cape.  Goal 3:

An educated, innovative citizenry. This goal seeks to ensure that people are empowered to define their identity, are capable of sustaining their livelihoods, live healthy lives and raise healthy families, develop a just society and economy, and play an effective role in the politics and governance of their communities and nation.  Goal 4:

Vibrant communities. This goal seeks to generate a shift from the focus on state driven quantitative housing delivery that has trumped the need for people to make own decisions, build their own liveable places and transform spatial patterns as basis for vibrant and unified communities.  Goal 5:

Capable, conscientious and accountable institutions. This goal seeks to build capable, resilient and accountable institutions to enable and champion rapid inclusive development.

0.15 THE PROVINCIAL STRATEGIC FRAMEWORK (PSF) Taking its cue from the National MTSF, the Provincial Strategic Framework is a high level medium term strategic framework that seeks to respond to the challenges of translating the electoral mandate into an effective and targeted government delivery programme. As such, the framework seeks to put the province on a sustained higher growth trajectory by the end of the mandate period with (1) an expanded and more diversified economic base, (2) the unemployment and poverty figures halved, and (3) greater equity and social cohesion. In order to do so, the framework has identified eight Provincial Strategic Priorities:

 Speeding up growth and transforming the economy to create decent work and sustainable livelihoods for all; 46 | P a g e

 Building social and economic infrastructure;  Rural development, land and agrarian reform and food security;  Strengthening education, skills and the provincial human resource base;  Improving the health profile of the province;  Intensifying the fight against crime and corruption;  Building a Developmental State and improving the public services, and strengthening democratic institutions; and  Building cohesive, caring and sustainable communities.

The following table (Table 2) provides an indication of the ways in which the Local Government Key Perfor- mance Areas (KPAs) and national and provincial development priorities are aligned:

Table below demonstrates Local Government KPAs and National and Provincial Development Prior- ities Local Government KPA: Basic Service Delivery and Infrastructure Development. National Priorities Provincial Priorities Outcomes Improving health profile of the Improving the health profile of the An efficient, competitive and responsive eco- nation. province. nomic infrastructure network. Comprehensive rural develop- Rural development, land and A long and healthy life for all South Africans. ment strategy linked to land agrarian transformation, and Sustainable human settlements and improved and agrarian reform & food se- food security. quality of household life. curity. A massive programme to build Protected and enhanced environmental as- A massive programme to build social and economic and infra- sets and natural resources. economic & social infrastruc- structure. ture; Building a Developmental State. Sustainable resource management and use. Local Government KPA: Local Economic Development National Priorities Provincial Priorities Outcomes Speeding up economic growth Speeding up growth & transform- Decent employment through inclusive eco- & transforming economy to ing the economy to create decent nomic growth. create decent work and sus- work & sustainable livelihoods. An efficient competitive and responsive eco- tainable livelihoods. Rural development, land & agrar- nomic infrastructure network. Comprehensive rural develop- ian reform and food security. Vibrant, equitable, sustainable rural communi- ment strategy linked to land A massive programme to build ties contributing towards food security for all. and agrarian reform & food se- social & economic infrastructure. Sustainable human settlements and improve curity. Building cohesive & sustainable quality of household life. communities. Protected and enhanced environmental as- Building a Developmental State. sets and natural resources. Local Government KPA: Good Governance and Public Participation National Priorities Provincial Priorities Outcomes Intensifying the fight against Intensifying the fight against Vibrant, equitable, sustainable rural communi- crime and corruption. crime and corruption. ties contributing towards food security for all. Building cohesive, caring and Building cohesive and sustaina- A responsive, accountable, effective and effi- sustainable communities. ble communities. cient local government system. Pursuing African advancement Building a Developmental State An efficient, effective and development ori- and enhanced international co- inter alia by improving public ser- ented public service and an empowered, fair operation. vices and strengthening demo- and inclusive citizenry. Building a Developmental cratic institutions. A better South Africa, better Africa and a bet- State inter alia by improving ter world. public services and strengthening democratic institutions. Local Government KPA: Municipal Transformation and Institutional Development National Priorities Provincial Priorities Outcome Strengthening skills and the A massive programme to build Quality basic education. human resource base. social and economic infrastruc- A skilled and capable workforce to support an Pursuing African advancement ture. inclusive growth path. and enhanced international co- Strengthening skills and the hu- All people in SA are and feel safe. operation. man resource base. A responsive, accountable, effective and effi- Building a Developmental cient local government system. State inter alia by improving

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public services and strength- Building a Developmental State An efficient, effective and development ori- ening democratic institutions. inter alia by improving public ser- ented public service and an empowered fair vices and strengthening demo- and inclusive citizenry. cratic institutions. Building cohesive, caring and sustainable communities. Local Government KPA: Municipal Financial Viability and Management National Priorities Provincial Priorities Outcome Intensifying the fight against Intensifying the fight against A responsive, accountable, effective and effi- crime and corruption. crime & corruption. cient local government system.

0.16 BACK TO BASICS PROGRAMME The core services that KSD Municipality endeavours its dynamism in aligning itself with the back-basics principles it to ensure provision of- clean drinking water, sanitation, electricity, shelter, waste removal and roads - are basic human rights, essential components of the right to dignity enshrined in our Constitution and Bill of Rights. KSD Municipality in drafting its IDP has aligned itself with programmes and principles contained in the Back-Basics adopted by Council of the municipality which is concomitant with the following connotation;

“We cannot solve today’s problems with the same level of thinking that created the problems in the firsts place” (Albert Einstein). We need to do things differently if we want different solutions. We must change our paradigm to focus on serving the people and not extractive elites. The Constitution and other legislation spell out our responsibilities and tasks. Some municipalities perform them well, but others don’t for example, an acceptable level of performance means that municipalities must:

• Put people and their concerns first and ensure constant contact with communities through effective public participation platforms. • This is the essence of our ‘back to basics’ approach. • Create conditions for decent living by consistently delivering municipal services to the right quality and standard. This includes planning for and delivery of infrastructure and amenities, maintenance and upkeep, including the budgeting to do this. • Be well governed and demonstrate good governance and administration – cut wastage, spend public funds prudently, hire competent staff, ensure transpiration and accountability • Ensure sound financial management and accounting, and prudently manage resources so as to sustainably deliver services and bring development to communities • Build and maintain sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.

The Back to Basics elements are spread through the document as follows:

 Public Participation and Governance: the Council structures as well as participation policy  Service Delivery: the service delivery elements are found under: o Roads infrastructure, o Urban electricity o Eskom Electrification Programme, o Waste removal – pages 126 (Presidential Intervention o Water and Sanitation are found under Presidential Intervention and O. R. Tambo District Mu- nicipality Projects,  Financial Planning: all financial matters are dealt with under financial planning

The King Municipality also considers how Eastern Cape Province COGTA aligns itself with the Back to Basic principles based in the study conducted at National level in an attempt to assist its municipalities

• COGTA has done a review of South Africa’s 278 municipalities, which has revealed that we still have a journey to reach the ideal municipality we envisage. • The top third municipalities have got basics right and are performing their functions at least adequately. Within this group, there are a small group of top performers that are extremely doing well, and in these services there are innovative practices to ensure sustainability and resilience- These small core represents the desired (ideal) state for all our communities • The middle third of municipalities are fairly functional and overall performance is average. 48 | P a g e

• While the basics are mostly in place and the municipalities can deliver on the main functions of local government – some areas of poor performance or decline are worrying signs • The bottom third of municipalities are frankly dysfunctional, and significant work is required to get them to function properly • Among others we find endemic corruption, council’s which do not function, no structure community engagement, and poor financial management leading to continuous negative audit outcomes. • There is a poor record of service delivery, and functions such as fixing potholes, collecting refuse, maintaining public places or fixing street lights are not performed. While most of the necessary resources to render the functions or maintain the systems are available, the basic mechanics to perform these functions are often not in place. It is in these municipalities that we are failing our people dramatically, and where we need to be intervening urgently in order to correct the decay in the system. • Ensure sound financial management and accounting, and prudently manage resources so as to sustainably deliver services and bring development to communities. • Build and maintain sound institution and administration capabilities, administered and managed by dedicated and skilled personnel at all levels. • Changing strategic orientation is not easy and it requires bold leadership and political will. At the same time we need a collective effort and unity of purpose and partnership with leaders in local government, provinces and national government. We need to improve the political management of municipalities and be responsive to the needs and aspirations of local communities. In order to achieve this we urgently require:

- Leading to continuous negative audit outcomes. There is a poor record of service delivery, and functions such as fixing potholes, collecting refuse, maintaining public places or fixing street lights are not performed. While most of the necessary resources to render the functions or maintain the systems are available, the basic mechanics to perform these functions are often not in place. It is in these municipalities that we are failing our people dramatically, and where we need to be intervening urgently in order to correct the decay in the system.

Institutional incapacity and widespread poverty have undermined the sustainability of the local government project, leading in some instances to a serious breakdown in services. Some of the problems we face are:

• A collapse in core municipal infrastructure services in some communities, resulting in services either not being provided at all, or provided at unacceptably low levels. • Slow or inadequate responses to service delivery challenges are in turn linked to be breakdown of trust in the institutions and or provided at unacceptably low levels. • Social distance by our public representatives is a major cause for concern. This reflects inadequate public participation and poorly functioning ward councillors and committees. • The viability of certain municipalities is a key concern. The low rate of collection of revenue continues to undermine the ability of municipalities to deliver services to communities. • Municipalities also need to be driven by appropriately skilled personnel and their correct placement, and there are for too many instances both of inappropriate placement and skills not measuring up to requirements.

0.17 LOCAL GOVERNMENT TURN-AROUND STRATEGY The IDP acknowledges the immediate support through an implementation agreement with NCU of the Rapid Response Teams known as ‘Fire Fighters’ in case of serious governance and service delivery failure. The Rapid Response interventions can be activated directly through requests from municipalities or Provinces, or by the Minister for Cooperative Governance and Traditional Affairs (CoGTA). The table below depicts the establishment phase within CoGTA and predicted time frames for implementation.

0.18 IDP SECTOR PLANS & STRATEGIES Furthermore, to respond adequately and systematically to its development challenges, KSD has formulated a range a sectoral strategies as shown below:

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Year of Council Plan Description Last Review Adoption LED Strategy inclu- Sets sectoral priorities and catalytic projects 2013 Under review sive of SMME Devel- to be initiated opment Strategic Capacitate SMMEs Framework Create a business case for SMMEs Tourism Master Plan Market & promote tourism 2010 Employment Equity Ensure/ achieve quality in the work place 2010 2016 Plan Workplace Skills Plan Enhance skills of employees and Council- 2018/19 Revived annually lors and to respond / achieve development (2020/21) plans in the IDP Succession Plan/ To respond to the key positions that assist in 2011: Strategy fast-tracking service delivery The key positions are presently identified through the Placement which is aligned to the newly approved Or- ganogram Human Resources To respond to the long-term development 2018/19 Revived annually Strategy/ Plan plan of the IDP (2020/21) Organisational Per- Manage and monitor the performance of the 2017 Under review formance Manage- Municipality ment System (OPMS) Performance Man- There is currently a performance manage- 2018/19-Under plan- Revived annually agement System ment framework which was approved. The ning stage for all em- (2020/21) (PMS) development of PMS is at planning stage to ployees. cover the whole institution. Currently, the available PMS applies to section 57 Manag- ers and fixed contract employees Integrated Waste To improve waste management services 2019/20 2019/20 Management Plan and to comply with the legislation Environmental Man- To address environmental issues & to com- 2019/20 Under reviewal agement Plan ply with relevant legislation & Master Plan Spatial Development To guide planning for zoning of land in re- 2013-2018 Under reviewal Framework spect of business centres & residential areas Housing Sector Plan To facilitate & respond effectively in the allo- 2016 - 2011-16 cation of limited resources Provide format & method of prioritizing housing projects & co-ordinate housing development as well as effective subsidy budgeting Understanding of spatial limitations Anti-fraud prevention Planned for reviewal Planned for re- plan To pro-actively prevent fraud and corruption viewal Risk Committee Planned for reviewal Planned reviewal Charter To guide Risk Committee Risk Management Planned for reviewal Planned for re- Strategy To mitigate envisaged risk factors viewal 0.19 KSD BY-LAWS AND POLICIES Year of Coun- Policy Description cil Last Review Adop- tion Financial policies May 12 June 2020 Virement policy To guide the movement of funds between votes 2019

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Year of Coun- Policy Description cil Last Review Adop- tion Asset Management To set guidelines on management, maintenance of municipal as- May 12 June 2020 policy sets 2019 Cash management & May 12 June 2020 investment of funds pol- To guide the management of cash and investment of funds 2019 icy To guide and set parameters on the borrowings of the municipal- May 12 June 2020 Borrowing policy ity 2019 Budget adjustment pol- To ensure that KSD Municipality continues to deliver on its core May 12 June 2020 icy mandate and achieve its developmental goals, mid-year review 2019 and adjustment budget process will be used to ensure that under- performing functions are identified and funds re-directed to performing functions. (In line with the MFMA) May 12 June 2020 Credit control policy To revise and implement credit controls 2019 May 12 June 2020 Indigent policy To create database for indigent policies support 2019 May 12 June 2020 Tariff policy To regulate the setting of tariffs by the municipality 2019 May 12 June 2020 Property rates policy To regulate the setting up of the property rates 2019

Supply Chain manage- May 12 June 2020 ment policy 2019 Fleet Management Pol- To manage and apply measures to control the fleet of the insti- May 12 June 2020 icy tution 2019 Irregular and wasteful May 12 June 2020 and unauthorised ex- To avoid irregular, wasteful and unauthorised expenditure 2019 penditure policy May 12 June 2020 Write-off policy To promote credible financial situation 2019

Anti-fraud prevention May 12 June 2020 To prevent fraud and corruption policy 2019 Municipal whistle blow- To promote enabling environment to encourage whistle blowing May Planned for ing policy of corruption and its ills, furthermore to protect whistle blowers 2019 May/June 2020 Planned Planned for Risk Management Pol- Draft has been developed to identify areas of risk and mitigate for May May/June 2020 icy risk factors 2019

Human Resources Policies

Planned for HR. Policy and Plan Promote quality human resources relations 2016/17 May/June 2020 To train and develop the employees to the extent that he/she is Planned for Succession planning & able to reach the level of seniority. To wish he/she aspires and to May/June 2020 2016/17 career pathing policy able to competently undertake the duties attached to that post / level Skills development pol- To align the development of employee skills with the strategic ob- Planned for icy jectives of the municipality May/June 2020 Sexual Harassment To ensure compliance with the constitution, relevant labour legis- Planned for policy lation and in particular the Employment Equity Act 1998, and the 2016 May/June 2020 Labour Relations Act 1995 and prevent unfair discrimination on /17 grounds of sex or gender within the municipality.

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Year of Coun- Policy Description cil Last Review Adop- tion ABET Policy To provide employees with the basic foundation for lifelong learn- Planned for 2016/17 ing and to develop their full potential May/June 2020 Dress code policy To enable KSD employees to project the professional image that Planned for is in keeping with the need of the municipality’s clients and cus- 2016/17 May/June 2020 tomers to trust the municipality and its employees. Staff placement policy To give effect to the pursuit of reorganization process of the mu- Planned for 2010 nicipality in response to its changing operational requirements. May/June 2020 Workplace HIV/AIDS To combat the spread of HIV/AIDs and act against the scourge Planned for 2016/17 Policy or Stigma of HIV/AIDs May/June 2020 Employee Health & To address the employee wellness related challenges of the mu- Planned for 2016/17 Wellness Strategy nicipality. May/June 2020 To prevent injuries and illness of municipal staff, councillors, visi- Planned for tors, and provide and provide effective rehabilitation and support May/June 2020 Occupational Health to those whose health has been affected by their work. Ensure 2016/17 and Safety policy prompt, fair and equitable management and resolution of workers compensation claims. To facilitate an easy and smooth entry process into its work envi- Planned for KSD Induction policy ronment the policy is aimed an engendering positive results for 2016/17 May/June 2020 new and or repositioned employees To encourage employees to improve their knowledge and qualifi- Planned for Internal Bursary policy 2016/17 cations in line with the strategic direction of the municipality. May/June 2020 The purpose of this document is to set out a policy that regulates Planned for Cellular Phone & 3G the allocation of cellular phones and 3G Cards to employees and 2016/17 May/June 2020 Card Policy Councillors Account &Password This document defines the policy required to securely deploy, Planned for 2016/17 Management manage and control user accounts and passwords May/June 2020 Information security To ensure data protection and privacy of personal information; Planned for management policy Safeguarding or organizational records as well as intellectual 2017/18 May/June 2020 (Draft) property rights. KSD Leadership & To ensure that managers’ confidence is enhanced with a greater Planned for management develop- consciousness of their own competence and self-certification in 2016/17 May/June 2020 ment policy their achievements Employee assistance Planned for To provide free short-term counselling assistance to employees programme policy (not 2016/17 May/June 2020 experiences personal difficulties at work or at home. yet approved) KSD Staff skills attrac- To assist the municipality and its senior and line managers to ef- Planned for tion & retention policy fectively retain their staff by providing information, guidelines and May/June 2020 direction on staff retention and some possible retention tech- 2010 niques. To prevent the loss of competent staff from the municipality this could have an adverse effect on service delivery. Study & examination Planned for policy To provide support for employees who are pursuing their studies 2010 May/June 2020 KSD Coaching policy To build personal and team morale and foster partnership where Planned for employees feel like they are contributing to the success of the 2010 May/June 2020 organization.

KSD By-Laws

Nuisance, street trad- To improve compliance & law enforcement not yet adopted Planned for ing, livestock & market- May/June 2020 2010 ing & advertising By- laws By-laws related to To enhance tourism & environmental management Planned for Parks, Public Open May/June 2020 Old Spaces, Natural Re- sources & Amenities 52 | P a g e

Year of Coun- Policy Description cil Last Review Adop- tion Municipal Health By- 2009 Planned for To enhance clean environment & better health for all. laws May/June 2020 For compliance issues

Waste management To improve waste management services and to comply with the Planned for 2017/18 By-laws legislation May/June 2020 Liquor Trading hours Planned for To manage liquor trading hours & ensure law enforcement 2010 By-laws May/June 2020 Informal trading policy Planned for & street trading By- To formalize & regulate informal trading 2010 May/June 2020 Laws Policies relating to Local Economic Development

Informal trading policy Draft & street trading To regulate informal businesses and licensing 2010 Film making Draft To regulate film production development 2019

Formal business trad- Draft ing policy Formalization & management of businesses and licensing 2017 Business Licensing pol- Planned for icy To register and regulate licensing of business 2010 May/June 2020 Gender Empowerment Mainstreaming of Gender Programmes 2011 Planned for policy May/June 2020 Community related Sets how the municipality co-ordinates HIV/AIDS related initia- 2009 Planned for HIV/AIDS Policy tives & campaigns May/June 2020 King Sabata Da- Guides and regulate the management of municipal immovable 2013 Planned for lindyebo Municipality properties May/June 2020 Administration of Coun- cil’s Immovable Prop- erty By-Laws Encroachment on Mu- Regulate and impeding the violation of municipal properties 2013 Planned for nicipal Property By- May/June 2020 Laws Electricity supply By- To regulate electricity supply and discourage abuse of electric 2013 Planned for Laws power supply May/June 2020 Roads and Traffic By- To regulate and control traffic use on the roads 2013 Planned for Laws May/June 2020 Control of Temporary To stop illegal advertising and placing of advertisement in none 2013 Planned for Advertisement By- designated municipal places May/June 2020 Laws Advertising Signs and To stop advertising illegally Re- Planned for the Disfigurement of the viewed May/June 2020 Fronts or Frontages of in 2019 street By-Laws

0.20 MEASURES AND PROCEDURES FOR PUBLIC PARTICIPATION

The IDP Representative Forum is the main organizational mechanism for discussion, negotiation and decision-making by stakeholders in the municipal area. The forum includes:  Councillors, Ward Committees, Community Development Workers, Municipal Manager;  Representatives of organised role-playing groups and NGOs in the Local area;  Senior officials from national and provincial government departments; and

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 Municipal Heads of Departments.

The forum held a number of meetings and conducted Consultative Road shows throughout the thirty-six (36) wards of the Municipality.

0.21 CONSIDERATION OF MEC COMMENTS ON 2015/16- 2018/19 -2019/20 The MEC has congratulated the municipality for developing a credible IDP. It has also been noted with delight that the municipality has retained a HIGH rating for the 2019/20 assessment with all KPA’s being rated as HIGH. However the following issues which affect municipalities in the IDP process were highlighted:-

1. Some shortcomings or gaps in some Key Performance Areas as were identified during the previous assessments have not been dealt with as advised or recommended. It is therefore suggested that the integrated development planning process be prioritized by Section 56 Managers and Portfolio Committees in their oversight responsibility to ensure that quality information is provided.

It is recommended that the IDP Manager or officer be attached to the office of the Municipal Manager in local municipalities where there are no Strategic Managers to enable the effective coordinates of s56 Managers’ participation in the IDP processes. Managers must be accountable for the quality of information in their respective Key Performance Areas. Likewise, the oversight responsibility by our colleagues serving in the portfolio committees MUST IDP Progress Monitoring per IDP Phase as well as the quality of information put forward in line with what is entailed in the IDP Assessment Report. There MUST be also a clear synergy of issues raised in the Situational

2. Analysis, Objectives, Strategies, Priorities and Projects to ensure that your IDP responds directly to the defined needs of communities.

3. A brief overview of what has been achieved in the implementation of the previous IDP challenges and suggested remedial measures need to be provided in the situational analysis report.

4. The issue of Sector Departmental participation continues to remain a challenge. Municipalities must clearly state what their requirements are from each Sector Department in order to enable Departments to prepare themselves for meaningful participation in IDP processes via the established fora. It is equally important to issue invites in good time to Sector Departments to enable them to prepare required information and logistics. The commitment of all the managers IDP processes cannot be over emphasized.

5. It is clear that out of frustration some municipalities tend to opt for one engagements with Sector Departments owning to their lack of commitment to defined clusters and IDP Representatives Fora but the Predicament in this approach is that no single department can succeed on matters of service delivery without the participation of others in an integrated manner in order to complement each other’s efforts. We must therefore promote an integrated support and implementation approach in order to make the necessary delivery impact on our communities.

6. It is important to indicate the project life cycle, budget allocated and responsible

7. institution in the project Register for performance management, monitoring and evaluation. Whilst other provincial departments have indicated their projects commitments in 2020/21 IDP, Review It has been noted that the following Departments did not indicate project commitments:

 South African Police Services (SAPS)  Department of Agriculture, Forestry and Fisheries (DAFF)  Department of Labour (DoL)  Department of Arts, Culture and Recreation (DSRAC)

8. The provisions of our Constitution and Chapter 4 of the Municipal System Act, 32 of 2000 as amended put communities at the centre of the government processes. It is on this basis that thorough development of Ward Based Plans as the building blocks towards the development of a credible and legitimate municipal Integrated Development Plan is essential. 54 | P a g e

9. In the next IDP process, cognizance must be taken of government instruments like your Municipal Turn – Around Strategy, Outcomes based approach and Service Delivery Agreements, which should be mainstreamed into and labelled as such in the IDPs.

10. It is equally important colleagues that cognizance is taken of all powers and functions that are performed by your municipalities as well as any Services Level Agreement and Memorandum of Understanding that exists. This will assist your municipality to avoid planning for un-mandated functions

11. The importance of adhering to the process of legislated time-frames regarding the commencement and completion of the IDP process with all phases thoroughly dealt with cannot be overemphasized.

Methodology

The IDP process was undertaken based on IDP guidelines stipulated in the IDP Guide Pack. The process has ensured that each phase complied with the required legislation and municipal needs and is within the municipality’s available financial and human resources. In instances where proposed projects are not in the municipality’s financial or human capability, proposals will be put forward for projects to be implemented by other sectors and support organisations.

Table below reveals Comments by the MEC for the Department of Local Government and Traditional Affairs and the Response by the KSD Municipality (2008/2009- 2015/16 -2017/18, 208/19, 2019/20) KPA RATING RATING RATING RATING RATING 2015/16 2016/17 2017/18 2018/19 2019/20 Spatial Development Framework High High High High High Service Delivery High High High High High Financial Viability High High High High High Local Economic Development High High High High High Good Governance & Public High High High High High Participation Institutional Arrangements High High High High High Overall Rating High High High High High

0.22 POWERS AND FUNCTIONS Functions Competency/ Authority/ Service level Agreement /MOA Water & sanitation OR Tambo District Municipality Disaster Management Services OR Tambo District Municipality & KSD Municipality as a Service provider Social development related services Department of Social Development and KSD Municipality as a facilitating agent Health & related services Department of Health Libraries KSD Municipality Public Amenities KSD Municipality Cemeteries KSD Municipality Fire Services OR Tambo District Municipality and KSD Municipality as a service provider Fire Emergency Services OR Tambo District Municipality and KSD Municipality as a service provider Law Enforcement KSD Municipality Traffic Safety and Control Provincial Department of Transport (Traffic) and KSD Municipality Rural and/or Municipal Urban Roads and storm KSD Municipality, OR Tambo District Municipality, Department water drainage. of Roads and Public Works Vehicle Testing and Registration KSD Municipality Municipal Health Services OR Tambo District Municipality

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CHAPTER ONE: SITUATIONAL ANALYSIS

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1.1 MUNICIPAL OVERVIEW

The King Sabata Dalindyebo Local Municipality is a local municipality situated in the District of OR Tambo District Municipality in the inland of Eastern Cape Province in Republic of South Africa. King Sabata Da- lindyebo Local Municipality was established before the 2000 local government elections when the Mthatha and Mqanduli transitional and rural areas were merged. The municipality was named after King Sabata Da- lindyebo because he was seen as a unifying figure to the people of both Mthatha and Mqanduli and was seen as a hero who fought for the freedom of South Africa. The King Sabata Dalindyebo municipality is having its main offices at the City of Mthatha and its satellite offices are located at Mqanduli. The Munitata building which is based in Mthatha is serving both political and administrative arms of the municipality. It (KSDLM) is the economic hub of the District and the host to both the Local and District Municipality’s Offices.

Comprising two amalgamated entities, Mthatha and Mqanduli urban and rural magisterial areas. The municipality has both an urban and a rural character, including a prominent national urban settlement and regional economic hub, as well as dispersed village-type rural settlements. The Municipality covers an area of 3027 square kilometres and currently has 36 wards as against 35 prior 2016 Local Government accommodating an estimated population of 494 000 people in 117 623 households. This equates to an average annual growth rate of 2.10% in the number of households from 2006 to 2016. With an average annual growth rate of 1.23% in the total population, the average household size in the King Sabata Dalindyebo Local Municipality is by implication decreasing. This is confirmed by the data where the average household size in 2006 decreased from approximately 4.6 individuals per household to 4.2 persons per household in 2016. Mthatha is a major transport and regional service centre, dissected by the N2 running southwest to northeast through the town. As a gateway to a wide range of tourism offerings, Mthatha is a popular stop-over point on the way to tourist attractions like Coffee Bay and Hole-in-the-Wall in the KSDLM and Port St Johns and Mbotyi in neighbouring LMs. It is linked to East London by the Kei Rail and the major economic activities in the municipality are forestry and agriculture, although agriculture is of more of a subsistence nature.

It is composed of a range of settlement forms and land uses, namely, urban areas, rural settlements, privately owned farms and small holdings. Neighbouring local municipalities (LM) are Nyandeni LM to the North-east, Mhlontlo LM to the North, Engcobo LM to the West, and Mbhashe LM to the South.

1.1.1 THE KSD LOCALITY MAP

Source: Demarcation Board 2016

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1.1.2 RURAL CHARACTER

King Sabata Dalindyebo Local Municipality (KSDLM) is a municipality in the former Transkei Area which comprised 35 Wards and an additional ward created due to newly delimitation of wards and thus results to 36 wards dominated by rural settlements. The 36th ward is made up of part of ward 22, 25 and bigger portion of Ward 27. KSD is a vast Municipality covering a square kilometres of 3027 of the 12087 of the entire O.R. Tambo District.

KSD has got a potential of agriculture (wool, beef, dairy cattle, maize, vegetables, fruits etc.). There are other sectors that are contributing economically in improving the economic growth of the municipality& are as follows: forestry, oceans economy, tourism, manufacturing, agro-processing, construction, wholesale& retail, transport& communications, Finance& business services& the general government services. To make use of available assets that KSD has for economic development of the municipality, the use of Mqanduli Maize Milling Plant by small farmers in KSD to enhance maize meal value chain is important. Currently the milling plant hasn’t been utilized fully due to shortage of primary production of agricultural produce. On the other hand (Small Enterprise Development Agency) SEDA construction was established to capacitate local contractors in order for them to climb to the (Construction Industry Development Board (CIDB) ladder. To ensure the optimal use of the forestry potential that the KSD is having SEDA established Furntech to incubate Small Medium& Micro Enterprises (SMME’S) to produce furniture using the forestry comparative advantage that the municipality has. In the Mqanduli area, there are number of small gum plantations that are relatively unexploited. The forestry can be unleashed to the support of Furntech.

For vegetable cluster O.R Tambo DM established a Kei Fresh Produce Market to support local farmers to market& to sell their produce, this was strategically put in KSD LM for O. R Tambo farmers, but simply because is situated in KSD LM local farmers should have utilize this at their advantage. Currently this Fresh Produce market is not fully utilized due to the shortage of primary production coming to the market. This gives a huge responsibility on government, farmers& the private sector to form partnerships& strengthen the primary agriculture. This is informed by the KSD potential in agriculture and the availability of land.

According to (Socio- Economic Research Outlook, 2017) SERO Although manufacturing is one of the most critical sectors for sustainable development in the Eastern Cape, the performance of the manufacturing over the last few years has been poor. In order to enhance the manufacturing sector, the establishment of Special Economic Zone (SEZ), Revitalisation of Industrial Parks such as (Vulindlela Industrial Park) was seen as the best model to enhance manufacturing in the Eastern Cape (KSD LM). Infrastructure is continuously identified as a challenge to economic development, to improve business linkages of the Eastern Cape Province (KSD LM) with other provinces especially KwaZulu- Natal KZN the development of N2 Toll road along the Wild Coast by South African National Road Agency (SANRAL) will soon address the economic development issues. In terms of Oceans Economy KSD LM is situated along the coast with potential for tourism, fishing or aquaculture. O.R Tambo DM& KSD LM have identified Coffee Bay as one area to be revitalized through Small Town Revitalisation Programme. Coffee Bay has a potential to be developed as a Port. This is informed by a potential of the available sea in the KSD LM (Coffee Bay) and the opportunities available for exports& imports. This will benefit the municipality& SMME’s of the KSD LM through easier& affordable ways to make businesses with the world e.g. transport& logistics.

KSD LM is rich is tourism as well as heritage it is therefore regarded as the Home of Legends through the following tourist attraction areas:(Mandela Birth Place, Whole in the Wall, Mandela Museum, Nduli Nature Reserve, Mthatha Dam etc.). Commercialization of these tourists’ attraction areas is important in improving economic development of these areas. The roads leading to the Wild Coast have been a major impediment to safe access to the beautiful destinations along the coastline. The province set aside R456 million rural access roads intervention and the prioritized roads are those roads leading to tourism resorts and facilities with the hope to increase tourism to rural tourism nodes. Amongst the challenges facing the tourism sector is crime, tourist especially in Mthatha are at high risk due to an increased high rate of crime in Mthatha town. The revitalization of Mthatha airport will makes it easier for tourists/investors to interact easily with the LM, DM, Eastern Cape Province& the world.

O.R Tambo DM has identified KSD LM as a destination for Sport Tourism. On the 08 September 2018 O.R Tambo in partnership with KSD LM hosted Beach Sport Tourism in Coffee Bay& it was successful event which led to an improved economic growth of Coffee Bay& tourism. KSD LM recently hosted a World Tourism Day Celebrations for it to be identified as a hosting municipality is was due to is potential for excellence of 58 | P a g e hospitality Industry, potential for tourism& the capacity to hosts the events of this nature. Next year KSD LM has been identified again as the host for National Lilizela Awards based on the same reasons provided above.

Challenges

 infrastructure (roads to reserves& projects, roads repairs water)  Shortage of funding to find key priority projects of the municipality  Collaboration with key stakeholders including the private sector  Lack of Crime Prevention Strategy as this is affecting adversely tourists& investors to invest in KSD  Business sector is fragmented

1.1.3 WARD 36 (new ward)

Source: Demarcation Board 2016

1.2 SWOT ANALYSIS IDENTIFIED IN WARDS FOR 2020-21 IDP REVIEW 1.2.1 Summary report on Ward to Ward Issues/ Needs Analysis – Ward to Ward IDP Road- shows

These Wards Needs analysis were conducted on the 07th October 2019 to 22 October 2019 and to be confirmed during the presentation of the draft IDP and Budget planned to be held in April 2020 during the IDP/ Budget Public Hearings, that is, ward IDP/budget roadshows)

Ward 01-11 10,00

0,00 Ward 01 Ward 02 Ward 03 Ward 04 Ward 05 Ward 06 Ward 07 Ward 08 Ward 09 Ward 10 Ward 11

Rural Roads Urban Roads Water Sanitation / Toilets Water outages Public Toilest Community Hall Electicity Electricity outages

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Ward 12 -24 10,00

5,00

0,00 Ward 12 Ward 13 Ward 14 Ward 15 Ward 16 Ward 17 Ward 18 Ward 19 Ward 20Ward 21 Ward 22Ward 23 Ward 24

Rural Roads Urban Roads Water Sanitation / Toilets Water outages Public Toilets Community Hall Electicity Electricity Outages

Ward 25-36 10,00

0,00 Ward 25 Ward 26 Ward 27 Ward 28 Ward 29 Ward 30 Ward 31 Ward 32 Ward 33 Ward 34 Ward 35 Ward 36

Rural Roads Urban Roads Water Sanitation / Toilets Water outages Public Toilest Community Hall Electicity Electricity Outages

Ward Ward Councillor 5 Ward Priority Needs Achieved date 1 Cllr J. Voko 1. RDP Houses 15 October 2019 2. Community hall 3. Water and Sanitation 4. Road Construction and maintenance 5. Agriculture & Farming 2 Cllr N. Gcingca 1. Road maintenance 2. Water& Sanitation 3. Police Visibility 4. Maintenance of Electricity 5. People with Disability 3 Cllr D. Kutu 1. Road maintenance & storm water 08 October 2019 drains 2. Renovation of waterfall park 3. Construction of playing grounds 4. Construction community hall at Kwezi Extension 5. Youth Development. 4 Cllr M. Mabaso 1. Clinic 23 October 2019 2. Mobile police 3. School 4. Electricity (High Mast lights) 5. Road Maintenance 5 Cllr GN Nelani 1. Road construction & maintenance 22 October 2019 2. Community 3. Electricity(High Mast lights) 4. Public Safety 5. Water and Sanitation 6 Cllr Machaea 1. Electricity(High Mast lights) 21 October 2019 2. Road construction & maintenance 3. Water and Sanitation 4. RDP houses 5. Youth Development 7 Cllr TG Maqoko 1. High mast lights 17 October 2019 2. Water and sanitation 3. Road maintenance 4. Fully Flashed Chatham Taxi Rank 60 | P a g e

Ward Ward Councillor 5 Ward Priority Needs Achieved date 5. Public Safety

8 Cllr E. Mapekula 1. Road Construction 22 October 2019 2. Electricity (High Mast lights) 3. RDP Houses 4. LED Youth Development skills. 5. Water and Sanitation 9 Cllr S. Jadiso 1. Road Construction and mainte- 08 October 2019 nance 2. Community halls 3. Mobile police Station 4. Job opportunities 5. LED and agriculture 10 Cllr N. Roji 1. RDP Houses 18 October 2019 2. Electricity 3. Clinic 4. Playing Grounds 5. Youth Development 6. Centre 11 Cllr M. Menzelwa 1. Job opportunities 07 October 2019 2. Public Safety 3. Electricity especial high mast lights 4. Road. Maintenance 5. Community Hall

12 Cllr M. Qotyana 1. RDP houses 16 October 2019 2. Clinic 3. Electricity/ high mast lights 4. Dipping tank & agricultural farming 5. Road. Maintenance 13 Cllr N. Sibeko 1. Community Hall 22 October 2019 2. Water & Sanitation 3. Construction of Access Roads 4. Agriculture and farming 5. Electricity (High Mast Lights) 14 Cllr Z. Luvantyu 1. RDP houses 15 October 2019 2. Roads construction & mainte- nances 3. Water & Sanitation 4. Youth development 5. Electricity 15 Cllr N. Mkhontwana 1. RDP houses 23 October 2019 2. Water & Sanitation 3. Road construction and maintenance 4. Community Hall 5. Youth Development 16 Cllr Gusana 1. RDP Houses 22 October 2019 2. Youth Development 3. Agricultural farming 4. Water & Sanitation 5. Road construction & Maintenance 17 Cllr T. Mcimbi 1. Water & Sanitation 17 October 2019 2. Roads 3. Agriculture & LED 4. RDP Houses 5. Electricity 18 Cllr S. Tokwana 1. Water & Sanitation 07 October 2019 2. Road construction & Maintenance 3. Electricity 4. RDP Houses 5. Agricultural Farming. 19 Cllr U. Daniso 1. Water and Sanitation 14 October 2029 61 | P a g e

Ward Ward Councillor 5 Ward Priority Needs Achieved date 2. Job Creation/Skills Development 3. Road maintenance 4. Electricity 5. RDP Houses 20 Cllr Z. Nokayi 1. Water and Sanitation 23 October 2019 2. LED Farming & Agriculture 3. Road construction & Bridge 4. RDP Houses 5. Skills Development 21 Cllr N. Diblokwe 1. Road Maintenance and construc- 09 October 2019 tion 2. Water & sanitation 3. Electricity 4. RDP Houses 5. Agricultural farming & dipping tank. 22 Cllr O. Khotso 1. Electricity 21 October 2019 2. Road construction & maintenance 3. RDP Houses 4. Water & sanitation 5. Youth development (job creation) LED. 23 Cllr M. Mrwebi 1. RDP Houses 15 October 2019 2. Water & Sanitation 3. Road Construction 4. LED & Agricultural farming 5. Electricity 24 Cllr M. Msakeni 1. Electricity 22 October 2019 2. Road Construction 3. RDP houses 4. Job Opportunities 5. Water & Sanitation 25 Cllr M. Fileyo 1. Electricity for new sites 14 October 2019 2. Road Construction 3. RDP houses 4. Cutting of alien plant. 5. LED. 26 Cllr Ntliziyombi 1. RDP Houses 07 October 2019 2. Water & Sanitation 3. Road maintenance & Construction 4. Clinic 5. LED 27 Cllr Mhlaba 1. Water & Sanitation 08 October 2019 2. Road maintenance & Construction 3. LED 4. RDP Houses 5. Electricity 28 Cllr A. Ndzendze 1. Water & Sanitation 16 October 2019 2. Road maintenance & Construction 3. LED 4. RDP Houses 5. Electricity 29 Cllr Marasha 1. Road maintenance & Construction 21 October 2019 2. RDP Houses 3. Water & Sanitation 4. LED 5. Community halls 30 Cllr B. Bikani 1. Road maintenance & Construction 22 October 2019 2. Electricity (high mast light) 3. RDP Houses 4. Clinic 5. Community halls 31 Cllr X. Mbongwana 1 Road Construction 16 October 201 2 Water & Sanitation 62 | P a g e

Ward Ward Councillor 5 Ward Priority Needs Achieved date 3 RDP houses 4 Community halls 5 LED & Youth development 32 Cllr M. M Mkhoteli 1. Water & Sanitation 22 October 2019 2. Roads 3. RDP Houses 4. LED & Youth development 5. Community hall. 33 Cllr L. Mkonto 1. Water & Sanitation 18 October 2019 2. Roads 3. Community services and public safety 4. Local development 5. electricity 34 Cllr S. Sikrenya 1. Water and Sanitation 09 October 2019 2. Clinic 3. Road Construction 4. RDP Houses 5. LED Youth Development skills.

35 Cllr M. Teti 1. Water & Sanitation 08 October 2019 2. Road Maintenance 3. RDP houses 4. electricity 5. LED 36 Cllr M. Nyoka 1. Roads 19 October 2019 2. RDP houses 3. Water & sanitation 4. LED (Agriculture) 5. Skills Dev. of Youth. & Vulnerable Groups

The municipality still remains committed and continues to pursue the following High Impact Pro- grammes:

 Institutional Re-engineering  Economic Model o Mqanduli as an Agricultural node, o Viedgesville as a Logistics Hub,  Establishment of a new regeneration small town in Coffee bay  AGRO Processing and industrialization of agricultural initiative around the Mqanduli town.  Development of the Mthatha Airport as a Spatial Economic Zone which is linking economic opportunities  Presidential intervention as continuous project implementation programme  Special Economic Zones (SEZ)  Integrated Wild Coast Improvement Programme  SANRAL, N2, R61 road network upgrades,  Agri-Park Development  ICT Broadband and Wi-Fi connectivity 63 | P a g e

CHAPTER TWO SITUATIONAL ANALY-SOCIO-ECONOMIC ANALYSIS AND SURVEY:

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2.1 THE DEMOGRAPHIC INFORMATION

The following demographic information has been derived from both Statistics South Africa, Census 2016 and Global Insight Demographics", or "population characteristics", includes analysis of the population of a region. Distributions of values within a demographic variable, and across households, as well as trends over time are of interest. “ 66 | P a g e

2.1.1 Socio –Economic Highlights of KSD Municipality

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2.1.2 Total population

Population statistics is important when analysing an economy, as the population growth directly and indirectly impacts employment and unemployment, as well as other economic indicators such as economic growth and per capita income.

With 506 000 people, the King Sabata Dalindyebo Local Municipality housed 0.9% of South Africa's total population in 2018. Between 2008 and 2018 the population growth averaged 1.28% per annum which is slightly lower than the growth rate of South Africa as a whole (1.61%). Compared to O.R. Tambo's average annual growth rate (1.01%), the growth rate in King Sabata Dalindyebo's population at 1.28% was slightly higher than that of the district municipality.

TABLE 1. TOTAL POPULATION - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBERS PERCENTAGE]

King Sa- O.R.Tamb Eastern National King Sa- King Sa- King Sabata bata Da- o Cape Total bata Da- bata Da- Dalindyebo as lindyebo lindyebo as lindyebo % of national % of disas % of trict munic- province ipality 2008 445,000 1,360,000 6,580,00 49,500,00 32.8% 6.8% 0.90% 0 0 2009 451,000 1,370,000 6,620,00 50,300,00 32.9% 6.8% 0.90% 0 0 2010 456,000 1,380,000 6,680,00 51,100,00 33.1% 6.8% 0.89% 0 0 2011 463,000 1,390,000 6,740,00 52,000,00 33.2% 6.9% 0.89% 0 0 2012 469,000 1,410,000 6,800,00 52,900,00 33.3% 6.9% 0.89% 0 0 2013 475,000 1,420,000 6,870,00 53,700,00 33.4% 6.9% 0.88% 0 0 2014 481,000 1,440,000 6,930,00 54,600,00 33.5% 6.9% 0.88% 0 0 2015 487,000 1,450,000 7,010,00 55,500,00 33.6% 7.0% 0.88% 0 0 2016 493,000 1,470,000 7,080,00 56,400,00 33.6% 7.0% 0.88% 0 0 2017 500,000 1,480,000 7,150,00 57,200,00 33.7% 7.0% 0.87% 0 0 2018 506,000 1,500,000 7,220,00 58,100,00 33.7% 7.0% 0.87% 0 0 Average Annual growth 2008-2018 1.28% 1.01% 0.94% 1.61% Source: IHS Markit Regional eXplorer version 1156

When compared to other regions, the King Sabata Dalindyebo Local Municipality accounts for a total population of 506,000, or 33.7% of the total population in the O.R. Tambo District Municipality, which is the most populous region in the O.R. Tambo District Municipality for 2018. The ranking in terms of the size of King Sabata Dalindyebo compared to the other regions remained the same between 2008 and 2018. In terms of its share the King Sabata Dalindyebo Local Municipality was slightly larger in 2018 (33.7%) compared to what it was in 2008 (32.8%).When looking at the average annual growth rate, it is noted that King Sabata Dalindyebo ranked second (relative to its peers in terms of growth) with an average annual growth rate of 1.3% between 2008 and 2018.

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CHART 1. TOTAL POPULATION - KING SABATA DALINDYEBO AND THE REST OF O.R.TAMBO, 2018 [PERCENTAGE]

2.1.3 Population Projections

Based on the present age-gender structure and the present fertility, mortality and migration rates, King Sa- bata Dalindyebo's population is projected to grow at an average annual rate of 1.1% from 506 000 in 2018 to 534 000 in 2023.

TABLE 2. POPULATION PROJECTIONS - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018-2023 [NUMBERS PERCENTAGE]

King Sabata O.R. Tambo Eastern National King Sabata King Sa- King Sabata Dalindyebo Cape Total Dalindyebo bata Da- Dalindyebo as % of dis- lindyebo as % of na- trict munici- as % of tional pality province 2018 506,000 1,500,000 7,220,000 58,100,000 33.7% 7.0% 0.87% 2019 512,000 1,510,000 7,290,000 59,000,000 33.8% 7.0% 0.87% 2020 517,000 1,530,000 7,360,000 59,800,000 33.8% 7.0% 0.86% 2021 523,000 1,540,000 7,430,000 60,600,000 33.9% 7.0% 0.86% 2022 528,000 1,560,000 7,500,000 61,500,000 33.9% 7.0% 0.86% 2023 534,000 1,570,000 7,570,000 62,300,000 33.9% 7.1% 0.86%

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The population projection of King Sabata Dalindyebo Local Municipality shows an estimated average annual growth rate of 1.1% between 2018 and 2023. The average annual growth rate in the population over the projection period for O.R. Tambo District Municipality, Eastern Cape Province and South Africa is 1.0%, 0.9% and 1.4% respectively. The Eastern Cape Province is estimated to have an average growth rate of 0.9% which is very similar than that of the King Sabata Dalindyebo Local Municipality. The South Africa as a whole is estimated to have an average annual growth rate of 1.4% which is very similar than that of King Sabata Dalindyebo's projected growth rate.

2.1.4 Population Pyramid

CHART 2. POPULATION PYRAMID - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 VS. 2023 [PERCENTAGE]

The population pyramid reflects a projected change in the structure of the population from 2018 and 2023. The differences can be explained as follows: -

 In 2018, there is a significantly larger share of young working age people between 20 and 34 (28.9%), compared to what is estimated in 2023 (26.7%). This age category of young working age population will decrease over time.  The fertility rate in 2023 is estimated to be slightly higher compared to that experienced in 2018.  The share of children between the ages of 0 to 14 years is projected to be significant smaller (29.2%) in 2023 when compared to 2018 (31.6%).

In 2018, the female population for the 20 to 34 years age group amounts to 14.7% of the total female population while the male population group for the same age amounts to 14.2% of the total male population. In 2023, the male working age population at 13.2% does not exceed that of the female population working age population at 13.5%, although both are at a lower level compared to 2018.

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Population by population group, gender and age

The total population of a region is the total number of people within that region measured in the middle of the year. Total population can be categorised according to the population group, as well as the sub-categories of age and gender. The population groups include African, White, Coloured and Asian, where the Asian group includes all people originating from Asia, India and China. The age subcategory divides the population into 5-year cohorts, e.g. 0-4, 5-9, 10-13, etc.

TABLE 3. POPULATION BY GENDER - KING SABATA DALINDYEBO AND THE REST OF O.R.TAMBO DISTRICT MUNICIPALITY, 2018 [NUMBER]. Male Female Total King Sabata Dalindyebo 236,000 270,000 506,000 Ingquza Hill 145,000 164,000 309,000 Port St Johns 78,500 91,600 170,000 Nyandeni 148,000 171,000 319,000 Mhlontlo 91,300 104,000 195,000 O.R. Tambo 699,000 800,000 1,500,000 Source: IHS Markit Regional eXplorer version 1156

King Sabata Dalindyebo Local Municipality's male/female split in population was 87.4 males per 100 females in 2018. The King Sabata Dalindyebo Local Municipality has significantly more females (53.37%) than males, when compared to a typical stable population. This is most probably an area with high male out migration to look for work elsewhere. In total there were 270 000 (53.37%) females and 236 000 (46.63%) males. This is different from the O.R. Tambo District Municipality as a whole where the female population counted 800 000 which constitutes 53.37% of the total population of 1.5 million.

With the African population group representing 98.5%of the King Sabata Dalindyebo Local Municipality's total population, the overall population pyramid for the region will mostly reflect that of the African population group. The chart below compares King Sabata Dalindyebo's population structure of 2018 to that of South Africa.

TABLE 4. POPULATION BY POPULATION GROUP, GENDER AND AGE - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [NUMBER]. African White Coloured Asian Female Male Female Male Female Male Female Male 00-04 24,400 25,500 42 44 171 198 94 96 05-09 25,500 26,400 29 53 164 218 68 42 10-14 27,500 28,900 25 33 208 174 55 32 15-19 23,700 25,400 95 67 233 166 58 56 20-24 24,000 24,300 75 68 145 200 84 153 25-29 27,000 26,200 57 60 193 244 78 214 30-34 22,400 20,100 34 37 158 151 76 214 35-39 18,800 13,200 25 19 164 173 70 137 40-44 15,000 10,200 49 32 116 119 32 93 45-49 12,900 8,560 59 60 134 105 34 47 50-54 10,900 6,310 45 61 107 133 24 27 55-59 10,100 5,240 33 48 117 121 65 40 60-64 8,170 3,770 22 40 40 43 36 62 65-69 4,760 2,300 16 35 68 38 27 26 70-74 4,680 2,260 1 9 66 23 8 5 75+ 6,680 3,100 10 6 45 21 4 0 Total 266,000 232,00 618 674 2,130 2,130 813 1,240 0 Source: IHS Markit Regional eXplorer version 1156

In 2018, the King Sabata Dalindyebo Local Municipality's population consisted of 98.50% African (498 000), 0.26% White (1 290), 0.84% Coloured (4 260) and 0.41% Asian (2 060) people. 71 | P a g e

The largest share of population is within the babies and kids (0-14 years) age category with a total number of 160 000 or 31.6% of the total population. The age category with the second largest number of people is the young working age (25-44 years) age category with a total share of 30.7%, followed by the teenagers and youth (15-24 years) age category with 98 800 people. The age category with the least number of people is the retired / old age (65 years and older) age category with only 24 200 people, as reflected in the population pyramids below.

CHART 3. POPULATION PYRAMID - KING SABATA DALINDYEBO LOCAL MUNICIPALITY VS. SOUTH AFRICA, 2018 [PERCENTAGE]

By comparing the population pyramid of the King Sabata Dalindyebo Local Municipality with the national age structure, the most significant differences are:  There is a significantly larger share of young working age people - aged 20 to 34 (28.9%) - in King Sabata Dalindyebo, compared to the national picture (27.4%).  Fertility in King Sabata Dalindyebo is slightly lower compared to South Africa as a whole. Spatial policies changed since 1994.  The share of children between the ages of 0 to 14 years is significantly larger (31.6%) in King Sabata Dalindyebo compared to South Africa (28.8%). Demand for expenditure on schooling as percentage of total budget within King Sabata Dalindyebo Local Municipality will therefore be higher than that of South Africa.

In 2018, the female population for the 20 to 34 years age group amounted to 13.6% of the total female population while the male population group for the same age amounted to 11.5% of the total male population. In 2008 the male working age population at 14.2% did not exceeds that of the female population working age population at 14.7%.

CHART 4. POPULATION PYRAMID - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008 VS. 2018 [PERCENTAGE]

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When comparing the 2008 population pyramid with the 2018 pyramid for the King Sabata Dalindyebo Local Municipality, some interesting differences are visible: -  In 2008, there were a significant smaller share of young working age people - aged 20 to 34 (25.1%) - compared to 2018 (28.9%).  Fertility in 2008 was significantly higher compared to that of 2018.  The share of children between the ages of 0 to 14 years is significantly larger in 2008 (35.0%) compared to 2018 (31.6%).  Life expectancy is increasing.

CHART 5. NUMBER OF POPULATION BY AGE GROUP - KING SABATA DALINDYEBO LOCAL MU- NICIPALITY, 2018 [PERCENTAGE]

Statistics South Africa, Census 2016 in the chart below further reflects that the population is growing youthful which means that it continues to be dominated by young people whilst the ageing population declines from 36 to 85+, when is compared with the analysis by Global Insight 2018.

Age Categories

6% 16% 34%

004-14 15-35 44% 36-59 60-85+

Statistics South Africa: Census 2016

Number of households by population group 73 | P a g e

A household: is either a group of people who live together and provide themselves jointly with food and/or other essentials for living, or it is a single person living on his/her own.

An individual: is considered part of a household if he/she spends at least four nights a week within the household. To categorise a household according to population group, the population group to which the head of the household belongs, is used.

In 2018, the King Sabata Dalindyebo Local Municipality comprised of 127 000 households. This equates to an average annual growth rate of 2.25% in the number of households from 2008 to 2018. With an average annual growth rate of 1.28% in the total population, the average household size in the King Sabata Da- lindyebo Local Municipality is by implication decreasing. This is confirmed by the data where the average household size in 2008 decreased from approximately 4.4 individuals per household to 4 persons per household in 2018.

Relative to the district municipality, the King Sabata Dalindyebo Local Municipality had a higher average annual growth rate of 2.25% from 2008 to 2018. In contrast, the province had an average annual growth rate of 1.64% from 2008. The South Africa as a whole had a total of 16.7 million households, with a growth rate of 2.13%, thus growing at a lower rate than the King Sabata Dalindyebo. The composition of the households by population group consists of 98.5% which is ascribed to the African population group with the largest amount of households by population group. The Coloured population group had a total composition of 0.7% (ranking second). The Asian population group had a total composition of 0.5% of the total households. The smallest population group by households is the White population group with only 0.3% in 2018.

TABLE 5. NUMBER OF HOUSEHOLDS - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBER PERCENTAGE] King Sabata O.R. East- National King Sabata King Sabata King Sabata Dalindyebo Tambo ern Total Dalindyebo as Dalindyebo Dalindyebo Cape % of district as % of as % of na- municipality province tional 2008 102,000 295,000 1,650,000 13,500,000 34.4% 6.2% 0.75% 2009 106,000 306,000 1,690,000 13,900,000 34.6% 6.2% 0.76% 2010 107,000 309,000 1,710,000 14,100,000 34.7% 6.3% 0.76% 2011 109,000 312,000 1,730,000 14,400,000 34.9% 6.3% 0.76% 2012 111,000 317,000 1,750,000 14,700,000 35.1% 6.4% 0.76% 2013 113,000 320,000 1,760,000 15,000,000 35.2% 6.4% 0.75% 2014 114,000 322,000 1,780,000 15,300,000 35.4% 6.4% 0.74% 2015 116,000 328,000 1,810,000 15,700,000 35.5% 6.4% 0.74% 2016 120,000 336,000 1,850,000 16,100,000 35.6% 6.5% 0.74% 2017 123,000 345,000 1,900,000 16,400,000 35.7% 6.5% 0.75% 2018 127,000 355,000 1,940,000 16,700,000 35.7% 6.5% 0.76% Average Annual growth 2008-2018 2.25% 1.86% 1.64% 2.13%

CHART 6. NUMBER OF HOUSEHOLDS BY POPULATION GROUP - KING SABATA DALINDYEBO LO- CAL MUNICIPALITY, 2018 [PERCENTAGE]

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The growth in the number of African headed households was on average 2.24% per annum between 2008 and 2018, which translates in the number of households increasing by 24 800 in the period. Although the Asian population group is not the biggest in size, it was however the fastest growing population group between 2008 and 2018 at 8.36%. The average annual growth rate in the number of households for all the other population groups has increased with 2.23%.

CHART 7. NUMBER OF HOUSEHOLDS BY POPULATION GROUP - KING SABATA DALINDYEBO LO- CAL MUNICIPALITY AND THE REST OF O.R.TAMBO, 2018 [PERCENTAGE]

HIV+ AND AIDS ESTIMATES

HIV and AIDS can have a substantial impact on the growth of a particular population. However, there are many factors affecting the impact of the HIV virus on population progression: adult HIV prevalence rates; the speed at which the virus progresses; age distribution of the virus; the mother-to-child transmission; child treatment; adult treatment; and the percentage by which the virus decreases total fertility. ARV treatment can also prolong the lifespan of people that are HIV+. In the absence of any treatment, people diagnosed with HIV live for approximately 10 years before reaching the final stage of the disease (called AIDS). When pa- tients reach this stage, recovery is highly unlikely.

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HIV+ and AIDS estimates are defined as follows: -

The HIV+ estimates are calculated by using the prevalence rates from the HIV/AIDS model built by the Ac- tuarial Society of Southern Africa (ASSA-2008). These rates are used as base rates on a provincial level. IHS slightly adjusted the provincial ASSA-2008 data to more accurately reflect the national HIV Prevalence rate per population group as used in the national demographic models. The ASSA model in turn uses the prevalence rates from various primary data sets, in particular the HIV/AIDS surveys conducted by the De- partment of Health and the Antenatal clinic surveys. Their rates are further adjusted for over-reporting and then smoothed.

TABLE 6. NUMBER OF HIV+ PEOPLE - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBER AND PERCENTAGE] King Sa- O.R. East- National King Sabata Da- King Sabata King Sabata bata Da- Tambo ern Total lindyebo as % of Dalindyebo Dalindyebo lindyebo Cape district munici- as % of prov- as % of na- pality ince tional 2008 55,000 155,000 753,000 6,040,000 35.5% 7.3% 0.91% 2009 56,500 158,000 769,000 6,190,000 35.7% 7.4% 0.91% 2010 58,000 162,000 785,000 6,340,000 35.9% 7.4% 0.91% 2011 59,600 166,000 803,000 6,520,000 36.0% 7.4% 0.91% 2012 61,000 169,000 819,000 6,680,000 36.1% 7.4% 0.91% 2013 62,200 172,000 833,000 6,820,000 36.2% 7.5% 0.91% 2014 63,400 174,000 847,000 6,960,000 36.4% 7.5% 0.91% 2015 64,500 177,000 861,000 7,110,000 36.4% 7.5% 0.91% 2016 65,500 179,000 874,000 7,250,000 36.5% 7.5% 0.90% 2017 66,700 182,000 890,000 7,420,000 36.6% 7.5% 0.90% 2018 67,800 185,000 906,000 7,600,000 36.6% 7.5% 0.89% Average Annual growth 2008-2018 2.13% 1.82% 1.87% 2.32% Source: IHS Markit Regional eXplorer version 1156

In 2016, 61 400 people in the King Sabata Dalindyebo Local Municipality were infected with HIV. This reflects an increase at an average annual rate of 2.90% since 2006, and in 2016 represented 12.44% of the local municipality's total population. O.R. Tambo District Municipality had an average annual growth rate of 2.48% from 2006 to 2016 in the number of people infected with HIV, which is lower than that of the King Sabata Dalindyebo Local Municipality. The number of infections in Eastern Cape Province increased from 622,000 in 2006 to 786,000 in 2016. When looking at South Africa as a whole it can be seen that the number of people that are infected increased from 2006 to 2016 with an average annual growth rate of 1.67%.

Presenting the number of HIV+ people against the number of people living with AIDS, the people with AIDS added up to 2250 in 2006 and 1150 for 2016. This number denotes a decrease from 2006 to 2016 with a high average annual rate of -6.47% (or -1100 people). For the year 2016, they represented 0.23% of the total population of the entire local municipality.

The lifespan of people that are HIV+ could be prolonged with modern ARV treatments. In the absence of any treatment, people diagnosed with HIV can live for 10 years and longer before they reach the final AIDS stage of the disease.

CHART 8. AIDS PROFILE AND FORECAST - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2023 [NUMBERS]

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Presenting the number of HIV+ people against the number of people living with AIDS, the people with AIDS added up to 2250 in 2008 and 1020 for 2018. This number denotes a decrease from 2008 to 2018 with a high average annual rate of -7.60% (or -1230 people). For the year 2018, they represented 0.20% of the total population of the entire local municipality.

2.1.5 Economy Profile

The economic state of King Sabata Dalindyebo Local Municipality is put in perspective by comparing it on a spatial level with its neighbouring locals, O.R. Tambo District Municipality, Eastern Cape Province and South Africa. King Sabata Dalindyebo Local Municipality does not function in isolation from O.R. Tambo, Eastern Cape Province, South Africa and the world and now, more than ever, it is crucial to have reliable information on its economy for effective planning. Information is needed that will empower the municipality to plan and implement policies that will encourage the social development and economic growth of the people and industries in the municipality respectively.

Gross Domestic Product by Region (GDP-R)

The Gross Domestic Product (GDP), an important indicator of economic performance, is used to compare economies and economic states.

Definition: Gross Domestic Product by Region (GDP-R) represents the value of all goods and services produced within a region, over a period of one year, plus taxes and minus subsidies.

GDP-R can be measured using either current or constant prices, where the current prices measures the economy in actual Rand, and constant prices measures the economy by removing the effect of inflation, and therefore captures the real growth in volumes, as if prices were fixed in a given base year.

TABLE 7. GROSS DOMESTIC PRODUCT (GDP) - KING SABATA DALINDYEBO, O.R. TAMBO, EAST- ERN CAPE AND NATIONAL TOTAL, 2008-2018 [R BILLIONS, CURRENT PRICES]

King Sa- O.R. Eastern National King Sabata Da- King Sa- King Sabata bata Da- Tambo Cape Total lindyebo as % of bata Da- Dalindyebo lindyebo district munici- lindyebo as % of na- pality as % of tional province 2008 12.8 19.8 174.1 2,369.1 64.8% 7.4% 0.54% 2009 14.3 21.9 191.2 2,507.7 65.1% 7.5% 0.57% 2010 15.9 24.2 211.6 2,748.0 65.6% 7.5% 0.58% 2011 17.1 25.9 226.1 3,023.7 65.8% 7.5% 0.56% 2012 19.0 28.8 252.2 3,253.9 66.0% 7.5% 0.58% 77 | P a g e

King Sa- O.R. Eastern National King Sabata Da- King Sa- King Sabata bata Da- Tambo Cape Total lindyebo as % of bata Da- Dalindyebo lindyebo district munici- lindyebo as % of na- pality as % of tional province 2013 20.3 30.7 273.3 3,540.0 66.0% 7.4% 0.57% 2014 21.6 32.6 293.6 3,805.3 66.1% 7.3% 0.57% 2015 23.2 35.0 316.3 4,049.9 66.2% 7.3% 0.57% 2016 24.3 36.8 334.5 4,359.1 66.2% 7.3% 0.56% 2017 26.4 39.7 358.6 4,653.6 66.4% 7.4% 0.57% 2018 26.8 40.7 376.8 4,873.9 66.0% 7.1% 0.55% Source: IHS Markit Regional eXplorer version 1803

With a GDP of R 26.8 billion in 2018 (up from R 12.8 billion in 2008), the King Sabata Dalindyebo Local Municipality contributed 65.95% to the O.R. Tambo District Municipality GDP of R 40.7 billion in 2018 increasing in the share of the O.R. Tambo from 64.80% in 2008. The King Sabata Dalindyebo Local Munici- pality contributes 7.12% to the GDP of Eastern Cape Province and 0.55% the GDP of South Africa which had a total GDP of R 4.87 trillion in 2018 (as measured in nominal or current prices).It's contribution to the national economy stayed similar in importance from 2008 when it contributed 0.54% to South Africa, but it is lower than the peak of 0.58% in 2012.

TABLE 8. GROSS DOMESTIC PRODUCT (GDP) - KING SABATA DALINDYEBO, O.R. TAMBO, EAST- ERN CAPE AND NATIONAL TOTAL, 2008-2018 [ANNUAL PERCENTAGE CHANGE, CONSTANT 2010 PRICES] King Sabata Da- O.R. Eastern Cape National Total lindyebo Tambo 2008 3.0% 3.1% 3.2% 3.2% 2009 -1.7% -1.9% -1.0% -1.5% 2010 1.2% 0.3% 2.4% 3.0% 2011 2.1% 2.1% 3.7% 3.3% 2012 0.7% 0.6% 2.0% 2.2% 2013 0.4% 0.2% 1.4% 2.5% 2014 1.0% 0.8% 1.3% 1.8% 2015 0.9% 0.6% 0.8% 1.2% 2016 0.8% 0.7% 0.7% 0.4% 2017 0.8% 0.7% 0.6% 1.4% 2018 -1.6% -1.2% 0.8% 0.8% Average Annual 0.47% 0.27% 1.26% 1.50% growth 2008-2018 Source: IHS Markit Regional eXplorer version 1803

In 2018, the King Sabata Dalindyebo Local Municipality achieved an annual growth rate of -1.58% which is a significant lower GDP growth than the Eastern Cape Province's 0.78%, but is lower than that of South Africa, where the 2018 GDP growth rate was 0.79%. Similar to the short-term growth rate of 2018, the longer- term average growth rate for King Sabata Dalindyebo (0.47%) is also significant lower than that of South Africa (1.50%). The economic growth in King Sabata Dalindyebo peaked in 2008 at 3.01%.

CHART 9. GROSS DOMESTIC PRODUCT (GDP) - KING SABATA DALINDYEBO LOCAL MUNICIPALITY AND THE REST OF O.R. TAMBO, 2018 [PERCENTAGE]

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The King Sabata Dalindyebo Local Municipality had a total GDP of R 26.8 billion and in terms of total contribution towards O.R. Tambo District Municipality the King Sabata Dalindyebo Local Municipality ranked highest relative to all the regional economies to total O.R. Tambo District Municipality GDP. This ranking in terms of size compared to other regions of King Sabata Dalindyebo remained the same since 2008. In terms of its share, it was in 2018 (66.0%) significantly larger compared to what it was in 2008 (64.8%). For the period 2008 to 2018, the average annual growth rate of 0.5% of King Sabata Dalindyebo was the highest relative to its peers in terms of growth in constant 2010 prices.

TABLE 9. GROSS DOMESTIC PRODUCT (GDP) - REGIONS WITHIN O.R. TAMBO DISTRICT MU- NICIPALITY, 2008 TO 2018, SHARE AND GROWTH 2018 (Current Share of dis- 2008 (Constant 2018 (Con- Average Annual prices) trict municipal- prices) stant prices) growth ity King Sabata 26.82 65.95% 15.90 16.66 0.47% Dalindyebo Ingquza Hill 3.94 9.70% 2.40 2.41 0.05% Port St 2.57 6.31% 1.63 1.58 -0.28% Johns

Nyandeni 2.45 6.03% 1.53 1.50 -0.24%

Mhlontlo 4.88 12.01% 3.04 3.04 -0.02% Source: IHS Markit Regional eXplorer version 1803

King Sabata Dalindyebo had the highest average annual economic growth, averaging 0.47% between 2008 and 2018, when compared to the rest of the regions within O.R. Tambo District Municipality. The Ingquza Hill Local Municipality had the second highest average annual growth rate of 0.05%. Port St Johns Local Municipality had the lowest average annual growth rate of -0.28% between 2008 and 2018.

Economic Growth Forecast

It is expected that King Sabata Dalindyebo Local Municipality will grow at an average annual rate of 1.06% from 2018 to 2023. The average annual growth rate in the GDP of O.R. Tambo District Municipality and Eastern Cape Province is expected to be 1.11% and 1.51% respectively. South Africa is forecasted to grow at an average annual growth rate of 1.53%, which is higher than that of the King Sabata Dalindyebo Local Municipality.

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CHART 10. GROSS DOMESTIC PRODUCT (GDP) - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2023 [AVERAGE ANNUAL GROWTH RATE, CONSTANT 2010 PRICES]

In 2023, King Sabata Dalindyebo's forecasted GDP will be an estimated R 17.6 billion (constant 2010 prices) or 66.0% of the total GDP of O.R. Tambo District Municipality. The ranking in terms of size of the King Sabata Dalindyebo Local Municipality will remain the same between 2018 and 2023, with a contribution to the O.R. Tambo District Municipality GDP of 66.0% in 2023 compared to the 66.1% in 2018. At a 1.06% average annual GDP growth rate between 2018 and 2023, King Sabata Dalindyebo ranked the third compared to the other regional economies.

TABLE 10. GROSS DOMESTIC PRODUCT (GDP) - REGIONS WITHIN O.R. TAMBO DISTRICT MUNICIPALITY, 2008 TO 2023, SHARE AND GROWTH 2023 (Current Share of district 2008 (Con- 2023 (Con- Average Annual prices) municipality stant prices) stant prices) growth King Sabata 36.25 65.73% 15.90 17.56 0.66% Dalindyebo Ingquza Hill 5.40 9.80% 2.40 2.57 0.47% Port St 3.47 6.29% 1.63 1.66 0.14% Johns Nyandeni 3.40 6.16% 1.53 1.62 0.38% Mhlontlo 6.63 12.03% 3.04 3.20 0.33%

Gross Value Added By Region (GVA-R)

The King Sabata Dalindyebo Local Municipality's economy is made up of various industries. The GVA-R variable provides a sector breakdown, where each sector is measured in terms of its value added produced in the local economy.

Definition: Gross Value Added (GVA) is a measure of output (total production) of a region in terms of the value that was created within that region. GVA can be broken down into various production sectors. The summary table below puts the Gross Value Added (GVA) of all the regions in perspective to that of the King Sabata Dalindyebo Local Municipality.

TABLE 11. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [R BILLIONS, CURRENT PRICES]

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King Sa- O.R. East- Na- King Sabata King Sa- King Sa- bata Da- Tambo ern tional Dalindyebo as bata Da- bata Da- lindyebo Cape Total % of district lindyebo lindyebo municipality as % of as % of prov- national ince Agriculture 0.2 0.5 6.7 106.1 42.9% 2.9% 0.18% Mining 0.0 0.1 0.4 350.9 31.3% 5.2% 0.01% Manufac- 1.0 1.8 43.6 572.9 54.9% 2.3% 0.18% turing Electricity 1.2 1.4 9.0 166.0 85.7% 13.2% 0.71% Construc- 0.8 1.2 13.3 170.3 65.6% 5.9% 0.46% tion Trade 5.6 8.5 67.9 652.7 66.1% 8.3% 0.86% Transport 1.5 2.2 30.3 426.7 67.6% 4.9% 0.35% Finance 5.4 7.2 61.4 854.4 74.4% 8.7% 0.63% Community 9.2 14.3 102.7 1,041.3 64.2% 8.9% 0.88% services Total In- 24.8 37.1 335.3 4,341.3 66.8% 7.4% 0.57% dustries Source: IHS Markit Regional eXplorer version 1803

In 2018, the community services sector is the largest within King Sabata Dalindyebo Local Municipality accounting for R 9.15 billion or 36.9% of the total GVA in the local municipality's economy. The sector that contributes the second most to the GVA of the King Sabata Dalindyebo Local Municipality is the trade sector at 22.6%, followed by the finance sector with 21.6%. The sector that contributes the least to the economy of King Sabata Dalindyebo Local Municipality is the mining sector with a contribution of R 23.2 million or 0.09% of the total GVA.

CHART 11. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [PERCENTAGE COMPOSITION]

The community sector, which includes the government services, is generally a large contributor towards GVA. When looking at all the regions within the O.R. Tambo District Municipality, it is clear that the King Sabata Dalindyebo contributes the most community services towards its own GVA, with 64.16%, relative to the other regions within O.R. Tambo District Municipality. The King Sabata Dalindyebo contributed R 24.8 billion or 66.85% to the GVA of O.R.Tambo District Municipality. The King Sabata Dalindyebo also contributes the most the overall GVA of O.R. Tambo District Municipality.

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CHART 12. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO, INGQUZA HILL, PORT ST JOHNS, NYANDENI AND MHLONTLO, 2018 [PER- CENTAGE COMPOSITION]

Historical Economic Growth

For the period 2018 and 2008, the GVA in the finance sector had the highest average annual growth rate in King Sabata Dalindyebo at 1.57%. The industry with the second highest average annual growth rate is the construction sector averaging at 0.84% per year. The agriculture sector had an average annual growth rate of -1.18%, while the electricity sector had the lowest average annual growth of -6.92%. Overall a negative growth existed for all the industries in 2018 with an annual growth rate of -1.65% since 2017.

TABLE 12. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008, 2013 AND 2018 [R MILLIONS, 2010 CONSTANT PRICES] 2008 2013 2018 Average Annual growth Agriculture 132.4 147.2 117.6 -1.18% Mining 33.6 36.4 35.6 0.60% Manufacturing 700.7 652.9 625.8 -1.12% Electricity 649.3 449.7 317.1 -6.92% Construction 439.4 486.8 477.8 0.84% Trade 3,224.2 3,438.0 3,449.9 0.68% Transport 863.4 885.9 923.2 0.67% Finance 3,308.0 3,598.7 3,864.5 1.57% Community ser- 5,484.5 5,620.8 5,789.0 0.54% vices Total Industries 14,835.4 15,316.5 15,600.3 0.50% Source: IHS Markit Regional eXplorer version 1803

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The tertiary sector contributes the most to the Gross Value Added within the King Sabata Dalindyebo Local Municipality at 87.1%. This is significantly higher than the national economy (68.5%). The secondary sector contributed a total of 12.0% (ranking second), while the primary sector contributed the least at 0.9%.

CHART 13. GROSS VALUE ADDED (GVA) BY AGGREGATE ECONOMIC SECTOR - KING SA- BATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [PERCENTAGE]

The following is a breakdown of the Gross Value Added (GVA) by aggregated sector:

Primary Sector

The primary sector consists of two broad economic sectors namely the mining and the agricultural sector. The following chart represents the average growth rate in the GVA for both of these sectors in King Sabata Dalindyebo Local Municipality from 2008 to 2018.

CHART 14. GROSS VALUE ADDED (GVA) BY PRIMARY SECTOR - KING SABATA DA- LINDYEBO, 2008-2018 [ANNUAL PERCENTAGE CHANGE]

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Between 2008 and 2018, the agriculture sector experienced the highest positive growth in 2017 with an average growth rate of 13.6%. The mining sector reached its highest point of growth of 8.0% in 2014. The agricultural sector experienced the lowest growth for the period during 2016 at -14.8%, while the mining sector reaching its lowest point of growth in 2015 at -6.4%. Both the agriculture and mining sectors are generally characterised by volatility in growth over the period.

Secondary Sector

The secondary sector consists of three broad economic sectors namely the manufacturing, electricity and the construction sector. The following chart represents the average growth rates in the GVA for these sectors in King Sabata Dalindyebo Local Municipality from 2008 to 2018.

CHART 15. GROSS VALUE ADDED (GVA) BY SECONDARY SECTOR - KING SABATA DA- LINDYEBO, 2008-2018 [ANNUAL PERCENTAGE CHANGE]

Between 2008 and 2018, the manufacturing sector experienced the highest positive growth in 2010 with a growth rate of 2.9%. The construction sector reached its highest growth in 2009 at 9.2%. The manufacturing sector experienced its lowest growth in 2018 of -9.6%, while construction sector reached its lowest point of growth in 2018 a with -3.3% growth rate. The electricity sector experienced the highest growth in 2017 at 40.5%, while it recorded the lowest growth of -26.9% in 2018.

Tertiary Sector

The tertiary sector consists of four broad economic sectors namely the trade, transport, finance and the community services sector. The following chart represents the average growth rates in the GVA for these sectors in King Sabata Dalindyebo Local Municipality from 2008 to 2018.

CHART 16. GROSS VALUE ADDED (GVA) BY TERTIARY SECTOR - KING SABATA DA- LINDYEBO, 2008-2018 [ANNUAL PERCENTAGE CHANGE]

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The trade sector experienced the highest positive growth in 2012 with a growth rate of 3.1%. The transport sector reached its highest point of growth in 2014 at 2.0%. The finance sector experienced the highest growth rate in 2008 when it grew by 5.1% and recorded the lowest growth rate in 2009 at -1.7%. The Trade sector also had the lowest growth rate in 2009 at -3.3%. The community services sector, which largely consists of government, experienced its highest positive growth in 2008 with 3.6% and the lowest growth rate in 2009 with -0.6%.

Sector Growth Forecast

The GVA forecasts are based on forecasted growth rates derived from two sources: historical growth rate estimates and national level industry forecasts. The projections are therefore partly based on the notion that regions that have performed well in the recent past are likely to continue performing well (and vice versa) and partly on the notion that those regions that have prominent sectors that are forecast to grow rapidly in the national economy (e.g. finance and telecommunications) are likely to perform well (and vice versa). As the target year moves further from the base year (2010) so the emphasis moves from historical growth rates to national-level industry growth rates.

TABLE 13. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018-2023 [R MILLIONS, CONSTANT 2010 PRICES] 2018 2019 2020 2021 2022 2023 Average Annual Growth Agriculture 117.6 114.1 119.1 122.3 124.8 127.3 1.60% Mining 35.6 32.9 32.6 33.1 33.7 34.5 -0.66% Manufactur- 625.8 624.5 631.8 639.0 645.9 655.8 0.94% ing Electricity 317.1 295.7 302.6 308.0 315.5 321.8 0.30% Construction 477.8 457.3 453.3 459.0 467.1 478.7 0.04% Trade 3,449.9 3,457.0 3,512.6 3,594.0 3,659.4 3,734.3 1.60% Transport 923.2 927.4 946.8 966.8 990.1 1,016.7 1.95% Finance 3,864.5 3,924.8 4,014.6 4,104.7 4,210.1 4,328.8 2.30% Community 5,789.0 5,817.8 5,784.9 5,743.4 5,744.8 5,781.3 -0.03% services Total Indus- 15,600.3 15,651.4 15,798.4 15,970.3 16,191.4 16,479.2 1.10% tries

The finance sector is expected to grow fastest at an average of 2.30% annually from R 3.86 billion in King Sabata Dalindyebo Local Municipality to R 4.33 billion in 2023. The community services sector is estimated to be the largest sector within the King Sabata Dalindyebo Local Municipality in 2023, with a total share of 35.1% of the total GVA (as measured in current prices), growing at an average annual rate of 0.0%. The sector that is estimated to grow the slowest is the mining sector with an average annual growth rate of - 0.66%.

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CHART 17. GROSS VALUE ADDED (GVA) BY AGGREGATE ECONOMIC SECTOR - KING SA- BATA DALINDYEBO LOCAL MUNICIPALITY, 2018-2023 [ANNUAL GROWTH RATE, CON- STANT 2010 PRICES]

The Primary sector is expected to grow at an average annual rate of 1.09% between 2018 and 2023, with the Secondary sector growing at 0.50% on average annually. The Tertiary sector is expected to grow at an average annual rate of 1.16% for the same period. Based on the typical profile of a developing country, we can expect faster growth in the secondary and tertiary sectors when compared to the primary sector. Also remember that the agricultural sector is prone to very high volatility as a result of uncertain weather conditions, pests and other natural causes - and the forecasts presented here is merely a long- term trend rather than trying to forecast the unpredictable weather conditions.

Tress Index

Definition: The Tress index measures the degree of concentration of an area's economy on a sector basis. A Tress index value of 0 means that all economic sectors in the region contribute equally to GVA, whereas a Tress index of 100 means that only one economic sector makes up the whole GVA of the region.

CHART 18. TRESS INDEX - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NA- TIONAL TOTAL, 2008-2018 [NUMBER]

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In 2018, King Sabata Dalindyebo's Tress Index was estimated at 62.9 which are lower than the 63.1 of the district municipality and higher than the 63.1 of the province. This implies that - on average - King Sabata Dalindyebo Local Municipality is less diversified in terms of its economic activity spread than the province's economy as a whole.

The more diverse an economy is, the more likely it is to create employment opportunities across all skills levels (and not only - for instance - employment opportunities that cater for highly skilled labourers), and maintain a healthy balance between labour-intensive and capital-intensive industries. If both economic growth and the alleviation of unemployment are of concern, clearly there need to be industries that are growing fast and also creating jobs in particular the lower skilled categories. Unfortunately, in practice many industries that are growing fast are not those that create many employment opportunities for unskilled labourers (and alleviate unemployment).

Location Quotient

Definition: A specific regional economy has a comparative advantage over other regional economies if it can more efficiently produce the same good. The location quotient is one way of measuring this comparative advantage. If the location quotient is larger than one for a specified sector within a region, then that region has a comparative advantage in that sector. This is because the share of that sector of the specified regional economy is greater than the same sector in the national economy. The location quotient is usually computed by taking the percentage share of the sector in the regional economy divided by the percentage share of that same sector in the national economy. CHART 19. LOCATION QUOTIENT BY BROAD ECONOMIC SECTORS - KING SABATA DALINDYEBO LOCAL MUNICIPALITY AND SOUTH AFRICA, 2018 [NUMBER]

For 2018 King Sabata Dalindyebo Local Municipality has a very large comparative advantage in the community services sector. The trade sector also has a very large comparative advantage. The electricity also has a comparative advantage when comparing it to the South Africa economy as a whole, although less prominent. The King Sabata Dalindyebo Local Municipality has a comparative disadvantage when it comes to the mining and manufacturing sector which has a very large comparative disadvantage. In general mining is a very concentrated economic sector. Unfortunately, the King Sabata Dalindyebo Local Municipality area currently does not have a lot of mining activity, with an LQ of only 0.0115.

2.1.6 Labour

The labour force of a country consists of everyone of working age (above a certain age and below retirement) that are participating as workers, i.e. people who are actively employed or seeking employment. This is also called the economically active population (EAP). People not included are students, retired people, stay-at- home parents, people in prisons or similar institutions, people employed in jobs or professions with unreported income, as well as discouraged workers who cannot find work.

TABLE 14. WORKING AGE POPULATION IN KING SABATA DALINDYEBO, O.R.TAMBO, EAST- ERN CAPE AND NATIONAL TOTAL, 2008 AND 2018 [NUMBER]

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King Sabata Da- O.R. Tambo Eastern Cape National Total lindyebo 2008 2018 2008 2018 2008 2018 2008 2018 15-19 7,400 49,700 176,000 154,000 27,000 573,000 5,300,000 4,570,000 20-24 8,500 49,000 133,000 131,000 33,000 590,000 5,230,000 4,960,000 25-29 5,000 54,100 93,000 137,000 500,000 679,000 4,390,000 5,530,000 30-34 8,400 43,100 76,100 116,000 436,000 01,000 3,690,000 5,420,000 35-39 5,600 32,600 69,600 84,600 415,000 70,000 3,230,000 4,360,000 40-44 1,700 25,600 59,900 65,400 369,000 98,000 2,790,000 3,480,000 45-49 7,300 21,900 49,200 59,900 317,000 67,000 2,440,000 2,950,000 50-54 3,800 17,600 40,600 49,600 258,000 17,000 2,040,000 2,530,000 55-59 0,100 15,700 30,000 42,800 201,000 77,000 1,660,000 2,180,000 60-64 ,590 12,200 28,700 35,900 175,000 29,000 1,310,000 1,790,000 Total 7,448 321,548 756,525 876,244 4,030,080 4,500,1 32,070,52 37,757,66 70 4 2 Source: IHS Markit Regional eXplorer version 1803

The working age population in King Sabata Dalindyebo in 2018 was 322 000, increasing at an average annual rate of 1.86% since 2008. For the same period the working age population for O.R.Tambo District Municipality increased at 1.48% annually, while that of Eastern Cape Province increased at 1.11% annually. South Africa's working age population has increased annually by 1.65% from 32.1 million in 2008 to 37.8 million in 2018.

The graph below combines all the facets of the labour force in the King Sabata Dalindyebo Local Municipality into one compact view. The chart is divided into "place of residence" on the left, which is measured from the population side, and "place of work" on the right, which is measured from the business side.

CHART 20. LABOUR GLIMPSE - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018

Reading the chart from the left-most bar, breaking down the total population of the King Sabata Dalindyebo Local Municipality (506 000) into working age and non-working age, the number of people that are of working age is about 322 000. As per definition, those that are of age 0 - 19 (youth) or age 65 and up (pensioners) are part of the non-working age population. Out of the working age group, 49.6% are participating in the labour force, meaning 160 000 residents of the local municipality forms currently part of the economically active population (EAP). Comparing this with the non-economically active population (NEAP) of the local municipality: fulltime students at tertiary institutions, disabled people, and those choosing not to work, sum to 162 000 people. Out of the economically active population, there are 47 500 that are unemployed, or when expressed as a percentage, an unemployment rate of 29.8%. Up to here all the statistics are measured at the place of residence.

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On the far right we have the formal non-Agriculture jobs in King Sabata Dalindyebo, broken down by the primary (mining), secondary and tertiary industries. The majority of the formal employment lies in the Tertiary industry, with 70 400 jobs. When including the informal, agricultural and domestic workers, we have a total number of 121 000 jobs in the area. Formal jobs make up 65.4% of all jobs in the King Sabata Dalindyebo Local Municipality. The difference between the employment measured at the place of work, and the people employed living in the area can be explained by the net commuters that commute every day into the local municipality.

In theory, a higher or increasing population dividend is supposed to provide additional stimulus to economic growth. People of working age tend to uphold higher consumption patterns (Final Consumption Expenditure, FCE), and a more dense concentration of working age people is supposed to decrease dependency ratios - given that the additional labour, which is offered to the market, is absorbed.

Economically Active Population (EAP)

The economically active population (EAP) is a good indicator of how many of the total working age population are in reality participating in the labour market of a region. If a person is economically active, he or she forms part of the labour force.

Definition: The economically active population (EAP) is defined as the number of people (between the age of 15 and 65) who are able and willing to work, and who are actively looking for work. It includes both employed and unemployed people. People, who recently have not taken any active steps to find employment, are not included in the measure. These people may (or may not) consider themselves unemployed. Regard- less, they are counted as discouraged work seekers, and thus form part of the non-economically active population.

TABLE 14. ECONOMICALLY ACTIVE POPULATION (EAP) - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBER, PERCENTAGE] King O.R. Eastern National King Sabata King Sa- King Sa- Sabata Tambo Cape Total Dalindyebo as bata Da- bata Da- Da- % of district lindyebo as lindyebo lindye municipality % of prov- as % of bo ince national 2008 123,000 295,000 1,880,000 8,400,000 41.6% 6.5% 0.67% 2009 21,000 285,000 1,840,000 18,400,00 42.6% 6.6% 0.66% 0 2010 18,000 271,000 1,780,000 18,200,00 43.6% 6.6% 0.65% 0 2011 19,000 266,000 1,790,000 18,500,00 44.7% 6.6% 0.64% 0 2012 21,000 272,000 1,830,000 18,900,00 44.6% 6.6% 0.64% 0 2013 27,000 287,000 1,900,000 19,500,00 44.4% 6.7% 0.65% 0 2014 36,000 306,000 1,990,000 20,300,00 44.4% 6.8% 0.67% 0 2015 42,000 321,000 2,060,000 21,000,00 44.3% 6.9% 0.68% 0 2016 49,000 338,000 2,140,000 21,600,00 44.1% 7.0% 0.69% 0 2017 57,000 359,000 2,230,000 22,100,00 43.7% 7.0% 0.71% 0 2018 59,000 367,000 2,280,000 22,400,00 43.4% 7.0% 0.71% 0 Average Annual growth 2008-2018 2.66% 2.23% 1.96% 1.98% Source: IHS Markit Regional eXplorer version 1803

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King Sabata Dalindyebo Local Municipality's EAP was 160 000 in 2018, which is 31.54% of its total population of 506 000, and roughly 43.40% of the total EAP of the O.R. Tambo District Municipality. From 2008 to 2018, the average annual increase in the EAP in the King Sabata Dalindyebo Local Municipality was 2.66%, which is 0.435 percentage points higher than the growth in the EAP of O.R. Tambo's for the same period.

CHART 21. EAP AS % OF TOTAL POPULATION - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2008, 2013, 2018 [PERCENTAGE]

In 2008, 27.6% of the total population in King Sabata Dalindyebo Local Municipality were classified as economically active which increased to 31.5% in 2018. Compared to the other regions in O.R.Tambo District Municipality, King Sabata Dalindyebo Local Municipality had the highest EAP as a percentage of the total population within its own region relative to the other regions. On the other hand, Nyandeni Local Municipality had the lowest EAP with 18.9% people classified as economically active population in 2018.

Labour force participation rate

Definition: The labour force participation rate (LFPR) is the Economically Active Population (EAP) expressed as a percentage of the total working age population. The following is the labour participation rate of the King Sabata Dalindyebo, O.R. Tambo, Eastern Cape and National Total as a whole.

TABLE 15. THE LABOUR FORCE PARTICIPATION RATE - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [PERCENTAGE] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo 2008 45.9% 39.0% 46.6% 57.4% 2009 44.0% 36.7% 45.0% 56.3% 2010 41.8% 34.2% 43.0% 54.6% 2011 41.1% 33.0% 42.8% 54.4% 2012 41.3% 33.4% 43.2% 54.7% 2013 42.7% 34.8% 44.5% 55.7% 2014 44.9% 36.8% 46.3% 57.1% 2015 46.3% 38.0% 47.4% 58.1% 2016 47.8% 39.6% 48.7% 58.9% 2017 49.5% 41.5% 50.3% 59.5% 2018 49.6% 41.9% 50.6% 59.3% Source: IHS Markit Regional eXplorer version 1803

The King Sabata Dalindyebo Local Municipality's labour force participation rate increased from 45.86% to 49.60% which is an increase of 3.7 percentage points. The O.R. Tambo District Municipality increased from 38.98% to 41.94%, Eastern Cape Province increased from 46.57% to 50.63% and South Africa increased from 57.43% to 59.34% from 2008 to 2018.The King Sabata Dalindyebo Local Municipality labour force participation rate exhibited a lower percentage point change compared to the Eastern Cape Province from 2008

90 | P a g e to 2018. The King Sabata Dalindyebo Local Municipality had a lower labour force participation rate when compared to South Africa in 2018.

CHART 22. THE LABOUR FORCE PARTICIPATION AND UNEMPLOYMENT RATES - KING SA- BATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [PERCENTAGE]

In 2018 the labour force participation rate for King Sabata Dalindyebo was at 49.6% which is slightly higher when compared to the 45.9% in 2008. The unemployment rate is an efficient indicator that measures the success rate of the labour force relative to employment. In 2008, the unemployment rate for King Sabata Dalindyebo was 24.0% and increased overtime to 29.8% in 2018. The gap between the labour force participation rate and the unemployment rate decreased which indicates a negative outlook for the employment within King Sabata Dalindyebo Local Municipality.

CHART 23. THE LABOUR FORCE PARTICIPATION RATE - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2013 AND 2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality had the highest labour force participation rate with 49.6% in 2018 increasing from 45.9% in 2008. Nyandeni Local Municipality had the lowest labour force participation rate of 33.3% in 2018, this increased from 31.9% in 2008.

Total employment

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Employment data is a key element in the estimation of unemployment. In addition, trends in employment within different sectors and industries normally indicate significant structural changes in the economy. Em- ployment data is also used in the calculation of productivity, earnings per worker, and other economic indicators.

Definition: Total employment consists of two parts: employment in the formal sector, and employment in the informal sector

TABLE 16. TOTAL EMPLOYMENT - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBERS] King Sabata O.R.Tambo Eastern Cape National Total Dalindyebo 2008 108,000 213,000 1,380,000 14,100,000 2009 106,000 205,000 1,350,000 14,000,000 2010 102,000 192,000 1,300,000 13,700,000 2011 103,000 189,000 1,300,000 13,900,000 2012 100,000 185,000 1,290,000 14,200,000 2013 104,000 192,000 1,320,000 14,600,000 2014 112,000 206,000 1,390,000 15,200,000 2015 118,000 217,000 1,440,000 15,700,000 2016 122,000 224,000 1,470,000 15,900,000 2017 123,000 226,000 1,480,000 16,100,000 2018 121,000 222,000 1,470,000 16,300,000 Average Annual growth 2008-2018 0.44% 0.61% 1.46% 1.21%

In 2018, King Sabata Dalindyebo employed 121 000 people which is 54.54% of the total employment in O.R. Tambo District Municipality (222 000), 8.25% of total employment in Eastern Cape Province (1.47 million), and 0.74% of the total employment of 16.3 million in South Africa. Employment within King Sabata Dalindyebo increased annually at an average rate of 1.21% from 2008 to 2018.

TABLE 17. TOTAL EMPLOYMENT PER BROAD ECONOMIC SECTOR - KING SABATA DA- LINDYEBO AND THE REST OF O.R. TAMBO, 2018 [NUMBERS] King Sa- Ingquza Port St Nyandeni Mhlontlo Total O.R. Tambo bata Da- Hill Johns lindyebo Agriculture 2,680 1,170 815 473 2,000 7,132 Mining 126 80 51 47 28 332 Manufac- 3,560 1,010 751 655 1,620 7,602 turing Electricity 159 38 22 46 51 316 Construc- 11,900 3,770 2,580 2,370 4,100 24,698 tion Trade 31,800 6,350 4,530 4,970 6,930 54,580 Transport 5,800 978 758 1,100 1,880 10,528 Finance 15,900 2,890 1,890 3,260 3,360 27,319 Community 40,400 9,390 6,860 6,900 10,500 74,061 services House- 8,900 1,900 1,200 1,500 2,240 15,732 holds Total 121,000 27,600 19,500 21,300 32,700 222,300

King Sabata Dalindyebo Local Municipality employs a total number of 121 000 people within its local municipality. King Sabata Dalindyebo Local Municipality also employs the highest number of people within O.R. Tambo District Municipality. The local municipality that employs the lowest number of people relative to the other regions within O.R. Tambo District Municipality is Port St Johns local municipality with a total number of 19 400 employed people.

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In King Sabata Dalindyebo Local Municipality the economic sectors that recorded the largest number of employment in 2018 were the community services sector with a total of 40 400 employed people or 33.3% of total employment in the local municipality. The trade sector with a total of 31 800 (26.2%) employs the second highest number of people relative to the rest of the sectors. The mining sector with 126 (0.1%) is the sector that employs the least number of people in King Sabata Dalindyebo Local Municipality, followed by the electricity sector with 159 (0.1%) people employed.

CHART 24. TOTAL EMPLOYMENT PER BROAD ECONOMIC SECTOR - KING SABATA DA- LINDYEBO LOCAL MUNICIPALITY, 2018 [PERCENTAGE]

Formal and informal employment

Total employment can be broken down into formal and informal sector employment. Formal sector employment is measured from the formal business side, and the informal employment is measured from the household side where formal businesses have not been established.

Formal employment is much more stable than informal employment. Informal employment is much harder to measure and manage, simply because it cannot be tracked through the formal business side of the economy. Informal employment is however a reality in South Africa and cannot be ignored.

The number of formally employed people in King Sabata Dalindyebo Local Municipality counted 90 800 in 2018, which is about 74.93% of total employment, while the number of people employed in the informal sector counted 30 400 or 25.07% of the total employment. Informal employment in King Sabata Dalindyebo increased from 26 700 in 2008 to an estimated 30 400 in 2018.

CHART 25. FORMAL AND INFORMAL EMPLOYMENT BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [NUMBERS]

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Some of the economic sectors have little or no informal employment: Mining industry, due to well-regulated mining safety policies, and the strict registration of a mine, has little or no informal employment. The Electricity sector is also well regulated, making it difficult to get information on informal employment. Domestic Workers and employment in the Agriculture sector is typically counted under a separate heading.

In 2018 the Trade sector recorded the highest number of informally employed, with a total of 12 400 employees or 40.78% of the total informal employment. This can be expected as the barriers to enter the Trade sector in terms of capital and skills required is less than with most of the other sectors. The Manufacturing sector has the lowest informal employment with 1 050 and only contributes 3.44% to total informal employment.

TABLE 18. FORMAL AND INFORMAL EMPLOYMENT BY BROAD ECONOMIC SECTOR - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [NUMBERS] Formal employment Informal employment Agriculture 2,680 N/A Mining 126 N/A Manufacturing 2,510 1,050 Electricity 159 N/A Construction 6,120 5,750 Trade 19,400 12,400 Transport 2,390 3,420 Finance 13,700 2,260 Community services 34,900 5,520 Households 8,900 N/A Source: IHS Markit Regional eXplorer version 1803

The informal sector is vital for the areas with very high unemployment and very low labour participation rates. Unemployed people see participating in the informal sector as a survival strategy. The most desirable situation would be to get a stable formal job. But because the formal economy is not growing fast enough to generate adequate jobs, the informal sector is used as a survival mechanism.

Unemployment

Definition: The unemployed includes all persons between 15 and 65 who are currently not working, but who are actively looking for work. It therefore excludes people who are not actively seeking work (referred to as discouraged work seekers).

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The choice of definition for what constitutes being unemployed has a large impact on the final estimates for all measured labour force variables. The following definition was adopted by the Thirteenth International Conference of Labour Statisticians (Geneva, 1982): The "unemployed" comprise all persons above a specified age who during the reference period were: • "Without work", i.e. not in paid employment or self-employment; • "Currently available for work", i.e. were available for paid employment or self-employment during the reference period; and • "Seeking work", i.e. had taken specific steps in a specified reference period to seek paid employment or self-employment. The specific steps may include registration at a public or private employment exchange; application to employers; checking at worksites, farms, factory gates, market or other assembly places; placing or answering newspaper advertisements; seeking assistance of friends or relatives; looking for land.

TABLE 19. UNEMPLOYMENT (OFFICIAL DEFINITION) - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBER PERCENTAGE]

King Sa- O.R. Eastern National King Sa- King Sa- King Sa- bata Da- Tambo Cape Total bata Da- bata Da- bata Da- lindyebo lindyebo lindyebo lindyebo as % of as % of as % of district province national municipality 2008 29,400 82,700 499,000 4,340,000 35.6% 5.9% 0.68% 2009 28,500 80,700 494,000 4,370,000 35.4% 5.8% 0.65% 2010 27,700 78,600 493,000 4,510,000 35.2% 5.6% 0.61% 2011 26,500 76,300 500,000 4,600,000 34.8% 5.3% 0.58% 2012 28,600 82,100 524,000 4,730,000 34.9% 5.5% 0.60% 2013 31,000 89,300 559,000 4,900,000 34.7% 5.5% 0.63% 2014 32,600 94,500 585,000 5,110,000 34.4% 5.6% 0.64% 2015 33,500 97,800 602,000 5,350,000 34.3% 5.6% 0.63% 2016 36,700 108,000 653,000 5,710,000 34.1% 5.6% 0.64% 2017 42,600 126,000 736,000 6,020,000 34.0% 5.8% 0.71% 2018 47,500 139,000 786,000 6,120,000 34.3% 6.0% 0.78% Average Annual growth 2008-2018 4.91% 5.30% 4.66% 3.48% Source: IHS Markit Regional eXplorer version 1803

In 2018, there were a total number of 47 500 people unemployed in King Sabata Dalindyebo, which is an increase of 18 100 from 29 400 in 2008. The total number of unemployed people within King Sabata Da- lindyebo constitutes 34.26% of the total number of unemployed people in O.R. Tambo District Municipality. The King Sabata Dalindyebo Local Municipality experienced an average annual increase of 4.91% in the number of unemployed people, which is better than that of the O.R. Tambo District Municipality which had an average annual increase in unemployment of 5.30%.

TABLE 20. UNEMPLOYMENT RATE (OFFICIAL DEFINITION) - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [PERCENTAGE] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo 2008 24.0% 28.0% 26.6% 23.6% 2009 23.5% 28.3% 26.9% 23.8% 2010 23.4% 29.0% 27.7% 24.8% 2011 22.4% 28.7% 27.9% 24.9% 2012 23.6% 30.2% 28.7% 25.0% 2013 24.4% 31.2% 29.4% 25.1% 2014 24.0% 30.9% 29.4% 25.1% 2015 23.5% 30.5% 29.2% 25.5% 2016 24.6% 31.9% 30.5% 26.4% 2017 27.2% 35.0% 32.9% 27.2% 2018 29.8% 37.7% 34.5% 27.3% Source: IHS Markit Regional eXplorer version 1803 95 | P a g e

In 2018, the unemployment rate in King Sabata Dalindyebo Local Municipality (based on the official definition of unemployment) was 29.77%, which is an increase of 5.79 percentage points. The unemployment rate in King Sabata Dalindyebo Local Municipality is lower than that of O.R. Tambo. Comparing to the Eastern Cape Province it can be seen that the unemployment rate for King Sabata Dalindyebo Local Municipality was lower than that of Eastern Cape which was 34.49%. The unemployment rate for South Africa was 27.31% in 2018, which is an increase of -3.72 percentage points from 23.59% in 2008.

CHART 26. UNEMPLOYMENT AND UNEMPLOYMENT RATE (OFFICIAL DEFINITION) - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER PERCENTAGE]

Source: IHS Markit Regional eXplorer version 1803

When comparing unemployment rates among regions within O.R. Tambo District Municipality, Port St Johns Local Municipality has indicated the highest unemployment rate of 46.0%, which has increased from 31.4% in 2008. It can be seen that the King Sabata Dalindyebo Local Municipality had the lowest unemployment rate of 29.8% in 2018, this increased from 24.0% in 2008.

CHART 27. UNEMPLOYMENT RATE - KING SABATA DALINDYEBO AND THE REST OF O.R.TAMBO, 2008, 2013 AND 2018 [PERCENTAGE]

2.1.7 Income and expenditure

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In a growing economy among which production factors are increasing, most of the household incomes are spent on purchasing goods and services. Therefore, the measuring of the income and expenditure of households is a major indicator of a number of economic trends. It is also a good marker of growth as well as consumer tendencies.

Number of households by income category

The number of households is grouped according to predefined income categories or brackets, where income is calculated as the sum of all household gross disposable income: payments in kind, gifts, homemade goods sold, old age pensions, income from informal sector activities, subsistence income, etc.). Note that income tax is included in the income distribution.

Income categories start at R0 - R2, 400 per annum and go up to R2, 400,000+ per annum. A household is either a group of people who live together and provide themselves jointly with food and/or other essentials for living, or it is a single person living on his/her own. These income brackets do not take into account inflation creep: over time, movement of households "up" the brackets is natural, even if they are not earning any more in real terms.

TABLE 21. HOUSEHOLDS BY INCOME CATEGORY - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [NUMBER PERCENTAGE]

King Sa- O.R. East- Na- King Sa- King Sa- King Sa- bata Da- Tambo ern tional bata Da- bata bata Da- lindyebo Cape Total lindyebo Da- lindyebo as % of lindyebo as % of district as % of national munici- province pality 0-2400 18 49 232 1,700 36.8% 7.7% 1.06% 2400-6000 332 948 4,650 32,900 35.0% 7.1% 1.01% 6000-12000 3,160 9,460 43,900 318,000 33.4% 7.2% 0.99% 12000-18000 6,050 18,200 85,500 627,000 33.2% 7.1% 0.96% 18000-30000 18,200 58,300 262,000 1,770,0 31.2% 6.9% 1.02% 00 30000-42000 17,400 54,300 261,000 1,790,0 32.0% 6.7% 0.97% 00 42000-54000 13,800 43,600 216,000 1,590,0 31.7% 6.4% 0.87% 00 54000-72000 15,100 45,400 228,000 1,730,0 33.3% 6.6% 0.87% 00 72000-96000 12,400 34,000 191,000 1,580,0 36.6% 6.5% 0.79% 00 96000-132000 10,700 26,500 163,000 1,500,0 40.3% 6.6% 0.71% 00 132000- 9,780 21,700 144,000 1,440,0 45.0% 6.8% 0.68% 192000 00 192000- 10,500 20,900 162,000 1,870,0 50.1% 6.5% 0.56% 360000 00 360000- 5,220 9,270 93,700 1,220,0 56.3% 5.6% 0.43% 600000 00 600000- 2,920 4,760 63,400 892,000 61.5% 4.6% 0.33% 1200000 1200000- 642 899 19,800 290,000 71.4% 3.2% 0.22% 2400000 2400000+ 55 64 2,950 46,700 86.2% 1.9% 0.12% Total 126,000 349,000 1,940,0 16,700, 36.2% 6.5% 0.76% 00 000 Source: IHS Markit Regional eXplorer version 1803

It was estimated that in 2018 21.97% of all the households in the King Sabata Dalindyebo Local Municipality, were living on R30, 000 or less per annum. In comparison with 2008's 47.36%, the number is about half. The 97 | P a g e

18000-30000 income category has the highest number of households with a total number of 18 200, followed by the 30000-42000 income category with 17 400 households. Only 18 households fall within the 0-2400 income category.

CHART 28. HOUSEHOLDS BY INCOME BRACKET - KING SABATA DALINDYEBO LOCAL MUNICI- PALITY, 2008-2018 [PERCENTAGE]

For the period 2008 to 2018 the number of households earning more than R30, 000 per annum has increased from 52.64% to 78.03%. It can be seen that the number of households with income equal to or lower than R6, 000 per year has decreased by a significant amount.

Annual total personal income

Personal income is an even broader concept than labour remuneration. Personal income includes profits, income from property, net current transfers and net social benefits.

Definition: Annual total personal income is the sum of the total personal income for all households in a specific region. The definition of income is the same as used in the income brackets (Number of Households by Income Category), also including the income tax. For this variable, current prices are used, meaning that inflation has not been taken into account.

TABLE 22. ANNUAL TOTAL PERSONAL INCOME - KING SABATA DALINDYEBO, O.R.TAMBO, EAST- ERN CAPE AND NATIONAL TOTAL [CURRENT PRICES, R BILLIONS] King Sabata Da- O.R.Tambo Eastern Cape National Total lindyebo 2008 7.0 16.3 134.0 1,587.9 2009 7.6 17.6 143.3 1,695.1 2010 8.2 18.9 154.1 1,843.3 2011 9.1 20.6 168.2 2,033.0 2012 10.1 22.6 187.7 2,226.5 2013 11.0 24.5 205.1 2,412.1 2014 12.0 26.3 220.4 2,590.6 2015 13.1 28.5 240.1 2,794.9 2016 14.0 30.5 256.3 2,990.4 2017 15.1 32.6 275.6 3,227.9 2018 16.0 34.3 291.9 3,420.9 Average Annual growth 2008-2018 8.59% 7.70% 8.09% 7.98% Source: IHS Markit Regional eXplorer version 1803

King Sabata Dalindyebo Local Municipality recorded an average annual growth rate of 8.59% (from R 7.01 billion to R 16 billion) from 2008 to 2018, which is more than both O.R.Tambo's (7.70%) as well as Eastern Cape Province's (8.09%) average annual growth rates. South Africa had an average annual growth rate of 7.98% (from R 1.59 trillion to R 3.42 trillion) which is less than the growth rate in King Sabata Dalindyebo Local Municipality.

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CHART 29. ANNUAL TOTAL PERSONAL INCOME BY POPULATION GROUP - KING SABATA DA- LINDYEBO AND THE REST OF O.R.TAMBO [CURRENT PRICES, R BILLIONS]

The total personal income of King Sabata Dalindyebo Local Municipality amounted to approximately R 16 billion in 2018. The African population group earned R 15.3 billion, or 95.53% of total personal income, while the White population group earned R 230 million, or 1.93% of the total personal income. The White and the Asian population groups only had a share of 1.44% and 1.10% of total personal income respectively.

TABLE 24. ANNUAL TOTAL PERSONAL INCOME - [CURRENT PRICES, R BILLIONS] King Sa- Ingquza Port St Nyandeni Mhlontlo bata Da- Hill Johns lindyebo 2008 7.01 2.84 1.41 2.89 2.19 2009 7.60 3.05 1.51 3.10 2.33 2010 8.25 3.26 1.61 3.31 2.46 2011 9.12 3.54 1.73 3.58 2.65 2012 10.11 3.88 1.89 3.88 2.88 2013 11.02 4.17 2.03 4.16 3.09 2014 11.95 4.43 2.18 4.44 3.29 2015 13.07 4.77 2.37 4.78 3.54 2016 13.98 5.06 2.54 5.10 3.77 2017 15.10 5.36 2.73 5.42 3.99 2018 15.97 5.61 2.90 5.68 4.16 Average Annual growth 2008-2018 8.59% 7.03% 7.46% 6.97% 6.61% Source: IHS Markit Regional eXplorer version 1803

When looking at the annual total personal income for the regions within O.R.Tambo District Municipality it can be seen that the King Sabata Dalindyebo Local Municipality had the highest total personal income with R 16 billion which increased from R 7.01 billion recorded in 2008. It can be seen that the Port St Johns Local Municipality had the lowest total personal income of R 2.9 billion in 2018, this increased from R 1.41 billion in 2008.

Annual per capital income

Definition: Per capita income refers to the income per person. Thus, it takes the total personal income per annum and divides it equally among the population. Per capita income is often used as a measure of wealth particularly when comparing economies or population groups. Rising per capita income usually indicates a likely swell in demand for consumption.

CHART 30. PER CAPITA INCOME - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [RAND, CURRENT PRICES]

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Although the per capita income in King Sabata Dalindyebo Local Municipality is R 31,600 and is lower than the Eastern Cape (R 40,400), it is more than that of the O.R. Tambo District Municipality (R 22,900). The per capita income for King Sabata Dalindyebo Local Municipality (R 31,600) is lower than that of the South Africa as a whole which is R 58,800.

CHART 31. PER CAPITA INCOME BY POPULATION GROUP - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO DISTRICT MUNICIPALITY, 2018 [RAND, CURRENT PRICES] African White Coloured Asian King Sabata Da- 30,700 186,000 74,000 87,300 lindyebo Ingquza Hill 17,900 N/A 51,600 N/A Port St Johns 16,700 N/A N/A N/A Nyandeni 17,600 N/A 37,600 N/A Mhlontlo 20,700 N/A N/A N/A Source: IHS Markit Regional eXplorer version 1803

King Sabata Dalindyebo Local Municipality has the highest per capita income with a total of R 31,600. Mhlontlo Local Municipality had the second highest per capita income at R 21,300, whereas Port St Johns Local Municipality had the lowest per capita income at R 17,100. In King Sabata Dalindyebo Local Munici- pality, the White population group has the highest per capita income, with R 186,000, relative to the other population groups. The population group with the second highest per capita income within King Sabata Da- lindyebo Local Municipality is the Asian population group (R 87,300), where the Coloured and the African population groups had a per capita income of R 74,000 and R 30,700 respectively.

Index of buying power

Definition: The Index of Buying Power (IBP) is a measure of a region's overall capacity to absorb products and/or services. The index is useful when comparing two regions in terms of their capacity to buy products. Values range from 0 to 1 (where the national index equals 1), and can be interpreted as the percentage of national buying power attributable to the specific region. Regions' buying power usually depends on three factors: the size of the population; the ability of the population to spend (measured by total income); and the willingness of the population to spend (measured by total retail sales).

TABLE 25. INDEX OF BUYING POWER - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [NUMBER] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo Population 504,644 1,495,999 7,222,764 58,125,712

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King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo Population - 0.9% 2.6% 12.4% 100.0% share of national total Income 15,970 34,311 291,870 3,420,872 Income - share of 0.5% 1.0% 8.5% 100.0% national total Retail 6,292,708 12,413,520 89,503,454 1,056,444,000 Retail - share of 0.6% 1.2% 8.5% 100.0% national total Index 0.01 0.01 0.09 1.00 Source: IHS Markit Regional eXplorer version 1803

King Sabata Dalindyebo Local Municipality has a 0.9% share of the national population, 0.5% share of the total national income and a 0.6% share in the total national retail, this all equates to an IBP index value of 0.0055 relative to South Africa as a whole. O.R.Tambo has an IBP of 0.012, were Eastern Cape Province has and IBP index value of 0.089 and South Africa a value of 1 relative to South Africa as a whole.

The considerable low index of buying power of the King Sabata Dalindyebo Local Municipality suggests that the local municipality has access to only a small percentage of the goods and services available in all of the O.R. Tambo District Municipality. Its residents are most likely spending some of their income in neighbouring areas.

CHART 32. INDEX OF BUYING POWER KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008- 2018 [INDEX VALUE]

Between 2008 and 2018, the index of buying power within King Sabata Dalindyebo Local Municipality increased to its highest level in 2018 (0.005456) from its lowest in 2008 (0.005287). It can be seen that the IBP experienced a positive average annual growth between 2008 and 2018. Although the buying power within King Sabata Dalindyebo Local Municipality is relatively small compared to other regions, the IBP increased at an average annual growth rate of 0.31%.

2.1.8 Development Indicators (HDI)

Indicators of development, like the Human Development Index (HDI), Gini Coefficient (income inequality), poverty and the poverty gap, and education, are used to estimate the level of development of a given region in South Africa relative to the rest of the country.

Another indicator that is widely used is the number (or percentage) of people living in poverty. Poverty is defined as the deprivation of those things that determine the quality of life, including food, clothing, shelter and safe drinking water. More than that, other "intangibles" is also included such as the opportunity to learn,

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Human Development Index (HDI)

Definition: The Human Development Index (HDI) is a composite relative index used to compare human development across population groups or regions.

HDI is the combination of three basic dimensions of human development: A long and healthy life, knowledge and a decent standard of living. A long and healthy life is typically measured using life expectancy at birth. Knowledge is normally based on adult literacy and / or the combination of enrolment in primary, secondary and tertiary schools. In order to gauge a decent standard of living, we make use of GDP per capita. On a technical note, the HDI can have a maximum value of 1, indicating a very high level of human development, while the minimum value is 0, indicating no human development.

CHART 33. HUMAN DEVELOPMENT INDEX (HDI) - KING SABATA DALINDYEBO, O.R.TAMBO, EAST- ERN CAPE AND NATIONAL TOTAL, 2008, 2013, 2018 [NUMBER]

In 2018 King Sabata Dalindyebo Local Municipality had an HDI of 0.57 compared to the O.R.Tambo with a HDI of 0.526, 0.6 of Eastern Cape and 0.658 of National Total as a whole. Seeing that South Africa recorded a higher HDI in 2018 when compared to King Sabata Dalindyebo Local Municipality which translates to worse human development for King Sabata Dalindyebo Local Municipality compared to South Africa. South Africa's HDI increased at an average annual growth rate of 1.60% and this increase is lower than that of King Sabata Dalindyebo Local Municipality (2.15%).

CHART 34. HUMAN DEVELOPMENT INDEX (HDI) - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO DISTRICT MUNICIPALITY, 2018 [NUMBER]

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In terms of the HDI for each the regions within the O.R. Tambo District Municipality, King Sabata Dalindyebo Local Municipality has the highest HDI, with an index value of 0.57. The lowest can be observed in the Port St Johns Local Municipality with an index value of 0.472.

GINI coefficient

Definition: The Gini coefficient is a summary statistic of income inequality. It varies from 0 to 1. If the Gini coefficient is equal to zero, income is distributed in a perfectly equal manner, in other words there is no variance between the high and low income earners within the population. In contrast, if the Gini coefficient equals 1, income is completely inequitable, i.e. one individual in the population is earning all the income and the rest has no income. Generally, this coefficient lies in the range between 0.25 and 0.70.

CHART 35. GINI COEFFICIENT - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [NUMBER]

In 2018, the Gini coefficient in King Sabata Dalindyebo Local Municipality was at 0.589, which reflects a decrease in the number over the ten-year period from 2008 to 2018. The O.R. Tambo District Municipality and the Eastern Cape Province had a Gini coefficient of 0.557 and 0.623 respectively. When King Sabata Dalindyebo Local Municipality is contrasted against the entire South Africa, it can be seen that King Sabata Dalindyebo has a more equal income distribution with a lower Gini coefficient compared to the South African coefficient of 0.629 in 2018. This has been the case for the entire 10-year history.

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TABLE 25. GINI COEFFICIENT BY POPULATION GROUP - KING SABATA DALINDYEBO, 2008, 2018 [NUMBER] African Coloured 2008 0.59 0.55 2018 0.58 0.54 Average Annual growth 2008-2018 -0.16% -0.21% Source: IHS Markit Regional eXplorer version 1803

When segmenting the King Sabata Dalindyebo Local Municipality into population groups, it can be seen that the Gini coefficient for the African population group decreased the least amongst the population groups with an average annual growth rate of -0.16%. The Gini coefficient for the Coloured population group decreased the most with an average annual growth rate of -0.21%. This implies that all the population groups have improved in terms of income equality within its own population group over the period.

CHART 36. GINI COEFFICIENT - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO DIS- TRICT MUNICIPALITY, 2018 [NUMBER]

In terms of the Gini coefficient for each of the regions within the O.R. Tambo District Municipality, King Sabata Dalindyebo Local Municipality has the highest Gini coefficient, with an index value of 0.589. The lowest Gini coefficient can be observed in the Nyandeni Local Municipality with an index value of 0.508.

2.1.9 Poverty

Definition: The upper poverty line is defined by StatsSA as the level of consumption at which individuals are able to purchase both sufficient food and non-food items without sacrificing one for the other. This variable measures the number of individuals living below that particular level of consumption for the given area and is balanced directly to the official upper poverty rate as measured by StatsSA.

CHART 37. NUMBER AND PERCENTAGE OF PEOPLE LIVING IN POVERTY - KING SABATA DA- LINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER PERCENTAGE]

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In 2018, there were 365 000 people living in poverty, using the upper poverty line definition, across King Sabata Dalindyebo Local Municipality - this is 3.63% higher than the 352 000 in 2008. The percentage of people living in poverty has decreased from 79.15% in 2008 to 72.32% in 2018, which indicates a decrease of 6.83 percentage points.

TABLE 26. PERCENTAGE OF PEOPLE LIVING IN POVERTY BY POPULATION GROUP - KING SA- BATA DALINDYEBO, 2008-2018 [PERCENTAGE] African White Coloured Asian 2008 79.8% 2.6% 44.4% 11.6% 2009 77.6% 3.0% 38.5% 11.6% 2010 73.4% 2.4% 33.7% 9.3% 2011 68.5% 1.7% 29.3% 6.4% 2012 69.0% 1.6% 31.0% 6.9% 2013 69.4% 1.4% 32.5% 7.2% 2014 70.2% 1.5% 34.3% 7.4% 2015 70.1% 2.0% 35.0% 7.6% 2016 71.8% 3.2% 36.7% 10.4% 2017 72.6% 4.1% 37.5% 12.5% 2018 73.0% 4.6% 37.2% 14.0% Source: IHS Markit Regional eXplorer version 1803

In 2018, the population group with the highest percentage of people living in poverty was the White population group with a total of 2.6% people living in poverty, using the upper poverty line definition. The proportion of the White population group, living in poverty, decreased by -2.02 percentage points, as can be seen by the change from 2.62% in 2008 to 4.64% in 2018. In 2018 73.02% of the African population group lived in poverty, as compared to the 79.81% in 2008. The Asian and the Coloured population group saw a decrease in the percentage of people living in poverty, with a decrease of -2.39 and 7.18 percentage points respectively.

CHART 38. PERCENTAGE OF PEOPLE LIVING IN POVERTY - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO DISTRICT MUNICIPALITY, 2018 [PERCENTAGE]

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In terms of the percentage of people living in poverty for each of the regions within the O.R. Tambo District Municipality, Port St Johns Local Municipality has the highest percentage of people living in poverty, with a total of 87.0%. The lowest percentage of people living in poverty can be observed in the King Sabata Da- lindyebo Local Municipality with a total of 72.3% living in poverty, using the upper poverty line definition.

Poverty Gap Rate

Definition: The poverty gap is used as an indicator to measure the depth of poverty. The gap measures the average distance of the population from the poverty line and is expressed as a percentage of the upper bound poverty line, as defined by StatsSA. The Poverty Gap deals with a major shortcoming of the poverty rate, which does not give any indication of the depth, of poverty. The upper poverty line is defined by StatsSA as the level of consumption at which individuals are able to purchase both sufficient food and non-food items without sacrificing one for the other.

It is estimated that the poverty gap rate in King Sabata Dalindyebo Local Municipality amounted to 31.4% in 2018 - the rate needed to bring all poor households up to the poverty line and out of poverty.

TABLE 27. POVERTY GAP RATE BY POPULATION GROUP - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [PERCENTAGE]

In 2018, the poverty gap rate was 31.4% and in 2008 the poverty gap rate was 33.7%, it can be seen that the poverty gap rate decreased from 2008 to 2018, which means that there were improvements in terms of the depth of the poverty within King Sabata Dalindyebo Local Municipality.

CHART 39. POVERTY GAP RATE - KING SABATA DALINDYEBO LOCAL MUNICIPALITY AND THE REST OF O.R. TAMBO, 2018 [PERCENTAGE]

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In terms of the poverty gap rate for each of the regions within the O.R. Tambo District Municipality, Ingquza Hill Local Municipality had the highest poverty gap rate, with a rand value of 31.4%. The lowest poverty gap rate can be observed in the King Sabata Dalindyebo Local Municipality with a total of 31.4%.

2.1.10 Education

Educating is important to the economic growth in a country and the development of its industries, providing a trained workforce and skilled professionals required.

The education measure represents the highest level of education of an individual, using the 15 years and older age category. (According to the United Nations definition of education, one is an adult when 15 years or older. IHS uses this cut-off point to allow for cross-country comparisons. Furthermore, the age of 15 is also the legal age at which children may leave school in South Africa).

CHART 40. HIGHEST LEVEL OF EDUCATION: AGE 15+ - KING SABATA DALINDYEBO LOCAL MU- NICIPALITY, 2008-2018 [PERCENTAGE]

Within King Sabata Dalindyebo Local Municipality, the number of people without any schooling decreased from 2008 to 2018 with an average annual rate of -0.62%, while the number of people within the 'matric only' category, increased from 38,200 to 59,100. The number of people with 'matric and a certificate/diploma' increased with an average annual rate of 4.70%, with the number of people with a 'matric and a Bachelor's' degree increasing with an average annual rate of 5.17%. Overall improvement in the level of education is visible with an increase in the number of people with 'matric' or higher education.

TABLE 28. HIGHEST LEVEL OF EDUCATION: AGE 15+ - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [NUMBERS]

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King Sa- O.R. Eastern National King Sa- King Sa- King Sabata bata Da- Tambo Cape Total bata Da- bata Da- Dalindyebo lindyebo lindyebo as lindyebo as % of na- % of disas % of tional trict munic- province ipality No schooling 34,900 92,900 301,000 2,180,000 37.5% 11.6% 1.60% Grade 0-2 6,930 25,400 123,000 669,000 27.3% 5.6% 1.03% Grade 3-6 31,100 116,000 568,000 3,080,000 26.8% 5.5% 1.01% Grade 7-9 59,000 182,000 980,000 6,100,000 32.5% 6.0% 0.97% Grade 10-11 68,100 189,000 1,070,000 8,840,000 36.0% 6.4% 0.77% Certificate / 1,130 2,360 14,300 180,000 47.8% 7.9% 0.63% diploma without matric Matric only 59,100 130,000 942,000 11,000,000 45.5% 6.3% 0.54% Matric certifi- 17,300 33,700 230,000 2,270,000 51.3% 7.5% 0.76% cate / diploma Matric Bache- 13,000 21,000 135,000 1,680,000 61.7% 9.6% 0.77% lor’s degree Matric Post- 4,700 8,060 58,600 788,000 58.3% 8.0% 0.60% grad degree Source: IHS Markit Regional eXplorer version 1803

The number of people without any schooling in King Sabata Dalindyebo Local Municipality accounts for 37.54% of the number of people without schooling in the district municipality, 11.59% of the province and 1.60% of the national. In 2018, the number of people in King Sabata Dalindyebo Local Municipality with a matric only was 59,100 which is a share of 45.47% of the district municipality's total number of people that has obtained a matric. The number of people with a matric and a Postgrad degree constitutes 61.71% of the district municipality, 9.60% of the province and 0.77% of the national.

CHART 41. HIGHEST LEVEL OF EDUCATION: AGE 15+, KING SABATA DALINDYEBO, INGQUZA HILL, PORT ST JOHNS, NYANDENI AND MHLONTLO 2018 [PERCENTAGE]

Functional literacy

Definition: For the purpose of this report, IHS defines functional literacy as the number of people in a region that are 20 years and older and have completed at least their primary education (i.e. grade 7).

Functional literacy describes the reading and writing skills that are adequate for an individual to cope with the demands of everyday life - including the demands posed in the workplace. This is contrasted with illiteracy in the strictest sense, meaning the inability to read or write. Functional literacy enables individuals to enter the labour market and contribute towards economic growth thereby reducing poverty.

TABLE 29. FUNCTIONAL LITERACY: AGE 20+, COMPLETED GRADE 7 OR HIGHER - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER PERCENTAGE]

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Illiterate Literate % 2008 88,901 200,256 69.3% 2009 86,597 210,318 70.8% 2010 84,494 219,562 72.2% 2011 82,291 228,188 73.5% 2012 81,945 233,970 74.1% 2013 81,869 238,432 74.4% 2014 81,925 243,242 74.8% 2015 82,083 248,061 75.1% 2016 81,683 253,075 75.6% 2017 80,667 258,795 76.2% 2018 78,212 266,647 77.3% Average Annual growth 2008-2018 -1.27% 2.90% 1.11% Source: IHS Markit Regional eXplorer version 1803

A total of 267 000 individuals in King Sabata Dalindyebo Local Municipality were considered functionally literate in 2018, while 78 200 people were considered to be illiterate. Expressed as a rate, this amounts to 77.32% of the population, which is an increase of 0.081 percentage points since 2008 (69.26%). The number of illiterate individuals decreased on average by -1.27% annually from 2008 to 2018, with the number of functional literate people increasing at 2.90% annually.

CHART 42. FUNCTIONAL LITERACY: AGE 20+, COMPLETED GRADE 7 OR HIGHER - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality's functional literacy rate of 77.32% in 2018 is higher than that of O.R. Tambo at 73.53% and is higher than the province rate of 79.02%. When comparing to National Total as whole, which has a functional literacy rate of 84.96%, it can be seen that the functional literacy rate is higher than that of the King Sabata Dalindyebo Local Municipality.

A higher literacy rate is often associated with higher levels of urbanization, for instance where access to schools is less of a problem, and where there are economies of scale. From a spatial breakdown of the literacy rates in South Africa, it is perceived that the districts with larger cities normally have higher literacy rates.

CHART 43. LITERACY RATE - KING SABATA DALINDYEBO LOCAL MUNICIPALITY AND THE REST OF O.R. TAMBO DISTRICT MUNICIPALITY, 2018 [PERCENTAGE]

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In terms of the literacy rate for each of the regions within the O.R. Tambo District Municipality, King Sabata Dalindyebo Local Municipality had the highest literacy rate, with a total of 77.3%. The lowest literacy rate can be observed in the Port St Johns Local Municipality with a total of 66.1%.

2.1.11 Population density

Definition: Population density measures the concentration of people in a region. To calculate this, the population of a region is divided by the area size of that region. The output is presented as the number of people per square kilometre.

CHART 44. POPULATION DENSITY - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [NUMBER OF PEOPLE PER KM]

In 2018, with an average of 168 people per square kilometre, King Sabata Dalindyebo Local Municipality had a higher population density than O.R. Tambo (124 people per square kilometre). Compared to Eastern Cape Province (42.7 per square kilometre) it can be seen that there are more people living per square kilometre in King Sabata Dalindyebo Local Municipality than in Eastern Cape Province.

TABLE 30. POPULATION DENSITY - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2008-2018 [NUMBER OF PEOPLE PER KM]

King Sabata Ingquza Hill Port St Nyandeni Mhlontlo Dalindyebo Johns 2008 147.42 109.95 118.52 116.34 68.63 2009 149.26 111.47 120.04 117.30 68.04 2010 151.20 112.97 121.43 118.39 67.62 2011 153.25 114.43 122.68 119.56 67.34 2012 155.22 115.79 123.79 120.68 67.11 2013 157.22 117.22 124.99 121.89 67.00

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King Sabata Ingquza Hill Port St Nyandeni Mhlontlo Dalindyebo Johns 2014 159.30 118.74 126.29 123.21 67.01 2015 161.43 120.31 127.67 124.60 67.12 2016 163.45 121.84 129.00 125.96 67.27 2017 165.48 123.40 130.37 127.35 67.48 2018 167.49 124.94 131.77 128.76 67.75 Average Annual growth 2008-2018 1.28% 1.29% 1.07% 1.02% -0.13% Source: IHS Markit Regional eXplorer version 1803

In 2018, King Sabata Dalindyebo Local Municipality had a population density of 168 per square kilometre and it ranked highest amongst its piers. In terms of growth, King Sabata Dalindyebo Local Municipality had an average annual growth in its population density of 1.28% per square kilometre per annum. The region with the highest growth rate in the population density per square kilometre was Ingquza Hill with an average annual growth rate of 1.29% per square kilometre. In 2018, the region with the lowest population density within O.R. Tambo District Municipality was Mhlontlo with 67.7 people per square kilometre, it was also the region with the lowest average annual growth rate of -0.13% people per square kilometre over the period under discussion.

Using population density instead of the total number of people creates a better basis for comparing different regions or economies. A higher population density influences the provision of household infrastructure, quality of services, and access to resources like medical care, schools, sewage treatment, community centres, etc.

CHART 45. POPULATION DENSITY - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO DISTRICT MUNICIPALITY, 2018 [NUMBER OF PEOPLE PER KM]

In terms of the population density for each of the regions within the O.R. Tambo District Municipality, King Sabata Dalindyebo Local Municipality had the highest density, with 168 people per square kilometre. The lowest population density can be observed in the Mhlontlo Local Municipality with a total of 67.7 people per square kilometre.

2.1.12 Household infrastructure

Drawing on the household infrastructure data of a region is of essential value in economic planning and social development. Assessing household infrastructure involves the measurement of four indicators: • Access to dwelling units • Access to proper sanitation • Access to running water • Access to refuse removal • Access to electricity

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A household is considered "serviced" if it has access to all four of these basic services. If not, the household is considered to be part of the backlog. The way access to a given service is defined (and how to accurately measure that specific Definition over time) gives rise to some distinct problems. IHS has therefore developed a unique model to capture the number of households and their level of access to the four basic services. A household is defined as a group of persons who live together and provide themselves jointly with food and/or other essentials for living, or a single person who lives alone. The next few sections offer an overview of the household infrastructure of the King Sabata Dalindyebo Local Municipality between 2018 and 2008.

2.1.13 Household by dwelling type

Using the StatsSA definition of a household and a dwelling unit, households can be categorised according to type of dwelling. The categories are:

• Very formal dwellings - structures built according to approved plans, e.g. houses on a separate stand, flats or apartments, townhouses, rooms in backyards that also have running water and flush toilets within the dwelling. . • Formal dwellings - structures built according to approved plans, i.e. house on a separate stand, flat or apartment, townhouse, room in backyard, rooms or flatlet elsewhere etc., but without running water or without a flush toilet within the dwelling. • Informal dwellings - shacks or shanties in informal settlements, serviced stands, or proclaimed townships, as well as shacks in the backyards of other dwelling types. • Traditional dwellings - structures made of clay, mud, reeds, or other locally available material. • Other dwelling units - tents, ships, caravans, etc.

CHART 46. HOUSEHOLDS BY DWELLING UNIT TYPE - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality had a total number of 15 800 (12.54% of total households) very formal dwelling units, a total of 55 900 (44.23% of total households) formal dwelling units and a total number of 19 500 (15.42% of total households) informal dwelling units.

TABLE 31. HOUSEHOLDS BY DWELLING UNIT TYPE - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2018 [NUMBER]

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Very For- Formal Informal Tradi- Other Total mal tional dwelling type King Sa- 15,800 55,900 19,500 34,300 857 126,000 bata Da- lindyebo Ingquza Hill 614 26,400 11,400 26,900 392 65,700 Port St 447 10,300 6,700 18,700 43 36,200 Johns Nyandeni 373 24,900 12,900 33,600 386 72,200 Mhlontlo 627 17,000 7,750 22,600 144 48,100 Total O.R. 17,904 134,442 58,174 136,164 1,823 348,506 Tambo Source: IHS Markit Regional eXplorer version 1803

The region within the O. R. Tambo District Municipality with the highest number of very formal dwelling units is King Sabata Dalindyebo Local Municipality with 15 800 or a share of 88.49% of the total very formal dwelling units within O.R. Tambo. The region with the lowest number of very formal dwelling units is Nyandeni Local Municipality with a total of 373 or a share of 2.08% of the total very formal dwelling units within O.R. Tambo.

CHART 47. FORMAL DWELLING BACKLOG - NUMBER OF HOUSEHOLDS NOT LIVING IN A FORMAL DWELLING - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER OF HOUSE- HOLDS]

When looking at the formal dwelling unit backlog (number of households not living in a formal dwelling) over time, it can be seen that in 2008 the number of households not living in a formal dwelling were 44 600 within King Sabata Dalindyebo Local Municipality. From 2008 this number increased annually at 2.06% to 54 600 in 2018.

The total number of households within King Sabata Dalindyebo Local Municipality increased at an average annual rate of 2.25% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in-migration into a region, the number of households increased, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.

2.1.14 Household by type of sanitation

Sanitation can be divided into specific types of sanitation to which a household has access. We use the following categories:

• No toilet - No access to any of the toilet systems explained below. • Bucket system - A top structure with a seat over a bucket. The bucket is periodically removed and the contents disposed of. (Note: this system is widely used but poses health risks to the collectors. Most authorities are actively attempting to discontinue the use of these buckets in their local regions). • Pit toilet - A top structure over a pit.

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• Ventilation improved pit - A pit toilet but with a fly screen and vented by a pipe. Depending on soil conditions, the pit may be lined. • Flush toilet - Waste is flushed into an enclosed tank, thus preventing the waste to flow into the surrounding environment. The tanks need to be emptied or the contents pumped elsewhere.

CHART 48. HOUSEHOLDS BY TYPE OF SANITATION - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality had a total number of 37 900 flush toilets (29.97% of total households), 65 800 Ventilation Improved Pit (VIP) (52.07% of total households) and 15 400 (12.19%) of total households pit toilets.

TABLE 32. HOUSEHOLDS BY TYPE OF SANITATION - KING SABATA DALINDYEBO LOCAL MUNICI- PALITY AND THE REST OF O.R. TAMBO, 2018 [NUMBER] Flush toilet Ventilatio Pit toilet Bucket No Total n system toilet Improved Pit (VIP) King 37,900 65,800 15,400 561 6,730 126,000 Sabata Dalindyebo Ingquza Hill 7,520 43,100 11,100 869 3,140 65,700 Port St 8,740 16,400 5,540 449 5,080 36,200 Johns Nyandeni 6,900 52,900 7,420 233 4,730 72,200 Mhlontlo 4,980 28,700 10,600 187 3,710 48,100 Total O.R. 65,992 206,841 49,982 2,299 23,392 348,506 Tambo Source: IHS Markit Regional eXplorer version 1803

The region within O.R. Tambo with the highest number of flush toilets is King Sabata Dalindyebo Local Mu- nicipality with 37 900 or a share of 57.37% of the flush toilets within O.R. Tambo. The region with the lowest number of flush toilets is Mhlontlo Local Municipality with a total of 4 980 or a share of 7.54% of the total flush toilets within O.R. Tambo District Municipality.

CHART 49. SANITATION BACKLOG - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS WITHOUT HYGIENIC TOILETS]

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When looking at the sanitation backlog (number of households without hygienic toilets) over time, it can be seen that in 2008 the number of Households without any hygienic toilets in King Sabata Dalindyebo Local Municipality was 52 900, this decreased annually at a rate of -8.12% to 22 700 in 2018.

2.1.15 Households by access to water

A household is categorised according to its main access to water, as follows: Regional/local water scheme, Borehole and spring, Water tank, Dam/pool/stagnant water, River/stream and other main access to water methods. No formal piped water includes households that obtain water via water carriers and tankers, rain water, boreholes, dams, rivers and springs.

CHART 50. HOUSEHOLDS BY TYPE OF WATER ACCESS - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality had a total number of 24 100 (or 19.09%) households with piped water inside the dwelling, a total of 29 100 (23.06%) households had piped water inside the yard and a total number of 58 200 (46.05%) households had no formal piped water.

TABLE 33. HOUSEHOLDS BY TYPE OF WATER ACCESS - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2018 [NUMBER] Piped wa- Piped wa- Communal piped Communal No formal Total ter inside ter in yard water: less than piped water: piped wa- dwelling 200m from dwell- more than 200m ter ing (At RDP-level) from dwelling (Below RDP) King Sabata 24,100 29,100 10,500 4,420 58,200 126,00 Dalindyebo 0 Ingquza Hill 2,130 2,510 3,830 1,680 55,500 65,700 Port St 1,940 1,530 3,560 566 28,600 36,200 Johns Nyandeni 6,030 2,810 11,700 3,080 48,600 72,200

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Piped wa- Piped wa- Communal piped Communal No formal Total ter inside ter in yard water: less than piped water: piped wa- dwelling 200m from dwell- more than 200m ter ing (At RDP-level) from dwelling (Below RDP) Mhlontlo 2,630 4,430 9,800 3,660 27,600 48,100 Total O.R. 36,842 40,408 39,341 13,398 218,517 348,50 Tambo 6 Source: IHS Markit Regional eXplorer version 1803

The region within the O.R. Tambo District Municipality with the highest number of households that have piped water inside the dwelling is the King Sabata Dalindyebo Local Municipality with 24 100 or 65.45% of the households. The region with the lowest number of households that have piped water inside the dwelling is the Port St Johns Local Municipality with a total of 1 940 or 5.27% of the households.

CHART 51. WATER BACKLOG - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS BELOW RDP-LEVEL]

When looking at the water backlog (number of households below RDP-level) over time, it can be seen that in 2008 the number of households below the RDP-level were 59 300 within King Sabata Dalindyebo Local Municipality, this increased annually at 0.54% per annum to 62 600 in 2018.The total number of households within King Sabata Dalindyebo Local Municipality increased at an average annual rate of 2.25% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.

2.1.16 Households by type of electricity

Households are distributed into 3 electricity usage categories: Households using electricity for cooking, Households using electricity for heating, households using electricity for lighting. Household using solar power are included as part of households with an electrical connection. This time series categorises households in a region according to their access to electricity (electrical connection).

CHART 52. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [PERCENTAGE]

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King Sabata Dalindyebo Local Municipality had a total number of 7 740 (6.13%) households with electricity for lighting only, a total of 102 000 (80.85%) households had electricity for lighting and other purposes and a total number of 16 400 (13.02%) households did not use electricity.

TABLE 34. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2018 [NUMBER] Electricity for Electricity for Not using Total lighting only lighting and electricity other purposes King Sabata Da- 7,740 102,000 16,400 126,000 lindyebo Ingquza Hill 14,200 41,800 9,740 65,700 Port St Johns 10,100 21,100 5,050 36,200 Nyandeni 11,700 50,700 9,840 72,200 Mhlontlo 6,390 35,400 6,290 48,100 Total O.R. 50,002 251,145 47,359 348,506 Tambo Source: IHS Markit Regional eXplorer version 1803

The region within O.R. Tambo with the highest number of households with electricity for lighting and other purposes is King Sabata Dalindyebo Local Municipality with 102 000 or a share of 40.67% of the households with electricity for lighting and other purposes within O.R. Tambo District Municipality. The region with the lowest number of households with electricity for lighting and other purposes is Port St Johns Local Munici- pality with a total of 21 100 or a share of 8.41% of the total households with electricity for lighting and other purposes within O.R. Tambo District Municipality.

CHART 53. ELECTRICITY CONNECTION - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008- 2018 [NUMBER OF HOUSEHOLDS WITH NO ELECTRICAL CONNECTION]

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When looking at the number of households with no electrical connection over time, it can be seen that in 2008 the households without an electrical connection in King Sabata Dalindyebo Local Municipality was 37 300, this decreased annually at -7.86% per annum to 16 400 in 2018.

2.1.17 Households by refuse disposal

A distinction is made between formal and informal refuse removal. When refuse is removed by the local authorities, it is referred to as formal refuse removal. Informal refuse removal is where either the household or the community disposes of the waste, or where there is no refuse removal at all. A further breakdown is used in terms of the frequency by which the refuge is taken away, thus leading to the following categories:

• Removed weekly by authority • Removed less often than weekly by authority • Removed by community members • Personal removal / (own dump) • No refuse removal

CHART 54. HOUSEHOLDS BY REFUSE DISPOSAL - KING SABATA DALINDYEBO, O.R.TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [PERCENTAGE]

King Sabata Dalindyebo Local Municipality had a total number of 32 700 (25.90%) households which had their refuse removed weekly by the authority, a total of 1 630 (1.29%) households had their refuse removed less often than weekly by the authority and a total number of 84 000 (66.46%) households which had to remove their refuse personally (own dump).

TABLE 35. HOUSEHOLDS BY REFUSE DISPOSAL - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2018 [NUMBER] Removed Removed Removed Per- No refuse Total weekly by less often by commu- sonal re- removal authority than nity mem- moval weekly by bers (own authority dump) King Sa- 32,700 1,630 2,960 84,000 5,050 126,000 bata Da- lindyebo Ingquza Hill 3,050 535 1,410 55,400 5,290 65,700 Port St 828 189 714 29,300 5,200 36,200 Johns Nyandeni 1,580 341 1,030 62,000 7,190 72,200 Mhlontlo 2,150 471 1,780 37,800 5,900 48,100

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Total O.R. 40,335 3,169 7,890 268,476 28,635 348,506 Tambo Source: IHS Markit Regional eXplorer version 1803

The region within O.R. Tambo with the highest number of households where the refuse is removed weekly by the authority is King Sabata Dalindyebo Local Municipality with 32 700 or a share of 81.12% of the households where the refuse is removed weekly by the authority within O.R. Tambo. The region with the lowest number of households where the refuse is removed weekly by the authority is Port St Johns Local Municipality with a total of 828 or a share of 2.05% of the total households where the refuse is removed weekly by the authority within the district municipality.

CHART 55. REFUSE REMOVAL - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS WITH NO FORMAL REFUSE REMOVAL]

When looking at the number of households with no formal refuse removal, it can be seen that in 2008 the households with no formal refuse removal in King Sabata Dalindyebo Local Municipality was 79 600, this increased annually at 1.46% per annum to 92 000 in 2018. The total number of households within King Sabata Dalindyebo Local Municipality increased at an average annual rate of 2.25% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in- migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.

2.1.18 International Trade

Trade is defined as the act of buying and selling, with international trade referring to buying and selling across international border, more generally called importing and exporting. The Trade Balance is calculated by sub- tracting imports from exports.

Relative importance of international trade

In the table below, the King Sabata Dalindyebo Local Municipality is compared to O.R. Tambo, Eastern Cape Province and South Africa, in terms of actual imports and exports, the Trade Balance, as well the contribution to GDP and the region's contribution to total national exports and imports.

TABLE 36. MERCHANDISE EXPORTS AND IMPORTS - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2018 [R 1000, CURRENT PRICES] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo Exports (R 1000) 865 1,005 54,459,939 1,247,225,999 Imports (R 1000) 7,456 9,504 54,734,847 1,222,943,998

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King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo Total Trade (R 1000) 8,321 10,508 109,194,786 2,470,169,997 Trade Balance (R -6,590 -8,499 -274,908 24,282,001 1000) Exports as % of GDP 0.0% 0.0% 14.5% 25.6% Total trade as % of 0.0% 0.0% 29.0% 50.7% GDP Regional share - Ex- 0.0% 0.0% 4.4% 100.0% ports Regional share - Im- 0.0% 0.0% 4.5% 100.0% ports Regional share - 0.0% 0.0% 4.4% 100.0% Total Trade Source: IHS Markit Regional eXplorer version 1803

The merchandise export from King Sabata Dalindyebo Local Municipality amounts to R 865,000 and as a percentage of total national exports constitutes about 0.00%. The exports from King Sabata Dalindyebo Local Municipality constitute 0.00% of total King Sabata Dalindyebo Local Municipality's GDP. Merchandise imports of R 7.46 million constitute about 0.00% of the national imports. Total trade within King Sabata Dalindyebo is about 0.00% of total national trade. King Sabata Dalindyebo Local Municipality had a negative trade balance in 2018 to the value of R 6.59 million.

CHART 56. IMPORT AND EXPORTS IN KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008- 2018 [R 1000]

Analysing the trade movements over time, total trade increased from 2008 to 2018 at an average annual growth rate of 29.76%. Merchandise exports increased at an average annual rate of 24.96%, with the highest level of exports of R 16.8 million experienced in 2015. Merchandise imports increased at an average annual growth rate of 30.47% between 2008 and 2018, with the lowest level of imports experienced in 2008.

CHART 57. MERCHANDISE EXPORTS AND IMPORTS - KING SABATA DALINDYEBO AND THE REST OF O.R. TAMBO, 2018 [PERCENTAGE]

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When comparing the King Sabata Dalindyebo Local Municipality with the other regions in the O.R. Tambo District Municipality, King Sabata Dalindyebo has the biggest amount of international trade (when aggregat- ing imports and exports, in absolute terms) with a total of R 8.32 million. This is also true for exports - with a total of R 865,000 in 2018. Port St Johns had the lowest total trade figure at R 0. The Port St Johns also had the lowest exports in terms of currency value with a total of R 0 exports.

2.1.19 Tourism

Tourism can be defined as the non-commercial organisation plus operation of vacations and visits to a place of interest. Whether you visit a relative or friend, travel for business purposes, go on holiday or on medical and religious trips - these are all included in tourism.

Trips by purpose of trips

Definition: As defined by the United Nations World Tourism Organisation (UN WTO), a trip refers to travel, by a person, from the time they leave their usual residence until they return to that residence. This is usually referred to as a round trip. IHS likes to narrow this definition down to overnight trips only, and only those made by adult visitors (over 18 years). Also note that the number of "person" trips are measured, not household or "party trips". The main purpose for an overnight trip is grouped into these categories:

• Leisure / Holiday • Business • Visits to friends and relatives • Other (Medical, Religious, etc.) TABLE 37. NUMBER OF TRIPS BY PURPOSE OF TRIPS - KING SABATA DALINDYEBO LOCAL MU- NICIPALITY, 2008-2018 [NUMBER PERCENTAGE]

Leisure / Busi- Visits to friends Other (Medical, Total Holiday ness and relatives Religious, etc) 2008 28,600 14,800 222,000 28,300 293,000 2009 23,500 14,400 209,000 26,300 274,000 2010 19,100 14,400 197,000 26,200 257,000 2011 17,600 14,100 193,000 25,900 251,000 2012 15,800 14,300 178,000 25,800 234,000 2013 13,600 13,400 155,000 27,200 209,000 2014 11,600 12,800 133,000 29,600 187,000 2015 10,700 12,500 119,000 31,700 174,000 2016 10,500 12,100 109,000 34,300 166,000 2017 10,400 11,200 102,000 36,400 160,000 2018 9,800 10,600 96,300 36,700 153,000 Average Annual growth

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Leisure / Busi- Visits to friends Other (Medical, Total Holiday ness and relatives Religious, etc) 2008- -10.15% -3.24% -8.00% 2.65% -6.27% 2018 Source: IHS Markit Regional eXplorer version 1803

In King Sabata Dalindyebo Local Municipality, the Other (Medical, Religious, etc.), relative to the other tourism, recorded the highest average annual growth rate from 2008 (28 200) to 2018 (36 700) at 2.65%. Visits to friends and relatives recorded the highest number of visits in 2018 at 96 300, with an average annual growth rate of -8.00%. The tourism type that recorded the lowest growth was Leisure / Holiday tourism with an average annual growth rate of -10.15% from 2008 (28 600) to 2018 (9 800).

CHART 58. TRIPS BY PURPOSE OF TRIP - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [PERCENTAGE]

The Visits to friends and relatives at 62.79% has largest share the total tourism within King Sabata Dalindyebo Local Municipality. Other (Medical, Religious, etc.) tourism had the second highest share at 23.91%, followed by Business tourism at 6.92% and the Leisure / Holiday tourism with the smallest share of 6.39% of the total tourism within King Sabata Dalindyebo Local Municipality.

Origin of tourists

In the following table, the number of tourists that visited King Sabata Dalindyebo Local Municipality from both domestic origins, as well as those coming from international places, are listed.

TABLE 38. TOTAL NUMBER OF TRIPS BY ORIGIN TOURISTS - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER] Domestic tourists International tour- Total tourists ists 2008 283,000 10,300 293,000 2009 264,000 9,890 274,000 2010 247,000 10,500 257,000 2011 240,000 10,200 251,000 2012 224,000 10,500 234,000 2013 199,000 10,200 209,000 2014 177,000 10,100 187,000 2015 164,000 9,450 174,000 2016 155,000 10,800 166,000 2017 148,000 11,600 160,000 2018 141,000 12,000 153,000 Average Annual growth 2008-2018 -6.69% 1.46% -6.27% Source: IHS Markit Regional eXplorer version 1803

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The number of trips by tourists visiting King Sabata Dalindyebo Local Municipality from other regions in South Africa has decreased at an average annual rate of -6.69% from 2008 (283 000) to 2018 (142 000). The tourists visiting from other countries decreased at an average annual growth rate of 1.46% (from 10 300 in 2008 to 12 000). International tourists constitute 7.79% of the total number of trips, with domestic tourism representing the balance of 92.21%.

CHART 59. TOURISTS BY ORIGIN - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2018 [PER- CENTAGE]

Bed nights by origin of tourist

Definition: A bed night is the tourism industry measurement of one night away from home on a single person trip. The following is a summary of the number of bed nights spent by domestic and international tourist within King Sabata Dalindyebo Local Municipality between 2008 and 2018.

TABLE 42. BEDNIGHTS BY ORIGIN OF TOURIST - KING SABATA DALINDYEBO LOCAL MUNICIPAL- ITY, 2008-2018 [NUMBER] Domestic tourists International tour- Total tourists ists 2008 1,850,000 112,000 1,960,000 2009 1,690,000 116,000 1,810,000 2010 1,530,000 130,000 1,660,000 2011 1,400,000 123,000 1,530,000 2012 1,180,000 118,000 1,300,000 2013 926,000 112,000 1,040,000 2014 733,000 111,000 844,000 2015 610,000 109,000 719,000 2016 547,000 132,000 679,000 2017 516,000 154,000 670,000 2018 514,000 168,000 682,000 Average Annual growth 2008-2018 -12.01% 4.12% -10.01% Source: IHS Markit Regional eXplorer version 1803

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The total number of bed nights spent by tourists decreased at an average annual growth rate of -10.01% from 1.96 million in 2008 to 682 000 in 2018.

CHART 60. GROWTH IN TOURISM (USING BEDNIGHTS) BY ORIGIN - KING SABATA DALINDYEBO LOCAL MUNICIPALITY, 2008-2018 [NUMBER]

Tourism spending

Definition: In their Tourism Satellite Account, StatsSA defines tourism spending as all expenditure by visitors for their trip to the particular region. This excludes capital expenditure as well as the shopping expenditure of traders (called shuttle trade). The amounts are presented in current prices, meaning that inflation has not been taken into account. It is important to note that this type of spending differs from the concept of contribution to GDP. Tourism spending merely represents a nominal spend of trips made to each region.

TABLE 43. TOTAL TOURISM SPENDING - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2008-2018 [R BILLIONS, CURRENT PRICES] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo 2008 0.5 1.1 11.2 152.5 2009 0.4 1.0 11.1 153.4 2010 0.4 1.1 11.7 167.2 2011 0.5 1.0 11.5 174.6 2012 0.5 1.1 12.1 199.9 2013 0.5 1.1 12.2 218.3 2014 0.5 1.2 12.8 240.7 2015 0.5 1.3 13.4 249.7 2016 0.5 1.3 14.1 265.8 2017 0.6 1.4 15.1 277.4 2018 0.6 1.4 15.7 287.0 Average Annual growth 2008-2018 2.89% 2.59% 3.40% 6.53% Source: IHS Markit Regional eXplorer version 1803

King Sabata Dalindyebo Local Municipality had a total tourism spending of R 601 million in 2018 with an average annual growth rate of 2.9% since 2008 (R 452 million). O.R. Tambo District Municipality had a total tourism spending of R 1.42 billion in 2018 and an average annual growth rate of 2.6% over the period. Total spending in Eastern Cape Province increased from R 11.2 billion in 2008 to R 15.7 billion in 2018 at an average annual rate of 3.4%. South Africa as whole had an average annual rate of 6.5% and increased from R 153 billion in 2008 to R 287 billion in 2018.

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Tourism spend per resident capital

Another interesting topic to look at is tourism spending per resident capita. To calculate this, the total amount of tourism spending in the region is divided by the number of residents living within that region. This gives a relative indication of how important tourism is for a particular area.

CHART 61. TOURISM SPEND PER RESIDENT CAPITA - KING SABATA DALINDYEBO LOCAL MUNIC- IPALITY AND THE REST OF O.R. TAMBO, 2006, 2011 AND 2016 [R THOUSANDS]

In 2016, King Sabata Dalindyebo Local Municipality had a tourism spend per capita of R 1,020 and an average annual growth rate of 0.61%, King Sabata Dalindyebo Local Municipality ranked highest amongst all the regions within O.R. Tambo in terms of tourism spend per capita. The local municipality that ranked lowest in terms of tourism spend per capita is Nyandeni with a total of R 403 which reflects a decrease at an average annual rate of -1.92% from 2006.

Tourism spend as a share of GDP

Definition: This measure presents tourism spending as a percentage of the GDP of a region. It provides a gauge of how important tourism is to the local economy. An important note about this variable is that it does not reflect what is spent in the tourism industry of that region, but only what is spent by tourists visiting that region as their main destination.

TABLE 44. TOTAL SPENDING AS % SHARE OF GDP - KING SABATA DALINDYEBO, O.R. TAMBO, EASTERN CAPE AND NATIONAL TOTAL, 2006-2016 [PERCENTAGE] King Sabata O.R. Tambo Eastern Cape National Total Dalindyebo 2006 4.0% 6.4% 6.5% 6.9% 2007 3.5% 5.4% 5.9% 6.6% 2008 3.6% 5.6% 6.2% 6.4% 2009 3.1% 4.7% 5.6% 6.1% 2010 2.9% 4.4% 5.4% 6.1% 2011 2.7% 4.0% 5.0% 5.8% 2012 2.6% 3.8% 4.8% 6.1% 2013 2.5% 3.6% 4.5% 6.2% 2014 2.4% 3.5% 4.3% 6.3% 2015 2.2% 3.1% 3.8% 5.9% 2016 2.0% 2.9% 3.6% 6.2% Source: IHS Markit Regional eXplorer version 1156

In King Sabata Dalindyebo Local Municipality the tourism spending as a percentage of GDP in 2016 was 2.04%. Tourism spending as a percentage of GDP for 2016 was 2.86% in O.R. Tambo District Municipality, 3.56% in Eastern Cape Province. Looking at South Africa as a whole, it can be seen that total tourism spending had a total percentage share of GDP of 6.15%.

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2.2 SPATIAL RATIONALE

2.1.1 The Spatial Development Framework (SDF)

The SDF of KSD Municipality was adopted by Council in 2013-2018, the SDF is now under reviewal and the draft has been workshopped to all stakeholders involved including public consultation process. The final draft SDF is envisaged to be adopted by Council in March 2020, for 2019 -2023 to cater for new developments and SDF guidelines in terms of Spatial Land Use Management Act (SPLUMA). The SDF apply the principles of the NSDP and PSDP to ensure sustainable planning e.g. densification, mixed use as well as mitigation and adaption strategies related to climate change. The draft SDF has already passed through all the consultative process to seek for the public comments on the draft SDF, it is now awaiting Council’s approval on or before May 2020.

The draft SDF seeks to (1) guide the spatial distribution of current and future desirable land uses/activities within the municipality and (2) give physical effect to the vision, goals and objectives of the municipal IDP. In effect, the SDF represents a “picture” of where the municipality needs to direct development efforts and capital expenditure in Spatial Management Areas. As such, the primary purpose of the SDF is to guide all decisions of the municipality relating to the use, development and planning of land and, should guide and inform:

 A hierarchy of settlements to illustrate the relative importance and purpose (function) of different places (towns and settlements);  The identification of major movement routes;  The identification of Special Development Areas for specific interventions either to facilitate and/or improve local economic development opportunities, or to address special instances of need; and  The conservation of both natural and built environments.

In so doing, it is hoped that the SDF will become a useful tool whereby other role-players in different spheres of government, non-governmental agencies and the private sector would be better informed as to how best to direct their investment and development programme activities in KSD to ensure greater coordination and impact in investment and spending. As such, the SDF attempts to ensure that public and private sector investment and activities are located in areas that can best:

 Promote economic generation potential;  Maximise opportunities for the poor;  Improve accessibility;  Minimise the cost of physical expansion;  Ensure that people are well located to opportunities and amenities; and  Promote a sustainable environment.

In addition to the above general purpose, it is also the intention of an SDF to provide the basis to inform the development of a coherent land-use management system. As the SDF provides a broad framework for land use planning, it also includes Land Use Management Guidelines that are to be used to guide the municipality in the management of land and to facilitate the land management process.

The SDF identifies a number of Nodes and Corridors within KSD Municipality

SMA 1: Plan No 7 (Mthatha, Airport and Langeni) - Wards: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 30, 31, 33 and 34

This SMA is characterised by the Primary node of Mthatha which is the main and dominant node within KSD. Mthatha is also the 3rd largest city in the Eastern Cape. This SMA has been defined by the City of Mthatha, Airport complex and activity corridor, the R61, N2, future N2 toll road, railway corridor, the Langeni forest development zone, LED projects, Mandela tourism corridor, agricultural land at varying potential, major human settlement developments and considerable Presidential Intervention infrastructure projects in this SMA.

SMA 2: Plan No 8 (Qunu and Viedgesville) - Wards: 32, 18, 19, and 20

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Spatial Ele- Type of element Area/Local- Function ments ity Mqanduli  High order human settlement  Agriculture Primary  Service Centre  Mixed Use and Industry Rural Gengqe,  Rural Service Node Nodes Qokolweni  Crop production / co-op support and agriculture development areas Viedgesville Human Settlement and future logistics hub / Secondary mixed use higher order development node Special Development Qunu Human Settlement Area Primary Corridor N2  High-density development railway corri-  On sections of this corridor. dor  The main mobility route of goods and people through the municipality. Mobility Route These routes carry passing traffic and provide access Corridors between local areas in KSD and centres further afield Proposed mobility route R61 to Bityi / N2 Special Route – tourism Mandela These routes relate to tourism destinations and route provide links between tourism nodes and main Mvezo mobility routes Qunu

This SMA is characterised by the N2 and railway line as the primary corridors. Viedgesville is the highest order node, classified as a secondary node. Further to this the Eastern Cape and National Department of Human Settlements have identified Qunu to become a new development area and this area has been classified as a Special Development Area, provisionally named “Qunu City” (name to be confirmed in future through consultation). In addition to the above, there are LED projects, new link road from Bityi to the R61 in the north, Mandela tourism corridor, agricultural land (moderate potential) at varying potential in SMA No 2.

SMA 3: Plan No 9 (Mqanduli) - Wards: 21, 22, 23, 26, 28, 29, and 35

This SMA is characterised by Mqanduli as the primary and highest order node. In addition, there are numerous agricultural projects, LED and infrastructure projects, major tourism corridor linking N2 to the Wild Coast (Coffee Bay and Hole in the Wall), agricultural land that is being developed as well as planned agricultural developments and natural plantations, in SMA No 3.

SMA 4: Plan No 10 (Coffee Bay and Hole in the Wall) - Wards: 24, 25 and 27

This SMA is characterised with Coffee Bay as a secondary node. In addition, there is the Resort Area of Hole of the Wall and the Rural Node of Kwaaiman. There are numerous agricultural projects, LED and infrastructure projects, with the tourism corridor linking N2 to the Wild Coast (Coffee Bay and Hole in the Wall), agricultural land that is being developed as well as planned development, planned Wild Coast Meander mobility/tourism corridor in SMA No 4.

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2.1.2 Development pressure

There has been a demand and increase in development over the past five (5) years. This relates to all sectors including shopping malls and mixed use developments and Infrastructure. There is a backlog of bulk infrastructure which has an impact on spatial development and provision of human settlements as well as growth and development.

2.1.3 Land

There is a shortage of land, especially serviced land for a range of developments. The majority of land is communal and unregistered state land.

2.1.4 Land Development Trends & Settlement Formation

This issue refers to the challenge posed by un-managed settlement formation in both rural and urban contexts, which threaten in many cases natural resources as well as the optimal planning and utilization of infrastructure and road networks. Some of the main elements of this issue include: -

 The prevalence of land claims that have not been resolved and the developmental uncertainty that results from these claims  Forward planning that takes into account development trends (e.g. major state development programs’ locations/intended outputs).

2.1.5 Spatial Fragmentation vs Basic Needs

This issue highlights the problems inherent in attempting to provide housing and a basic level of service to all residents, whilst dealing with the reality of a spatially fragmented settlement and economic development pattern. The challenge to sustainability is profound and highlights the importance of elements such as: -

 Sustaining natural resources and indigenous environmental species for future generations  The development of a sound road network to link settlements and areas of opportunities (i.e. areas where goods and services and socio-economic opportunities may be accessed).  The development of service delivery strategies that take into account the logistical difficulties of staffing and managing the provision of quality services in remote rural areas where communication is difficult.

2.1.6 Spatial Planning and Land Use Management Act (SPLUMA)

The government of republic of South Africa has passed a Spatial Planning and Land Use Management Act preferable to align with the following principles, and this must be taken into account when planning:-

 The principle of spatial justice  The principle of spatial sustainability  The principle of efficiency  The principle of good administration

The SPLUMA further underpins the following: -

 Redress  Inclusion  Flexibility for all types of settlements  Tenure and informal settlement upgrading  Land value

Council of the King Sabata Dalindyebo (KSD) Municipality adopted SPLUMA by-law in April 2016 and gazetted in October 2016. Council further resolved and adopted the following: - 128 | P a g e

i. Single tribunal ii. An authorised official iii. The Appeal committee is Mayoral Executive Committee iv. Delegated authority to the tribunal v. Agreed on the types of applications for category 1 and 2 applications vi. Adopted and a customised by-law in October 2016 vii. Invited nominations for membership of the tribunal and adjudicated same in January 2017

On the 28th September 2018, the Council endorsed the MPT members which comprise of nine (9) personnel with special expertise in development such as Engineers, Town Planners, and Environmental Specialists & Land Surveyor and gazetted members of the MPT on the 16th of October 2018.

The Chairperson is Mr. S. Vena, Deputy Chair is Mrs. L. Mnqokoyi. A Training session was held on the 25th October 2018 attended by the MPT members, Spatial Planning Division and various government departments. These members will serve on the Tribunal for a period of five (5) years.

The department is planning to schedule the first sitting of the MPT on the 22 November 2018 to consider category one (1) applications. The KSD Municipal Council at its meeting of 31 July 2015 resolved that Council delegates authority to Director responsible for Spatial Planning as an Authorized Official (Registered Town Planner) to make decisions on category 2 development applications submitted in terms of SPLUMA. The category 2 applications will be disposed of by the Authorised Official unless objections are received through consultative processes then the matter/s will be referred to Municipal Planning Tribunal as responsible in approving category 1 development application. The category 2 development applications consist of the following-:

 Special consent or departure which does not constitute a land development application  Special consent of the municipality for any land use purpose provided for in a land use scheme  Extension of validity of an existing approval  Limited Special Consent  Removal of restrictive title where the intended use conforms with the zoning of the land  Relaxation of building lines  Relaxation of coverage provisions  Relaxation of height restriction  Minor subdivision of land which is expressly provided for in a land use scheme  Consolidation of land where the zoning of components are the same

2.1.7 Land Use Management

This issue highlights the need to ensure that the policies and institutional structures are set in place to allow the KSD Municipality and all other land use regulating authorities to practice wise land use management in both the urban and rural areas under their jurisdiction. The municipality is currently using OVVIO as a GIS tool. The post for GIS coordinator and CAD draughtsperson are provided for in the institutional organogram. A request for the filling of these post has been submitted to Corporate Services and to be utmost urgency. Currently four (4) GIS young graduates have been appointed on a contract basis and are supervised by General Manager, Develop- ment Services under Human Settlement directorate.

Key elements of this issue include: -

 The uncertainty relating to the roles of Municipalities vs Traditional Authorities in relation to land management in rural areas.  Land reform as it pertains to the reform of land tenure and the regularization of land rights (some of which are informal) in the municipality, as this relates to the abilities of land owners to exercise authority over land holdings and land use regulators to engage in a more structured manner with land owners.

The following are some of the challenges identified in the Spatial Development Framework: - 129 | P a g e

 The prevalence of land claims that have not been resolved and the developmental uncertainty th  at results from these claims.  Sustainable use of the natural environment and the protection/conservation of environmentally sensitive areas.  Shortage of land (serviced land suitable for development)  The majority of land being communal and unregistered state land.  Un-managed settlements in both rural and urban contexts  Underdeveloped land around the towns and settlements for formalized economic development  Future settlement development success will require speedy resolution of outstanding land claims to free up underdeveloped land and formulating agreements with the Traditional Authorities to access land around the towns and settlements for formalized economic development including retail, office and commercial uses.  Need for sustainable use of the natural environment and the protection/conservation of environmentally sensitive areas

The following plans are available: -

 Protected Area Management Plan- draft phase  Soil Degradation Management Plan- draft phase  Biodiversity Management Plan- draft phase  Environmental Management Framework and Air Quality Management Plan  Strategic Environmental Assessment  Coastal Management Plan – KwaTshezi Development Plan  Currently the province is working on finalizing the Eastern Cape Biodiversity Conservation Plan covering all municipalities.

2.1.8 Spatial structuring elements

The SDF proposes to make use of the following structuring elements: -  Development Nodes are defined as those settlements or areas within a settlement that have an identified potential to be further developed for specific purposes, ranging from small towns that are seen as service centres to cities that are seen as regional centres, or even areas within settlements that have development potential for e.g. commercial or industrial uses.  Development Corridors are defined as those transportation routes (roads and/or rail) that are deemed to have greater significance by virtue of the fact that they provide access to, from and between places where people live and work. Associated with the concept of Development Nodes, a spatial planning “tool” to assist in managing urban and rural settlement areas is proposed: that is, the tool of identifying Settlement Edges and the associated planning “tool” of designating so-called Resource Edges around areas identified as having special significance from an environmental and/or potential economic resource perspective.  Special Development Areas (SDAs) are geographical areas where, in order to achieve both the objectives of the KSD Integrated Development Plan and the related objectives of the Spatial Development Framework, the KSD Municipality would need to prioritize its development efforts and capital expenditure.

2.1.9 Development Nodes

(a) Primary Nodes - Mthatha and Mqanduli Towns

These are higher order service centres providing educational facilities, administrative functions and the highest level of access to shopping and social services in the municipality. The city of Mthatha and town of Mqanduli should be targeted for the following: -  High order investment in infrastructure;  Development of new public-funded housing areas;  Development of regional social goods and facilities, including educational institutions, and sports and recreational facilities

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 Land use management that focuses on establishing the CBD as an attractive area to do business in. o Land use management that facilitates the orderly development of office and retail premises as well as the required range of accommodation to support the administrative and service functions in the area.

(b) Secondary Nodes - Coffee-Bay and Viedgesville

These towns are identified as having important local level development functions relating to commerce and tourism. Typically, the range of land developments anticipated for these areas would include administrative facilities, retail and wholesale commerce, health and education facilities of a higher order and residential accommodation for local residents and people requiring accommodation associated with the service functions of the town. In the case of Coffee Bay, the range of uses is extended by the focus on developing the town as a tourism destination. As these towns also serve a Service Centre function to surrounding rural areas, the development and management of transport hubs that are well-located in relation to commercial and administrative functions is a priority. In all cases the upgrading and extension of the towns’ infrastructure networks is deemed a priority and the Level of Service to be strived for is the highest level that is determined to be economically feasible.

These rural villages where higher order rural-level services have been identified as rural nodes. These are: Gengqe Mvezo, Baziya, Kwaaiman, Langeni, Mpeko, Mqekezweni, Qokolweni, Qunu, Bityi, Luthubeni, Mhlakulo, Gogozayo, Ngcwanguba and Hole in the Wall. These are seen to include education facilities, primary health care facilities (clinics) and, where required, other social facilities (police stations, pension pay points etc.). The priority from an infrastructure point of view for these rural nodes remains a basic level of supply for water services and electricity. However, road access to and from these nodes is seen to be of a higher priority and should be noted accordingly when road development and maintenance budgets are drawn up by KSD.

(d) Resort Nodes

Areas identified as resort nodes include Mthatha Dam, Luchaba Wildlife Reserve, Airport Complex Special De- velopment Area and Mthatha Mouth. These are settlements where the principal function has been identified as being related to the development of a viable and sustainable Coastal Tourism sector. Accordingly, the priorities in these settlements are related to appropriate infrastructure development, the development of suitable access roads and the maintenance of the infrastructure so developed. A further set of priorities for these settlements is strongly related to the appropriate management of land use and related activities as well as rigorous environmental management to preserve the environmental assets that provide the competitive advantage of these areas.

2.1.10 Development Corridors

Development corridors are described in planning terms as roads or railway routes that are usually associated with the movement of people between places. This function of facilitating movement of people along a route also means that these “movement corridors” have the potential to accommodate development of different levels of intensity and a mix of land uses at certain points along the route.

Mobility Route: is a road with limited access that principally carries traffic between major nodes.

Activity Corridor: Is a band of high-density urban development up to 800m wide along a public transportation route. Typically, activity corridors link areas of greater intensity of land use (nodes) and are usually found in larger urban areas.

Special Routes: In addition to the above types of development corridor commonly defined, the particular circumstances within KSD warrant the identification of Special Corridors, related to tourism development.

Development corridors

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TYPE AREA/DESCRIPTION OF FUNCTION LOCALITY Primary Corridor  East London- Mthatha – High-density development on sections of this Kokstad (N2) corridor. The main mobility route of goods and  Railway Corridor people through the municipality. Mobility Routes  N2 These routes carry passing  R61 traffic and provide access  Ugie-Langeni Rd between local areas in KSD  R349 (Coffee Bay) and centre further afield Mobility Route N2 Toll Road  Wild Coast Meander (Toll Road from These routes relate to Special Routes – Port St Johns to East London) tourism destinations and Tourism  Mandela Route (From King William- provide links between Focus stown through Bhisho, Mvezo, Qunu tourism nodes and main and Mthatha and back to East Lon- mobility routes don)  R349 (Mthatha via Mqanduli towards the coast)

2.1.11 Settlement Regions and Resources Edges

Settlement regions

The Settlement Regions proposed in the ECPSDP for KSD are included as they stand. These are areas with the dominant land use type being that of rural settlement, with associated commonage uses (subsistence agriculture practiced largely in homestead gardens, and free range grazing on the common lands). In such Regions, an explicit assumption is made that further such settlement will inevitably occur due to population pressures and socio-cultural dynamics and trends. This does not imply that “anything goes” but rather that the Municipality and Local Municipalities acknowledge that these areas are likely to densify over time if current trends continue, and that an associated loss of land resources for productive agricultural purposes will occur.

2.1.12 Resource edges

A Resource Edge is an area of relatively high value from a land resource perspective (that is to say: it has a perceived high value as land that has agricultural potential or environmental conservation-worthiness) where intrusion in the form of human activities and associated land uses needs to be carefully managed to ensure sustainable outcomes. Two areas are identified and designated as having major resource potential requiring specific management.  The inland area associated with the Langeni forests and hinterland is identified  Land along the Wild Coast including Coffee Bay and Hole in the Wall.

2.1.13 Land Use Management

Land use management plays a critical role in ensuring that key aspects of the SDF are addressed in planned and managed way. The rural nature of KSD poses more challenges in terms of investment attraction mainly because of land reform challenges. Moreover, with the prospect of the new N2 toll road alignment being implemented in the short-medium-term, a clear and accepted spatial development framework for the ne. Moreover, with the prospect of the new N2 toll road alignment being implemented in the short-medium-term, a clear and accepted spatial development framework for the new alignment needs to be developed, along with specific Land Use Management Guidelines to control land use dynamics as these will inevitably change once the road alignment is confirmed and implementation commences

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2.1.14 Land Tenure

In the past South Africa was segmented by political boundaries that coincided with racial distinctions, the areas delineated for black Africans known as homelands or Bantustans. In urban areas similar political segmentation resulted from the Group Areas Act, No 41 of 1950 where White, Coloured and Indian areas were delineated, as well as black townships (called “locations”),which were, regarded as impermanent during apartheid, with resulting insecure tenure. The legacies of this extreme spatial and social engineering are proving difficult to turn around despite the repeal of racially discriminatory land legislation.]

Rural land falling within former homeland boundaries is administratively zoned under traditional councils and most of this land is un-surveyed and off-register, i.e. individual property falls outside the formal cadastre, under various forms of so-called communal tenure in reality various legacies of administratively dictated tenure in with allocated plots and common rangelands registered in the name of the state. Rural areas formerly outside of the homelands consisted of over three quarters of the surface area of the country. The land was mostly owned by whites, was surveyed into farms and titled under freehold. Land redistribution of former white-owned rural land has been remarkably slow, where it is happening it is following the route of title under mainly corporate tenures.

Urban areas consisted of surveyed properties under freehold title in white suburbs; surveyed plots in coloured and Indian areas under various titles; and black townships un-surveyed, much of which was informal settlement called “squatter areas. Black townships that straddled homelands and “white South African towns were politically incorporated into homelands, much of which was surveyed under various titles (such as “Deeds of Grant_) and much of which was informally settled. Though these spatial-political distinctions no longer exist, urban areas remain highly segmented by race and class, with slow formalisation on the edges of the formal suburbs.

Informal areas are regarded as pending formalisation areas. That means land and housing falling under subsidised housing projects must be incorporated into the cadastre in full survey and title under freehold. The challenge associated with this objective has meant that large numbers of the urban poor remain in a „pending_ state

135 | P a g e with no positive tenure status, though rights are minimally protected by anti-eviction legislation (Interim Protection of Land Rights Act, No 31 of1996 Prevention of Illegal Eviction from and Unlawful Occupation of Land, Act no 108 of 1996, and others)

2.1.15 Policy Analysis

Rural Areas

While there are rural land rights, the content and the enforcement of those rights require attention. Currently the legal framework recognises procedural rights such as the guarantee against dispossession, eviction and also makes provision for compensation. Yet, the vast majority of rural residents do not have registered land rights. A key concern in relation to communal land rights is the lack of appropriate legislation for providing individual or communal rights to people in such areas. The ruling on the constitutionality of the Communal Land Rights Act No 11 of 2004 has left a legal vacuum which is currently being filled by the Interim Protection of Informal Land Rights Act No 36 of 1996. This Act requires annual renewing by the Minister for Rural Development and Land Reform and as such does not offer stability within the system.

The provisions within the Constitution are clear. Section 25(6) of the Constitution states “A person or community whose tenure of land is legally insecure as a result of past racially discriminatory laws or practices is entitled, to the extent provided by an Act of Parliament, either to tenure which is legally secure or to comparable redress” with Section 25(9) requiring that Parliament enact the legislation to address these matters. It could be argued that one of the weakest points in the land rights in South Africa is that of the farmworkers. While this group has some protection in law, it falls short of providing adequate measures for preventing extensive and on-going farm evictions. Urgent and adequate relief must be found within the land reform, redistribution and restitution policies and strategies. When examining the complexities of rural land use and policies in South Africa, there is an urgent need to undertake an in-depth investigation into the development of a comprehensive land use system.

Currently, there is a vast range of legislation for restricting rural land use in the country. Consideration needs to be given to the rationalisation of the fragmented legislation into a possible omnibus. In addition, there is the need to improve and strengthen rural enforcement capabilities. Greater levels of accountability are required in relation to the land reform, restitution and redistribution process in South Africa. The current monitoring and evaluation of rural development appears to be falling short in providing a comprehensive understanding of the rural conditions and the associated community needs. The Department of Rural Development and Land Reform needs to give attention to the development of appropriate baseline indicators and the reporting thereof. Importantly, mechanisms need to be developed to facilitate the use of the results into the policy cycle for the reframing of the short, medium and long term goals and objectives.

2.1.16 Urban Areas

Within the urban areas, the key response for addressing the housing and tenure needs of the poor has been the State’s “RDP” housing strategy. This program’s implementation has been rapid with almost 3 million units being provided post 1994. However, it is land extensive and as such projects have been located on cheap peripheral land. This has contributed to the entrenchment of the apartheid spatial structure of many towns and cities in South Africa. There is a need for the State to develop a more robust housing policy which at least considers the delivery of rental stock and a multipronged approach to the use of the current housing subsidy. This would require a critical evaluation of the existing subsidy scheme and amendments thereto. Increasing pressure should be placed on the State Owned Enterprises for the release of well-located non-core land for development purposes.

Planning legislation needs to be reviewed and simplified in South Africa. This would include the introduction of mechanisms for improving spatial planning, ensuring greater community access to planning processes and the ring fencing of development contributions. Clearer roles and responsibilities need to be defined in relation to land management especially to address the intergovernmental coordination. Major municipalities also need to strengthen their land use enforcement and planning capacities. Little attention has been given to the so called socially dominated markets which includes the systems of acquiring and trading of land within the informal settlements. An extensive number of urban poor live within such settlements, and to date, municipalities have lacked

136 | P a g e innovation and the political will to determine an appropriate response. A National Government policy needs to be formulated which addresses an approach toward obtaining tenure security in urban areas.

2.1.17 Land Management Programme

This Programme is identified based on the concern that land management (in particular, land use management) is not being attended to adequately. This function is vital to ensure the wise use of resources. No Policy or Legal Framework exists to guide the formulation of a comprehensive Land Use Management System. It is clear that the key role-players in land management provide for differential levels of administrative oversight over land uses in urban and rural areas, based on abroad and accepted understanding of the need to practice wise land use management in order to ensure sustainable development. Therefore, what is envisaged is the establishment of a Land Management Forum that includes Traditional Authorities to consider and advice on the matters of land use management and land development projects in rural areas.

Settlement types

2.1.18 Alignment with Local Municipalities and the Wild Coast SDF development

The success of the SDF depends on the extent of co-ordination and integration with local municipalities. Mech- anisms for addressing potential conflicts, challenges and opportunities should be addressed. A planning coordination committee led by OR Tambo DM involving all seven municipalities should be strengthened and actively ensures co-ordination of spatial planning elements within the district.

2.1.19 Land Needs and Human Settlements

The Eastern Cape Multi-Year Housing Development Plan (2009/10-2014/15) stated that gaining access to developable land in good localities for housing development, especially for low-cost housing, has proven to be a major challenge in the province. Land values are highest where development is desirable and the available funding does not cover the acquisition of such prime land for low cost housing. This situation, together with long land release and transfer-procedures in land acquisition are major concerns. The municipality is currently facing challenges in accessing land available for housing development in the areas where they wanted it because of the land claims and availability of bulk infrastructure. As indicated above, the availability of well-located and appropriate land for low-income housing development is a priority issue in the municipality, as about 206 815 households currently live in inadequate housing that is either badly located or areas often without secure tenure. Land on the periphery is cheaper and therefore “affordable” for low-income development, but such areas are far removed from places of employment, and economic, social and transport opportunities, and inhabitants are therefore subjected to high transport costs and unnecessarily long travelling times. In addition to this, authorities are subjected to high costs for the provision of bulk services and residential areas continue to follow the legacy of apartheid segregation on the basis of social class and status.

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The information included in table 11 gives a clear indication on location and ownership of land in each of the areas, size of the land and status in term of development are shown on the attached plan indicated by the corresponding numbers.

2.1.20 Land Audit for KSD Municipality

LOCATION OWNERSHIP SIZE SER- CURRENT LAND MASTER VICES STATUS OF CLAIM PLAN LAND MOUNT PLEAS- Government (±100Ha) No ser- Partially devel- Land is cur- Designated ANT FARM vices oped (ECATU) rently under for housing claim REMAINDER OF Government (14040) Partially Partially devel- No land Designated ERF 936 (± 60Ha) serviced oped (Fort claim for housing Gale Motors, Thubelitsha Rehab, Com- munity School, Police Camp College, part of Golf Course) LOT D Government (±20Ha) Partially Partially devel- No land Designated serviced oped (Prison) claim for housing PORTION OF Government (±20Ha) Not ser- Partially devel- Successfully Designated LOT C viced oped (Timber claimed by for housing mill) the Highbury community HILLCREST ECDC (±20Ha) Service Investigation No land Designated TOWNSHIP available underway for claim for housing possible densification ERF 934 NDULI Municipality-Pro- (±80Ha) No ser- Subject of fea- No land Nature Re- NATURE RE- claimed Nature vices sibility study claim serve SERVE Reserve for potential development of environmentally friendly development (i.e. Tourism) REMAINDER OF Municipality (±9 - Serviced Agricultural The whole of Agriculture ERF 912 NEXT 15Ha) although it leases (its rem of Erf TO ESKOM) needs to highly possible 912 munici- be ex- that the leases pal common- tended have expired) age land is under claim REMAINDER OF Municipality- alt- (±5 Ha) Serviced Underutilized No land Designated ERF 912 (Land hough has ex- and is being claim for housing below Erf)767 ( propriation order used as a High School over it in favour dumping site Fields) of railways by the surrounding residents REMAINDER OF Municipality (±10Ha) Serviced Underutilized Land Claim Designated ERF 912 (Land and most for housing 138 | P a g e

LOCATION OWNERSHIP SIZE SER- CURRENT LAND MASTER VICES STATUS OF CLAIM PLAN LAND adjacent to South- ready for de- ernwood) velopment REMAINDER OF Municipality (±2Ha) Serviced Draft Terms of Land Claim Develop- ERF 912(Mission Reference has ment Ext.) been prepared inviting development proposals for township establishment REMAINDER OF Municipality (± 2Ha) Serviced Approved The whole of Designated ERF 912(New General Plan. rem of Erf for housing Brighton Ext.) 912 municipal commonage land is under claim ERF 886 Railways (±8Ha) Serviced According to No claim Designated Town Planning for housing Scheme is zoned as railway. The land is suitable for housing development but the challenge is access. ERF 923 Railway/State, (±5Ha) Serviced Currently un- Under claim Designated next to industrial derutilized for housing area Smallholdings Privately owned (±25Ha) Mostly ser- Some sites are No claim Designated Southernwood viced, vacant while for housing and Vulindlela even others are uti- though lized for resi- there are dential, Agri- sewer culture, School challenges and farming purposes NCAMBEDLANA Privately Owned (±300Ha) Partially The land is Possible Agriculture FARMS Serviced partially zoned land claim for agriculture and partially housing PORTION RE- Municipality (±30Ha) Not ser- Partially land Possible Designated MAINDER OF vice invaded, court land claim for housing ERF 937 interdict issued ERVEN 920,976 Government (±30ha) Not ser- Old Ministerial No land Designated AND 1002 viced complex claim for housing PORTION RE- Municipal (±20Ha) Serviced Housing con- No land Designated MAINDER ERF struction un- claim for housing 937 (MAYDENE derway for FARM EXT.) 1317 units REMAINDER OF Government (±20Ha) Not ser- Underutilized No land Designated ERF 34 (OLD viced claim for housing 139 | P a g e

LOCATION OWNERSHIP SIZE SER- CURRENT LAND MASTER VICES STATUS OF CLAIM PLAN LAND PAYNE EAST AND WEST FARM)

2.1.21 Status of land claims

There is a long outstanding land claim dispute involving the land rights restitution claimants of KwaLindile and Zimbane villages adjacent to the city of Mthatha who are claiming a vast amount of land in and around the city of Mthatha, especially the remainder of Erf 912 Mthatha. These are not the only land claims in the municipality; there are others as well in other areas. The municipality has formed a Land Claims Task Teams which includes the Rural Development and Regional Commissioner, and the KwaLindile and Zimbane Land Claimants Repre- sentatives. The Task Team is negotiating an out of court settlement towards the resolution of the claim. A number of engagements have been held and a consideration for settlement has been under discussion.

Identified challenges: -

 Current backlogs estimated to be 16 385 for urban and 44 677 for rural areas.  Lack of proactive planning for housing and the inability to access funds and therefore unable to provide the required supporting infrastructure.  Lack of human capacity within the municipality to deal with housing issues often leads to inability to speed housing development.  The slow process of housing delivery commonly leads to the development of informal settlements  Recognition of Housing Section is not effective within KSDM- for example the employment of enough personnel to carry out housing delivery is not a priority.  Unavailability of land- the greater part of KSDM is under claim and it does not seem to be taken seriously and urgently by the management and the politicians.  Scattered unserviced pieces of land within Mthatha.  Land invasion- a greater portion of land in Mthatha is invaded and it becomes difficult to expand the CBD as well as housing delivery can only happen at the outskirts of town. The municipality is in the process of developing a credible land invasion policy  Prime land with informal decent houses where services are minimal.  Ineffective use of by-laws- shacks and containers are scattered all over the place.  Lack of beneficiary database due to negligence by decision maker

2.1.22 Land Ownership

Generally, most of the land within the KSD Municipality lies in the rural areas, and the ownership of this land is vested within the government, with rights of use vested in terms of an administrative system under the tribal authority. Under this system each family is allocated a piece of land which is used for subsistence farming to provide for the family with the minimum of risk and little labour input and production. This has negative effects on the consolidation and protection of cropland and grazing land, which are physical pre-requisites to improved land use and development. The Department of Rural Development & Agrarian Reform proposes that under these circumstances this necessitates changes in land ownership pattern, the key being the redistribution process based on the allocation criteria and funding mechanisms, which can accommodate small, medium and large farming enterprises. The rural areas also have large tracts of undeveloped land, which poses a challenge to any development requiring infrastructure. The existing pattern of land follows widespread land use patterns that result in large distances between facilities and services.

Land ownership in the KSD municipality vests in the following main structures: government owned, tribal authorities, and the local municipality. Government through the Department of Land Affairs is the main custodian of communal land. 140 | P a g e

Within the two urban entities, the land ownership is vested with the local authority, private (commercial and residential), the government and Eastern Cape Development Corporation (ECDC- mainly industrial premises) the KSD Municipality faces a huge challenge of land claims. Moreover, Mthatha Land Claim Committee has been formulated to negotiate with the claimants in order to resolve and fast track development within KSD.

2.1.23 Settlement Pattern

KSD municipality has a predominantly rural landscape with a large proportion of people residing in tribal villages and traditional homes (See Table below). Mthatha is the regional urban centre of the district and is experiencing in-urban migration creating greater pressures on it infrastructure and facilities.

Table: Comparison with other LMs in the District (ORTDM Table)

2.1.24 Land Restitution

The KSD municipality has a number of land claims mainly in the area around Mthatha that is suitable for urban development in the remainder of erf 912.

2.1.25 Land Capability

Land Capability is determined by the collective effects of soil, terrain and climate features. It indicates the most intensive long-term and sustainable use of land for rain-fed agriculture and at the same time highlights the permanent limitations associated with the different land use classes.

2.1.26 Peri-Urban Development and Small Town development

KSD Municipality has a problematic of the urban fringe or periphery which is mushrooming and has a direct implicit theme of urban development. Therefore, the demand for services is comparative and competitive with that of zoned urban centres, and thus requires the municipality to focus its services to the development of Peri Urban Centres which include development and expansion of Coffee-Bay Hole in the Wall, coupled with a recognition of their economic role and contribution towards the municipality. A growing interest in the competitiveness of peri- urban versus demarcated urban economies has therefore led to a demand for comparative

2.1.27 Spatial Planning Project List 2020 / 2021

Project Ward No. Budget

Declaration of Coffee Bay Town - Facilitation 34 R 930 000.00 Development and implementation of Land Use Management 1-36 R 100 000.00 Schemes by 2025 – Roadshows (Public Participation) 141 | P a g e

Project Ward No. Budget

Development and implementation of Integrated Spatial systems by 1-36 R 350 000.00 2025 – Ncambedlana LSDF Development and implementation of integrated Spatial systems by 19 R 250 000.00 2025 – Qunu LSDF Planning & survey for Erf 915 (portion of Project B) R 300 000.00 Planning & survey of Mqanduli West 500 units – township estab- 29 R 700 000.00 lishment Planning & survey of Mqanduli East 150 units – township establish- 29 R 200 000 ment Zimbane Heights Planning and Survey 30 R 500 000 Mission Extension Planning and Survey ONGOING PRO- JECTS Coffee Bay: Settlement Planning 24

Coffee Bay/Maphuzi/Mthatha Mouth & Hole in Wall – township establishment KSD Spatial Development Framework 1-36

Land Use Management Scheme 1-36

2.3 HOUSING SECTOR PLAN

KSD Municipality has developed a Housing Sector Plan approved in 2011 for a duration ending in 2016, it outlines the development of integrated human settlement that includes, housing backlogs and demands. The current Housing Sector Plan is based on the current and foreseen current status; it is intended to be reviewed in 2020/21. This sector plan is aligned to the IDP priorities and Spatial Development Framework. The Housing Sector plan will be reviewed in this current financial year 2020/21. Table below includes projects that are currently under implementation.

2.3.1 Current Housing Projects

Programme/ Project Delivery Amount Informal Settlement Upgrading KSD M is negotiating land donation Phola Park (1400 units) from state to KSD Ngangelizwe Sigebenga They have been classified as informal Khayelitsha settlements to be assisted through KWaMadala the National Upgrading Support Pro- KwaThambula gramme (NUSP) to kick-tart in 2021- EMakhaphetshwinini 2025 financial years eBhongweni Thabo Mbeki Payne Farms Lindile Extension (next to Ultra City) Greenfields Developments New Brighton 131 units Serviced stands. R5.3 22 M Kei Rail 531 units Serviced stands. R23.4 M Zimbane Heights (Project B): (1795 units) Serviced stands R7 489 866 Zimbane Valley 50Ha (Project C): (2642 units) Serviced stands R6 517 654

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Programme/ Project Delivery Amount Rectification Projects Rectification of top structures Zimbane Valley14821 R184 388 560 Maydene Farm 969 R98 005 764 Waterfall 1183 R130 002 864 Makhenkesi (Mqanduli) 500 R51 702 241 Rural Housing Construction of RDP Houses Willow (200 units) R31 634 242 Mahlungulu (350 units) R55 860 007 Mthonjana (350 units) R55 860 007 Ntshabeni (200 units) R31 709 640 Destitute (KSD 315 units) R3.5 M Destitute (KSD 385 units) R3,5 M Matheko (65 units) R8 661 965 Fairfield (379 Units) R12 970 972

2.3.2 Planned Housing Projects

Project Name Number of Ward Number Settlement / Area units Zimbane Heights Project B 1795 4 Urban Zimbane project C 2500 4 & 5 Urban New Brighton CRU 204 9 Urban KSD 350 (Destitute) 350 Various wards Rural Phola Park 550 8 Per-urban Mthatha West (Mandela, -+ 20 000 11 & 12 Peri-urban Chris Hani, Thabo Mbeki, Slovo, Zone 14 eTipini 70 Various wards Rural / Urban

2.3.3 Blocked Housing Projects

Projects Name Number of Units Status New Payne 227 Blocked KSD 315 Blocked Zidindi 100 Blocked KSD 350 – Mthonjana 350 Blocked

2.3.4 Strategic Programmes

2.3.4.1 Expression of Housing Demand

 Scale of service delivery of subsidized housing to demand  To build suitably structured housing unit in order to meet housing mandate  To formalize the required institutional structures to support municipality in meeting its housing targets

Strategic goal Objective To declare demand Undertake housing consumer education and raises awareness and housing voice within the IDP Train staff and implement Housing Needs Register Engage social welfare / SPU to cater for child headed households, orphans and war veterans Investigate other required housing typologies like social housing, flats and semi-detached housing

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Strategic goal Objective Scale up delivery of subsidised Undertake annual strategic planning that include an environmen- housing so that the majority tal analysis to inform strategic priorities have access to affordable services and quality environment by 2030 Provision of housing and related services to approximately 38 580 rural households and informal households by 2050 Credible project pipeline  Install project tracking tool  Train staff on the use thereof  Collect and input all the information from the relevant sources including important sections in the municipality, the District and ECDoHS  All the additional projects or changes in status and information of informed annual review reports  To plan new projects against sustainability criteria  To submit project applications to the province for funding approval and technical support Land and Land packaging  Finalise land audit and feasibility studies to establish land pipeline for housing development  Secure land, municipal, state (undertake feasibilities and prepare business plans for identified land on offer from Provin- cial Government) land reform  Speed up process of land transfer from government  Identify different types of housing typologies  Packaging land, town planning  Infrastructure ISRDP programme

 Use results of the housing voices and Housing Needs Regis- ter exercise to inform the development of a ISRDP programme that delivers the relevant supply in terms of basic infrastructure, top structure and tenure Project development and management  To package projects, top structure, procurement of contractors and construction implementation. This needs to place a high priority on rectification and blocked projects  To provide for project management of current running and rectification projects to ensure good quality and timely delivery To build a sustainably struc-  Develop and implement systems, policies, processes, proce- tured housing unit to meet the dures documents and forms requirements of the municipal  Resource housing unit housing delivery mandate To formalise the required insti-  Strengthen internal and external partnerships required by the tutional structures to support municipality to plan, facilitate and where relevant implement, the municipality in meeting its the necessary housing development to meet demand in the housing delivery targets area

2.3.4.2 Scale of Housing Development Service Delivery

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Deliverable Key activity Responsibility Housing voice Develop methodology and instruments ECDoHS as per Blue book Identify community engagement, staff ECDoHS & Municipality and conduct training for both staff and ward committees/ councillors Conduct housing voice Municipality Statistical analysis report ECDoHS & Municipality Use to inform planning Municipality Housing Needs Regis- Upload system and tools and audit in- ECDoHS & Municipality ter struments Conduct training on the use thereof ECDoHS Conduct the audits Municipality Capture, analyse and produce results of ECDoHS the reports Maintain database by putting a system ECDoHS & Municipality in place that will ensure that applicants update their information on a quarterly basis Produce reports that inform the develop- ECDoHS & Municipality ment of housing programme Chid headed house- Engage Social Welfare/ SPU to cater for ECDoHS & Municipality holds and Veterans child headed and orphans – partnership arrangement for foster Homes using the institutional subsidy Municipality programme Identify where child headed households Municipality are located Strategic planning: Consider: Municipality Annual environment  Report on housing demand from analysis in order to re- housing voice and Housing view and revise an- Needs Register nual housing sector  Supply report from pipeline of plan / aligned with IDP projects Review  Integration report Plan for emergency Collect information on disaster risk in the Municipality housing municipal area (Provincial Disaster Man- agement Plan preparation underway) and establish appropriate systems and networks to respond to potential disasters Developed localised Local town planning dispensation Municipality policies to create a Localised policy to address tenure re- more enabling envi- lated to commonage ronment to manage ISRDP policy the mushrooming of Informal settlement strategy inadequate housing Project pipeline: Upload tracking tool for the project pipe- Municipality Installation of de- line signed data base system that holds the integrated project pipeline Trained staff able to Training of relevant staff in the munici- Municipality use and update pality to use and update the system

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Deliverable Key activity Responsibility Populated pipeline Collect and input all the information from Municipality with all information up the relevant sources including im- to date and verified portantly sections in the municipality, the District and the ECDoHS Quarterly updates and All the additional projects or changes in Municipality annual review status and for management and council. Informed annual review reports ISRDP Strategy Prepare proposal for education the infor- Municipality in conjunction with Proposal for develop- mation gathering analysis and strategy the Province ment of a rural strategy with budget Internal or external The selection of the right team to under- Municipality in conjunction with people appointed to take the work Province carry out work Baseline information Collection of existing relevant infor- Selected internal or external mation on the context nature and loca- team tion of rural housing priority intervention re tenure, infrastructure and top structure for all key stakeholders. Key stakeholder feed- Workshop of key stakeholder to discuss Stakeholder and selected team back and direction on baseline information. Its accuracy. and baseline information identity gaps Further information To fill the gaps and proceed to define a Selected team gathered and analysis draft strategy from analysis of infor- and initial strategy. mation gathered through desktop or information interviews. Stakeholder input into Workshop contributions finalize the Stakeholder and selected team strategy strategy but link with available resource streams. Strategy and Linkage From the workshop contributions finalize Selected team to municipal and pro- the strategy but link with available re- vincial budget and source stream. MTEF Strategy inputted into The strategy integrated into the housing Municipal housing section IDP and reviewed an- chapter and linkage to municipal budget nually and MTEF. Land for housing de- Undertake feasibilities, procurement of Housing Officer with ECDoHS velopment suitable parcels, including land identified by province for transfers to municipality Preparations of identi- Co-ordination of the projects: - land Housing Officer with ECDoHS fied priority project for financing and Implementation – in-  Land preparation cluding rectification  Initial design and blocked projects  Beneficiary identification  Scope of work (rectification and blocked)  Finance packaging  Preparation of tendering etc. Properly managing im- Management of technical service provid- Housing Officer with ECDoHS plementation of fi- ers in ensuring that projects are deliv- nance projects. ered on time. To quality and within cost. Carry out effective community liaison and consultation.

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Deliverable Key activity Responsibility Monitoring and Evalu- Drafting of monitoring and evaluation Housing Officer with ECDoHS ation Frame work Framework, The framework to be integrated into the housing chapter. Formation of project Project steering committee to be formed Housing Officer with ECDoHS steering committee to for all housing projects comprising ward ensure the collabora- committee, councillors and local stake- tion of developers, holders. ward committee and councillors in the Submit project report to the Housing De- speedy execution of partment projects. Development of Hous- Development of job descriptions, ap- Province support with Munici- ing Unit proval of structure, procurement of pality budget, Recruitment, orientation Development of inter- Develop operation procedures manual Province support with Munici- nal operational poli- together with standardized documents pality cies and procedures and forms Identification and pro- Approval and procurement of required Province support with Munici- curement of resources other resources, computers and soft- pality ware, equipment, furniture etc. Development and im- Link performance measures to job de- Province support with Munici- plementation of perfor- scriptions output and housing delivery pality mance management programme, performance agreement systems with staff and regular monitoring of performance

Although Housing is not a funded mandate at the local government level, municipalities have a very important role in the delivery of Housing. Municipalities need to plan for Housing and include it in their IDPs. Housing is closely linked to many other services which are the responsibility of the municipality, such as the delivery of water, electricity and infrastructure. One cannot deliver houses without these services and vice versa.

The Department of Human Settlements is responsible for the provisioning of adequate housing opportunities for all residents of KSDLM and performs the following functions:

 Informal settlement and land invasion management  Leases, Sales and transfers of immovable  Informal settlement upgrading  Community Participation Management  Housing Provision Project Management  Community Residential Programme (CRUs)  Greenfields Development Programme

Summary of Human Settlements initiatives under implementation.

a) Accreditation of KSDLM: The municipality is being considered for level 1 and level 2 accreditation. Level 1 will allow the municipality to manage beneficiary lists while level 2 allows the municipality to do planning and decide which projects are to be prioritised. Municipality has completed an assessment process which was conducted by Eastern Cape Human Settlements. The assessment report has highlighted capacity gaps within the municipality which must be addressed within a short space of time

b) Multi-Purpose Community Centres (MPCCs): Hillcrest, Mthatha West and Qhingqolo community hall are in pipeline, funding proposal has been submitted to Provincial Department of Human Settlement. The facilities cater for indoor sports codes for the youth, a hall and offices for use by community organisations.

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c) Informal Settlement Upgrading:10 000 units have undergone a formalisation process and have been provided interim services. The residents of the informal settlements that are not targeted for upgrading will be integrated in the new housing developments.

d) Transfer of ownership of the old houses: Old Ngangelizwe, Hillcrest, New Brighton, and Ikwezi four (4) rooms properties are in the process of being transferred. Title Deeds will be handed over for the Ngangelizwe properties.

e) Mixed developments: These are the new projects implemented under the BNG policy. An implementing Agent was appointed on a turnkey basis to implement the projects.

2.3.5 Housing Stock (Trends)

The housing stock is expressed under demographic diagnostic informative input of ECSECC statistical calculations.

2.4 ENVIRONMENTAL ISSUES

2.4.1 Environmental Management

The function of environmental management is currently carried out by the Solid Waste Management Unit under Community Services directorate; however, plans are already in place to open a fully functional Environmental Management Unit. A new unit for Environmental Management, Coastal Management and Biodiversity has been included in the new organizational structure for implementation of environmental programmes.

The Provincial Department of Economic Development; Environmental Affairs and Tourism is responsible for environmental management. Direct support on Environmental and Coastal Management is provided by Depart- ment of Economic Development, Environmental Affairs and Tourism, National Development of Environmental Affairs, Premiers office and OR Tambo District Municipality. Environmental affairs regulate environmental management through instruments such as the Environmental Impact Assessments, compliance and enforcement and biodiversity management tools. This includes: -

 Policy coordination  Environmental Quality Management  Biodiversity and Coastal Zone Management – Establishment of Wild cost Environmental Management plans for urban nodes at Coffee Bay and Mthatha Mouth.

This refers to the sustainable use of the natural environment and the protection/conservation of environmentally sensitive areas, which form a unique endowment in the KSD area and this is seen as the basis of the attraction of the area for tourism development (coastal resorts etc.). As it is acknowledged that the economy is essentially land-based (i.e. reliant on the quality of the environment and land-based resources for the development of a tourism industry as well as the development of the agriculture and forestry sectors and related value chains), environmental management is a critical activity in the municipality.

2.4.2 Environmental Awareness Projects

 Wetlands month in February- yearly  Water week in March – yearly  Environmental week in June- yearly  Arbour week in September- yearly  Marine week in October  Weed buster week in December

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2.4.3 Environmental Opportunities

 Scenic beauty  Endemic species

2.4.4 Development of Environmental Management Tools

 Review Waste Management and Environmental Management By-Laws  Coastal management Plans  Energy Efficiency & Climate Change Strategy  Biodiversity Management Plans

2.4.5 Environmental Awareness Promotional Projects

 Provincial Greenest Municipality competition, done jointly with District Municipality- all municipalities participate, and winners receive awards to boost their waste management  Regional and provincial school environmental awards- all schools continuously participate in the region.

2.4.6 Environmental Current Projects

PROJECT DESCRIPTION IMPACT PROGRESS JOBS CRE- NAME ATED EC- Develop- Development of a Better waste man- Land has been secured and the Projected Jobs - ment of a New new Landfill site in agement in the Mu- additional finding to the value of 154 Landfill Site Qweqwe nicipality R32m has been secured. Construction is underway EC – Youth Jobs Create youth employ- Capacitate youth in Induction of beneficiaries has Total = 24 youth in Waste ment opportunities; waste and improve been done based in KSD provide additional municipal infrastruc- Beneficiaries form part of KSD waste capacity and in- ture relating to EPWP Team frastructure in the Mu- waste nicipality. EC-WftC Coastal Clean-up and Minimize waste Coastal Cleaning is done in Total = 40 Mbhashe River development of management along Hole in the Wall & Coffee Bay. to Manteku River Coastal Management the coast Request for additional funding Plan submitted to Department of En- vironmental Affairs EC – People & Conferencing, Cha- Job Creation, Social Conferencing is used for events Total = 108 Parks Project lets and Restaurant Cohesion, descent Restaurant operating accommodation & Chalets 60% complete Tourism EC- Waste Man- Establishment of 2 Job Creation Ward 09 station stalled due to a Total =107 agement Project Waste Transfer Sta- Waste Minimisation land claim tions in ward 9 and through recycling Ward 24 nearing completion ward 24 Diversion of Or- Establishment of sce- Job Creation Business plan approval Projected job op- ganic Waste narios for diversion of Waste Minimisation portunities: 12 organic waste in through recycling Mthatha West

Some of the major challenges experienced by KSD Municipality in Environmental Management: -

 Poor access to refuse removal especially in peri urban and rural areas.  Illegal coastal developments threatening coastal ecosystem & tourism development, and the municipality have no Coastal Management Plan

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 Alien invasive plants along Mthatha River  Water and soil pollution as a result of sewage leakages and direct sewage to the river  Increase in illegal dumping in the urban and semi urban areas  Green House Gasses from energy carriers i.e. paraffin, fuel, fire wood, tyre burning and veld fires  Integration of environmental principles (National Environmental Management Act 107 of 1998 section 2) into municipal planning.

2.4.7 Addressing Environmental Challenges

 Environmental awareness and capacity building  Improved enforcement  Job specific training (e.g. identification of hazardous waste)  Establishment of the environment unit and appointment of waste management officer as required by the Act  Funding environmental related projects.

2.4.8 Environmental Threats and Biodiversity Threats

The Region’s biodiversity is threatened by alien invasive plants in most areas. Overgrazing and clearing of vegetation creating soil erosion in the vastly rural areas. Other threats include the following: -  Illegal sand mining on the dune forest  Uncontrolled harvesting of natural resources  Human induced climate change  Illegal Dumping  Veld Fires  Environmental Pollution from Source to Sea

2.4.9 Biodiversity Conservation, Water & Terrestrial

There are 2 protected areas in the KSDLM, namely Nduli and Luchaba Nature Reserve, thicket bush veld, grassland and wetlands. KSD Municipality is participating in Environmental Protection and Infrastructure Programmes funded by the Department of Environmental Affairs: The projects include the following:

- Land Rehabilitation & Land Care Programme - People and Parks Programme - Working for Wetlands Programme - Working for Water Programme

2.4.10 Conservation of fauna in existing areas; Nduli Nature Reserve is crucial

With respect to water resources, Mthatha dam currently is challenged with sedimentation caused by degradation of vegetation around the dam area. KSD LM has streams and a number of wetlands in the area such as Ngqungqu, Mbhashe and Qunu. Mthatha River is however threatened by sewer spillages, illegal dumping and alien infestation. National Department of Environmental Affairs & Department of Water Affairs are supporting KSDM in clearing of alien species and removal of water hyacinth through EPWP. This project is threatened by sewer spillages to Mthatha River.

2.4.11 Rainfall

Most of KSD areas receives an annual rainfall of above 800 mm. Rainfall decreases steadily inland and is particularly low in major river valley. An appreciable amount of rain falls in the winter months in the coastal areas but inland areas receive 80% or more of their precipitation in the 6 months from October to March (81% at Mthatha).

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2.4.12 Temperature

Temperature range from a mean minimum of 14.3-19.8 0C in January and 1.8-13.4 0C in July to a mean maximum of 14.3-25.3 0C in January and 19.5-21.4 0C in July.

2.4.13 Air Quality

Air Quality Management Plan in KSD Municipality has recently undergone a major revision, with a shift from the source based air quality management approach under the Atmosphere Pollution Prevention Act (No. 45 of 1965) (APPA) to an ambient based approach under the National Environmental Management: Air Quality Act (No. 39 of 2004(AQA). This change in Air Quality management approach has also seen as change in the responsibility for Air Quality management being developed down from the national level to the local authority level (district and metropolitan municipalities). Under the new Act each local authority is responsible for the development and implementation of an air quality management plan as part of their Integrated Development Plans (IDP). This function will be carried out by the OR Tambo District Municipality as this is their responsibility. In terms of mitigation, air quality issues are covered in OR Tambo Air Quality Management Plan as mitigation measures to air pollution.

The key issues related to air pollution are:

 Burning of tyres during winter season  The public transport sectors (taxis, trucking, buses) are responsible for emitting pullulates in the form of exhaust fumes  Uncontrolled, extensive and unnecessary burning of grasslands  Lack of public awareness of Air Quality issues and legislated pollution prevention  Lack of appropriately skilled monitoring and enforcement  Lack of appropriately skilled monitoring and enforcement.  Hospitals in the area do contribute also to air pollution

KSDM has no statistics in pollution levels because there’s no big industry in the municipality. However, the greenhouse emissions are measured only by estimating CO2 emissions from energy carriers e.g. motor vehicles, paraffin, coal and fire wood. State of energy report was carried out by SALGA in KSDM to measure the quantity of energy used, greenhouse emissions and to determine alternative energy technologies that can be used in KSDM.

Causes: of depollution of air Quality

 The public transport sector (taxis, trucking , buses) are responsible for emitting pollutants in the form of exhaust fumes.  Burning of tyres during winter season  Uncontrolled, extensive and unnecessary burning of grasslands.  Lack of public awareness of air quality issues and legislated pollution prevention.  Lack of appropriately skilled monitoring and enforcement.  Hospitals in the area do contribute also to air pollution

2.4.14 Vegetation

The environment of the KSD area has a wide range of habitats, including upland and coastal grassland, afromon- tane and coastal forest, valley thicket, thorny bushveld, coastal and marine habitats. Two components are of particular interest. The coastal forests, bushveld and grassland of the Bomvu area has been identified as a “centre of “Aloe” plant. This terrestrial biodiversity is matched by extremely rich marine biodiversity, also with a large number of endemic fish species. The Wild Coast has been identified as one of WWF International’s Global 200 Eco-regions of Global Significance. Lack of awareness by the local population of the ecological importance of this asset requires aggressive awareness campaign.

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2.4.15 Geology

KSD is underlain by a variety of lithologies (rock types) representing a considerable time span. As a broad generalization the area is underlain by sedimentary rocks (sandstones and shales), through which magmas have intruded to form dolerite dykes and sills. The dolerite dykes represent the conduits that fed the lavas that form the higher lying areas of the Drakensberg. Kimberlites, diatremes and other centres of volcanic activity also occur at a number of localities within KSD LM. The underlying geology and geomorphology of the region are closely tied to the formation of soils. In general, soils are arable with much of the more productive soils currently under cultivation. There are no mineral resources of major economic scale in KSDLM, however crush stone and building sand are locally important and both are a cause of conflict over legalities and control (SDF).

2.4.16 Marine and Coastal Management

KSD Municipality coastal area covers Coffee Bay, part of Mthatha Mouth & Hole in the Wall. Coastal Manage- ment is done by KSD LM with the support of the District Municipality & Department of Environmental Affairs through Working for the Coast Programme. The coastal area is derived as the Tourism Node of the Municipality and the area has coastal forests, dune and mangrove forests as well as a pristine wild coast. Coastal areas are however threatened by sea level rises, illegal sand mining, unmanaged fishing activities and wild fires. 2 Coop- eratives for Life Saving developed by the municipality and are appointed on seasonal basis. The department of Environmental Affairs has funded a Coastal Management Programme through EPWP which covers education and awareness, protection and cleaning of the coastal area. The Municipality has developed the KwaTshezi Development Plan trying to curb the illegal developments along the coast. The plan also assisted in identifying areas where development can take place. A Launch site has been established in Hole in the Wall

2.4.17 Coastal Threats

 Illegal coastal developments  Illegal sand mining  Climate change  Inadequate sanitation and sewer leakages to water.  Lack of fishing permits  Pollution from Source to Sea

2.4.18 Heritage and Cultural

Hole in the wall is seen as national heritage site but needs to be declared and branded. Also Hole-in-the Wall feature and Nelson Mandela Museum contributes to the heritage of the area. The municipality also lies along pristine wild coast. Heritage management plan (municipality may generate profit) must be compiled with folklore stories also built around the identified sites (Benefits related to Mapunguwe legacy).

Threats:  The heritage sites are not clearly identified  There is also proper control

2.4.19 Climate Change

Climate Change is regarded by many as the most significant environmental challenge in our area. Climate Change is defined by the United Nations Framework Convention on Climate Change (UNFCCC) as “a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability over comparable time periods”. Global Warming has been blamed as that human activity which has had the most influential impact on climate change. Global warming is defined by the UNFCCC as “the increase in the earth’s temperature, in part due to emissions of greenhouse gases (GHG’s) associated with human activities such as burning fossil fuels, biomass burning, ce- ment manufacture, cow and sheep rearing, deforestation and other land-use changes.”

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There is now empirical evidence to suggest that climate change is a reality and there are many global examples or trends which all depict a change in climate. Anthropogenic climate change is already occurring and many natural systems are being affected. Recent studies within South Africa which involve climate change modelling and associated projections all show conclusively that the symptoms of climate change in South Africa are likely to include:

 Higher temperatures  Altered rainfall patterns  More frequent or intense extreme weather events including heat-waves, droughts, storms and floods  Rising sea levels

Planning for Climate Change takes on two paradigms – climate change mitigation and climate change adaptation. Climate Change Mitigation involves those activities that assist in reducing the rate of change of the climate. This is a global responsibility and is aimed at limiting the generation of greenhouse gases. Climate Change Adaptation refers to those activities which we undertake in response to a changing climate. Further details on planning guidance to the KSD Municipality in relation to Climate Change Adaptation can be sourced from the KSD and O.R Tambo DM SDF.

Due to current drastic climate changes:

 The region has had to adapt to current new phenomenon like army worms in Agricultural Crop production, floods and droughts. Impacts of these changes include changing of seasons for planting.  Education and awareness campaigns need to be conducted to educate communities on environmental impacts of climatic changes. Environmental assets for KSD are not clearly identified. Research to be done (hole in the wall not declared as heritage site).  An Environmental Response Strategy is needed to be done by Community Services and Rural and Eco- nomic Development directorates to deal protecting natural resources.

LIST OF NATURE SERVICES/ENVIRONMENTALLY SENSITIVE AREAS/PROTECTED AREAS

DISTRICT AREA/MUNICIPAL- LOCATION CHALLENGES COM- ITY MENTS Nduli and Luchaba Nature re- KSD Threatened by surrounding Managed serve community by ECPTA

2.4.20 Waste management

Refuse removal is the function of the KSD LM and part of the waste is collected by private contractors. About 32 000 households have access to refuse collection once per week. Waste is removed from the CBD daily and from commercial businesses as is when is requested. Mthatha West has been recently included for the collection of refuse using communal skips. Waste is removed using the compactor trucks, caged trucks and skip trucks. Two (2) landfill sites exist one in Mthatha and the other in Mqanduli. Mthatha and Mqanduli Landfill sites under rehabilitation. Construction of new Qweqwe landfill site is under way and Environmental Impact Assessment (EIA) exercise was conducted and is complete. Integrated Waste Management Plan as well as the by – laws regulating waste approved by Council in 2017/18; the documents have been submitted to the Department of Economic Development, Environmental Affairs & Tourism and were endorsed by the MEC during 2018/19 financial year. Mr. Maka, who is director responsible for Community Services is currently appointed to act as Waste Management Officer. 2 Waste Transfer Station to be established in ward 9 & ward 24. Challenges

The municipality has identified the employment of Waste Management Officer as key to deal with the following challenges with regards to waste management: -

 Littering is still a challenge although bins are provided all over the town  Poor state of waste management services due to lack of capacity and waste infrastructure  No formal waste provision services for coastal resorts – Coffee – Bay and Hole in the Wall, development of Coffee Bay waste transfer station will ease the situation.  Illegal dumping due to lawlessness  65% of the households have no access to refuse removal by the local municipality while 21% of the households refuse is removed by the local authority or by a private company. 6% of the households use communal refuse dump.  Inadequate, overloaded or defective sewage treatment infrastructure  Lack of adequate storm water management  Inadequate sanitation and leaching of human waste from informal settlements into water.

2.4.21 Waste Management driven Projects

i. Street Cleaning and Greening in Mthatha, Mqanduli & Coffee Bay (wards 1-13, 29 & 24) ii. Development of Buy Back centres in Mthatha East & Mthatha West (wards 12 & 2), Mthatha Buy back centre has received its certificate to operate for waste recovery iii. Development of Two Waste Transfer stations in Coffee Bay and Mthatha iv. Old Disposal site (ward 24 & 4). v. Completion of the development of new landfill site vi. Mthatha River Health vii. Implementation of Integrated Waste Management Plan viii. Land rehabilitation in all wards ix. Mass Youth training and Employment in Waste x. Clearing of illegal dumps xi. Two significant EIA applications are being processed for Wild Coast SEZ 220ha & 430ha

Challenges

The municipality has identified the employment of Waste Management Officer as key to deal with the following challenges with regards to waste management: -

 Waste management due to lack of resources  The projects and programmes uplifted during the development of the Integrated Waste Management plan to ensure effective waste management.  Littering is still a challenge although bins are provided all over the town  Poor state of waste management services due to lack of capacity and waste infrastructure  No formal waste provision services for coastal resorts – Coffee – Bay and Hole in the Wall, development of Coffee Bay waste transfer station will ease the situation.  Illegal dumping due to lawlessness  65% of the households have no access to refuse removal by the local municipality while 21% of the households refuse is removed by the local authority or by a private company. 6% of the households use communal refuse dump.  Inadequate, overloaded or defective sewage treatment infrastructure  Lack of adequate storm water management  Inadequate sanitation and leaching of human waste from informal settlements into water.

2.4.22 Marine & Coastal

The Municipality has developed the Kwatshezi Development plan being driven by KwaTshezi Development Com- mittee in trying to curb the illegal developments along the coast. The plan also assisted in identifying areas where development can take place. DEA has allocated funds in the current cycle for the Working for the Coast for the development of the Coastal Management Plan which will address some of the issues relating to coastal management.

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Threats:  Illegal Coastal Developments  Illegal sand mining  Climate change

2.5 SITUATIONAL ANALYSIS CONCENTRATING ON EACH KEY PERFORMANCE AREAS

King Sabata Dalindyebo Municipality has crafted its situational analysis along the five Key Performance Areas that are in line with Section 26 and 41 of the Municipal Systems Act No. 32 of 2000 which deals with Performance Management System, as follows:

(a) Basic Service Delivery and Infrastructure Development (b) Local Economic Development (c) Municipal Financial Viability and Management (d) Municipal Institutional Development and Transformation (e) Good Governance and Public Participation

2.5.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Roads and Storm Water Management

Construction and maintenance of roads is the mandate of KSD infrastructure department, Department of Roads and Public Works, South African National Roads Agency Limited (SANRAL) and the District municipality. The infrastructure department is divided into two (2) sections, operations and maintenance as well as capital projects section. A Road Maintenance plan inclusive of storm water drainage has been developed but it is not yet adopted by Council. It sets timeframes for which wards will be visited for road maintenance.

Only 2% of the prioritised roads (1km of the total network length) have been visually assessed. The results of the visual assessment have been used on a pro rata basis to quantify the scope of work and provide first order estimates. The road repair, rehabilitation and reconstruction Programme does not include any new roads as would be identified in the Integrated Transport Plan (ITP). As further funds become available, further emergency repair programmes as well as rehabilitation and reconstruction programmes in terms of the findings of the Road Management System, will be implemented.

Municipal Infrastructure Grant (MIG) Funding is accessed through the development of a three (3) year Capital Plan. An operations and maintenance plan has been developed for maintaining all access roads within the KSD. Approximately 80km of roads have been planned for rehabilitation from the MIG funds. The Presidential Inter- vention enabled Partnerships with the following: -

• Independent Electoral commission (LGTA) funds maintenance of access roads to the voting stations. • SANRAL funds the rehabilitation of N2 and the R61 • KSD Municipality is engaged with the Provincial government to ensure development and smooth operations of Taxi Ranks, which includes Circus Triangle taxi rank, Mthatha Plaza taxi rank, Chat- ham taxi rank and Jubilee Square taxi rank.

The rural road network of the municipality is very wide spread and grossly dilapidated. Some gravel roads have been built in order to meet the infrastructure requirements of the rural population and promoting local economic development and social infrastructure. A lot of these roads become severely eroded due to lack of maintenance and minimum design standards. This resulted in increased sediment loads and contributes to the deterioration of water and biological resources. The result is that improvement of infrastructure to meet the needs of the population is contributing to the degradation of the environment. The location and spacing of culverts does not seem to take into consideration the volume of runoff and some of the culverts drain into agricultural land. How- ever, it should be noted that the uncontrolled settlement patterns continue to pose challenges when implementing

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In addition to the poor management of the road network, a further prime cause of road network degradation is the lack of adequate road storm water drainage. Should effort and resources be spent on road repair and upgrade, it is essential to implement concomitant Storm Water Management System.

KSD has commissioned the development of the formal Integrated Storm water Management System or Road Maintenance Plan through the service level agreement formalized with the Municipal Infrastructure Support Agent (MISA). This Maintenance Plan shall be intimately integrated with the Road Management System which is essential for the adequate preservation of the revitalized road network. The existing IITP has not been implemented and, is currently outdated. To accommodate the traffic needs, the IITP must be kept current and, simul- taneously, inform the Road Management System. Currently a Rural Integrated Transport Plan being developed to address the transport and mobility issues in town, through the Presidential Intervention and will be a basis for road upgrade, in this regard the Rural Integrated Transport Plan which covers both urban and rural and is driven by Roads Transport forum for planning, implementation, reporting and monitoring.

A proposal was made but not tested other solutions for the programme that was developed which sets a three (3) year programme of reducing the length of roads which are in and/or very poor condition by 50% whilst addressing all the roads that are in a fair condition to ensure that they are preserved in a reasonable condition. A road repair, rehabilitation and construction programme has been formulated. Since only 0.005 % of the total road network has been visually assessed, the results of this assessment have been determined on a pro-rata basis to provide a first order estimate of the road repair, rehabilitation and reconstruction programme for the next 3 years. It is emphasized that until the updated IITP and the Road and Storm water Management Systems are in place so that the scope of work can be more accurately quantified; only first order estimates can be provided.

According to KSD Presidential Intervention Progress Update, the following form the main problem statements for access road provision:-

 90 % of Mthatha surfaced road has deteriorated beyond pothole repair requirements  Pavement maintenance is very poor in the CBD and constant disturbance and poorly communicated of underground piping repairs by OR Tambo District which are left open and dangerous to communities  Roads do not cater for the large number of pedestrians, especially in the CBD  Heavy congestion in the CBD

A study was done in 2010 to indicate the severity of the conditions of the CBD, suburbs and township roads. Pothole Repair includes repair of significant potholes and badly damaged road sections, resealing (crack sealing) of road surfaces where viable, reinstatement of associated road marking, signage and furniture and the cleaning and repair of associated road drainage where necessary. A proposal was made but not tested with other solutions for the programme that was developed which sets

Challenges regarding infrastructure include: -

 Shortage of funds for capital projects and maintenance of existing infrastructure to decrease the high back log of infrastructure services.  Shortage of Technical staff as a results of vacant positions not being filled and organogram gaps.  Lack of maintenance of roads resulting in pot holes  Lack of proper monitoring of road maintenance projects due to shortage of staff.  Faded road markings, limited road signs and lawlessness towards traffic rules contribute to congestion  Traffic signals (Robots) need to be synchronized to avoid congestion  Trucks passing through the CBD exacerbate traffic congestion especially during peak hours.  Regular theft of steel manhole covers resulting to pedestrian’s exposure to danger.  CCTVs at traffic signals (robot) intersections needs to be revived to catch law breakers  Lack of visibility of traffic officers especially during peak hours  Inadequate storm water pipes, larger pipes are required

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 Impact of poor waste management and storm water systems results in blocked storm water drains and flooded streets  Aged and un-maintained burst pipes and blocked drains sometimes cause street flooding.  Infrastructure at transport interchanges is in poor condition with inadequate maintenance  Encroachment of pavement by both shops and hawkers.  Access to borrow-pits due to community denial and land claims result into delays of projects.

Public Transport a) Buses and taxes

The department of transport is responsible for the coordination of operation of buses and taxis with the KSD LM. The taxis and buses are registered by the department. The vehicles are tested for road worthiness, however, the owners of the vehicles are not cooperating well as a result there are taxis and buses that are not road worthy but are in operation on a daily basis.

Challenges: -

 Taxis and buses that are not road worthy  Bad conditions of roads affect the wear and tear of vehicles  The Taxi Association lacks a management structure due to internal conflicts. b) Scholar Transport

The Department of transport is responsible for monitoring and funding of the scholar transport system. Approx- imately 107 schools in O. R. Tambo are benefiting from this programme. Challenge with this programme is that vehicles tested for roadworthy are not the one used to transport the children, instead unroadworthy vehicles transport the children to school, which is as predominant vice versa. c) Railway

The major infrastructure project in the Municipality is the Kei Rail initiative, aimed at revitalizing the rail line from Mthatha to East London. Substantial investment has been made in re-commissioning this rail line. It is envisaged that this rail line will be the central economic driver underpinning the Kei Development Corridor, i.e. a Develop- mental Zone running through the Region. d) Pedestrian transport and pathways

The Vision of 2030 has a clear plan on the use of motor-cycles and other related mode of transport and this plan is budgeted under the projects for Presidential Intervention. The N2 has already accommodated none motorized through the sidewalks that stretches from Mthatha towards Vidgesville e) Maritime transport

The maritime transport is packaged under Maphuzi harbour development. There are currently adhoc hiking trails taking place around Coffee-Bay towards Mthatha Mouth and Hole-in-the-Wall. Off Road Vehicle Task team – Plan and Process boat launch licenses along the coast and there is a valid launch site at Hole in the Wall.

f) Airports

Mthatha Airport is fully functional and compliant with Civil Aviation Authority (CAA) safety standards. Recently there has been a 23 % increase in its passenger flow. Utilisation of the airport has improved and there is now a proposed regular passenger service between Mthatha and Bisho Airports. Mthatha Airport has three scheduled flights a day between Mthatha and Johannesburg by Air Link. A second airline, known as Interlink, is in the

157 | P a g e process of conducting feasibility studies on the route between Mthatha and Johannesburg. Mthatha airport has been upgraded so that it becomes a more attractive destination for airlines, businessmen and tourists.

3km of 3000 m runway has been constructed to accommodate any large passenger aircraft. In the current upgrading process that includes the constructed of a much bigger fire station that accommodates two big fire engines worth R2.5 million. This will assist in increasing the airport's emergency capacity and improve its grades from four to six. The runway has been extended and upgraded from category 4 to category 7, temporal terminal building is utilized whilst the main terminal building has upgraded to include among others, an extended VIP lounge, and new premises for five car hire companies, curio shops and restaurants. The fact that most passengers travelling to Mthatha are for business purposes means that there is potential opportunity for restaurants and coffee shops at the airport.

SA Express has announced new routes for Mthatha Airport. Additional routes will see the airline also flying to Cape Town and East London, East London to Mthatha and Mthatha to Cape Town. The announcement was made by SA Express Acting CEO Siza Mzimela on Wednesday, 23 October 2019. The new flights start from 15 November 2019.

The following challenges have been identified: -

 Some portions of land adjacent to the airport has been subdivided and sold to individuals. This results from lack of communication between the municipality and traditional leaders. g) Future Airport Usage

Discussions and consultations are taking place to get more airlines for the Johannesburg-Mthatha and Mthatha- Durban and establish new other routes. An important goal is to link Port Elizabeth to Mthatha via Bisho Airport with the service geared for faster movement between the three (3) areas.

Energy and Electricity

Currently the urban area Electricity Master plan is being updated by Taylor and Associates to incorporate the future growth requirements of housing programmes, business development and meeting the needs of government departments. The Municipality is also addressing the electrification backlog by connecting 1082 households in Zimbane and Ilitha Township and the project is nearing completion. An investigation was done on the electrification backlog in the Mthatha West area and the Department of Energy was requested for funding for 2000 units to start after the Thornhill Substation’s first new transformer has been installed, to cope with the additional load.

The Municipality has started with its upgrading of the network with a loan from the Development Bank of Southern Africa and funding from the Department of Energy. The following projects have started:

 Emergency network upgrade Phase 1 – connecting the CBD to the Hillcrest Substation  Network upgrade Phase 2 – installing new mini-substations, cables and kiosks in the CBD so as to comply with the National Electricity Regulator of South Africa’s safety regulations  The preparation of the 20 year Electrical Master Plan.  Sidwadwa Substation – procurement of a new and larger transformer  Thornhill Substation – procurement of a new and larger transformer as well as new switchgear and protection equipment

KSD Municipality is being bound by the NERSA license connecting the urban part of the municipality whilst Eskom is managing the rural electrification and several new substations are in the process of being constructed in rural areas. The Municipality has implemented an Indigent Policy that places a strain on the resources of the institution, both financially and in terms of the capacity to implement the policy. The Municipality has requested funding to the value of R252 million to upgrade the aging and overloaded electricity network.

According to KSD Presidential Intervention progresses well to manage the electricity provision:-

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 Three sub stations have been fixed  High voltage distribution are underway  Regular electrical outages which usually caused frustration with businesses and residents alike are minimised.

The following are some of the challenges regarding electricity supply:-

 Huge electricity infrastructure backlogs  Project Prioritisation Policy is not available  The cables and sub–stations are old and some permanently damaged and require total replacement  Replacement of substation requires huge amounts of budget  The main substation has been upgraded but old cables still cause problems  Shortage of funds and human resource capacity  Provision of electricity in some of the newly built households of ward 31, 19, 28, 18, 9, 32, 5, 6, 10, 11 and 14  The whole of ward 21 has no electricity  The communities have high expectations from Eskom as a result, the release of land for construction of substation have been essential.

Water services and Sources

The operational service to deliver water is the responsibility of ORTDM. The Breaking New Ground (BNG) requirements were forwarded to ORTDM and they initiated the new raw water pipeline and water purification upgrade.

The District Municipality developed the WSDP, which was approved by Council. This provides an overview and an assessment of:-  Existing information on backlogs;  Current levels of service;  Operations and maintenance of infrastructure assets;  Water resource management;  Water balances and losses; and  Issues pertaining to contracting and licensing.

Plans to develop a detailed Water Services Development Plan are currently underway, with a call for proposals having been made. In terms of Water Services Provisioning, the ORTDM is responsible for both Water Services Authority and Water Service Provision which includes:-

 Daily operations of water and wastewater works inclusive of the daily monitoring and management of plant performance and compliance with the required quality and performance management systems;  Maintenance of urban and rural infrastructure;  General management including administration, financial management, monitoring and reporting;  Communication and customer relations;  Operations and maintenance planning;  Ensuring de-sludging of on-site latrines;  Safe treatment and disposal of sewage waste;  On - going and regular testing of water, effluent and sewerage disposal for conditions dangerous to human health and the environment  Health and safety.

Four Regional Schemes were identified by OR Tambo DM, and feasibility studies were undertaken to investigate the reliability of the identified schemes. One of these is the Southern Scheme (King Sabata Dalindyebo, Nyan- deni and parts of Mhlontlo) aimed at optimal utilization of Mthatha Dam for domestic consumption. The study is complete but awaiting abstraction permit from DWA. Further to that, the Coffee-Bay Regional Water Supply under King Sabata Dalindyebo LM, which supplies Coffee-bay and Rural Villages, has been proposed as a Sub- 159 | P a g e

Regional Scheme to be integrated within the Regional Scheme. An amount of approximately R110million has been allocated for the development of the scheme.

Access to water services Stats SA: Census 2016 under demographics shows the percentages of households with access to different sources of water. Approximately 40% of households obtain water from the regional schemes while 31% acquire water from rivers or streams, the remaining 29% of households obtain water from different sources like water tanks, water vendors, springs, boreholes, etc.

According to KSD Presidential Intervention Progress Update, though water service backlogs are minimized, the following form the main problem statements for water provision

Raw Water Pipe Line in Disrepair

 Water wasted due to leaks  No water supply when pipe line is under repairs.  Danger to life should the 600mm line burst

Water Purification Works

 Under capacitated to accept volumes required for any new development. Needs to be upgraded from 60ML to 80ML.

Challenges related to water include the following:-

 Lack of funds for infrastructure investment  Huge backlogs resulting from old infrastructure  Water resource scarcity and reliability  Demand is in excess of available infrastructure due to rapid and unplanned growth - infrastructure is over- strained which result in reduction of its lifespan  Drought as a result of climate change  High level of vandalism and theft  Poor maintenance of existing infrastructure  Shortage of skilled personnel

There are wetlands, streams and rivers in the Municipality that need to be protected so that they sustain both human and animal health. Mthatha River is the largest river servicing the area with small streams joining this river.

Issues:  Contaminated rivers and streams  Potential loss of aquatic biodiversity  Human health and environmental risks associated with poor water quality  Potential loss of recreational use of fresh water resources due to poor water quality  Lack of monitoring programme for, pesticides and other hazardous pathogens content of rivers and streams

Sanitation

Provision of sanitation services is the competency of the O.R Tambo District Municipality. A huge sanitation backlog has been identified. A sanitation strategy has been developed to ensure that the issue of backlogs eradication is dealt with and that an appropriate sanitation model is provided to the communities for both urban and rural areas. The DM is also intending to upgrade all town sewer systems into full waterborne systems.

The wastewater treatment works was designed to accommodate 12Ml/d and the current flows are estimated above 18Ml/d with exclusion of flows that do disappear within the sewer network.

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The DM has undertaken a number of projects regarding the sewerage system:

 All twenty two (22) sewer pump stations are not fully functional as they are constantly under repairs  In partnership with the DWA, the DM has refurbished the wastewater treatment works and is repairing/replacing sewer networks within Mthatha, increasing its capacity and ensuring that it is able to release effluent that meets the regulator’s standards; and  Also in partnership with the DWA, the DM managed to replace steel manhole covers with concrete covers and replace old AC sewer pipes.

The upgrading of sewer system into waterborne sewer in Mqanduli is currently at design stage to cater for Mqan- duli urban area. Approximately 25% of households access sanitation services below RDP standards (no Venti- lation Improved Pit Latrine). O.R Tambo DM has managed to deliver ventilated improved pit toilets to approximately 23% of households, while 39% of households have access to flush toilets earth connected to the sewerage system or with septic tanks. Statistics SA (2011) also reflects approximately 488 households still using bucket system. However, the municipality indicated that the bucket system was completely eradicated and so no households are currently on bucket system.

The table below reflects the wards and villages where communities are still relying on the self-made toilets (No VIP system (Source: KSD ward profiling 2012) : -

The table below demonstrates wards with no VIP WARD AREA SANITATION (VIP, WATERBORNE OR SEPTIC TANK) 2 All villages Waterborne system available but require major refurbishment as there are pipe leaks affecting houses 4 Bhongweni Phase 2,3,4 VIP Sanitation available ( not covering the whole village) 6 Mpuku No permanent sanitation system, houses are connected temporary to residential toilets. 9 Double Falls, Squatter Camp, Tambula None Squatter Camp, Sgebenga, Squatter Camp, Sharply Park Squatter Camp, Madala Squatter Camp

Free Basic Services (Census 2016-IDP Indicator Dbase)

Free Basic Services 2014 2015 Number Percent Number Percent Indigent Households 10 128 18 632 Water 0 0 Electricity 10 128 9 040 Sewerage & Sanitation 0 0 Solid Waste Management 520 954

Some of the sanitation challenges include the following:-

 Huge back log  Waterborne sewer system for Mthatha is not fully functional – Pump station requires constant repairs  Mqanduli does not have a water borne sewer system – under construction  Shortage of Honey Sucker Trucks  Sewer effluent discharged is not of acceptable standard due to lack of resources to upgrade of infrastructure  Slow progress on sanitation projects  Limited public toilets in the towns

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According to KSD Presidential Intervention Progress set to address, the following which form the main problem statements for sanitation provision:-

Development of Trade Effluent Policy to deal with-

 Untreated sewer effluent which drains into the river and in some cases connected to the storm water drainage system  Old sewer infrastructure  Non-functional pump stations  Sewer spillages  High demand vs plant capacity  Unsettled land claims results in further delays.

Health Services/Facilities

Overview and Impact of Covid 19

King Sabata Dalindyebo Municipality has been subjected to unprecedented challenges caused by the COVID- 19 pandemic that has engulfed the World. The municipality through the directive of the presidency had to close down to allow for the lockdown to be effected. The municipality could not adopt the Integrated Devel- opment Plan and the budget within the specified timeframe according to the Municipal Systems Act, Act 32 of 2000. The municipality like many other municipalities that had not adopted their IDP’s and Budgets were given a leeway to consider these strategic documents beyond their legislative timeframes. The municipality had development a COVID0-19 Joint Operating Committee to look into specific local issues that are affecting our communities.

According to Sekyere et al (2020: online), the world is currently struggling to control a global public health pandemic—COVID-19—that is spreading very fast with diverse levels of fatalities in different regions and countries. Starting in Wuhan, China in late 2019, COVID-19 has become a global epidemic within a very short time. At the moment, Europe— especially Italy, Spain, the UK, and France—and the U.S. have been hardest hit in terms of infections and fatalities despite their more sophisticated health service delivery systems. This has raised great concern for the African continent due to the continent’s relatively weak health systems compared to Europe and the Global North, and the wide expanse of areas on the continent with no health services or systems in place.

As a result of the above, South Africa government has done various initiatives and measures to control the pandemic. The measures have also been adhered to by the municipality:

 Stay at home as from midnight on the 26th of March 2020 until midnight on the 16th of April 2020 excluding essential services but was further extended.

 No gathering is allowed.

 All mass celebrations during public holidays cancelled.

Schools  Schools closed from Wednesday, 18 March 2020,

 Schools will remain closed till after Easter.

Business  Mining, retail banking & farming to introduce measures for hygiene control,

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 Shopping Malls and Entertainment centres to bolster hygiene control.

Citizens to Change behaviour

 Wash hands frequently with soap and water or hand sanitisers for a minimum of 20 seconds,

 Cover nose and mouth when you cough or sneeze, cover with a tissue or flexed elbow,

 Avoid anyone with flu-like symptoms,

 Minimise physical contact,

 Use the elbow greeting, no shaking hands.

The presidency has indicated that local hospitals regional will be given capacity support and will have quarantine site. There are screening surveillance centres located on the national and international airports (Johannesburg, Cape Town and Durban). The presidency has indicated that there must be a cancellation of the national and international trips/events.

Breakdown of external activities

 Monday- Loud-hailing within urban areas of Mthatha,  Tuesday- Loud-hailing within urban areas of Mthatha  Wednesday- Loud hailing within urban areas of Mqanduli,  Thursday- Loud hailing along the coastal area- Coffee Bay/Hole in the Wall.

Municipal (Internal) Response Plan

 Public Safety working jointly with the SAPS and SANDF should have a Joint Operating Centre (JOC) where they will be discussing how they will monitor the lockdown. This JOC should observe public general behaviour and compliance during the lockdown and report to the Executive Mayor and the MMCs for them to give a feedback to the community. ( JOC centre will be located at Fire: 047 532 4444/084 225 1970).  All staff EXCEPT essential services will not be at work during the lockdown. Essential services: electricity section, fire department, cleansing section and law enforcement.  Divisions that will remain at work should be provided with sanitizers, masks and gloves, and there should be champions in each division responsible for the distribution and the usage of these items and also ensure that the stock is available.  Internal circular should be issued to all staff informing them about the lockdown period.  Activities: full activities with electricity and the refuse team.  Communication with stakeholders and radio slots: on a weekly basis Executive Mayor and MMCs should continue communicating with the public (traditional leaders, businesses and the community at large), through UCR radio and Umhlobo Wenene FM, the Acting King should also be arranged to mobilize the rural community to adhere to the regulations issued by the President on the lockdown to ensure compliance in the rural areas.  Circular to the Ward Councillors and Traditional Leaders should be drafted for public adherence to the lockdown regulations, this circular should be signed by the Speaker.  Improve communication with the Joint Operating Centre, the Executive Mayor and the MMCs on the public adherence and any other developments pertaining to the lockdown.  SAPS and SANDF should be requested to provide vehicles to patrol the communities including rural areas.

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 Public should be informed about the municipal app that is used to buy electricity online and be given step by step guidelines on how to use the app.  Fire Emergency number will be used in case of emergency on the staff that will be on duty, the number is 047 532 4444 and also call centre must remain open.  Small amounts that are up to R30 000 due to service providers should be paid by Budget and Treasury.  Public should be notified that tenders that were advertised for the lockdown period are postponed until the end of the lockdown.  Ratepayers should be encouraged to pay rates at their respective banks and the CFO should issue the municipal account details.  Mr Nodo and Mr Jiholo must identify staff in their departments to be allowed to be part of the essential services to work during the lockdown for third party payments and preparation of salaries for the next month.  Identification permit should be issued for director Public Safety, Director Community Services and Director RED to alternate in attending urgent matters during the lockdown.  All departments should look at the institutional calendar and reschedule meeting that were scheduled for the lockdown period.  RED should provide updated database for all SMMEs that will be affected by the lockdown.  Director Human Settlements should arrange temporal structures with the provincial department of Human Settlements for the homeless.

SASSA : Social safety net remains in place.

 All grants will continue to be paid.  To alleviate congestion at payment points, old age pensions and disability grants will be prioritised for collection from 30 and 31 March 2020, while other categories of grants will be available for collection from 01 April 2020.  All channels for access will remain open, including ATMs, retail point of sale devices, Post Offices and cash pay points.  Since Local Offices will be closed, for any disaster related incidents and enquiries, the following number can be contacted: 0800 60 10 11.

 No new Applications will be taken during the 21 Day Lockdown period. Furthermore, there has been efforts by South African government’s response to COVID-19 and the impact of the disease on South African society. The country announced its first case of COVID-19 on March 5, 2020. By March 15, 2020, the number of cases had risen to 61 before the lockdown. President Cyril Ramaphosa then declared a national state of disaster and announced a number of measures to be undertaken to con- tain the spread of the virus. These measures, detailed in figure 1 below, are continuously being reviewed by the government with the aim of responding as effectively as possible to the fast-evolving pandemic. For example, since the measures were first announced, the number of people allowed to gather in one location has been reduced from 100 to 50.

Several governance structures were quickly put in place to manage the spread of this disease, including an Inter-ministerial committee on COVID-19, an Emergency Operations Centre, and a National Command Coun- cil chaired by the president. Still, by March 23, 2020, the number of infections had increased from 274 to 402. The COVID-19 epidemic has several diverse implications and impacts on South African society including in the social, economic, health, environmental, and technological realms.

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Six (6) major hospitals are available in Mthatha namely, Nelson Mandela Academic Hospital linked to WSU hospital academic institution (former UNITRA), Mthatha General Hospital, Bedford Hospital, Sir Hendry Hospital, St. Mary’s private hospital and the Mthatha private hospital. Other public hospitals are available in Mqanduli, Zithulele Hospital. The Department of Health has refurbished Mthatha General Hospital to encompass a teach- ing training hospital centre and the Bedford Orthopaedic Hospital has been upgraded.

Forty seven (44) rural clinics and 5 community health care centres are available in the rural wards of KSD. In addition, two (2) clinics, namely Norwood Civic Centre and Stanford Terrace as well as one health Centre, Ngangelizwe Community Health Centre, are available to service the Mthatha urban area.

Currently four (4) clinics have been prioritised for implementation of National Health Insurance (NHI): -

 Qunu  Ntshabeni  Qokolweni  Lutubeni  Stanford Terrace

 Nineteen (19) clinics are currently being maintained  Ten (10) clinics are planned for maintenance  Currently forty (40) mobile clinic points exist.

Community health workers have been deployed in the wards, to provide the following services: -

 Carry out household assessments, identifying health problems and making appropriate referrals  Providing information and education to families  Providing psychosocial support  Participating in community campaigns and screening programs in the community  Over the past two years only one hundred and eight (108) community health workers have been trained from different communities for provision of the above services. This number is considered limited because of the great need that has been identified. Shortage of funds to deploy more community health care workers is a challenge.

Accessibility to health facilities is a challenge as a result of lack of maintenance of access roads, making it difficult to render vital services to the communities in some clinics. The access road to Bedford Hospital is being resur- faced and other rural roads are under rehabilitation but the following still require serious maintenance: -

 Jalamba, Zidindi, tshezi, Ndzulwini, Tyelembana, Mpheko, Xhwili, Maxhwele, Hlabatshane, lutubeni and Mpunzana.  Access road to Sitebe clinic requires bridge.

The following additional challenges have been identified:-

 Water - The majority of rural clinics has no access to water, and have been provided with tanks. This creates challenges during drought seasons as tanks run out of water, bore holes are required. Water pipes in Sangoni clinic are leaking, maintenance of both the pipes and the building is required.  Electricity - upgrade for Ndibela clinic and Maxhwele clinics  Buildings –

o The Civic centre clinic is too small as it was not originally built for health purposes.

o Renovations in Nzulwini, Tshezi and Zithebele clinics is required

o In Xhwili clinic a park home is required for additional consultation room.

 In all rural clinics, there are no telephones, shortage of staff and delay in delivery of medication.  Signboards, notice board and service board plan are required in all the rural clinics.

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 Medical waste in health facilities is collected by a private company contracted by the Department of Health on a one year contract. The waste is dispatched to KZN due to the lack of medical waste disposal site in Eastern Cape  No collection of general waste in rural clinics done by the municipality  No. Depart- Activity Costs ment Infrastructure 1. - Ensure that all new sites comply fully with COVID-19 All costs will be fac- regulations, tored in the project - All terms of reference will make provision for COVID-19 response, - Site meetings will be held mainly on virtual meetings, - Leakages in different parts of the urban area will be reported to ORTDM,

HumanSettlements 2. - All new building plans must make provision for sanitary All costs will be requirements for COVID-19, borne by private - Isolation rooms must be provided or areas for isolation, developers - New settlement plans should allocate new space for medical centre/surgery, Proposals be pre- - The urban fragmentation can achieved through pared and submit- decentralisation of services: development of nodal centre: ted for support to

basic amenities, different - Classification of the land register for investment properties, (GRAP 17 Compliance) - Re-allocation of urban spaces for informal trading

Services Community 3. - Work closely with local waste cooperatives for cleanliness, Use municipal equi- - Finalise the buy-back site to improve cleanliness, table share - Periodic testing of the community services workers, - Explore an opportunity of using technology for monitoring of waste sites

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No. Depart- Activity Costs ment 4. LocalEconomic Development Capacity Building will cut across all LED activities Support from equi- - SMME Support: table, private sector and government 1) Support local SMME through funding relief, departments 2) Resource mobilisation, 3) Create local markets for business, 4) Investment attraction and retention measures, 5) Establish Economic Help Desk for COVID-19 programs, 6) Complete StreetLab MOU and recruit facilitators, 7) DSI- WSU program- support innovation

- Food security:

1) Cooperative Development 2) Agricultural Infrastructure development, 3) Provision of production inputs - Investment Attraction

1) Facilitate support on existing private sector initiatives ie Property Dev: Airport Property Development/ Silverton Property, 2) Formation of Public Private Partnership, 3) Development of investment attraction strategy, 4) Small business development- local empowerment

ugt and Treasury Budget

5. - Procurement of masks from local businesses and Equitable share cooperatives, - Commit funding for COVID-19 response plan with the support from internal departments, - Submit applications for funding support through Treasury

vices Ser- Corporate

6. - Training of personnel on COVID-19 Response plan, Equitable share

- Capacitate Employee Assistant Program: funding and and support from personnel, KSD Partners - Provision of all the labour required materials, - Adjust municipal policies to talk to COVID-19 objectives, - Provide

7. Safety Public - Monitoring all business operations, - Issue fines on non-compliances with regulations, Equitable share - Coordinate awareness programs with the support from LED, Planning and Community Services

8. ance Govern- - Awareness programs by the municipal leadership, - Education and training, Equitable share

- Media Engagement: electronical, social media and print media - Social movement/solidarity: group of youth members- tune

Environmental (Municipal) Health Services 167 | P a g e

This function has been devolved to under the umbrella of OR Tambo District Municipality, however, the necessary support is provided by KSD.

Educational facilities

According to the Education Management Information System (EMIS), a number of primary and secondary institutions exist in the municipality. One University, Walter Sisulu University in Mthatha is available and one FET college. Currently there are 369 schools in KSD of which 25 are independent (private) schools, including primary, secondary and senior high schools. Three Special schools exists namely Efata Special Schools, Ikhwezi Lokusa Special School and Thembisa special School. Eight (8) ABET schools are registered with the Department of education including the Kambi Adult Centre, Mgobozi Adult Centre, Mgobozi Commercial Adult Centre, Mpeko Adult Centre, Mqanduli Adult Centre, Qunu Adult Centre, Seaview Adult Centre and Umtata Prison Adult Centre. Sixteen (16) schools are currently under construction including three (3) hostels in Dalindyebo SSS, Ngangelizwe HS and Mthatha Tech HS.

Identified challenges:-

 Out of the total of 369 schools, about 26 schools lack water and sanitation as well as fencing around the schools.  Over- crowding is schools and shortage of classrooms and school furniture  Currently, seventeen (17) mud schools still exists namely Ndlunkulu JSS, Mbashe Primary, Thembelani Primary, Velalanga Primary, Viedgesville Primary, Sinolwazi SSS, Jongibandla JSS, Caba JSS, Luzini JSS, Thembelihle Primary, Nobuhle Primary, Ngonyama Primary, Ngoswana JSS, Nkwenkwezi Primary, Laphumikwezi Primary, Mandleni JSS and Nzwakazi JSS.  Access roads to schools require maintenance.

Social Amenities

Public and Community Facilities

Open Spaces and Public Parks: -

4 municipal parks exist namely: -

 Queens Park also known as Savoy park  Waterfall park  Mqanduli park

Maintenance of these parks is done regularly by employees employed under the EPWP programme. For maintenance of these parks, 2 tractors with grass cutters are utilised, one tractor is used in Mqanduli while the other is used in Mthatha. Vandalism of Waterfall Park is evident.

EPWP programme

Approximately 200 people are benefiting from the EPWP programme of which 25 are working in public parks and 175 work in cleaning of the towns (Mthatha and Mqanduli) Challenges with regards to the EPWP programme: -

 The project is not sustainable due to financial constraints as a result some workers are paid by the municipality.

Community Libraries

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Department of Sport, Recreation, Arts and Culture (DSRAC) is responsible for the provision of Library and Information Services and performs the following:

 Construction and provision of modular libraries.  Provision of library materials.  Provision of additional funds in the form of grants.

Currently there are nine (9) community libraries located in ward 2, 3, 7 (two libraries), 8, 18, 19, 24, and ward 29. Ward 4, 6, 8, 11 and 30 utilize the city library in ward 7. Currently ward 7 library (City library) is under renovations. The library in Qunu Village, ward 19 is within the multipurpose centre and is also utilized as an information centre. To increase access to library services a Mobile Library has been purchased and delivered.

Identified Challenges: -

 The library in ward 29 (Mqanduli town library) was opened in 2011, however, very few people are visiting it because it is not centrally located, and so difficult to access. Relocation of the library is therefore necessary.  Ngangelizwe library in ward 2 requires renovations to create more space inside.  The Civic Centre library in ward 8 is too small.  Shortage of staff  Only nine (9) community libraries exist located in ward 2, 3, two libraries in ward 7, 8, 18, 19, 24, and ward 29. (Extension of services to all 35 wards is required)

Sports facilities

Construction of sports facilities is the mandate of the Department of Sports, Recreation, Arts and Culture. Once they are finished, they are handed over to the municipality for maintenance and facilitation of their operations. Currently there are 2 stadiums in Mthatha, Rotary stadium and Mthatha Stadium. Other sport facilities that are utilized by the communities are the Richardson Park belongs to the municipality, Efata Sport fields, Sir Bluto sports field, Mthatha High School sport field and a gymnasium which are privately owned. In rural areas, open areas are utilized as sports grounds for sports activities such as soccer and netball. There is a plan to level and fence of rural sports field.

Swimming facilities

Two swimming pools exist which are under the control of the municipality, one in Mthatha CBD and another in Ngangelizwe though it is poorly maintained and vandalized. Four Art Centres currently exist namely: -

 Mthatha Community Art Centre  Bumbane Art centre (Not yet functional)  Coffee Bay Art Centre  Eastern Cape Art and Craft Hub

All these art centres are working as production and marketing centres. The municipality assists DSRAC in terms of maintaining the buildings

Challenges: -

 Lack of funds for provision of sports facilities in rural areas.  Rural villages are not exposed to different types of sport codes  Mthatha Stadium was not finished due to lack of funds.

Community Halls

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Existing community halls were constructed by O.R Tambo DM and were then handed over to the local municipality. The municipality is responsible for maintenance of the community halls; however maintenance is a challenge as a result of shortage of funds. O. R Tambo DM is responsible for compensation of personnel in the Thusong Centres.

 The community halls are not listed under municipal assets as they are currently not improved to the standards of being insured, as a result there are no records of community halls in the municipality.  Community halls are not maintained due to shortage of funds  Personnel for cleaning community halls in rural areas are not paid due to shortage of funds.  The Thusong Centre in Viedgesville (Ward 32) was handed over to the municipality but operation and hiring of the centre is still a challenge.  Mqanduli, Ngangelizwe, Viedgesville and Qunu Thusong Centres are not effectively utilized  Vandalism of Ngangelizwe Multi-Purpose Centre

Cemeteries

Currently four (4) cemetery sites exist within the urban area, located at Ncambedlana, main cemetery in Mbuqe, Khwezi and Mqanduli. The municipality is responsible for maintenance of the cemeteries. The challenge is that almost all four cemeteries are full, therefore land has to be identified for a new cemetery sites. Availability of land for cemetery is hindered by the high demand of land for housing and the issue of unresolved land claims. Mthatha Main Cemetery is well fence with steel palaside and tender for fencing of Ncambedlana Cemetery is underway.

Safe and Secured Environment

Currently there are 7 Police stations under KSD LM, namely Mthatha Central, Ngangelizwe, Bityi, Kwaaimani, Mqanduli, Madeira and Coffee – Bay Police stations. Table below reflects the types of crime that are reported in each of the police stations under KSD LM. Mthatha includes the Central and the Madeira Police Stations. The highest criminal activities reported in Bityi Police station is stock theft while in Coffee Bay, Mqanduli and Kwaaiman are the assaults with the intent to inflict grievous bodily harm. Highest crime reported in Ngangelizwe is the burglary at residential premises. Theft of motor vehicle, motorcycle and commercial crime are more common types of crimes reported in Mthatha. Stray animals in town need to be controlled. There is a community safety forum which has been established with the assistance of Department of Safety and Liaison.

The stakeholders form part of traditional representation, government departments & entities, community police forums delegation, local and district municipality. The forum has facilitated development of Integrated Community Safety Plan with the assistance of Safety and Liaison. An integrated Community Safety Plan is now in place and has been adopted by the Council. With the assistance of O.R. Tambo and Department of Safety and Liaison there are plans to develop a Community Safety Strategy (CSS) for KSD Municipality.

Crime Prevention

 Responds to reported and unreported crimes i.e. violent crimes, armed robberies, vehicle theft, etc.  Conduct joint operations on crime prevention with SAPS  Conducts highway patrols and effective response to hijackings crimes and road accidents  Contribute to improved community safety and security

There is however still, a critical demand to develop a crime prevention strategy to respond to all criminal activities and ensure establishment of structured crime prevention community structures. Coordination of community safety must be prioritized guided by the developed Community Safety Plan (CSP). The function of Community Safety must be integrated into the IDP and be resourced fully with a dedicated personnel to drive it.

The following table represents the extent of crimes reported in each of the police station within the KSD jurisdiction:-

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Crime Category Bityi Coffee Kwaai- Ngange- Mqan- Mthatha Mtha- Total Bay mani lizwe duli Central tha Ma- num- deira ber of cases Assault with the intent 129 48 54 122 157 449 183 1142 to inflict grievous bodily harm Attempted murder 29 1 4 16 19 78 21 168 Burglary at non-resi- 57 8 15 22 57 144 165 468 dential premises Burglary at residential 43 31 6 223 88 629 145 1165 premises Common assault 18 5 7 109 52 262 152 605 Common robbery 6 1 3 4 17 37 66 143 Driving under the influ- 2 1 0 2 1 7 25 38 ence of alcohol or drugs Drug-related crime 106 33 10 118 26 245 337 875 Murder 48 6 16 36 40 160 55 361 Robbery at non-resi- 16 1 3 18 26 80 76 220 dential premises Robbery at residential 13 2 2 14 12 83 14 140 premises Robbery with aggra- 57 10 13 82 71 393 343 969 vating circumstances Sexual Crimes 77 17 21 53 88 236 37 529 Stock-theft 179 0 5 1 67 274 2 528 Theft out of or from 5 10 3 86 16 341 505 966 motor vehicle and motorcycle Commercial crime 6 1 1 5 21 85 454 573 Source: SAPS Crime Statistics 2018/19

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Crime Statistics - SAPS Stats 2018/19 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

SAPS Stats 2018/19

Bityi Coffee Bay Kwaaimani Ngangelizwe Mqanduli Mthatha Central Mthatha Madeira

Crimes identified as highest concern in each ward Wards Common types of criminal activities 02 Rape, Theft, Assault 9 Rape, Theft, Drugs 10 Theft, Burglary, Rape 12 House burglary, Rape, Stock theft 14 Theft, Assault, Rape 18 Rape, Stock Theft 28 Rape, Theft, Abuse, Burglary 30 Theft, House breaking, Robbery 31 Robbery, Burglary, Theft, Armed robbery, Rape 32 Robbery, Rape, Theft Crimes identified as highest concern in each ward (Source: KSD Safety Audit: Transact Walks 2018)

Protection services

The Section dealing with Community safety in KSD LM is divided into two sections, namely Protection services and Emergency services.

Protection services embrace the following aspects: -  Law enforcement  By- laws  Crime prevention  Road Safety  Driving License Testing Centres (DLTC)  Motor vehicle registration and licensing

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Protection services unit is one of the units within the municipality that generates a lot of revenue. However, it is not clearly reflected in the financial reports as it appears under support services. This has an impact on the performance report as it appears like the department is under performing.

Challenges: -

 Lack of funds to hire more fire fighters  Shortage of uniform for law enforcement officers  Shortage of fire equipment

By-law Enforcement

 Deals with illegal trading and dumping  Noise/air pollution  Illegal display of goods in shops (on verandas, windows, and pavement)  Impoundment of stray animals to Mthatha SPCA and Mqanduli Pound Yard  Joint operations on by-law enforcement with stakeholders e.g. KSD Municipality Environmental Health, KSDM Building Inspectors, Electricity, Local Economic Development, SAPS and Home Affairs

Community Safety Establishment

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Director: Comm. - Filled Manager 1 Safety 2. P.A. Vacant - 1 3. Chief Protection Ser- Filled - 1 vices 4. Secretary Vacant - 1 5. Chief Traffic Officer: - Filled - 1 Mthatha 6. Chief Law Enforce- Filled - 1 ment Officer 7. Receptionist Vacant - 1 8. Ass. Chief Traffic Vacant - 1 OPS 9. Ass Chief Licensing Vacant - 1 Officer 10. Ass Chief Auxiliary Vacant - 1 11. Chief Law Enforce- Vacant - 1 ment Officer

Fire and Emergency services

The KSD Municipality is carrying out a full fire service. Currently the municipality is falling short of fire engine trucks; it is however, arranged other engines and being assisted by O.R Tambo fire engine to serve areas belonging to other nearby municipalities under O.R Tambo. This creates challenges because some areas are far from the main fire stations and it takes longer for the fire engine to reach an area of disaster. According to the fire management standards, fire engines should reach the disaster areas within 5 minutes. Thirteen (13) fire fighters are employed by the municipality but due to lack of resources, they could not fully perform their duties. Fire bylaws have been developed but are not yet adopted by the council. Fire services tariffs are developed, adopted, implemented and periodically reviewed. The scope of work includes approval of fire plans, Fire inspections, issuing of fire compliance certificate and conveyancing certificates. The National Veld and Forest Fire Act serves as a guiding document or legislation in as far as the curbing of veld and forest fires. Municipal

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Compliance to this act is non-negotiable. The following wards have been identified as wards which are prone to forest and veld fires, ward 5, 30, 31, 7 and 32. House fires in ward 2, 9 and 15 are more common and usually.

The following wards 5, 30, 31, 7 and 32 have been identified as wards which are prone to forest and veld fire, .house fires in ward 2, 9 and 15 are more common and usually caused by paraffin stoves and abuse of alcohol.

Disaster Management Plan

A Disaster Management Unit is in place in Mthatha, however, plans to establish a satellite in Mqanduli is underway. However, Machinery is required to be beefed up for provision of full services for disaster and emergencies covering Urban, Rural and Coastal areas. The municipality is in the process of acquiring assistance for the development of a Risk Assessment Study. A Disaster Management Plan has been developed but not yet approved by the council. (Awaiting prio approval of O R Tambo district municipality Disaster Management plan)

The following areas have been identified as prone to disasters: -

 Floods in the streets around the CBD area and in ward 2, 4, 9, 12, 5 and 32 caused by the lack of proper drainage system  Floods in the villages of ward 8, 2, 9, 31, 12, 19, 18, 11, 10 and 28 caused by heavy rains and the houses that are built in flood prone areas.  Wards where river and stream flooding were identified as a major concern - 03, 10, 15, 32  Wards where street, road and house flooding were identified as a major concern - 03, 10, 15, 32  Drought in wards 4, 2, 31, 9, 30,14, 10, 32, 28, 18, 12 and 15 caused by climate change issues

Apart from the above, there are also other policies that have an influence on Disaster Management. One of these is the development of Local Agenda 21 as a more articulated framework over the past 10 years. As a municipality, KSD Municipality is expected to provide the same, stand-alone level of service required of any other local municipality.

Part 1: Municipal Disaster Management Framework Part 2: Municipal Disaster Management Centres Part 3: Powers and duties of Municipalities and Municipal entities.

The hub of Disaster Management is the Disaster Management Centre, and the capacity of the centre will determine the potential to manage disaster. There is no disaster management centre in the municipality. The current staffs for KSD Municipality are a Disaster Management Officer, and an Assistant Disaster Management Officer and a Typist Clerk. A minimum of eight staff is required to provide an acceptable level of service.

KSD Municipality is susceptible to, and has previously experienced, the following:

Wind Gales force winds Tornados Floods Entire KSD Municipality Drought Entire KSD Municipality Epidemics Various areas Fires Veld fires – whole area Informal sector Industrial and commercial area Institutional – schools and hospitals Major Road Accidents Whole area Hazardous materials Whole area Disaster Management has been the subject of a Whole area completed Green and White Paper Strikes Unrest Whole area Service failure Whole area Electricity Whole area

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Social development

The Department of Social Development intends to contribute to the improvement of quality of life of the poor, the vulnerable, the needy and the excluded citizens of KSD through a comprehensive, integrated and developmental social service system. This is done through programs run by the department like poverty eradication programs, social grants, funding of community projects, crime prevention programs, awareness campaigns on subsistence abuse, victim empowerment programs, orphans and child headed household assistance and Social relief programs. Two (2) service offices exist for the Department of Social Development under KSD municipality, one office is located in Mthatha and the other is located at Mqanduli.

The following institutions are available: -

 Four children’s homes: - o Khanyisa Children’s Home o S.O.S. Children’s Village o Bethani Children’s Home o Thembelihle Children’s Home  Sinosizo Home for the Elders  Thembelitsha Rehabilitation centre

Substance abuse has been one of the main challenges that the communities in both rural and urban areas have been facing. In order to address this challenge, awareness campaigns were conducted in Coffee Bay as it was identified as a hot spot for drug and alcohol abuse. The campaign involved all community members including school children, youth as well as old age people. Another intervention called Teenage against Drug Abuse (TADA) organizations have been established in schools and in communities. Six (6) volunteers, three (3) in Mthatha and three (3) in Mqanduli have been identified to be drivers of the TADA. Community projects have benefited through the funding of the projects by the Department of Social Development. The types of projects funded include cooperatives and Non Profit Organizations (NPOs). The Crop projects are also assisted by the Department of Agriculture by providing seedlings, fences, as well as training the members of the projects.

HIV/Aids impacts heavily on the ability of the economically active population to effectively play their respective roles in the economy. An analysis of available antenatal statistics reflects that over the past decade, HIV related deaths have been on the rise. The 2011 statistic revealed that 11.5% of the population in KSD is infected by HIV/AIDS. The Department of Social development together with the Department of Health are working hand in hand to assist the affected communities. Home Based Care Givers (HBCG) throughout the communities are established to conduct door to door visits for the affected families.

Four(4) Non-Profit Organizations (N.P.O) are available to assist the communities with care giving and counselling. These organizations include Vukuzenzele Cooperative, Zama HIV/AIDS Centre, Community reach Home Based Organisation and Great Commission Organisation. The municipality developed a Strategic Plan, aimed to guide the municipality’s response towards the epidemic, looking at strategic areas for intervention. According to the HIV/AIDS Strategic Plan (2009-2013), HIV/AID is one of the biggest challenges in the country, badly affecting individuals, families and communities. Bread winners are lost and orphaned children are deprived not only of parental care but also of financial support. Many of them leave school without hope of getting a decent education or job. The majority of affected people are aged between 20-45 years and this has serious implications for the economy and development of the country.

The KSD HIV/AIDS Strategic Plan (2009-2013) has identified the following priorities: -

Priority Area 1 - Involves Education, Prevention and Awareness, focusing on raising awareness regarding VCT as well as improvement of the quality of service provided. Distribution of condoms will also have to be improved enormously, in order to ensure easy access so that communities are encouraged to make use of them. Priority Area2 -Provision of treatment, care and support for people living with HI-Virus. The Municipality is experiencing an increase in the number of people who are infected and affected by HIV and AIDS, with high levels

175 | P a g e of Discrimination and stigmatisation. A number of infected people are defaulting on treatment and support groups as a result of poor community support

The following are some of the issues and intervention programs identified by the Department of Social development: -

 Increase in numbers of orphans and vulnerable children (OVC)  Physical Abuse (women, children and elderly) resulting in emotional abuse  Substance Abuse affecting all ages – resulting in crime, road accidents, school dropouts and dismissal from  work  Poverty and substance abuse are one of the causes of physical abuse  Shortage of funds to continuously fund community projects  Lack of sustainability of funded projects  Foster care issues  Foster care grant is not utilized to address the children's’ needs.  Conflict between family members due to grant provided to foster parents.  Young girls under foster care are victims of arranged marriages  Increase in number of orphans  Poverty - Lack of nutritious food result in infected people to get sick more regularly  Shortage of funds to employ as a result some of the Home Based Care Givers are volunteer

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2.5.2 LOCAL ECONOMIC DEVELOPMENT

2.5.2.1 Industrial Development Implementation Strategy

To ensure the effectiveness of the strategy,It is important to understand the development context within which the municipality’s economy operates.This includes:

 Legislative and policy frame work  The National Development Plan  National Spatial Development Perspective (NSDP)  The New Economic Growth Path  The Industrial Policy Action Plan2 and 3(IPAP 2 and 3)  The Provincial Development Plan  The OR Tambo IDP and DDM  The KSD vision 2030  The KSD IDP

2.5.2.2 Existing and Potential Sectors and Spin-Offs

KSD remains and can grow as a regional hub for trade and servic; Mthatha CBD in particular form the centre of a large and growing trading area of over 2.2 million people. There is opportunity to develiop retail and wholesaling trading base, drawing entertainment and other services.

The following economic clusters drive the local economy: -

Summary of Existing KSD Regional Drivers Focus Area Key Characteristics Economic Spin-offs Regional Market  250km trade area  Market for agricultural products Base  400km distribution area leverages demand for processing  Destination consumer market of throughput and agricultural production 2.3 million  Demand for wholesale, transportation,  Retail trade area potential of and logistics services to serve the large R11.7+ Billion by 2017 regional market base  Sales for agricultural product,  Employment in retail trade as well as leveraging demand for up-stream and downstream industries processing throughput and production Higher Education  WSU employs nearly 2,000  Market base for retail goods, supplies, & Research people in Mthatha, some with transport and services higher degrees, skills  Driver for innovation and  Operates Nelson Mandela entrepreneurship Academic Hospital  R&D can leverage commercialisation  Faculty of Health Sciences and product development (such as conducts clinical and basic plant-based products) for downstream research that leverages broad- production of pharmaceuticals based funding  Unique programmes can attract  Potential Faculty of Agriculture specialty skills not found in other with 1st Veterinary Sciences regions degree in nation  Signed Memorandum of Understanding (MOU) between KSD LM and KSD TVET colllege will assist in providing much needed skills within ORT DM Heritage &  Nelson Mandela’s home, and  International tourism, which has higher Resource various sites linked to the nation’s economic multipliers because of higher Tourism Base political history 177 Focus Area Key Characteristics Economic Spin-offs  Xhosa culture, language and incomes and intensive overnight heritage spending patterns  Wild Coast environmental assets  Development spin-offs in terms of tourism services, retail, SMME development, lodging, and craft merchandise  Conservation increases value of developable land Hospitals &  3,000 -4,000 jobs in major  Broad supply chain including catering Medical Services hospital complex and food services, medical instruments  Mthatha General Hospital and equipment, plastics and packaging, upgraded to a Central medical transport, maintenance services, etc. facility to offer specialised  Research capacity to support services drawing from a broad development and testing of catchment area pharmaceuticals  Nelson Mandela Academic  High-skilled and high-income Hospital, conducting clinical professional staff that enhance research and leveraging broad consumer spending power, innovation funding and leadership  Military, private and public  Helps consolidate KSD role as centre hospitals and clinics for trade and services Government  Large and stable employment  Income impact on trade and services base in all tiers  Access to Government services  Centre for District Government

Existing and potential industry linkages, nodes and corrections are listed below:

N2 Urban Corridor and R61 is the municipality transportation spine and “lifeblood” connecting Mthatha to major markets and supliers in Durban, East London and beyond . Mthatha is major urban centre for :

 Regional health and education centre,  Regional administrative centre.  Regional finance,insurance,real estate hub(fire)  Wild Coast Tourism route Viedgesville to Coffee Bay route provides opportunity to showcase the municipality’s natural resources and coast line.  The upgraded airport strengthens the role of Mthatha as a tourism gateway to the wild coast  Agricultural zones/ nodal points and processing nodes. The agricultural sector is a future growth opportunity and numerous agricultural nodeshave been identified as well as potential processingfacilities.  The opportunity to expand the retail and wholesalling industry with its attendant logistics and distribution sectos is immense.This will also lead to the develoment of entertainment and other services

2.5.2.3 Strategic Thrust

The strategic thrust of KSD Municipality is to promote sustainable economic growth and development which is evidence by:  KSD government nda reputation being a well known brand  Utilisation of indiginous knowledge and endogenous resourses to the full  Creating decent and sustainable jobs  Clear focus on relavant skills, science and technology transfer  Greator local community and business participation in the economy  Promote foreign direct investment and business expansion  LED directorate works with Technical and Community Services on ensuring invovment of commnuities in job creation under roads mantainence and cleaning projects through EPWP and CWP programmes.

178 Key growth areas

Potential growth has been identified in the sector : agriculture, health care, retail and wholesaling trade, pharmatised production, food, Tourism and beverages manufacturing.

Manufacturing has a potential to create much – needed employment especialy:

Food and beverages:

This is a secondary industry-a downstream beneficiation of local commodities.

Wood Products:

The existing forestry timber processing can lead to value adding industries as below

2.5.2.4 Strategic Options

To achieve the above mentioned objectives and drive industry development and value addition throughout the value chains the following strategies are crafted

179 2.5.2.5 Business and Investment Retention and Attraction

This entails the following major activities/project: . One on one roadshows meetings with big business by the Executive Mayor and or LED Portfolio Head . Business Imbizo and expo . Business open day sessions . Investment conference . SEZ development next to Mthatha airport . Revitalisation of Vulindlela Industrial Park

2.5.2.6 Strategic Alliance

This include:

. The LED Forum is under revival and an extra effort has been put to reposition and ensure that stakeholders participate fully and in an effective and efficient manner to ensure strengthened Forum  Strengthening partnership-an MOU with WSU and KSD FET college for provision of skills development programme, research and development on the KSD economy and its linkages to the national and international shell  Sustaining partnership with kei fresh produce market strategic economic development  Umzikantu abattoir, to ensure small scale farmer support  To ensure structural collaboration with SEDA, ECDC, OR Tambo LED, OR Tambo CDC, ECRDA, Furntech, NAFCOC KSD to ensure access to business support services to local business  Co- operative and SMME Development  Promote a vibrant SMME and cooperative by facilitating access to markets, capital economic infrastructure and information  Develop a cooperative and SMME strategy review for 2019/20 financial year  Skill Development  Link with provincial contractor development programme for contactors’ capacity building and up-skilling  Facilitate aggressively the training and inventory of all cooperatives and SMME’s

2.5.2.7 Informal Sector Business Support

 Increase support in the informal sector by providing their relevant economic infrastructure and facilities  Engage SALGA to assist with the development and implementation of informal sector strategy for KSD.  Engage DSBD and WR Seta to assist with capacity building and infrastructure development for informal businesses  Promote tourism development in the KSD  Embark on investment and destination marketing or tourism attraction and products: Branding KSD as home of legends, Nelson Mandela, King Sabata Dalindyebo  Enhance the status and quality of Mthatha Mouth as tourist attraction

Tourism

The untapped natural resources, culture and historic heritage that put the municipality on the international map, are some of the strategic assets that the municipality possesses. Initiatives pursued under tourism development include:

 Tourism product development facilitation;  Tourism promotion and marketing;  Tourism infrastructure development facilitation;

Both Nelson Mandela and Mvezo Museum hold a lot of tourism potential for the area. The development of Qunu Village is expected to trigger vibrant cultural tourism in the KSD. Successfully developed and effectively marketed, these areas stand to be major attractions for both domestic and foreign tourists.

180 The Mthatha airport has been upgraded to accommodate large aircraft. Also the airport will provide important linkage with all the international airports and be a centre of potential logistical node. The major infrastructural problem lies in both lack of adequate facilities in camping areas and the problem of accessibility to the coast. Crime has also been reported as a problem for tourists. The Mqanduli district forms part of the Wild Coast Spatial Development Initiative (SDI) which has support from provincial and national government. This initiative seeks to facilitate development of community based tourism projects in the area and KwaTshezi Development Plan has been crafted to reshape the Coffee-Bay in order to realise the vision of making it one of the small attractive regeneration town within the OR Tambo District Municipality. Other tourist attractions and facilities include mountainous areas and forests in the north, the Trout dams and streams, Umtata Dam (game reserve), Nduli Nature Reserve, several small craft centres and Jonopo Cultural Village.

Challenges

 Lack of capital and funding for Tourism infrastructure  Lack of requisite skills  Perceptions about high levels of crime  Lack of participation by rural communities in Tourism

Solutions addressing Challenges

 KSD has signed Memorandum of Understanding (MOU) with SAMSA to provide funding for the construction of a training facility at Coffee Bay to capacitate communities within that area  KSD has formed a partnership with DEDEEAT ECPTA and NDT for funding of capital projects for Tourism in KSD  A CPF has been revitalised and is active in KSD to lower the levels of crime The above blockages will be addressed through a comprehensive tourism capacity building and mentorship programme

Forestry and Timber Production

If KSD Local Municipality utilized the forestry development, it can represent a large and important section of this region’s economy and can provide an economically viable component for its labour force. Elangeni forest makes a significant contribution to the primary sector of the local economy. Although not within the KSD the forest is likely to impact positively on this area’s economy with strong backward & forward linkages between various Municipalities, including Mhlontlo Local Municipality and amongst agro-industries taking place, particularly in the beneficiation of timber at Langeni saw mill and associated industry. Planning initiatives are currently taking place to construct a rail siding to the sawmill (from Mthatha) and road between Langeni and Ugie has been constructed and upgraded. These projects are intended to facilitate harvesting of the forests between Ugie and Maclear and, if successful could increase employment from 3 500 to 10 000 in the area.

The Municipality has the opportunity and responsibility to support forestry development initiatives from which communities can benefit. This role would include:

 Creating awareness and acceptability of forestry as a legitimate land use;  Facilitating and supporting downstream participation by local SMMEs; and  KSD has signed an MOU with Furntech for value addition and capacitating local SMME’s within Fur- niture manufacturing  Facilitating collaboration of key stakeholders for mutual benefit, for the benefit of the sector, and for the economy as a whole.

There are, however, a number of challenges to exploiting the sector, notably:

 Limited skills within the sector;  Poor co-ordination and integration between the sector stakeholders; and  Lack of a unique District-sector strategy.  In order to counter/overcome these challenges, the following interventions are being recommended: 181

 Strengthening of the Forestry Sub Sector Forum;  Improved support to Forestry SMMEs and Cooperatives;  Development of the forestry cluster and value chain; and  Improve skills and skilling-processes in the forestry sector.

Marine and Agriculture

The Municipality possesses a wide coastline that gives it a tourism development opportunity, which includes the development of the marine and aquaculture sector. With the Wild Coast presenting extensive opportunities for people to participate in marine harvesting activities, it is a challenge for all spheres of government to ensure that:

 Local people are able to participate equitably; and  Harvesting is carried out at levels that are sustainable.

In order to achieve these two objectives, improved data is required, as well as (1) greater awareness amongst stakeholders and role-players, and (2) improved regulations and enforcement of these controls. Again, these activities require collaboration of all spheres of government and a coordinated approach.

The sector also faces a number of challenges

 Limited skills within the sector;  Poor coordination and integration between the stakeholders in the sector;  Lack of a distinct local-sector strategy; and  Poor knowledge of the legislative requirements regulating the sector.

In order to counter these challenges, the following recommendations are proposed:

 Strengthening of the Marine and Aquaculture Sector Forum;  Improved support to sector SMMEs and Cooperatives;  Development of a Marine and Aquaculture industry; and  Improve skilling within the sector.

Trade, Manufacturing and Investment Promotion

Although some measure of warehousing is taking place in both KSD urban areas this sector has shown limited growth. Economic decline has been experienced in both the manufacturing and industrial sector, which are generally weak and lack both small and large scale operations which can provide backward and forward economic linkages with other sectors. Poor industrial sectors limit any chances of value adding activities taking place in the area. Efforts, however, have been made towards establishing agro-industries in the form of a sawmill near Elangeni and the abattoir in Mthatha. KSD Municipality is moving very fast to revive the old structures that were previously owned by ECDC, the Transido in Ngangelizwe has been upgraded to support and accommodate SMMEs, and Furntech programme of SEDA is progressing well at Vulindlela Heights industrial area with the assistance.

There are challenges to the investment promotion-ideals of the KSDLM, notably

 Poor top structures for factories in the Vulindlela industrial area affects investments negatively  Lack of requisite skills for priority industries  Backlogs in appropriate physical bulk infrastructure necessary for investment;  Communal land tenure; and  Unresolved land claims.  In order to address these challenges, the following interventions have been put forward:

 Aggressive upgrading of infrastructure  Capitalize on the strengths and comparative advantage for investment promotion;

182  Position and market the municipality as a viable region economically for investment;  Attract additional investment from international investors in key growth sectors; and  Retain and boost existing investment.  Development of Special Economic Zone at the Airport will attract more investors within KSD  Upgrading of R61 and N2 will assist in moving goods services in and out of KSD

Co-operatives and SMME Support

In order to provide decent jobs and sustainable livelihoods, and ensure food security, the KSDLM has used its LED Programmes to provide short and long-term job opportunities, while ensuring massive food production for poverty alleviation. The implementation role for all cooperatives and SMME projects will be transferred fully to the implementing arm of the municipality. The Planning Socio Economic Development Directorate will be responsible for coordinating role. The following will be the key focal areas for the Directorate, which will require proper funding to ensure avoidance of an unfunded and unfulfilled mandate: The preparation and implementation of an “Integrated municipal Cooperatives Development Strategy and Implementation Plan”. The reason for the reparation of the plan is that cooperatives and SMMEs are seen as playing a critical role in developing the municipal economy, but normally face challenges regarding access to markets, finance, and information and quality support services. While there are many role players that are supporting cooperatives and SMMEs in the municipality, the provision of this support is highly disintegrated. The envisaged Integrated KSD Cooperatives Development Strategy and Implementation Plan will assist in the identification of key actions to be performed by each role-player in the municipality, and result in the integration of the actions of the various role players to ensure maximum impact. Table: Cooperatives and SMMEs developed with the KSD’s support Sector Number of Coopera- Number of jobs cre- LM where located tives ated Food Production 15 151 KSD Agriculture 49 1391 KSD ICT 1 5 KSD Manufacturing 18 358 KSD Wool 13 124 KSD Tourism & Hos- 2 34 KSD pitality Multipurpose 3 80 KSD Recycling 4 9 KSD Cleaning 8 12 KSD

KSD Skills Development Programme

SMMEs continuously face the challenge of access to markets, finance, information and quality support services. Creating awareness, capacity building and providing assistance to cooperatives is one of the institutional support mechanisms the Municipality is committed to support and facilitate.

The Kei Fresh Produce Market: This market was built by the EC Provincial Department of Agriculture and transferred to the KSDLM, since markets and abattoirs are a function of municipalities. Local farmers, the EC Provincial Department of Agriculture and the KSDLM are all active partners in this venture. The market has gone from strength-to-strength, with an annual turnover of more than R30million. Seventeen permanent jobs have also been created, of which 42% are women. The main challenge is that the market is getting most of its produce from outside the District. To turn this around, a strategic plan has been developed in partnership with the ECRDA. The Thina Sinako (EU programme) funded part of the strategy. The plan is to expand the market to have more banana ripening rooms and to introduce a meat market.

2.5.2.8 Business Opportunity Related to National and Provincial Infrastructure Invest- ment

The government at all levels has embarked on massive infrastructure investments which include (in the region):  Piloting National Health Insurance in OR Tambo District  Massive upgrade of the Nelson Mandela Medical Hospital and WSU medical school  The N2 coastal highway construction 183  The Wild Coast Meander tourism programme  The Mzimvubu hydro/ dam development  The KSD Presidential initiative  SEZ development next to the Airport

Challenges encountered include;

 Lack of skilled artisans  Lack of High capacity local civil/building contractors  Lack of local experienced project managers of Big Infrastructure initiative

The above drawbacks will be addressed through aggressive and comprehensive capacity building and support programmes by public sector enabling agencies

Implementation of Ward-Based Planning and Information System (WBPIS) and LED

A fundamental and statutory component of the IDP process is community engagement and the public participation. Participation in the integrated development planning process is only one of the several arenas of participatory interaction between local government and citizens.

The municipality’s strives to improve the participation of stakeholders in the IDP and Budget processes. In this review, that municipality intends to employ a number of innovative measures, which are aimed at enhancing the effectiveness and quality of stakeholder participation. Pursuant to this endeavour, the municipality has engaged a service provider to pilot Ward Based Plans in five (5) wards, further to that plans to roll out in earnest, the Community-Based Planning process.

The KSD Municipality has since piloted Ward (Community) Based profiling as a basis for Ward Based Plans for each ward. However, due to the limited funds and capacity, assistance would be solicited to replicate Ward Based Plans to all the thirty six (36) wards through the assistance from Province and District Munici- pality for capacitating the municipality in achieving this exercise to ensure annual reviewal of ward profiles and credible ward plans.

2.5.3 MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

2.5.3.1 Revenue

 Municipality depends purely on grant for service delivery.  Revenue base is mainly on Rates & Services.  Low income generation from domestic & business customers.  Manual processes of billing and collections.  Availability of customer care services 24nours a day  Surveying of government land so as to provide ERF Numbers.  The municipality has an accurate data in place for monthly billing and the municipality is busy with data cleansing.  Revenue recovery plan is in place and is updated quarterly so as to increase revenue streams  Revenue generating departments are expected to update the action plan with progress on the challenges faced by the municipality impacting on revenue collection  Municipality is using a debt management and revenue collection system for credit control.  Indigent beneficiaries are subsidized depending on whether they qualify during verification process  Municipal staff houses are transferred to officials who have already paid in full.  Blocking and disconnection is effected in case of non-payment of rates and services  SLA’s were signed with Coffee Bay businesses for the collection of refuse removal.  New Valuer was contracted for the 2020 general valuation roll after an extension for the 2013 GV was granted by MEC.

184  Reconciliation between the system and the GV is performed.  Recruitment process is in place for filling of vacant posts within the section.  Procedure manuals and revenue related policies are reviewed every year

Recommendations

 Consolidate accounts  Review of short, medium and long term revenue strategies.  Alternative ways of cash receipting & laying of electricity at convenient times.  Facilitate data cleansing exercise for linking of accounts

2.5.3.2 Supply Chain

 Performance management of service providers is still a challenge  Appointed service providers are vetted to check if they are government employees or their families  Effective Record keeping system is in place  Procurement process is automated but with minor challenges  Bid committees sit as scheduled  SCM policy is reviewed every year

2.5.3.3 Asset Management

 Manual processes  Transfer of land by government departments  Challenges of land belonging to the Municipality yet the building belong to the government.  Infrastructure assets.  Fixed assets register is not in the system but in excel  Fleet management system will be rented  Fuel management system is still a challenge  Inventory management has a red flag status on auditors as it was qualifying paragraph in 2018/06  Recruitment process is on the way to reduce high vacancy rate within the section  Fleet management policy, asset management policy and inventory management policy are reviewed every year. Recommendations

 Facilitate installation of functional asset register in the system  Implement recommendations on asset, fleet and inventory management by internal audit unit

2.5.3.4 Budget Management

 The municipality appointed the following mSCOA committees: Steering Committee, Project Implementation Team and 9 work streams.  The mSCOA project implementation plan is in place and is reviewed when necessary.  In terms of MSCOA municipality is on version 6.3  Municipality is able to generate strings for reporting but with minor challenges  Reporting directly from the system is still a challenge and is being followed up with service provider.  IDP/ Budget process was approved in August and is being implemented but with cooperation challenges.  Cost containment policy is in place and will be presented

185  For the 2019/06 financial year unauthorised expenditure has been disclosed and is due to actual expenditure exceeding budget for certain items, such as, legal costs, overtime, salaries of Public safety department and interest on overdue accounts.  Budget implementation is monitored closely and the system does not allow capturing of invoices when there is no budget available  The MM is the mSCOA Sponsor and also chairing the Steering Committee.  The mSCOA champion is the General Manager Revenue and Accounting.  The internal audit unit plays an oversight role.  The municipality was live and transacting on mSCOA on the 1st July 2017.

2.5.3.5 Expenditure Management

 Due to cash flow challenges, creditors are not paid within 30 days which constitutes non-compliance with s 65 e of MFMA.  Payroll has been converted from payday to Promun.

2.5.3.6 Audit Process

 Audit action plan is in place for the 2018/06 financial year and a new one will be developed in December 2019, after 2019/06 audit report has been issued.  It is reviewed every month and reported at Mancom level on quarterly basis.

2.5.3.7 Financial Reporting

 Monthly registers and reconciliation’s on VAT, grants and investments is performed  Annual Financial statement process plan is used to update progress during preparation of AFS.  Annual Financial statements were submitted on the 31st of August 2019.

The municipality compiles the following reports:-

 Section 71 on a monthly basis within 10 working days which is submitted to both Pro- vincial and National Treasuries  Section 52 D quarterly within 10 working days and which is submitted to both Provincial and National Treasuries  Section 72 half yearly and is submitted within 10 working days to both Provincial and National Treasuries  Yearly reports once every year and submit to both Provincial and National Treasuries

186 2.5.4 MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

2.5.4.1 Administrative Structure

The KSD adopted a revised organisational structure in 2010 in line with its powers and functions and is under review. Draft Organisational Structure tabled to Council. The reviewed structure has been since submitted to the Mayoral Committee and Council, Council resolved to be workshopped on the organisational structure before consolidation.

KSDLM Top Organisational Structure

Municipal Manager

Mr N. Pakade

Director: Director: Director: Director: Technical Public Director: Rural & Director: Chief Financial Human Services: Community Economic Settlements: Safety Corporate Officer: Mr F.E Mr. U. Mr. D. Services: Development Services: Jiholo Ms N.N. Mnqokoyi Mr L. Maka Mr A.O. Soldati Kettledas Mr. S. Nodo Pantshwa

187

Compliance, Strategy & Transformation IDP & PMS, IGR

Technical Human settlement RED Public Budget &treasury Corporate Community Services Services Safety

Develo Legal Solid Civil Integrated Organisat ional Electr Housi Protection Revenue &Supply engineer pment LED Community Emergency HR icity Services S e rvices planni ng Dev. Accounting Chain Waste ing Services Support ng

Assets & Revenu 2 LED Proje Sport Law Fire & Trans Office Parks e Stores ct Town Hou Traffic Roa Elect port rs Touri IND. Libr & Mana Planni & Enforc Disaster ds ricity Planni sin & geme ng sm DEV ary Facili Amen ng SMM ement nt g E ties

Environ Health

Procurement Landfill (SCM Unit)

1.7.4.1 Staff Complement in the KSDLM

DESIGNATION LEVELS TOTAL POSTS NO OF NO OF MALE NUM- FILLED FEMALES BER OF POSTS MUNICIPAL MANAGER 1 1 - 1 SECTION 56 POSI- 7 6 0 6 TIONS

In terms of the vacancies, it is worth noting that the KSD is busy with the renewal of structure so that the job evaluation process can be finalised.

1.7.4.2 Status on vacancies

KSD has a staff establishment of 2 186 posts of which 51 % are filled. The staff establishment is a long term human capital resourcing framework which is being populated in a phased manner through an annual recruitment plan which targets critical funded vacancies in all departments every year.

A process of developing a recruitment plan for the 2020/21 financial year is underway.

188 It is worth noting that all Section 56 positions have been filled and all critical positions are also filled. Below is the breakdown in the filling of posts per department.

DEPARTMENT NO. OF NO. OF VACANCIES POSTS FILLED PO- SITIONS MM’s Office 40 25 15 Technical Services 262 160 102 Finance 172 71 101 Community Services 561 314 247 Corporate Services 172 58 114 Rural and Economic Development 148 28 120 TOTAL 1355 656 699

1.7.4.3 Schedule of posts

Municipal manager’s office

NO. NAME OF THE POST VA- FILLED DESIGNA- NO. OF POSTS CANT TION 1. Municipal Manager Filled S. 56 1 2. P.A. - Filled PA 1 3. Executive Secretary Filled Secretary 1 4. Receptionist/Typist/Filing Clerk Filled Clerk 1 5. Gen. Man. : Mqanduli - Filled Gen. Manager 1 6. Secretary Filled Secretary 1 7. Admin Officer: Mqanduli - Filled Officer 1 8. Admin Clerk Va- - Clerk 1 cant 9. General Workers x 2 Filled Gen. Workers 2 10. Filing Clerk: Mqanduli Va- - Clerk 1 cant 11. Messenger: Mqanduli - Messenger 1 12. Cashier/Clerk: Mqanduli - Filled Clerk 1

Mqanduli satellite unit is headed by General Manger who reports to the office of MM for proper management of the unit and coordination of all municipal functions in Mqanduli.

Internal Auditing section

N0. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. CAE Gen. Man.: Internal Filled General Manager 1 Audit 2. PR. Internal Audit Vacant - Principal Internal 1 Audit 3. Admin Officer Vacant - Officer 1 4. Snr. Internal Audit Filled Auditor 2 5. Snr. Internal Audit - Filled Auditor 1 6. Typist/Clerk Vacant Filled Clerk 1 7. Records Clerk Vacant - Clerk 1 8. Internal Auditor Filled Auditor 1 9. Audit Clerk Vacant Filled Clerk 1 10. Internal Auditor Filled Clerk 1 11. Manager: PMO Vacant - Manager 1 12. Municipal Chaplain Vacant - Manager 1 13. Legal Advisor Filled Officer 1 14. Project Coordinator Vacant - Manager 1 189 N0. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 15. Project Admin Of- Vacant - Officer 1 ficer 16. SDBIP & S57 Perf. Filled Manager 1 Manager 17. Legal Admin Officer Vacant - Officer 1 Code & Litigation 18. Legal Admin Officer Vacant - Officer 1 19. Legal Admin Sup- Vacant - Officer 1 port 20. Typist/Clerk Filled Clerk 1 21. Legal Records Clerk Filled Clerk 1

Mayor’s Office

NO. NAME OF POST VA- FILLED DESIGNA- NO. OF CANT TION POSTS 1. General Manager Vacant Manager 1 2. Secretary - - Officer 1 3. P.A. - Filled Officer 1 4. Manager Inter Gov. Relations Media - Filled Officer 1 Liaison & Communications 5. Manager: IDP & Budget - Filled Officer 1 6. Chief of Staff - Filled Manager 1 7. Special Programme Officer - Filled Manager 1 8. Receptionist/Typist/Clerk - Filled Clerk 1 9. - Clerk 1 10. Mayor’s Secretary - Filled Officer 1 11. Head VIP Protection Vacant - Manager 1 12. HIV/AIDS Programme Coordinator Filled Coordinator 1 13. Youth Programmes Coordinator - - Coordinator 1 14. IGR & Traditional Affairs Officer - Filled Officer 1 15. Senior Communications Officer - Filled Officer 1 16. Manager: Events & Protocol - Filled Manager 1 17. IDP & Budget Officer - Filled Officer 1 18. Institutional Performance Officer Vacant - Officer 1 19. Executive Driver - Filled Driver 1 20. Body Guards - Filled Guards 2 21. Programme Coordinator Vacant - - 1 22. Typist/Clerk - Filled Clerk 1 23. Events Coordinator Vacant - - 1 24. IDP & Budget Coordinator - Filled - 1 25. Cleaner/Messenger - Filled - 1 26. Messenger/Driver - Filled - 1 27. Communication/Media Relations Of- - Filled - 1 ficer 28. Website Content Coordinator - Filled - 1 29. Research & Information Officer Vacant - - 1 30. Portfolio Cllr Support Admin Clerks - Filled Clerks 8

Speaker’s Office

NO NAME OF POST VA- FILLED DESIGNA- NO. OF . CANT TION POSTS 1. General Manager - Filled Manager 1 2. Secretary - Vacant Secretary 1 3. P.A.: Speaker - Filled 1 190 NO NAME OF POST VA- FILLED DESIGNA- NO. OF . CANT TION POSTS 4. Manager: Council Secretariat Vacant - Manager 1 5. Manager: Council Support Services Filled Manager 1 Manager: Public Participation Vacant Manager 1 6. Snr. Admin Officer Committee Services - Filled Officer 1 7. Admin Officer: Auxiliary Services - Filled Officer 1 8. Admin Officer: Whippery & Councillor Sup- - Filled Officer 1 port 9. Chief Clerk Office Services - Filled Officer 1 10. Admin Officer Oversight Vacant - - 1 11. Public Participation - Filled Coordinator 1 Ward Support - Filled Coordinator 1 12. Admin Officer Vacant - Officer 1 13. Admin Officer Vacant - Officer 1 14. Snr Typist Vacant - Officer 1 15. Printing & Reprographic Vacant Officer 1 16. Driver/Messenger Vacant Officer 1 17. Messengers - Filled - 3 18. Councillor’s Messengers - Filled - 3 19. Secretary to Single Whip - Filled - 1 20. Speaker’s Secretary - Filled - 1 21. Typist/Filing Clerk Vacant - - 1 22. Community Facilitation Officer - Filled Officer 2 23. Committee Officers - Filled Officer 4 24. Committee Officers 3 va- Filled Officer 4 cant 25. Typist 1 va- 1 Filled Clerks 2 cant 26. Reprographic Assistant - Filled - 1 27. Chief Clerk Council Remun & Benefits - Filled Clerk 1 28. Chief Clerk Council Admin - Filled Clerk 1 29. Driver - Filled - 1 30. Cleaner/General Worker - Filled - 1 31. Messenger - Filled Driver 1

Technical Services

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF TION POSTS 1. General Manager: Electrical - Filled Manager 1 2. Secretary - Filled Filled 1 3. Admin Officer Auxilliary - Filled - Officer 1 4. Driver/Operator Vacant - - 2 5. Driver/Operator - Filled - 1 6. Heavy Truck Driver Code 14 x 2 2 Vacant - - 1 7. General Workers x 2 - Filled - 2 8. Typist/Clerk - Filled Clerk 1 9. Distribution Manager - Filled Manager 1 10. Electrical Works Manager - Filled Manager 1 11. Planning & Protection Manager Vacant - Manager 1 12. Supervisor/Sen. Electrical - Filled - 1 13. Supervisor/Electrical Sen - Filled - 1 14. Cabling Supervisor Vacant - - 1 15. Supervisor/ Electrician - Filled - 1 16. Supervisor/Faults Vacant - - 1 17. Supervisor Vacant - - 1 18. Supervisor Senior Electrician Vacant - - 1 191 NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF TION POSTS 19. Supervisor Sen Traffic Vacant - - 1 20. Planning Officer Vacant - - 21. Electricians - Filled - 2

Electricity Section

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF TION POSTS 22. Electricians - Filled - 2 23. Cable Layer Vacant - - 2 24. Electricians - Filled - 2 25. Electricians - Filled - 1 26. Electricians - Filled - 2 27. Electrician - Filled - 1 28. Electrician - Filled - 1 29. Electricians Vacant - - 2 30. Electricians Vacant - - 1 31. Protection Officer Vacant - - 1 32. Assist Electrician Vacant - - 4 33. Artisan Assistants Vacant - - 8 34. Handyman Vacant - - 2 35. Snr. Admin Officer - Filled Officer 1 36. Lineman Filled - 2 37. Gen Workers - Filled - 20 38. Gen. Workers Vacant - - 42

Works Section

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Works Manager - Filled Manager 1 2. Typist/Clerk Vacant - Clerk 1 3. Stores Assistant Vacant - - 1 4. Foreman Vacant - - 1 5. Artisan Plumbing - Filled Artisan 1 6. Artisan Bricklaying Vacant - - 1 7. Artisan Carpentry - Filled Artisan 3 8. Artisan Painting - Filled Artisan 1 9. Artisan Painting 2 Vacant 1 Filled - Artisan 3 10. Artisan Welding - Filled Artisan 1

Works

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Artisan Assistant Vacant - - 2 2. General Workers Vacant - - 19 3. General Workers - Filled - 16 4. Semi- Skilled Workers Filled - 5

Roads Section

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Roads Manager Vacant - - 1 2. Urban Roads Supt. - Filled - 1 3. Rural Roads Supt. - Filled - 1 192 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 4. Clerk - Filled - 1 5. Assistant Store Per- Vacant - - 1 son 6. Foreman Pothole Vacant - - 1 Patching 7. Foreman Storm Wa- - Filled - 1 ter Drainage 8. Foreman Loading & - Filled - 1 Hauling 9. Foreman Sidewalk - Filled - 1 10. Team Leader Vacant - - 5 11. Excavator/TLB Oper- Filled - 3 ator 12. Grader Operator Filled - 2 13. Tractor Driver Filled - 1 14. Water Truck Filled - 2 15. General Workers - Filled - 31 16. General Workers Filled - 16

Human Settlements

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Director: Human Settlements - Filled S56 Manager 1 2. Senior Admin Officer - Filled Manager 1 3. P.A. - Filled 1 4. Transport Clerk Vacant - Clerk 1 5. Stores Clerk Vacant - Clerk 1 6. Typist/Filing Clerk Vacant - Clerk 1 7. Departmental Asset Acc. Vacant - - 1 8. Personnel Admin Officer Vacant - - 1 9. Document Records Clerk Vacant - - 1 10. Messengers Vacant - - 3 11. GIS Coordinator Vacant - - 1 12. CAD Draughts Person Vacant - - 1 13. G.M. Dev Plan Vacant - - 1 14. G.M. Housing & Physical Env. Vacant - - 1 15. Secretary Vacant - - 1 16. Secretary Vacant - - 1 17. Manager: Town Planning & 2 - All Filled - 3 Town Planners 18. Transport Planner Vacant - - 1 19. Manager: Building Control - Filled Manager 1 20. Forward Planning Officer Vacant - - 1 21. Development Control Officer Vacant - - 1 22. Sen. Land Admin Officer - Filled - 1 23. Town Planning Technician Vacant - - 2 24. Town Planning Assistant Vacant - - 2 25. Land Admin Officer Filled Technician 1 26. Principal Clerk Land Admin - Filled - 1 27. Transport Planner Vacant - - 1 28. Transport Plan Technician Vacant - - 1 29. Traffic Eng. Technician Vacant - - 1 30. Senior Clerk Vacant - - 1 31. Snr Plans Exam Officer Vacant - - 1 193 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 32. Plans Exam Officer - Filled - 1 33. Snr Building Inspector - Filled - 1 34. Building Inspector - Filled - 3 35. Building Inspector Filled Inspector 2 36. Chief Housing Officer Filled Manager 37. Parks & Open Spaces Supt. Vacant - - 1 38. Horti Culturist Supt Vacant Filled - 1 39. Grass Cut & Veg. Supervisor Vacant - - 1 40. Team Leader Vacant - - 6 41. Grass Cutters Vacant - - 30 42. Cemeteries & Cremo. Sup. Vacant - - 1 43. Gen. Workers Vacant - - 32 44. Gen. Workers - Filled - 24 45. Truck Driver Filled - 2 46. Assistant Handy Man Vacant - - 1 47. Nursery Supervisor Vacant - - 1 48. Landscaping Supervisor Vacant - - 1 49. Team Leader Vacant - - 2 50. Gen Workers Vacant - - 18

RED

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Director: PSED - Filled - 1 2. General Manager: - Filled - 1 LED 3. G.M.: Integrated Vacant - - 1 Community Develop- ment 4. Secretary - Filled - 1 5. Manager: Buss Indus- Vacant - - 1 trial Dev. 6. SBD/SMME & Co – - Filled - 1 Ops Officer 7. Trade & Invest Officer Vacant - - 1 8. Bus. Lic & Trading 1 Vacant 1 Filled - 2 Regulation & Support Officer 9. Urban & Rural Dev Of- Vacant - - 1 ficer 10. Community Project 2 Filled Officer 2 Officer 11. Licensing Clerks 1 vacant 2 filled Clerk 3 12. Market oversee - Filled - 1 13. General Worker Filled - 1 14. Manager: Tourism, Vacant - - 1 Arts & Culture 15. Tourism Officer - Filled - 1 16. Tourism Info Assistant Vacant - - 2 17. Local Tourism Org. Vacant - - 1 Co-ordinator 18. Market Assistant Vacant - - 1

194 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 19. Marketing Billboards Filled - 1 & Advertising officer 20. Heritage Arts and Cul- Vacant - - 1 ture Officer 21. Agric Fishing & For- Vacant - - 1 estry Dev Officer 22. Manager: Sector Vacant - - 1 Dev. 23. Construction & Re- Vacant - - 1 lated Services Dev. Officer 24. Manager: Sports & Vacant - - 1 Recreation 25. Sport & Sport Facili- Filled - 1 ties Officer 26. Supervisor: Sport Fa- Filled - 1 cilities 27. Team Leaders Vacant - - 4 28. General Workers Vacant - - 20 29. Sport Facilities Book- Vacant - - 1 ing Clerk 30. Sport Officer Vacant - - 1 31. Sport Coordinator Vacant - - 2 32. Beach Pools & Vacant - - 1 Amusement Facilities Officer 33. Sup. Coffee Bay Vacant - - 2 34. Gen Workers Vacant - - 16 35. Seasonal Life Savers Vacant - - 20 36. Sup. Swimming Pools Vacant - - 1 37. Sen. Swimming Pool 1 Vacant 1 Filled - 2 Attendant 38. Swimming Pool At- Filled - 2 tendant 39. General Workers Vacant 3 Filled - 4 40. Gen Workers Vacant - - 2 41. Seasonal Life Savers 5 Vacant 2 Filled - 7 42. Seasonal Cashiers Vacant - - 2

Library & Information

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Manager: Library & Info Ser- - Filled - 1 vices 2. Assistant Manager: City - Filled - 1 3. Snr Librarian Vacant - - 1 4. Librarians - Filled - 2 5. Library Assistants - Filled - 2 6. Library Aides - Filled - 2 7. Assistant Manager: Norwood Vacant - - 1 8. Librarian - - - - 9. Library Assistant Vacant - - 2 10. Library Aides Vacant - - 2 11. Librarian: Ngangelizwe Vacant - - 1 12. Library Assistants Vacant - - 2

195 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 13. Library Aides Vacant - - 2 14. Ass Manager: Ngangelizwe Vacant - - 1 15. Librarian: Mqanduli Vacant - - 1 16. Librarians Vacant - - 2 17. Ass Library Aides Vacant - - 2 18. Librarian Mobile Library Ser- Vacant - Vacancies =129 vices

Community Safety

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Director: Comm. - Filled Manager 1 Safety 2. P.A. Filled - 1 3. Commander Traffic & Vacant - 1 Law Enforcement 4. Secretary Vacant - 1 5. Chief Traffic Officer: - Filled - 1 Mthatha 6. Chief Law Enforce- Vacant - 1 ment 7. Receptionist Vacant - 1 8. Ass. Chief Traffic Vacant - 1 OPS 9. Ass Chief Licensing Vacant - 1 Officer 10. Ass Chief Auxiliary Vacant - 1 11. Chief Law Enforce- Vacant - 1 ment Officer 12. Receptionist Vacant - 1 13. Snr Insp.: Crime - Filled - 1 14. Snr Insp. By-Law - Filled - 1 15. Snr Insp. Access - Filled - 1 Control 16. Assistant Com- Vacant - - 1 mander: Mqanduli 17. Receptionist Vacant - - 1 18. Snr Supt Traffic Vacant - - 1 19. Princ. Insp Law En- Vacant - - 1 forcement 20. Supt Traffic Cops Vacant - - 1 21. Snr Insp. Crime - Filled - 1 22. Ass. Sup Licensing Vacant - - 1 23. Snr Insp By-Law: - Filled - 1 Mqanduli 24. Sup Auxiliary Serv Vacant - - 1 25. Snr Insp Access Con- - Filled - 1 trol: Mqanduli 26. Supt Vacant - - 2 27. Ass. Supt Vacant - - 4 28. Officers Vacant - - 40 29. Princ. Licensing Of- - Filled - 1 ficer: Motor Vehicle Reg. 30. Supt: DLTC Vacant - 1

196 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 31. Prin. Exam: DLTC - Filled - 1 32. Ass. Supt: Traf- Vacant - - 1 man/Data Capturing 33. Ass Supt: Parking Vacant - - 1 Management 34. Ass. Supt.: Training Vacant - - 1 35. Ass Supt: RD Mark- Vacant - - 1 ing & Signage 36. Ass Court Processes Vacant - - 1 37. Ass Supt Rank Mngt Vacant - - 1 38. Ass Supt Communi- Vacant - - 1 cation Centre 39. Snr Supt: Mqanduli Vacant - - 1

40. Supt.: Traffic OPS – Vacant - - 1 Mqanduli 41. Ass Supt: Licensing Vacant - - 1 42. Supt Auxiliary Ser- Vacant - - 1 vices 43. Ass. Supt Vacant - - 1 44. Snr Traffic Officers Vacant - - 2 45. Traffic Officers - Filled - 8 46. Snr Licensing 1 47. Ass. Supt Traf- Vacant - - 1 mam/Data Capturer 48. Snr Meter Warden Vacant - - 1

Community Safety – Mqanduli

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Traffic off Court Process Vacant - - 1 2. Meter Warden - Filled - 4 3. Prin. Exam DLTC Vacant - - 1 4. Ass. Supt Parking Vacant - - 1 5. Ass Supt Rank Mngt Vacant - - 1 6. Snr Exam VTS Vacant - - 1 7. Ass Chief Traffic OPS - Filled - 1 8. Sup Traffic Control Vacant - - 1 9. Supt Traffic Control Vacant - - 1 10. Prin Meter Warden Vacant - - 1 11. Traffic Officer: Warrant Vacant - - 1 Execution 12. Assist Supt Vacant - - 4 13. Snr Meter Warden Vacant - - 2 14. Traffic Officers - Filled - 4 15. Snr Traffic Officers Vacant - - 8 16. Meter Warden 8 Vacant 8 Filled - 16 17. Traffic Officers 10 Vacant 30 Filled - 40 18. Princ Officer: Licensing - Filled - 1 19. Gen. Worker - Filled - 2 20. Receptionist Vacant - - 1 21. Snr Licensing Officer Vacant - - 2 22. Licensing Officer Vacant - - 1

Community Safety 197

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Vehicle Examiner 1 vacant 1 Filled - 2 2. Snr Vehicle - Filled - 1 3. Pit Assistant Vacant - - 2 4. Princ Exam - Filled - 1 5. Snr Licensing Officer Vacant - - 1 6. Snr Records Clerk Vacant - - 1 7. Snr Examiner Vacant - - 2 8. Licensing Officers Vacant - - 2 9. Records Clerks Vacant - - 2 10. Examiner - Filled - 1 11. Examiners Learner’s Vacant - - 2 Licenses 12. Examiners Vacant - - 3 13. Snr Supt: Mqanduli Vacant - - 1 14. Supt Snr Licensing Vacant - - 1 Officer 15. Gen Worker - Filled - 1 16. Snr Clerk Vacant - - 1 17. Licensing Officer Vacant - - 2 18. Record Clerk Vacant - - 1 19. Gen. Worker Vacant - - 1 20. Data Capturer - Filled - 1 21. Snr Licensing Exam- Vacant - - 1 iner 22. Snr Licensing Officer Vacant - - 1 23. Examiners Vacant - - 2 24. Records Clerk Filled - 1 25. Licensing Officers Vacant - - 2 26. Pit Ass Vacant - - 2

Community Safety – Mqanduli

NO. NAME OF POST VACANT FILL DESIGNATION NO. OF POSTS ED 1. Vehicle Examiner Vacant - - 1 2. Licensing Officer Vacant - - 1 3. Ass Sup Trafman Vacant - - 1 4. Data Capturing Clerks 1 Vacant 2 - 3 Filled 5. Cashiers Filled - 2 6. Ass Supt RD Marking & Vacant - - 1 Signage 7. Foreman Vacant - - 1 8. Gen Workers Vacant - - 8 9. Ass Supt Rank Mngt Vacant - - 1 10. Parking Mgt Coordinator Vacant - - 1 11. Rank Oversee Vacant - - 1 12. Ass Reprsent Vacant - - 1 13. Clerks Vacant - - 2 14. Operator Vacant - - 1 15. Snr Sup: Mqanduli Vacant - - 1 16. Ass Supt Trafman Vacant - - 1 17. Ass Supt Parking Mgt Vacant - - 1 18. Ass Sup Rank Mgt Vacant - - 1

198 NO. NAME OF POST VACANT FILL DESIGNATION NO. OF POSTS ED 19. Traffic Officer Court Pro- Vacant - - 1 cesses 20. Data Capturing Vacant - - - 21. Cashiers Vacant - - 1 22. Typist Clerk Vacant - - 1 23. Inspectors - Filled - 4

Community Safety

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Inspectors: By – Law - Filled - 4 2. Inspectors: Stock Vacant - - 2 Control & Environment 3. Law Enforcement Of- Vacant - - 48 ficer 4. Law Enforcement Of- - Filled - 60 ficers 5. Insp Training Vacant - - 1 6. Access Control Offic- - Filled - 114 ers 7. Law Enforcement Of- Vacant - - 4 ficer 8. Insp Training Vacant - 1 9. Inspectors - Filled - 6 10. Law Enforcement Vacant - 24 11. Access Control Offic- Vacant - 20 ers

Fire & Emergency

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. CFO - Filled - 1 2. Secretary Vacant - - 1 3. Ass Chief Vacant - - 1 4. DIV Officers Filled - 3 5. Station Com- Filled - 4 mander

Total = 1072 Health Services – Admin Section

NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 1. Dir Health & Env - Filled - 1 2. P.A. - Filled - 1 3. Snr Admin Vacant - 1 4. Transport Clerk Vacant - - 1 5. Drivers Vacant - - 2 6. Stores Clerk Vacant - - 1 7. Typist/Clerk 1 Vacant 1 Filled - 2 8. Personnel Admin Clerk Vacant - - 1 9. Document/Records Of- Vacant - - 1 ficer 10. Dept Ass Acc Vacant - - 1 11. Dept Fleet Mechanic Vacant - - 1

199 NO. NAME OF POST VACANT FILLED DESIGNATION NO. OF POSTS 12. Document Records Of- Vacant - - 1 ficer 13. Messenger 2 Vacant 1 Filled - 3 14. Artisan Assistant Vacant - - 1 15. Manager: Envir Health Vacant - - 1 16. Chief EHO Vacant - - 1 17. Snr EHO: Mqanduli Vacant - - 1 18. Snr EHO - Filled - 2 19. Animal Pound Liaison Vacant - - 1 Officer 20. PET Licensing Vacant - - 1 21. Public Ablution Supervi- - Filled - 2 sor 22. EHO: Health - Filled - 1 23. Animal Pound Vacant - - 1 24. Env Health Practitioners - Filled - 17 25. Gen Workers Vacant - - 20

Solid Waste

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF TION POSTS 1. G.M. Solid Waste Filled - 1 2. Secretary Filled - 1 3. Manager: Refuse Removal & Vacant - 1 Waste 4. Supervisors: Mthatha - Filled - 2 5. Supervisor Vacant - - 3 6. Drivers - Filled Drivers 7 7. Gen Workers - Filled General 20 worker 8. Team Leader: CBD Vacant - - 2 9. Tally Clerk Vacant - - 1 10. Compactor Operator Vacant - - 1 11. Manager Vacant - - 1 12. Drivers 13. Gen Workers Vacant - 258 Vacances = 320 Corporate Services

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 1. G.M. Org. Support Vacant - - 1 2. Secretary Vacant - - 1 3. Manager: Prop Vacant - - 1 4. Manager: Admin Vacant - - 1 5. Manager: Customer Serv. Vacant - - 1 6. Admin Officer: Civic Halls Vacant - - 1 - Admin Officer: Municipal Vacant - 1 Houses 8. Booking Clerk Vacant - - 1 9. Hall Supervisor 5 Vacant 1 Filled Supervisor 1 10. Munitata Sup Vacant - - 1 11. Gen. Workers Vacant - - 24 12. Gen. Workers Vacant - - 40 200 NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 13. Munic. Prop Ins & Maint Vacant - - 1 14. Prop Ins Vacant - - 1 15. Maint Officer Vacant - - 1 16. Central Rec Manager Vacant - - 1 17. Chief Regist Officer - Filled - 1 18. Chief Archiv Clerk Vacant - - 1 19. Snr Reg Clerk 2 Vacant 1 Filled Clerk 3 20. Reg. Clerks 4 Vacant 2 Filled Clerk 6 21. Messengers Vacant - - 3 22. Archives Clerk Vacant - - 1 23. Admin Off Tech Vacant - - 1 24. Switchboard 1 Vacant 1 Filled Clerk 2 25. Telephone Tech Vacant - - 1 26. Telephone Admin Clerks Vacant - - 2 27. IVT Officer Vacant - - 1

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 1. Walk - in Centre Super Vacant - - 1 2. Call Centre Supervisor Vacant - - 1 3. Mqanduli Cust. Serv. Off Vacant - - 1

4. Client Consult - Filled Clerk 7 5. G.M. HR Vacant Filled Manager 1 6. Secretary Filled Secretary 1 7. HR Records Clerk - Filled - 1 8. Manager: Personnel Serv. Vacant - - 1 9. Manager: H Dev Vacant - - 1 10. Manager: Org. Support Vacant - - 2 11. Mnger: Employee Wellness Vacant Filled Manager 1 12. Snr HR Off: Recruitment Vacant - - 1 13. Snr HR Off: Conditions Vacant - - 1 14. HR Officer & Conditions 2 Filled Officer 2 15. Principal Clerks: Conditions 1 va- 1 Filled Clerk 2 cant 16. HR Officer: Recruitment - Filled Officer 2 17. Principal Clerks: Recruit- - Filled - 2 ment 18. HR Officer: Leave - Filled - 1 19. Ass. HR Officer: Leave Vacant - - 2 20. HR Clerks: Leave - Filled - 2 21. Snr HR Off ETD Vacant - - 1 22. HR Officer Vacant - - 2 23. HRD Clerk - 2 Filled - 2 24. ABET Tutor Vacant - - 1 25. Snr HR Officer Employment Vacant - - 1 Equity

Corporate Services

NO NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS . TION 1. HR Officer Empl. Equity Vacant - - 1 2. Snr HR OF Wellness Vacant - 1

201 3. Snr HR Employee Perf. Vacant - 1 Manager 4. Snr HR Off: Labour Vacant - - 1 5. Labour Relations Officer Filled Officer 2 6. Snr HR Vacant - - 1 7. Snr HR & Job Evaluation Vacant - - 1 8. Snr HR Off: Health & Vacant - - 1 Productivity 9. HR Off Occupational Health Filled Officer 1 10. Dev Officers Vacant - - 2 11. HIV/AIDS Coordinator Vacant - - 1 12. HR Officer: Gen. Health & Vacant - - 1 Productivity 13. Employee Ass. Officer Vacant - - 21 14. Employee Officer: EAP Vacant - - 2 15. HR Officer: Vacant - -

Filled Posts

NO NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS . TION 1. CFO Vacancies - Filled - 127 2. G.M. Supply Chain Vacant - 3. G.M. Revenue - Filled 4. Manager: Assets Vacant - 5. Manager: Procurement - Filled 6. Manager: Expenditure - Filled 7. Plant & Fleet Control Filled 8. Principal Acc. Ass Reg & Filled Insv. 9. Municipal Stores Controller Vacant - 10. Receptionist/Typist/Clerk Vacant * - 11. Messenger/Driver Vacant * - 12. Ass. Registration & Insv. Vacant * - 3 Clerks 13. Sen. Acc. Ass. Filled 14. Admin Officer Ass & Insur- Vacant * - ance 15. Data Capturer Filled 16. General Workers 1 Vacant 2 Filled 3 * 17. Fleet Mngt Technician Filled 18. Fleet Control Supr Vacant * - 19. Fleet Maintenance Officer Filled 20. Snr Storekeeper Receiving? Vacant * - 21. Snr Storekeeper Issuing? Vacant * - 22. Data Input Clerk Filled 23. Fuel Mngt Ass Vacant * - 2 24. Fleet Insurance Clerk Filled 25. Fleet Maintenance Liaison Vacant * - Officer 26. Fleet Control Clerk Filled 28. Receptionist/Typist/Clerk Vacant * - 29. Storekeeper Vacant * - 2 30. Fuel Issuing Attendant Vacant * - 2 31. Transport Insp. Vacant * - 32. Vehicle Checker Vacant * -

202 NO NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS . TION 33. Mechanics ? - 4 34. Junior Artisan * - 4 35. Washbay Assistants Vacant * - 36. Artisan Ass. Vacant * - 37. Stores Ass Vacant * - 38. Fuel Issuing Att. Filled Clerk 2 39. Principal Acc. Creditors Ex- Filled Accountant penditure 40. Principal Acc. Salaries Filled Accountant 41. Records Clerk Filled Clerk 42. Records Clerk Filled Clerk 43. Snr Acc. Filled Accountant 44. Accountant Vacant * - 45. Chief Creditors Clerk Vacant Filled Clerk 46. Salaries Clerk - Filled Clerk 47. Chief Salaries Clerk - Filled Clerk 48. Accountant: Salaries Vacant * - 49. Creditors Clerk - Filled Clerk

Procurement Unit

NO NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS . TION 1. Manager: Procurement Filled - Manager 2. Supply Chain Mngt Officer * Filled Officer 3. Procurement Officer Filled Officer 4. Contract Mgt Disposal Filled Filled Officer 5. Admin Officer Filled Officer 6. SCM Clerk Filled 2 Filled 2 7. Records Vacant * Filled 8. Typist/Clerk Vacant * Filled

Budget & Accounting Section

NO NAME OF VACANT FILLED DESIGNA- NO. OF POSTS . POST TION 1. Princ Acct Vacant Vacant Budget Plan & Prer 2. Princ Acct Vacant Filled MFMA Comp 3. Accountant Vacant* - 4

Finance Accounting Section

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 1. Secretary Vacant - 2. Principal Acc Cash Mgt * Filled Accountant 3. Princ. Acc. Financial Filled Accountant Rep 4. Princ. Acc. Inv Filled Accountant 5. Snr Acc. : Costing & Filled Accountant Reco 6. Snr Acc SLA & Grants Filled Accountant Fund

203 NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 7. Snr Acct IGG & Free Filled Accountant Basic Serv. 8. Ass Acc 1 Vacant 4 Filled 5 9. IGG Clerks 2 Vacant 2 Filled Clerk - 10. Community Liaison Of- Vacant * Vacant ficer

ICT

NO. NAME OF POST VACANT FILLED DESIGNA- NO. OF POSTS TION 1. Manager Vacant Manager - 2. ICT OPS/Project Officer Vacant * - - 3. Network Admin Filled - Tech. Ad- ministrator 4. Desktop Support Officer - - 5. GIS Officer Vacant * - - 6. ICT Assistants * - - 2 7. Website Development Vacant * - - Officer 8. ICT Technician 1 Vacant 1 Filled - 2 9. Applications & Data- Vacant * - - base Admin 10. ICT Help Desk Officer * Filled Clerk 11. User Education Coordi- Vacant * - nator

1.7.4.4 Grievance and Disciplinary Management

Disciplinary Hearings are dealt with in terms of the Disciplinary Procedure and Code collective agreement. All disciplinary matters are facilitated internally in terms of SALGBC disciplinary code and Labour Relations Act, as amended.

1.7.4.5 Labour Relation

The Municipality has an established and functioning Local Labour Forum to engage and negotiate on matters of mutual interest at the workplace. A local agreement on the functioning of the Local Labour Forum was drafted, workshopped and adopted by the Local Labour Forum and is to be submitted to the Bargaining Council for ratification. The Local Labour Forum sits three times per quarter.

Corporate Services through Labour Relations Office conducts road shows to ensure that all employees and Councillors are aware and sign Code of Conduct and disclosure forms periodically.

1.7.4.6 Employment Equity Plan

KSD had a five year Employment Equity plan which will expire in 2022 and has been adopted by Council. New targets will be set and recruitment processes will be informed by the new EE Plan.

1.7.4.7 Human Resources Development Plan

The municipality has reviewed its Human Resources Development (HRD) plan for 2020/21 financial year. The main goal of the HRD plan is to address the human resources demands facing the institution. Every year an annual Recruitment plan is developed which guides the staffing of the Municipality.

204 The Municipality has identified critical and scarce skills as Town planning, Electrical Engineer and Civil Tech- nologies, GTS, MM & S56 positions, Transport planner, and Internal Auditors, ICT Manager and Property valuer.

A young Professionals programme was launched to ensure that it addresses succession planning of these positions. Middle Managers are skilled in MFMP and other Management development programme to ensure that there is no vacuum in MM and S56 positions. This seeks to introduce succession planning in the Munic- ipality and guided by an approved policy. As part of retention strategy the Municipality has a staff attraction on retention policy, which states that an employee should be awarded 100% bursary to further his/her studies and that employee be given a qualification bonus on completion. Further that the policy provides for counter offers to retain employees offered employment elsewhere.

1.7.4.8 Skills Development

KSD Municipality annually develops a Workplace Skills Plan (WSP) which sets out the training needs and plans for the financial year for Councillors and staff. Such plan is then submitted to the Employment Equity and Training Steering Committee for consultation and then to Council for approval. The Workplace Skills Plan (WSP) is submitted to the LGSETA as well. In preparation for the 2020/21 WSP, the municipalities are guided by a web-based skills audit tool which has been developed by Department of Co-operative Govern- ance and Traditional Affairs (COGTA), nationally and is used in the skills audit process. Skills audit is done and it informs the work place skill's plan of the municipality.

1.7.4.9 Occupational Health and Safety

The Municipality presently has a draft OHS Plan awaiting Council to approve for implementation. All KSD Municipal buildings including Mqanduli were assessed and Fire extinguishers and Exit signage are in place. Safety Representatives and First Aiders are in place and trained.

1.7.4.10 Employee Health and Wellbeing

The municipality has a Wellness strategy and three Practitioners. The strategy seeks to address the employee wellness related challenges of the municipality Employee Wellness Strategy has the following four functional pillars that the unit is looking at:-

. Occupational Hygiene and Safety Management . HIV & AIDS Management . Health & Productivity Management . Wellness Management(EAP)

Wellness management function entails the following activities which are well managed and up and running:

. Financial Wellness . Substance Abuse . Spiritual Wellness . Sports and Recreation . Stress Management

1.7.4.11 ICT Governance

Part of the mandate of the local government sphere is to ensure service delivery, effective management in municipalities, and maximisation of the revenue base and capacity building of municipalities for effective service delivery. For effective and efficient service delivery the municipality must therefore establish good corporate governance.

205 Corporate governance is concerned with the establishment of structures and processes, with appropriate checks and balances which enable leadership to discharge their responsibilities through exercising their duties with due care, skill and diligence. ICT governance is a subset of corporate governance which focuses on governance over ICT and its processes with the goal of adding value while balancing risk and benefit. The ICT Governance standards, King III code of Good Governance specifies that the Council (board or directors) and management is accountable for the governance of ICT; Corporate Services is charged to provide direction for the effective management and implementation of ICT governance at the municipality.

Information Communication Technology (ICT)

Information Communication Technology (ICT) is one of the most vital services to the Municipality as it is used to pay salaries, provide information to key decision making, communicate with internal and external stakeholders, market the Municipality to potential investors and funders, pay service providers, Manage and report on financial position of the Municipality, management of assets of the municipality, etc. It is therefore very important for a Municipality to sustain this service in order to ensure that is stable and more importantly available whenever needed. The principal responsibility of the ICT unit is to be responsible for a constant, protected, reachable and steadfast ICT infrastructure which is available 98% of the time. The primary focus for ICT should then be on ensuring that 98% uptime of its services. The purpose of this section is to provide electronic communication and information management to the municipality. The ICT covers the following services:-  Data and Systems Security  Antivirus solutions  IT Policies  IT Governance  IT Disaster Recovery planning  Systems and Data backups  Master Systems Plan (ICT Strategy)  Electronic communication (e.g. Internet, Intranet, Website and E-mails)  E-Governance  Payroll and financial systems (mMSCOA compliant)  IT Support (Computers, printers, faxes, etc.)  IT Risks register  IT Trainings  Network infrastructure and servers  Telephone management  Electronic Performance management system  IT Service Level Agreement (SLA)

IT policies were reviewed and adopted by council where all security issues, confidentiality and access to information are dealt with. Alignment of ICT to national KPA’s is elaborated in our Master Systems Plan (MSP) which is the ICT strategy for the Municipality. MSP also aligns ICT with Municipal IDP.

ICT Steering committee

An ICT steering committee has been established to drive ICT and to ensure that it is aligned to the business. The committee is also responsible for approving ICT strategies, projects, policies and also ensuring that they are implemented.

The IT Manager is to submit a monthly ICT report to the steering committee covering the activities performed by ICT during the month and identifying the risks. This allows the committee to monitor and evaluate ICT performance. The ICT steering committee must convene monthly and must drive the implementation of Mas- ter Systems Plan (MSP).

206

ICT Strategic Objectives

To fulfil this mission, ICT Unit will, in partnership with the Municipality‘s Business Units, seek to:

 Provide a secure IT infrastructure which delivers appropriate levels of data Confidentiality, Integrity and Availability.  Ensure access to appropriate skills and resources.  Incorporate effective governance and Project Management practices to promote a close alignment between IT and Business Units.  Maximise value for money from existing and future technology investments.  Incorporate best environmental practices into its IT operations.  ICT Unit will achieve these objectives by focussing on the continuous development of its People, its Processes and its Technology

Providing a Secure IT Infrastructure

Data security is the most crucial aspect of any ICT infrastructure. The ICT section must maintain confidentiality and integrity of user’s data at all times. The IT Policies must classify data and must also be enforced in order to protect the data must be upheld in order to ensure that Councillors, Officials and Customers data which is protected under the Protection of Private Information Act is guaranteed; this will prevent lawsuits and other actions which may be taken against the Municipality. Data Integrity must be achieved by ensuring that all data stored on the server is credible and that access controls are applied to ensure that the data has not fabricated and comes from a reliable source. The role of data creators is to ensure that the data generated is a true reflection of the reality and where possible information must be verifiable.

Data Availability means that the ICT division must ensure that users have access to data at all times and must also ensure that data and systems are made available to authorised users only. The Municipality will slowly migrate to cloud computing which will ensure that data is available at all times to the users. Moreover, a new three year Anti-Virus License is currently being sought to ensure protection of networking devices against malicious bugs.

ICT Disaster Recovery Plan

ICT is in the process of Implementing:  Exchange Online through Office 365 Licensing agreement with Microsoft. Process of Mailbox Migra- tion is in progress and this provides Disaster Recovery of Messaging Function  Parallel to the above, Microsoft One Drive is currently as online File Storage is being Implemented to protect and recover Users Files  For the entire KSD Municipality, Electronic Document and Records Management system is underway being implemented. Project Kick-off Meeting took place followed by in fractural preparations. Records Management is centralised to Corporate Services; Approved File Plan is currently being used and the system will be established based on this baseline and Intranet.  Another separate process is underway to Implement Recovery Plan for both Enterprise Resource Planner (Promun Financial System) and Payroll system. Proposals have been received, this will ensure offsite backup and recovery for these crucial Information Systems.

Processes to address ICT challenges:

The following processes are currently being followed to address key challenges;  An Audit Readiness Assessment is underway to address all issues relating to ICT Governance.  Infrastructure projects have been advertised to enhance ICT Performance  Key Vacant Posts to be advertised.  Management resolved to capacitate internal resource to Develop, Maintain Municipal Website.

207

2.5.5 GOOD GOVERNANNCE AND PUBLIC PARTCIPATION 2.5.5.1 Public Participation

Local government has been entrusted with the responsibility of ensuring involvement of communities, and community (civic) organisations in local government affairs. Outcome No.9 of 12 National Objectives refers to “A RESPONSIVE ACCOUNTABLE, EFFECTIVE AND EFFICIENT LOCAL GOVERNMENT SYSTEM”. Emphasis will be on Output No. 5 whose aim is to “Deepen democracy through a refined Ward Committee Model”. The municipality of KSD has structure and co-ordinate participation of communities in all municipal programs. It also supports functionality of Ward Committees and CDWs within the municipality.

The Council of the King Sabata Dalindyebo Municipality has adopted the Public Participation Policy and Public Participation Strategy to ensure that communities that are within the area of jurisdiction of KSD Mu- nicipality do participate in the policy formulation and implementation processes. The Public Participation Strategy is used as a tool to guide community consultation and participation during the preparation, monitoring and review of the IDP and budget. The KSD Municipality Strategy is also meant to support and translate into reality the vision, mission and objectives of the municipality. During 2019/20-2020/21 financial year/s the IDP & Budget Outreach programmes were done throughout the KSD jurisdiction called upon all her citizens to exercise their right to actively participate in the municipality’s affairs to the fullest of their abilities, endow- ments and human dignity.

Participation in IDP and Budget Process

2.5.5.2 Ward Committees

Ward Committees are committees established in terms of Section 73 of Local Government: Municipal Struc- tures Act, Act No. 117 of 1998, and they are also referred to as Section 73 Committees.

All of the 36 wards have fully established ward committees which are totalling to three hundred and sixty (360) and have been taken through some training in collaboration with the OR Tambo District Municipality in an attempt to orientate them to local government processes. The ward committees operate well and are fairly working very co-operatively with Ward Councillors and community stakeholders and development committees which are ward committee sub-committees. The CDWs further assists ward committees to their respective wards assigned to them.

2.5.5.3 Community Development Workers (CDWs)

KSD municipality has 36 Community Development Workers who are working closely with Ward Councillors, Ward committees, and other community structures in ensuring that services are delivered to the people. The intention is to ensure that each and every ward has a Community Development Worker.

2.5.5.4 Political Management Committee

The municipality of KSD aims at ensuring that the political structures within Council operate in harmony in order to fast track and enhance the process of service delivery and making the local government work. This includes striving for the effective and efficient political management of the Council through Multi-party Whip- pery System that enhances cohesion and consensus among all political parties in the Council. The municipality also aims to provide adequate information to Councillors and political parties in Council to enhance their capacity to influence meaningful decision-making.

2.5.5.5 Whippery Support

Council took a resolution to have a full time Chief Whip and institutionalization of the Office of the Chief Whip. Council Chief Whip performs duties as stated in the Council’s delegated authority. The council chief whip is the chairperson of the Whippery committee that meets once a month to conduct an audit of service delivery. All whips are also expected to present written reports on service delivery challenges, programs and projects taking place, achievements and any other issue that may impede service delivery in the institution.

208 The Office of the Council Chief Whip established a political committee called Troika constituted by the Exec- utive Mayor, Speaker and Council Chief Whip. This committee is coordinated and chaired by the Council Chief Whip and can when deemed necessary invite the Municipal Manager to the meeting. This committee provides strategic leadership for the local municipality to be able to effectively utilize the limited resources to achieve its objectives. The main function of this committee is that of ensuring political stability in the institution.

2.5.5.6 Oversight Role of Council Section 79 and 80 Committees

The municipality has three fully functional Section 79 Committees that are managed and coordinated by the Office of the Speaker. Deliberations and recommendations of these committees are presented to Council for consideration. Currently, section 79 committees are as follows:- i. Rules Committee chaired by Councillor T.G. Maqoko – Speaker ii. Ethics and Members’ Interests Committee chaired by Councillor N. Nyangani iii. The Municipal Public Accounts Committee chaired by Councillor S. Nyengane iv. Women’s Caucus Committee chaired by Councillor N. Sobahle v. Public Participation and Petitions Committee by Councillor S. Jadiso

Section 80 Committees are:-

The Council of King Sabata Dalindyebo Municipality is functioning well and its representation of Section 80 Council Standing Committees is structured as follows:- a) Mayoral Committee chaired by Executive Mayor: His Worship, Councillor GN Nelani b) Public Safety chaired by Councillor T. Machaea c) Rural & Economic Development chaired by Councillor N. Gcingca d) Human Settlement and Disaster Management chaired by Councillor T. Mtirara e) Finance chaired by Councillor E. Mapekula f) Infrastructure chaired by Councillor N Sibeko g) Corporate Services & Special Programmes chaired by Councillor L. Ntlonze h) Community Services chaired by Councillor Z. Madyibi i) Research, Planning and IGR chaired by Councillor Z. Nokayi

Furthermore, the Council is chaired by Honourable Speaker, Councillor TG Maqoko and Council Whippery chaired by Councillor M. Nyoka. The MPAC is effectively chaired by Councillor Nyengane.

2.5.5.7 Councillor Capacity Building Programs

The Office of the Speaker together with the Human Resources Department has in the past, working with different training institutions, trained Councillors (who were serving in the previous council) on the following courses:  Executive Leadership  Master’s in Public Administration  IDP and Budget  Leadership Skills  Chance Management  Project Management  Essential Municipal Public Accounts

2.5.5.8 War Room –Integrated Service Delivery Model (Masiphatisane)

The KSD Municipality is championing the war rooms in all of the 36 wards which have been introduced by the government and functionally led by the Executive Mayor. The war rooms were officially formulated and launched by the Speakers Office at ward level.

2.5.5.9 Council Meetings

There is approved Council Calendar that regulates the sitting of Council meetings and Council Committee meetings. The Office of the Speaker has fully complied regarding the sitting of Council meetings. The Office of the Speaker has facilitated contribution from the Councillors in laptops and cell phones as working tools.

209 The intention with this step is to introduce paper-free, electronic council meetings, and to minimise transportation and printing costs. To assist the process, Councillors have received Computer literacy training.

2.5.5.10 Commitment to Community Participation

The KSDLM endeavours to ensure that ward committees are central to the development of IDPs and that they are aware of their role in local government. To this effect, a number of outreach programmes to the 36 wards were held by both the Office of the Executive Mayor and the Office of the Speaker. The Municipality being led by the Executive Mayor and members of mayoral Committee visited 36 wards of KSD local municipalities in 07th October to 22nd October 2019 and will be confirmed to allow the public to comment on the Draft IDP and Budget during IDP/Budget Public Hearings planned to be held in April 2020 to craft the IDP and present the progress made in implementing the previous IDP and to revise needs for 2019/20 Review. What transpired out of these meetings has been used to set the tone for the development priorities for the next five years. The theme of the outreach programmes was centred on the role of the community in Local Government programs. To give effect to effective public participation, the Office of the Speaker and Executive Mayor have provided budget to ensure successful and good public participation. A sound budget has been set aside under IDP Unit to conduct IDP awareness campaigns to assist communities to actively participate in the IDP, PMS and Budgeting processes.

2.5.5.11 Challenges to Public Participation

The Public Participation Strategy set to address the following challenges:-

 Proper monitoring, reporting and evaluation on the functionality of organs of civil society;  Required support to the functioning of organs of civil society;  Strengthening the collaboration between Traditional leaders and Ward Councillors in some areas;  Ensure structured and well-coordinated public participation approaches; and  Set conducive processes for petitions and complaints management (principles: Batho Pele /customer care).

2.5.5.12 Petitions and Complaints Management

The Office of the Speaker has an approved policy which seeks to regulate (1) the manner in which community members and stakeholders lodge their complaints/petitions, and (2) how the municipality handles such complaints/petitions. There is petition register and dedicated personnel (Public Participation Officer) who deal with the complaints and related matters received from the public. This function is currently facilitated through the Office of the Speaker which forwarded them and propose remedial actions and recommendations to Council.

2.5.5.13 Traditional Leadership and Councils

The KSD Municipality will endeavour to strengthen Council structures responsible for oversight role. This will enable accountability and transparency of Council to the community by ensuring sitting of council structures as per legislation. The municipality will ensure provision of support to council role players for effective and qualitative participation in local government processes. The municipality also aims at developing a uniform approach on the participation and support of traditional leaders in council.

14 Traditional leadership and Traditional councils have been identified as an exclusively critical stakeholder in Local Government and as such, relations between these institutions and the municipalities present huge opportunities for advancing an impactful service delivery. The key issue identified is that the relations with traditional leadership are currently unstructured/ adhoc, not formalised. Apart from meetings of Traditional Leaders with the Executive Mayor and the IDP Roadshows, the only platform where they could participate in the IDP processes was through the IDP Representative Forum. This hampered the planning and speed of service delivery and reduction of service delivery backlogs as the attendance to these meetings was not good. During this term of council, fourteen (14) traditional leaders have become part of municipal councils and as such the KSD Municipality is developing a clear programme focusing on enhancing service delivery through formalised partnerships and programmes with Traditional leadership institutions.

210 2.5.5.14 Social Cohesion

The Office of the Executive Mayor, together with the Special Programmes Unit, is implementing a number of programmes and activities aimed at promoting social cohesion in the communities of the KSD municipality. These include Sport activities (Mayors cup), cooperative support, and Mayoral Imbizo’s, Arts and Cultural festivals, Horse racing, Nelson Mandela walk during his commemoration, events aimed at Nelson Mandela & Albertina Sisulu Centenary project.

2.5.5.15 Intergovernmental Relations[ IGR ]

The King Sabata Dalindyebo Municipality has prioritised IGR as one of its area of focus to strengthen as from 2013 and the future years. The KSDLM established a fully-fledged IGR structure that incorporates all IGR activities in the municipality and also ensure that the structure is used as a reporting structure for all government activities. The KSDLM IGR acts as a vehicle to drive and facilitate Presidential Intervention Programmes and Projects through work-streams. The IGR further assists in facilitating the adoption of IGR framework and its terms of reference. In the meantime KSD Municipality has its own full functional IGR forum that is chaired by the Executive Mayor to communicate its service delivery issues, challenges and related programmes.

2.5.5.16 MUNIMEC

The MUNIMEC has been established in terms of the provisions of the Intergovernmental Relations Act as a consultative forum between the Eastern Cape Provincial Government and the 45 municipalities in the Eastern Cape Province. To give credence to output 7 of delivery outcome 9, the provincial department of Local Gov- ernment and Traditional Affairs is responsible for coordinating the activities of MUNIMEC. The MUNIMEC is attended by Mayors and Municipal Managers of municipalities. The department has also constituted a technical MUNIMEC which is a forum between the departmental management as led by the Superintendent Gen- eral and the Municipal Managers from municipalities. At the technical MUNIMEC and the MUNIMEC, reports from the 6 district municipalities and the Nelson Mandela Metro, inter alia, whose main focus is progress with the implementation of the municipal turnaround strategies within the DM’s and their constituent local municipalities as well as the Metro are presented and discussed? The KSDLM is actively participating in this Forum through our Municipal Manager.

2.5.5.17 District Mayors Forum: DIMAFO

The District Mayors Forum of OR Tambo sits quarterly to align key programmes and issues between municipalities. DIMAFU is a Section 79 Committee which is a special committee of council made up of Councillors (in this case the Mayors of the local municipalities and the Executive Mayor) that deals with issues within the Municipal Managers office (communications, IGR, Special Programmes dealing with Women, Youth, Disa- bled, People living with Aids, Elderly and Children) as well as internal audit functions. Key elements that form part of the performance of the municipal manager also form part such as statutory compliance issues. The King Sabata Dalindyebo local municipality is attending these meetings on invitation by the Executive Mayor of the District.

2.5.5.18 SALGA Working Groups

In order to share best practices in local government, SALGA has established a cluster of working groups. These working groups are replicated at a provincial level, and their structuring sometimes transcends the municipality’s departmental divide.

It has been reported that the working groups are not functioning optimally, predominantly due to the inadequate participation of municipalities, either through not attending or sending inappropriate representatives. The King Sabata Dalindyebo Local Municipality has not been strong in its participation in the working groups, as it is only the Human Resources, Governance and Infrastructure working groups in which a reasonable level of representation has been achieved.

2.5.5.19 Communications

KSDM has a Communications Unit that informs, empowers and encourages citizens to participate in democracy and improve the lives of all. This helps in ensuring coherence of messages, open and extended channels of communication between municipality and the community, towards a shared vision. 211

A draft Marketing and Communication Policy and Strategy has been developed with the support provided by the Government Communications and Information System (GCIS), and is in circulation for comments before its onward submission to Council for approval. OR Tambo District Municipality is assisting in this regard by ensuring that tools of trade and plan are key and made available to enhance communication. . Programmes for enhanced communication / communication platforms

Electronic Media

 Radio slots – Mhlobo Wenene , Unitra Community Radio (UCR), Ngwane, Port St. Johns Radio, Khanya,

Print Media

 Daily Dispatch, Isolezwe, Mthatha Express, Ikwezi newspaper, Phondo newspaper, Intsika Yethu, Daily Sun and Dizindaba based in Cape Town

Institutional communication platforms

 KSD Website  Social media- Facebook page, Whatsapp group

Challenges relating to marketing and communication;

 Communications units not sufficiently resourced in terms of Human Resources and finances (communications units only have two official and one intern)  Inconsistency in updating information in the municipal website due to delayed submission of information by departments;  Negative perceptions in the Media;  Weak internal communication;

2.5.5.20 Internal Audit Unit

The audit function evaluates the adequacy and effectiveness of internal controls, risk management processes and governance processes  KSD have functional internal audit unit.  Audit committee is in place and functional  Audit committee operates through an Audit Charter and quarterly reports are submitted to Council for noting.

2.5.5.21 Audit Issues

The municipality has been audited by the Auditor General for the past three (3) financial years and the Auditor General opinion is as follows:

Audit opinion for the past three years

2017/18 2018/2019 2019/20 Unqualified Qualified

Challenged facing internal audit unit

 Lack automated audit software  Limited budget

212 2.5.5.22 Risk management unit

The newly aappointment of Chief Risk Officer will set the tune for driving risk management unit functions and fast-tracking the following: -

 Draft Risk management policy and strategy are in place and is due for submission to Council for adoption.  Risk Management Committee has been established and is composed of all Heads of Department and is chaired by an independent person who is a member of the Audit Committee  The Chief Risk Officer has been appointed and is heading the unit

Challenges facing Risk Management Unit

 Low staff complement  Absence of electronic system, i.e. team mate

2.5.5.23 Anti-Fraud and Anti- Corruption

The Anti-fraud and anti-corruption is championed by the Risk Management Unit, fraud and prevention plan is still a draft and has not yet been adopted by Council. The fraud and prevention policy is being developed and planned to be completed in May 2020.

The challenges facing Anti-fraud and anti-corruption:

• Fraud and Prevention policy and whistle blowing policy are in draft stage • Lack of awareness to municipal employees • Lack of whistle blowing system • Control systems not updated; • No protective measures for whistle blowers on fraud and corruption; • False alarms on fraud and corruption with a purpose to hide own corruption (camouflage).

2.5.5.24 Legal Services Unit

KSD Municipality has a Legal Services Unit in place currently under Corporate Services Department. There are proposals to move Legal Services from the Department of Corporate Services to the Municipal Managers Office as the Municipality’s organogram is under review. The Head Legal Services has recently been appointed. Consultations to establish a fully-fledged unit have been initiated. A litigation register has been prepared. A litigation policy and strategy and Standard Operating Procedures are being drafted and once completed would be tabled before Council for approval and workshops for the staff will be held.

Challenges on legal matters:

The municipality still faced with some challenges relating to legal matters on petty matters by the public as individuals cannot be stopped from litigating against the Municipality. The lack of controls in place also poses some challenges as flow of Court Processes is disturbed and there are no records of Departments seeking legal advice on matters which affects the Units turnaround time in providing advice to relevant Departments, however once the Standard Operating Procedures are in place these challenges would be minimised.

2.5.5.25 Special groups

The South African democratic government has adopted a social agenda that is developmental in nature. As part of its commitment to the equal development of all its citizens, the South African government has chan- nelled material resources and time towards the improvement of the living conditions of the vulnerable groups. Government has also passed legislations that seek to protect the rights of the vulnerable groups. Twenty- three years after the advent of the democratic government, with all the progressive legislations and resources dedicated to the vulnerable groups, women, children, the elderly, the young people, people with disabilities and HIV/Aids are still experiencing high levels of isolation, discrimination and abuse. The high poverty conditions that prevail in our communities further exacerbate the harsh conditions and poor treatment that these groups are exposed to. Local government as the sphere of government that is closer to the people is better placed to drive and implement responses that seek to improve the conditions of these groups. In

213 responding to the needs and challenges faced by the vulnerable groups, municipalities are expected to ensure the establishment of effective and well-coordinated mechanisms targeting the identified sections of the population.

The Special Programmes Unit (SPU)

The Special Programmes Unit in the KSDLM was established in 2006 as a result of Chapter 9 of the Consti- tution. Special Programmes unit, it is functioning. However, budget remains a challenge.

Focus areas are as follows:

 HIV and AIDS Programmes, Programmes for people with disabilities, Youth development , Elderly and children and Gender issues and empowerment

The Unit assists in the formulation of policies, and in identifying gaps in policies and implementation of such policies in favour of women, people with disabilities, the aged and children. The SPU has developed the following strategies and/ or plans to drive programmes focusing to the special groups:-

a) HIV/AIDS Strategy, Strategy for the people with disabilities, Youth Strategy and Gender based strategy

Mainstreaming of Designated Groups

Mainstreaming is the main function of the Special Programmes Unit so as to ensure that the municipal Council complies with the Constitution, the Bill of Rights, policies and other pieces of legislation.

Coordination and Mobilization

The Special Programmes Unit (1) coordinates government departments and other stakeholders in order to ensure that programmes for designated groups are developed and implemented and (2) mobilizes all vulnerable groups to be part of development plans and processes.

Monitoring and Evaluation

The Special Programmes Unit generates national, sub-regional, regional and international reports, which provide progress reports, assessed against benchmarks, and also monitors and evaluates the implementation of policies.

Capacity-building

This entails the strengthening of government’s systems, processes and structures to ensure delivery sensitive to youth, women, people with disabilities, elderly and children and to ensure that vulnerable people are empowered and capacitated so that they able access socio-economic opportunities.

Advocacy and Lobbying Women, People with Disabilities and Youth

To spearhead public awareness and education for the promotion of mainstreaming youth, women, people with disabilities, elderly and children interests and programmes issues into Government programmes with extensive campaigns associated with national and international days, KSD Municipality has developed several strategies that deal with women, youth, people with disabilities in order to champion the mainstreaming of the issues of Special Groups. The Special Programmes Unit has to ensure that the development and needs of the designated are always a priority in development agenda, as enforced by a number of Acts, Policies, Charters as well as the Constitution of the Republic of South Africa. KSD Municipality has sourced funding from DEDEA to pilot leatherworks project which is identified as Khuphukani Leatherworks Pilot Pro- ject.

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CHAPTER THREE: DEVELOPMENTAL OBJECTIVES, STRATEGIES AND PROJECTS.

3 KSD MUNICIPAL PRIORITY FOCUS AREAS

3.1 KSD INSTITUTIONAL STRATEGIC OBJECTIVES AND GOALS

# Strategic Objective Goal 1. Sustainable Service Delivery and Infrastructure De- Service Delivery velopment 2. Financial Viability Financial Viability 3. Economic Model with Rural biasness Job Creation 4. Institution Development and Transformation Human Development Capital 5. Good and Excellence in Governance and Public Clean Governance and Administration Participation 6. Spatial Planning Spatial Development Framework

3.2 KSD KEY MUNICIPAL PERFORMANCE AREAS

32.1 Basic Services and Infrastructure Development 32.2 Local Economic Development 32.3 Financial Viability and Management 32.4 Institutional Development and Transformation 32.5 Good Governance and Public Participation 32.6 Performance Management System

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3.2.1 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022 IDP STRATEGY KPI NO. KEY PER- PROJECT PRO- WARD FOCUS PRO- BUDGET TARGET MEASURE- CUSTODIAN FORMANCE NAME JECT JECT DISCRIP- MENT INDICATOR NO. TION 2020/202 SOURCE / 1 POE (TYPE OF THE PROJECT)

Provision of roads 3.2.1.1 No. of sur- Road surfacing 3.2.1.1.1 Urban & Infrastructure de- 24 surfaced Director and storm water faced streets and repair peri ur- velopment streets re- Technical infrastructural ser- repaired and ban paired and Services vices within KSD maintained wards maintained No. of Km of Maintenance & 3.2.1.1.2 Urban & Infrastructure de- 800Km Director Gravel roads repairing of ur- peri ur- velopment Repaired Technical repaired and ban roads ban and Mainte- Services maintained wards nance No. of Km of Roads construc- 3.2.1.1.3 Urban & Roads access 100 km of Director roads con- tion and rehabili- peri ur- roads con- Technical structed and tation ban structed Services rehabilitated wards and rehabilitated No. of Meters Stormwater infra- 3.2.1.1.4 Urban Roads access 50 000 m of Director of Storm wa- structure rehabili- wards Storm wa- Technical ter infrastruc- tation ter infra- Services ture un- structure blocked and unblocked maintained

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IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT)

Implementation of a 3 of Implementation the in planned Roads 3.2.1.2 Callaway and Ea- 3.2.1.2.1 09 MIG Callaway and Director gle Street surfac- Eagle Street Technical ing Surfaced Services

Construction of 3.2.1.2.2 03,09 MIG Khwezi Ex- Director Khwezi Extension tension roads Technical roads phase: 1 phase: 1 Services constructed

year plan plan year

year Caluza resurfac- 3.2.1.2.3 02 MIG Caluza resur- Director ing- planning facing- plan- Technical

plan commissioned plan commissioned phase ning com- Services pleted

Construction of 3.2.1.2.4 10 MIG Ncise to Director Ncise to Mdeni via Mdeni via Technical Clinic Access Clinic Access Services Road Road completed Construction of 3.2.1.2.5 31 MIG Access Road Director Access Road from from Phu- Technical Phumalishwa to malishwa to Services Skhobeni Great Skhobeni Place constructed Great Place

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) construction completed Construction of 3.2.1.2.6 17 MIG Ntabelize Ac- Director Ntabelize Access cess Road Technical Road construction Services completed Construction of 3.2.1.2.7 21 MIG Khalalo Ac- Director Khalalo Access cess Road Technical Road construction Services completed Construction of 3.2.1.2.8 22 MIG Nodumile to Director Nodumile to Phahla Ac- Technical Phahla Access cess Road Services Road construction completed

Construction of 3.2.1.2.9 21 MIG Access Road Director Access Road from from Thuth- Technical Thuthwini, Khwen- wini, Khwen- Services xurha, Mafakathini xurha, Mafa- & Liwalaphakade kathini & Li- next to School walaphakade next to

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) School construction completed Construction of 3.2.1.2.10 22 MIG Lundini Ac- Director Lundini Access cess Road Technical Road constructed construction Services completed Construction of 3.2.1.2.11 24 MIG Zinkawu Ac- Director Zinkawu Access cess Road Technical Road constructed construction Services completed Construction of 3.2.1.2.12 26 MIG Mbozisa to Director Mbozisa to Ngqungqu Technical Ngqungqu Access Access Road Services Road construction completed Construction of 3.2.1.2.13 29 MIG Mam- Director Mampondweni to pondweni to Technical Sigingqini Village Sigingqini Services Access Road Village Ac- cess Road construction completed

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) Construction of 3.2.1.2.14 31,32,1 MIG Dumrhana to Director Cimela via Gu- 4 Cimela via Technical bevu Access Road Gubevu Ac- Services cess Road construction completed Luthuthu to Upper 3.2.1.2.15 32 MIG Luthuthu to Director Qweqwe Access Upper Technical Road constructed Qweqwe Ac- Services cess Road construction completed Bridge at Tyeni to 3.2.1.2.16 34 MIG Construction Director Mbozisa con- of bridge at Technical structed Tyeni to Services Mbozisa completed Construction of 3.2.1.2.17 35 MIG Matyeni via Director Matyeni via Ngcwala Technical Ngcwala SPS Ac- SPS Access Services cess Road con- Road constructed Imple- struction mentation of a completed

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) three (3) year plan annually Construction of 3.2.1.2.18 MIG Construction Director Access Road from of Access Technical N2 Maqhinebeni Road from Services via Maxhwele to N2 Maqhine- Kwenxura beni via Maxhwele to Kwenxura, completed Access Road from 3.2.1.2.19 36 MIG Access Road Director Komkhulu eNtshili- from Kom- Technical beni to Wilo Clinic khulu eNt- Services with Bridge shilibeni to Wilo clinic with bridge completed Construction of 2.1.5.20 29 MIG Mam- Director Mampondweni to pondweni to Technical Sigingqini Village Sigingqini Services Access Road Village Ac- cess Road completed

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) Construction of 3.2.1.2.21 34 MIG Access Road Director Access Road from from Tyeni to Technical Tyeni to Mbozisa Mbozisa Ac- Services Access Road with cess Road bridge constructed with bridge completed Construction of 3.2.1.2.22 28 MIG Access Road Director Access Road from from Cezu Technical Cezu bus stop to bus Mqanduli Services Puzana Access to Macosa Road, Mqanduli to from Puzana Macosa from Pu- Road stop to zana Road con- Puzana Ac- structed cess Road, construction completed 3.2.1.3 Hillcrest Multi- Hillcrest Multi-Pur- 3.2.1.3.1 9 MIG Hillcrest Director Purpose pose Community Multi-Pur- Technical Community (Masizame MPCC pose Com- Services Centre con- ) Construction munity Cen- structed tre construction completed

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) 3.2.1.4 Erection of Erection of Mtha- 3.2.1.4.1 7,8,9 MIG Mthatha Director Mthatha tha Hawker Stalls Hawker Technical Hawker Stalls Stalls Services erected 3.2.1.5 Erection of 20 Erection of 20 3.2.1.5.1 6&7 MIG 20 High Mast Director High Mast High Mast Lights Lights Technical Lights erected Services

3.2.1.6 High Mast Erection of High 3.2.1.6.1 9& 25 MIG High Mast Director Lights Mast Lights Lights at Technical Ngcwanguba Ngcwanguba stop Ngcwanguba Services stop and and Dudumayo stop and Dudumayo High School Dudumayo High School High School erected erected 3.2.1.7 High Mast Installation of High 3.2.1.7.1 High Mast Director Lights at ward Mast Lights at Lights at Technical 6,7,8 & 25 inward 6,7,8 & 25 ward 6,7,8 & Services stalled 25 installed 3.2.1.9 One (1) unit at Construction one 3.2.1.9.1 One (1) unit Director Mqanduli (1) unit Mqanduli at Mqanduli Technical DLTC con- DLTC DLTC con- Services structed struction

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) completed

Coffee-Bay Inter- 3.2.1.9.2 Coffee-Bay Director nal Roads Phase Internal Technical :1 constructed Roads Phase Services :1 construction completed 3.2.1.10 No. of Com- Construction of 3.2.1.10.1 13 3 Community Director munity Halls Northcrest Com- Halls con- Technical constructed munity Hall structed Services

Construction of 3.2.1.10.2 33 Director Mpeko Community Technical Hall Services Construction of 3.2.1.10.3 01 Director Silverton Commu- Technical nity Services 3.2.1.11 No. of Hawker Erection of Mtha- 3.2.1.11.1 Mthatha Director Stalls erected tha Hawker Stalls Hawker Technical Stalls Services erected

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) 3.2.1.12 Mthatha West Mthatha West 3.2.1.12.1 Mthatha Director Households phase 2 electrifi- West-Phase Technical electrified cation 2 electrified Services

3.2.1.13 No. of House- Conduct electrifi- 3.2.1.13.1 1500 house- Director holds con- cation project holds electri- Technical nected to the based on the need fied Services grid annually 3.2.1.14 No. of Km of 66KV Overhead 3.2.1.14.1 3km of 66KV Director 66KV Over- line constructed Overhead Technical head line con- and upgraded line con- Services structed and structed and upgraded upgraded

3.2.1.15 No. of Trans- 5 Transformer Bay 3.2.1.15.1 1 Trans- Director former Bays constructed and former Bay Technical constructed commissioned constructed Services and commis- and commissioned sioned 3.2.1.16 No. of Substa- 1 Substations con- 3.2.1.16.1 1 Substa- Director tions constructed and com- tions con- Technical structed and missioned structed and Services commissioned commissioned

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) 3.2.1.17 10 km of elec- Electrical infra- 3.2.1.17.1 10km of elec- Director trical infrastructure refur- trical infra- Technical structure refurbished structure re- Services bished furbished 3.2.1.18 14 x 11KV Substations 3.2.1.18.1 14 x 11KV Director substations Refurbished & substations Technical Refurbished maintained refurbished Services 3.2.1.19 No. of inter- Continuous in- 3.2.1.19.1 27 intersec- Director sections of spections of traffic tions of traffic Technical Traffic lights lights inspected lights in- Services inspected and and maintained spected and maintained maintained 3.2.1.20 No. of street- Continuous 3.2.1.20.1 1000 street- Director lights in- maintenance and lights in- Technical spected and repair of street- spected and Services repaired lights repaired 3.2.1.21 No. of High Installation of High 3.2.1.21.1 30 High mast Director mast Lights in- Mast Lights to Lights in- Technical stalled and meet the demand stalled and Services completed completed Mthatha =? Mqanduli=?

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) 3.2.1.22 Christmas Lighting of Christ- 3.2.1.22.1 Christmas Director lights installed mas lights annu- Lights opera- Technical and opera- ally tional on the Services tional day of the event 3.2.1.23 Implement En- Renewable En- 3.2.1.23.1 Install 27 Re- Director ergy Efficiency ergy Source in newable En- Technical Strategy municipal build- ergy Source Services Implement En- ings. in municipal ergy Efficiency Install streetlights buildings. Demand Side monitoring sys- Install street- Management tems lights moni- Programme Install building en- toring sys- (EDSM) ergy management tems in 5052 system streetlights. Install building energy management system in 27 spots

3.2.1.24 Energy audits Energy audits in 3.2.1.24.1 Energy au- Director in streetlights, streetlights, mu- dits in street- Technical municipal nicipal buildings & Services

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI NO. KEY PER- PROJECT NAME PROJECT NO. WARD FOCUS BUDGET ANNUAL MEASURE- CUSTODIAN EGY FORMANCE PROJECT TARGET MENT INDICATOR DISCRIP- 2020/2021 SOURCE / TION POE

(TYPE OF THE PRO- JECT) buildings & water& sewage lights, munic- water& sew- works conducted ipal buildings age works annually & water& conducted sewage works conducted 3.2.1.25 Energy saving Energy saving 3.2.1.25.1 Energy sav- Director lights erected lights erected to ing lights Technical meet demand erected Services

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: Provision if Integrated and Sustainable Human Settlements by 2021

IDP STRAT- KPI NO. KEY PER- PROJECT PROJECT WARD FOCUS PROJECT BUDGET TARGET MEASURE- CUSTODIAN EGY FORMANCE NAME NO. DISCRIPTION MENT INDICATOR 2020/2021 SOURCE / (TYPE OF THE PRO- POE JECT) Facilitate Con- 3.2.1.26 No. of houses Construc- 3.2.1.26.1 9 300 houses Director Hu- struction of to be built at tion of 961 man Settle- subsidy Mayden Farm units at ments houses Mayden Farm Ext. No. of houses Construc- 3.2..1.26.2 6 200 houses Director Hu- to be built at tion of man Settle- Kei Rail houses at ments Kei Rail No. of houses Construc- 3.2.1.26.3 9 131 houses Director Hu- to be built at tion of man Settle- New Brighton houses at ments New Brighton Formalization 3.2.1.27 MEC resolu- Upgrading 3.2.1.27.1 Head Attend to Director Hu- of townships tions on do- of informal Office land issues man Settle- nation of land settlements ments to formal townships Expansion of 3.2.1.28 Extended ser- Serviced 3.2.1.28.1 5,6,8,9, Provide mu- Director Hu- services to vice to Peri Peri Urban 10,11,1 nicipal ser- man Settle- Per- Urban Urban Can- areas 2 vices at ments Settlements ters Mthatha West, Zim- bane, Bhongweni,

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: Provision if Integrated and Sustainable Human Settlements by 2021

IDP STRAT- KPI NO. KEY PER- PROJECT PROJECT WARD FOCUS PROJECT BUDGET TARGET MEASURE- CUSTODIAN EGY FORMANCE NAME NO. DISCRIPTION MENT INDICATOR 2020/2021 SOURCE / (TYPE OF THE PRO- POE JECT) Payne, Vidgesville, Mayden Farm Strategic land 3.2.1.29 Hillcrest Mall Prepare 3.2.1.29.1 9,3, 8 Verification Director Hu- parcels availa- Petrol Filling new leases of expired man Settle- ble for Com- station bases on leases & call ments mercial devel- Boundary new rental for service opments or in- Road fees/ leases providers for vestments Rem 912 - valuation of Circus Trian- properties gle Increase on 3.2.1.30 40% of dis- Disposal of 3.2.1.30.1 Head 40 % on rev- Director Hu- revenue gen- posal of va- vacant sites Office enue gener- man Settle- erated through cant, residen- within ation ments management tial, commer- KSDM of property cial, & church transactions sites within KSDM Manage & 3.2.1.31 No of (new) Manage & 3.2.1.31.1 Head Receive & Director Hu- regulate the building plans regulate the Office scrutinize man Settle- built environ- received & al- built envi- building ments ment; by en- terations of ronment plans re- suring com- existing build- ceived ings attended to

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KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: Provision if Integrated and Sustainable Human Settlements by 2021

IDP STRAT- KPI NO. KEY PER- PROJECT PROJECT WARD FOCUS PROJECT BUDGET TARGET MEASURE- CUSTODIAN EGY FORMANCE NAME NO. DISCRIPTION MENT INDICATOR 2020/2021 SOURCE / (TYPE OF THE PRO- POE JECT) pletion and re- ceipt of building plans 3.2.1.32 No. of struc- Inspection 3.2.1.32.1 Building Director Hu- tural buildings of standard plans to man Settle- inspected of buildings comply with ments during the building reg- construction ulations phase Continuous 3.2.1.32.3 Continuous Director Hu- verification inspections man Settle- of illegal of the build- ments buildings ing struc- constructed tures Development 3.2.1.33 Emergency Emergency 3.2.1.33.1 Emergency Director Hu- of Human Set- housing housing housing man Settle- tlements poli- Policy Policy Policy in ments cies and by- place laws 3.2.1.34 Housing Allo- Housing Al- 3.2.1.34.1 Housing Al- Director Hu- cation Policy location location Pol- man Settle- Policy icy in place ments 3.2.1.35 Land Invasion Land Inva- 3.2.1.35.1 Land Inva- Director Hu- Policy sion Policy sion Policy man Settle- in place ments

Page 231 of 296

KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI KEY PERFOR- PROJECT PRO- WARD FOCUS BUDGET TAR- MEASUREMENT CUSTODIAN EGY NO. MANCE NAME JECT PROJECT GET SOURCE / POE INDICATOR NO. DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT) Increase ac- 3.2.1.36 No of households Refuse removal 3.2.1.36.1 1, 2, 3, 4, Access to re- Refuse removal Director: cess to refuse with access to re- 5, 6, 7, 8, fuse removal schedule, Community removal fuse removal using 9, 10, 13 & Monthly Reports Services black plastic bags 29 once a week 3.2.1.37 No of households Refuse Re- 3.2.1.37.1 1, 2, 3, 4, Access to re- Refuse removal Director: with access to removal 5, 6, 7, 8, fuse removal schedule, Pic- Community fuse removal using 9, 10, 13 & tures & Monthly Services communal skips 29 reports twice a week

Facilitate estab- 3.2.1.38 % of completion of EC-KSD Waste 3.2.1.38.1 33 Qweqwe 100% Monthly Reports, Director: lishment of new construction works Disposal Site Landfill Site Pictures, Minutes Community landfill site of Project Steer- Services ing Committee Meetings, Com- pletion Certifi- cates Facilitate estab- 3.2.1.39 % of completion of EC-KSD Waste 3.2.1.39.1 24 Coffee Bay 100% Monthly Reports, Director: lishment of construction works Transfer Station Waste Pictures, Minutes Community waste transfer Transfer Sta- of Project Steer- Services station tion & Buy ing Committee Back Centre Meetings, Com- pletion Certifi- cates Efficient reha- 3.2.1.40 No of landfill site Mthatha, Mqan- 3.2.1.40.1 29, 33 & Landfill Site 6 Landfill Site Director: bilitation and audits conducted duli & Qweqwe 35 Environmen- Environmental Community maintenance of Landfill site Au- tal Audits Audit Reports on Services dits file

232 KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI KEY PERFOR- PROJECT PRO- WARD FOCUS BUDGET TAR- MEASUREMENT CUSTODIAN EGY NO. MANCE NAME JECT PROJECT GET SOURCE / POE INDICATOR NO. DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT) waste infrastructure

Efficient reha- 3.2.1.41 Maintenance report Rehabilitation & 3.2.1.41.1 29 & 35 Rehabilita- Mainte- Maintenance Director: bilitation and Maintenance of tion and nance of monthly reports Community maintenance of Mthatha & maintenance Mthatha signed off by Di- Services waste infra- Mqanduli landfill of landfill & Mqan- rector structure site sites duli Landfill sites Clearing of ille- 3.2.1.42 No of illegal dump EC – Thuma 3.2.1.42.1 1, 2, 3, 4, Clearing of il- 14 ille- Report signed off Director: gal dumps interventions imple- Mina Good 5, 6, 7, 8, legal dumps gal by the Director, Community mented Green Deeds 9, 10, 11, in identified dump Pictures on file Services Project 12, 13 & 29 hot spots hotspots

Beautification 3.2.1.43 No. of Parks beauti- EC – Cleaning 3.2.1.43.1 3, 5, 7, 8 & EPIP Clean- 4 Monthly Reports Director: of open spaces fied & Greening of 29 ing & Beauti- signed off by the Community & parks Open Spaces fication of Director, Pictures Services Open on file & Steering Spaces Pro- Committee ject Minutes on file Improve 3.2.1.44 No. of work oppor- EC - Working 3.2.1.44.1 24 EPIP Work- 21 Employment con- Director: Coastal Clean- tunities created for for the Coast ing for the tracts on file, Community ing & Coastal Coastal cleaning Programme Coast Pro- Monthly reports, Services Safety ject Minutes of Steer- ing Committee Meetings

233 KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI KEY PERFOR- PROJECT PRO- WARD FOCUS BUDGET TAR- MEASUREMENT CUSTODIAN EGY NO. MANCE NAME JECT PROJECT GET SOURCE / POE INDICATOR NO. DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT) Improve 3.2.1.45 No of work opportu- Coastal Safety 3.2.1.45.1 24 EPWP In- Employment Con- Director: Coastal Clean- nities created for centive tracts on file. Community ing & Coastal Coastal Safety. (No Grant Project Timesheets on Services Safety of Lifeguards ap- file & Report pointed) signed off by the Director Improve 3.2.1.46 No of beaches EC - Working 3.2.1.46.1 24 EPIP Work- 2 Employment con- Director: Coastal Clean- cleaned for the Coast ing for the tracts on file, Community ing & Coastal Programme Coast Pro- Monthly reports, Services Safety ject Minutes of Steer- ing Committee Meetings Improve access 3.2.1.47 No of Library Mobile Library 3.2.1.47.1 Library Ser- Attendance Reg- Director: to library ser- awareness Pro- Programme vices ister on File, Community vices grammes con- (School visits) Monthly report Services ducted signed off by the Director & Pic- tures on file Advocate cul- 3.2.1.48 No of programmes Library Learning 3.2.1.48.1 Library Ser- Attendance Reg- Director: ture of learning conducted Programme vices ister on File, Community and lifelong Monthly report Services learning signed off by the Director & Pic- tures on file Promote early 3.2.1.49 No of childhood pro- Early Childhood 3.2.1.49.1 Library Ser- Attendance Reg- Director: childhood programmes con- Programme vices ister on File, Community gramme ducted Monthly report Services signed off by the Director & Pic- tures on file

234 KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI KEY PERFOR- PROJECT PRO- WARD FOCUS BUDGET TAR- MEASUREMENT CUSTODIAN EGY NO. MANCE NAME JECT PROJECT GET SOURCE / POE INDICATOR NO. DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT) Improve access 3.2.1.50 Maintenance and Maintenance & 3.2.1.50.1 9 & 29 Maintenance Mthatha Maintenance Re- Director: to animal rehabilitation pro- Rehabilitation of & Rehabilita- & Mqan- port signed off by Community pound gramme imple- Mthatha & tion of Mtha- duli Ani- the Director Services mented Mqanduli Ani- tha & Mqan- mal mal Pound duli Animal Pound Pound Promote waste 3.2.1.51 No of waste minimi- Launch Waste 3.2.1.51.1 Launch 12 Attendance Reg- Director: minimization in zation projects Minimization Waste Mini- ister on file, Re- Community schools and launched in schools Programmes in mization Pro- port signed off by Services wards schools grammes in Director & Pic- schools tures on file Environmental 3.2.1.52 Conduct Environ- Conduct Public 3.2.1.52.1 1, 2, 3, 4, Conduct En- 12 Attendance Reg- Director: Awareness mental Awareness Participation 5, 6, 7, 8, vironmental Wards ister on file, Re- Community Programme in wards sessions on en- 9, 10, 11, Awareness port signed off by Services vironmental 12, 13 & 29 in wards Director & Pic- management in tures on file ward Implement En- 3.2.1.53 No of smart meters Install smart 3.2.1.53.1 5, 6, 7, 8 & EEDSM Minutes of Director: ergy Efficiency installed in buildings meters in mu- 29 Programme Monthly meetings Community Demand Side nicipal infra- on file Services Programme structure 3.2.1.54 No of Energy Effi- Install energy 3.2.1.54.1 5, 6, 7, 8 & EEDSM Reports signed Director: ciency Initiatives im- efficiency fit- 29 Programme off by the Director Community plemented tings in munici- Services pal infrastructure Increase cost 3.2.1.55 No of new contract Revenue En- 3.2.1.55.1 Cost recov- Report signed off Director: recovery and signed for refuse hancement ery on com- by the Director, Community collection Commercial Re- Services fuse Collection

235 KEY PERFORMANCE AREA: BASIC SERVICES DELIVERY AND INFRASTRUCTURE DEVELOPMENT

IDP Objective: To Provide Basic Service Delivery in a Sustainable Manner by 2022

IDP STRAT- KPI KEY PERFOR- PROJECT PRO- WARD FOCUS BUDGET TAR- MEASUREMENT CUSTODIAN EGY NO. MANCE NAME JECT PROJECT GET SOURCE / POE INDICATOR NO. DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT) enhance reve- mercial re- Schedule & Bill- nue on com- fuse collec- ing Report mercial refuse tion Increase cost 3.2.1.56 Rand value of reve- Revenue En- 3.2.1.56.1 Cost recov- Monthly reports Director: recovery and nue generated from hancement ery on com- signed off by Di- Community enhance reve- commercial refuse mercial re- rector, Commer- Services nue on com- removal and dis- fuse collec- cial Refuse Re- mercial refuse posal tion moval Collection Schedule, Billing Report

236

3.2.2 LOCAL ECONOMIC DEVELOPMENT

KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Agricultural Agricultural 3.2.2.1 Wool Clip Com- Wool Clip 3.2.2.1.1 Wool Clip Facilitate RED Di- mercialisation Commerciali- Commerciali- procure- rector programme – co- zation zation ment of 3 ordinate the ac- sets of

Development quisition of three shearing sets of shearing equipment shed equipment DRDAR 3.2.2.2 Facilitate 3 RED Di- and renovation of shearing construction rector three shearing sheds of shearing

sheds sheds by by DRDAR DRDAR

3.2.2.2 4 project meet- Milling plant 3.2.2.2.1 Meetings with 4 RED Di- ings with farmers farmers who rector who supply the supply the Milling Plant Milling plant

3.2.2.3 4 meetings to sit Feedlot pro- 3.2.2.3.1 Feedlot pro- 4 RED Di- for setting up of a duction duction at rector feedlot with EC- Mqanduli RDA and DRDAR Lower Ngqungqu

237 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Farmers on 3.2.2.3.2 Training & Training RED Di- wool produc- capacitation programme rector tion, sheep of farmers on for wool wool produc- growers -2 tion, sheep training 3.2.2.4 2 Community en- Natural vege- 3.2.2.4.1 Facilitate pre- 2 Commu- RED Di- gagements facilitation at vention of ille- nity en- rector tated with com- Lower gal harvest- gagements munities against Nenga, Qunu ing of natural illegal harvesting (sand min- vegetation at of natural vegeta- ing). Lower tion Nenga, Qunu (sand mining). 3.2.2.5 Revitalisation of Vulindlela in- 3.2.2.5.1 Developing of Facilitate a RED Di- SMME Develop- Vulindlela Indus- dustrial Hub Masterplan meeting rector ment trial Park – facili- for Vulindlela that will as- tate a meeting industrial sist to de- that will assist Hub. Facilita- velop the with the develop- tion of build- Mainte- ment of the ing more stra- nance plan maintenance plan tegically lo- for the Park with ECDC cated comfort

238 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

zones for industrial initiatives. Local beneficiation & localization strategy De- velopment By Laws 3.2.2.6 Number of Con- Contractor 3.2.2.6.1 Implementa- Contractor RED Di- tractor develop- development tion of KSD Develop- rector ment program programme. contractor de- ment: sessions. velopment Resuscitate programme. steering committee, 3.2.2.7 Partnership Partnership 3.2.2.7.1 Partnership Identify RED Di- SEDA SEDA con- SEDA con- training op- rector struction & struction & portunities CIDB. CIDB. Stakeholder Black sup- mobilisation plier support Program implementation

239 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

3.2.2.8 Number of Infor- 3.2.2.8.1 Resource 50 Informal RED Di- mal traders to be mobilisation traders to rector supported (LED and develop- be sup- infrastruc- ment of busi- ported Re- ture/sessions) ness plans source mo- support for in- bilization formal traders and development of Business plans 3.2.2.12 Signed partner- 2.2.12.1 Informal trade Engage- RED Di- ship agreement Market devel- ment to cre- rector with Furntech opment & de- ate 4 strate- velopment of gic partner- trade areas. ships for Industrial SMMEs: RED Di- Clustering & Furntech rector Capacity KSD busi- building. ness chamber Youth Busi- ness Cham- ber

240 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

CSIR/DST: innovators program Partnership with Billion Group. Piloting and Business RED Di- development Plan devel- rector of compre- opment hensive business plan SMME Develop- 3.2.2.13 Number of capac- programme 3.2.2.13.1 Skills devel- SMME’s RED Di- ment ity building ses- Contractor opment in Coopera- rector sions to be facili- development Cooperatives tives and in- tated for SMMEs, programme and SMME formal trad- Informal traders for small support pro- ers capaci- and Co-opera- scale fishing gramme Con- tated tives. tractor development programme Small scale fishing Flea markets 3.2.2.13.2 Flea markets Facilitate 2 RED Di- events /flea rector markets

241 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Sessions for 3.2.2.13.3 Capacity Facilitated RED Di- Small Scale building ses- capacity rector fishers- fish- sions for building ing commu- small scale sessions for nity coopera- fishers - fish- Small Scale tives ing commu- fishers and nity coopera- provision of tives equipment (2 capacity building programs to be facilitated for Small Scale Fisheries i.e. workshops)

ment Develop- Tourism 3.2.2.14 Facilitate meet- Implementa- 3.2.2.14.1 Implementa- Tourism RED Di- ings that will initi- tion of Tour- tion of KSD Awareness rector ate 4 tourism ism packaged Tourism Youth Talk events to be im- projects month - Im- Debate plemented plementation Cultural of Tourism Seminar packaged Horse-rac- projects ing event

242 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

3.2.2.15 Conduct Feasibil- Heritage de- 3.2.2.15.1 Heritage Facilitate RED Di- ity Study for velopment Route, hosting of 2 rector Trails / Routes to Tourism be developed: Awareness Liberation Herit- Campaigns age Route, Route Facilitate 412 Corridor Sourcing of funding for implementation of feasibility study. 3.2.2.16 Facilitate 3 ca- Revival of 3.2.2.16.1 Local Tour- Facilitate RED Di- pacity building LTO ism Organi- seating and rector programmes for sation( LTO) strengthen- Local Tourism operational ing func- Organisation tioning of LTO 3.2.2.17 Facilitate meet- Grading of 3.2.2.17.1 Grading of Facilitate RED Di- ings and work- accommoda- accommoda- meetings rector shops on grading tion tion establish- and work- and encourage ment re- shops that accommodation viewed annu- will lead to establishments to ally upgrading be graded by the of additional

243 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

SA Grading 10 accom- Council modation establishments 3.2.2.18 Business Campsite de- 3.2.2.18.1 Coffee Bay Business RED Di- plans/proposals velopment campsite de- plans/pro- rector for Coffee Bay velopment posals for Campsites reha- Coffee Bay bilitation devel- Campsites oped, and Busi- rehabilita- ness plans/pro- tion to de- posals for coast veloped and marine tour- and submit- ism developed ted Submit and submitted for developed approval business plans/proposals for coast and marine tourism for approval

244 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Tourism Development Tourism 3.2.2.19 Facilitate seating Centenary 3.2.2.19.1 Branding Seminars- RED Di- of 2 centenary projects centenary Dialogue, rector celebration projects Develop events and plan- electronic ning meetings Billboards Facilitate sourc- owned by ing of funds for a the munici- tourism video to pality

be screened at Develop a information cen- tourism tre video for revenue at information centre, 3.2.2.20 Number of events 3.2.2.20.1 Tourism pro- 1 Tourism RED Di- to participate in motional Indaba rector for tourism attrac- events 1 KSD tions and invest- Business ment opportuni- Expo ties / exposure 2 Tourism capacitation programmes & investment seminars

245 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

and conference

3.2.2.21 Branded KSD 3.2.2.21.1 VIC Branding Have a RED Di- and marketing branded rector billboards KSD and billboards to attract tourists / investors 3.2.2.22 To Develop LED / Marketing 3.2.2.22.1 LED / Tour- To have an RED Di- Tourism Booklet LED / Tour- ism Booklet attractive rector ism Booklet booklet in place advertising KSD tourism attractions and potential and economic opportunities

246 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

3.2.2.23 Facilitate Imple- 3.2.2.23.1 Marketing Macufe Arts RED Di- mentation of a Festival rector number of tour- Isingqi-se- ism awareness thu Wild campaigns on Coast Festi- KSD arts & cul- val ture Grahams town Na- tional Arts Festival 3.2.2.24 Number of artists Film produc- 3.2.2.24.1 Coordination Facilitate RED Di- and of film pro- ers support of structures Fundraising rector ducers to be sup- to capaci- ported tate and support 5 organised artists and unorgan- ised artists Investment and 3.2.2.26 Ocean Economy Aquaculture 3.2.2.26.1 Aquaculture Capacity RED Di- Attraction (Blue) 3 sessions Development Development building on rector facilitated initiatives initiatives Aquaculture (Farms) Ma- , Develop- phuzi Small ment Ma-

247 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Harbour de- phuzi har- velopment bour Devel- Small Marine opment, at Coffee Bay Capacity Small Scale building fishing in Cof- pro- fee Bay & grammes Hole in the for Coffee- Wall Bay/ Hole- in-the Wall

LED Governance LED Governance 3.2.2.27 Number seated LED Forums 3.2.2.27.1 Seating of fo- 4 RED Di- LED Forums rums rector 3.2.2.28 SMME Develop- SMME Infor- 3.2.2.28.1 Seating of in- 2 RED Di- ment / Infor- mation Shar- formation rector mation Sharing ing sharing forums

3.2.2.29 Business Cham- Business 3.2.2.29.1 Seating of the 3 RED Di- ber Meeting Chamber meetings rector support 3.2.2.30 Number of SANRAL En- 3.2.2.30.1 Seating of the 2 RED Di- SANRAL En- gagements meetings rector gagements

248 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

3.2.2.31 Engagements ECDC & De- 3.2.2.31.1 Continuous 4 RED Di- with ECDC & De- partment of engagements rector partment of Pub- Public Works and seating lic Works engagements of the meetings 3.2.2.32 Promotion of SMME pro- 3.2.2.32.1 Continuous 4 RED Di- SMMEs motions engagements rector and seating of the meetings 3.2.2.33 Forge partner- Research & 3.2.2.33.1 Continuous 4 RED Di- ships with Re- partnerships engagements rector search oriented with oriented and seating institutions (WSU, institutions of the meet- TVET colleges, ings etc. 3.2.2.34 BIGM Engage- BIGM pro- 3.2.2.34.1 Continuous 4 RED Di- ments and jects engagements rector COVID-19 LED and seating SUPPORT of the meetings 3.2.2.35 Business Exposi- Business Ex- 3.2.2.35.1 Participation 0 RED Di- tion to be held position in business rector exposition

249 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

Revenue Collec- 3.2.2.36 % Revenue col- Informal trad- 3.2.2.36.1 Ntozonke 100% RED Di- tion lected from Nto- ing and busi- Market, Town rector zonke Market, ness licens- Hall stalls Town Hall stalls ing and street and street trading trading revenue collected 3.2.2.37 % Revenue col- Formal busi- 3.2.2.37.1 Conduct audit 100% RED Di- lected from for- ness support annually of all rector mal businesses & licensing licensed formal businesses & collect revenues & facilitate closure of businesses operating illegally without proper licenses Revenue Collec- 3.2.2.38 Implemented Outdoor ad- 3.2.2.38.1 Implementa- Implemen- RED Di- tion Outdoor advertis- vertising pol- tion of out- tation of rector ing policy for rev- icy for reve- door advertis- outdoor ad- enue collection nue collection ing policy vertising policy and revenue

250 KEY PERFORMANCE AREA: LOCAL ECONOMIC DEVELOPMENT

IDP Objective: To Promote Local Economic Development

IDP STRATEGY KPI NO. KEY PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTO- MANCE INDICA- NAME NO. PROJECT DIAN TOR DISCRIP- 2020/2021 TION

(TYPE OF THE PRO- JECT)

generated in line with the policy

251 3.2.3 FINANCIAL VIABILITY AND MANAGEMENT

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial managements

STRATEGIES KPI NO. KEY PER- PROJECT PRJECT NO. WARD FOCUS PRO- BUDGET TARGET MEASURMENT CUSTODIAN FORMANCE NAME JECT DIS- 2020/2021 INDICA- CRIPTION TORS (TYPE OF THE PRO- JECT) To Improve 3.2.3.1 Reduced Assess debt- 3.2.3.1.1 Debtors bal- Improved rev- Chief Financial debt collection debtors bal- ors and em- ance enue collec- Officer (BTO) to the norm of ance ploy debt col- tion through 93% lection strat- prompt billing egy processes, sending statements notices and blocking Improve effi- 3.2.3.2 Reviewed Fi- Financial Re- 3.2.3.2.1 Financial Re- To review and Chief Financial ciencies in nancial Re- covery Plan covery Plan/ implement Fi- Officer (BTO) management of covery Plan/ reviewed an- Strategy nancial Re- financial re- Strategy nually to meet covery Plan of sources changing cir- the municipal- cumstances ity 3.2.3.3 Finalised Conduct valu- 3.2.3.3.1 General Valu- To finalise Chief Financial General Val- ation roll an- ation Roll General Valu- Officer (BTO) uation Roll nually ation Roll by June 2021 3.2.3.4 Balanced Reviewed val- 3.2.3.4.1 Billing of re- Valuation roll debtors sub uation to Gen- fuse removal agreeing to ledger to eral and billing the billing in- general on an annual formation ledger basis

252

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial managements

STRATEGIES KPI NO. KEY PER- PROJECT PRJECT NO. WARD FOCUS PRO- BUDGET TARGET MEASURMENT CUSTODIAN FORMANCE NAME JECT DIS- 2020/2021 INDICA- CRIPTION TORS (TYPE OF THE PRO- JECT) 3.2.3.5 Improved bill- Billing for re- 3.2.3.5.1 Improved bill- Bill for refuse Chief Financial ing for refuse fuse removal ing for refuse removal Officer (BTO) & removal removal Community Ser- vices To provide free 3.2.3.6 Percentage Free basic 3.2.3.6.1 Free basic ser- Provide free Chief Financial basic services of house- Services to vices basic Services Officer (BTO) holds earning qualifying indi- to qualifying less than gents consum- indigents con- R3800 with ers sumers in line access to Conduct verifi- with indigent free basic cation of indi- policy and reg- services gent appli- ister cants and manage disputes annually To Align 3.2.3.7 Mscoa com- Mscoa 3.2.3.7.1 Mscoa compli- Develop and Chief Financial Budget and pliant Budget aligned ant Budget implement Officer (BTO) IDP processes and IDP Budget/ IDP and IDP 2021/22 Pro- to mSCOA re- reviewal cess Plan quirements Monitor implementation of 2020/21 budget

253

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial managements

STRATEGIES KPI NO. KEY PER- PROJECT PRJECT NO. WARD FOCUS PRO- BUDGET TARGET MEASURMENT CUSTODIAN FORMANCE NAME JECT DIS- 2020/2021 INDICA- CRIPTION TORS (TYPE OF THE PRO- JECT) To review 3.2.3.8 Reviewed All budget re- 3.2.3.8.1 Budget related All budget re- Chief Financial budget related budget related policies policies lated policies Officer (BTO) policies annu- lated policies are reviewed are reviewed ally and imple- and implemented mented To implement 3.2.3.9 Updated Contract regis- 3.2.3.9.1 Contract regis- Contract regis- Chief Financial supply chain Contract reg- ter updated on ter ter in place Officer (BTO) management ister regular basis and updated on regular basis 3.2.3.10 Developed Monitor the 3.2.3.10.1 Procurement Develop and Chief Financial procurement implementa- plans monitor the Officer (BTO) plans tion of the pro- implementa- curement tion of the pro- plans curement plans To monitor Au- 3.2.3.11 Developed Development 3.2.3.11.1 Audit action Development Chief Financial dit Action Plan audit action of audit action plan of audit action Officer (BTO) annually plan plan for im- plan proved standards

254

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial managements

STRATEGIES KPI NO. KEY PER- PROJECT PRJECT NO. WARD FOCUS PRO- BUDGET TARGET MEASURMENT CUSTODIAN FORMANCE NAME JECT DIS- 2020/2021 INDICA- CRIPTION TORS (TYPE OF THE PRO- JECT) Credible an- 3.2.3.12 Developed Preparation & 3.2.3.12.1 Financial Preparation & Chief Financial nual financial Annual finan- submission of Statements submission of Officer (BTO) statements cial state- Financial Financial ments Statements by Statements by 31st August 31st August annually 3.2.3.13 GRAP com- Ensure that 3.2.3.13.1 Reconcilia- Ensure that Chief Financial pliant AFS reconciliations tions prepared reconciliations Officer (BTO) are prepared on an annual are prepared and reviewed basis and reviewed on an annual on monthly basis basis

3.2.3.14 Properly Reconciling in- 3.2.3.14.1 Reconciling in- Reconciling in- Chief Financial managed ventory sub ventory sub ventory sub Officer (BTO) Stores ledger to gen- ledger to gen- ledger to general ledger eral ledger eral ledger Management of 3.2.3.15 GRAP com- GRAP compli- 3.2.3.15.1 GRAP compli- Maintained Chief Financial municipal as- pliant asset ant asset ant asset reg- GRAP compli- Officer (BTO) sets register management ister ant asset register management register.

255

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial managements

STRATEGIES KPI NO. KEY PER- PROJECT PRJECT NO. WARD FOCUS PRO- BUDGET TARGET MEASURMENT CUSTODIAN FORMANCE NAME JECT DIS- 2020/2021 INDICA- CRIPTION TORS (TYPE OF THE PRO- JECT) 3.2.3.16 Functional Purchase the 3.2.3.16.1 Fleet manage- To purchase Chief Financial Fleet Man- remaining fleet ment the remaining Officer (BTO) agement unit needed by fleet needed service deliv- by service de- ery depart- livery departments ments

256

KEY PERFORMANCE AREA: FINANCIAL VIABILITY AND MANAGEMENT

IDP Objective: To promote and enhance financial viability and as well as implement sound financial management STRAT- KPI KEY PER- PRO- PRO- WARD FOCUS PRO- BUDGET TARGET MEASURE- CUSTODIAN EGIES NO. FORMANCE JECT JECT NO. JECT DISCRIP- 2020/21 MENT INDICATORS NAME TION

( TYPE OF THE PROJECT) 2.3.17 Fleet controls Man- 2.3.17.1 Establish fleet Chief Financial Officer and systems age- management (BTO) in place ment committee En- and forcement of controls disciplinary ac- for fleet tion against con- usage travening fleet controls and systems

257

3.2.4 INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

IDP Objective: To ensure Institutional Transformation and Organisational Development

IDP STRATEGY KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTODIAN MANCE INDI- NAME NO. PROJECT 2020/2021 CATOR DISCRIP- TION

( TYPE OF THE PRO- JECT) 3.2.4.1 % of Depart- Approved 3.2.4.1.1 GM’s and Director Cor- mental Man- PMS policy all Manag- porate Ser- agement staff is in place. ers on PMS vices with signed (perfor- performance mance agreements agree- Build and maintain ments con- the capacity of the cluded in municipality to exe- respect of cute the local gov- all) ernment develop- 3.2.4.2 % of Quarterly Performance 3.2.4.2.1 Perfor- Perfor- Director Cor- mental agenda reviews of em- agreements mance mance porate Ser- ployees on agreements agree- vices performance ments agreements 3.2.4.3 Developed Re- Recruitment 3.2.4.3.1 Recruitment Approval Director Cor- cruitment plan plan plan recruitment porate Ser- Plan vices 2020/2021

258

KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

IDP Objective: To ensure Institutional Transformation and Organisational Development

IDP STRATEGY KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTODIAN MANCE INDI- NAME NO. PROJECT 2020/2021 CATOR DISCRIP- TION

( TYPE OF THE PRO- JECT) 3.2.4.4 No. of budg- Approved 3.2.4.4.1 Staff Place- 100 Director Cor- eted vacant Organisa- ment porate Ser- positions filled tional struc- vices ture 3.2.4.5 Integrated Integrated 3.2.4.5.1 HRD strat- HRD strat- Director Cor- HRD strategy HRD Strat- egy egy in porate Ser- developed egy Re- place vices viewal 3.2.4.6 WSP Re- WSP 3.2.4.6.1 Workplace Workplace Director Cor- viewed 2020/21 Skill Plan Skill Plan porate Ser- (WSP (WSP) sub- vices mitted to LGSETA 3.2.4.7 % implementa- Implementa- 3.2.4.7.1 100% Director Cor- tion of the allo- tion of for porate Ser- cated budget WSP annu- vices for the WSP ally Promote Customer 3.2.4.8 Customer Customer 3.2.4.8.1 Customer Customer Director Cor- Service in line with Care Policy care policy Care ser- Care Policy porate Ser- Batho Pele princi- developed development vice in place vices ples Provide organiza- 3.2.4.9 Reviewed or- Organisa- 3.2.4.9.1 Organo- Reviewed Director Cor- tional development ganizational tional struc- gram devel- organiza- porate Ser- structure. opment vices

259

KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

IDP Objective: To ensure Institutional Transformation and Organisational Development

IDP STRATEGY KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTODIAN MANCE INDI- NAME NO. PROJECT 2020/2021 CATOR DISCRIP- TION

( TYPE OF THE PRO- JECT) support to the mu- ture re- tional struc- nicipality viewed an- ture opera- nually tional

3.2.4.10 % of jobs eval- Jobs evalua- 3.2.4.10.1 Jobs evalu- 100% Director Cor- uated tion ation porate Ser- vices Promote institutional 3.2.4.11 No. of Employ- ICT Govern- 3.2.4.11.1 ICT Gov- 4 Director Cor- transformation pro- ment Equity ance ernance porate Ser- gramme Forums meet- vices ings To improve 3.2.4.12 No. of ICT ICT Govern- 3.2.4.12.1 ICT Gov- 23 Director Cor- ICT Governance steering com- ance ernance porate Ser- mittee. vices 3.2.4.13 No. of satellite ICT Govern- 3.2.4.13.1 ICT Gov- 4 Director Cor- offices cabled ance ernance porate Ser- with Cat6 ca- vices bling

3.2.4.14 No. of satellite ICT Govern- 3.2.4.14.1 ICT Gov- 3 Director Cor- offices with ance ernance porate Ser- Wireless Ac- vices cess

260

KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

IDP Objective: To ensure Institutional Transformation and Organisational Development

IDP STRATEGY KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTODIAN MANCE INDI- NAME NO. PROJECT 2020/2021 CATOR DISCRIP- TION

( TYPE OF THE PRO- JECT) To improve 3.2.4.15 No. of sites in- ICT Govern- 3.2.4.15.1 ICT Gov- EDMS and Director Cor- ICT Governance stalled with ance ernance Intranet porate Ser- Surveillance vices Cameras Improved infor- 3.2.4.16 Developed EDMS and 3.2.4.16.1 ICT Gov- EDMS & Director Cor- mation management EDMS and In- Intranet ernance Intranet porate Ser- systems tranet vices Ensure a safe, 3.2.4.17 Reviewed Inte- Integrated 3.2.4.17.1 Integrated Integrated Director Cor- healthy and condu- grated Em- Employee Employee wellness porate Ser- cive work environ- ployee Health Health and Health and strategy vices ment with a high and Wellness Wellness Wellness quality of work-life. Strategy Strategy

3.2.4.18 % of municipal Occupa- 3.2.4.18.1 Occupa- 100% Director Cor- sites with Oc- tional Health tional porate Ser- cupational & Safety Health & vices Health and Safety Safety representatives 3.2.4.19 No. of meet- 3.2.4.19.1 4 Director Cor- ings for OHS porate Ser- Committee vices 3.2.4.20 Labour Rela- Develop- 3.2.4.20.1 Labour Re- Labour Re- Director Cor- tions Strategy ment of La- lations lations porate Ser- developed vices

261

KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

IDP Objective: To ensure Institutional Transformation and Organisational Development

IDP STRATEGY KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASUREMENT CUSTODIAN MANCE INDI- NAME NO. PROJECT 2020/2021 CATOR DISCRIP- TION

( TYPE OF THE PRO- JECT) bour Rela- Strategy in tions strat- place egy

3.2.4.21 Number of En- Engage- 3.2.4.21.1 12 Director Cor- gagements ments with porate Ser- with labour labour vices

262 3.2.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATE- KPI NO KEY PER- PROJECTS/ PROJECT WARD FOCUS PRO- BUDGET AL- TARGET MEASURE- CUSTODIAN GIES FORMANCE PROGRAMMES NO. JECT DIS- LOCATION MENT INDICATORS TO BE IMPLE- CRIPTION SOURCE MENTED (TYPE OF THE PROJECT) Sound co-or- 3.2.5.1 Implemented Implementation of 3.2.5.1 .1 Public Partici- R182 500,00 Implementation IGR Manager dinated and IGR resolu- IGR resolutions pation & Ac- of IGR resolu- integrated tions countability tions approach to service delivery 3.2.5.2 Implementa- Mayor’s Forum 3.2.5.2.1 Public Partici- Implementation GM: Mayor’s tion Mayor’s pation & Ac- Mayor’s Forum Office Forum resolu- countability resolutions tions 3.2.5.3 No. of capita- Capacitation of 3.2.5.3.1 Public Partici- R234 825,00 Capacitation of GM: Speakers tion pro- Traditional Lead- pation & Ac- (Traditional Traditional Officer’s & grammes for ers countability leaders – Leaders Mayor’s Office Traditional Speaker) Leaders ca- R134 482,50 pacitated (Traditional Leaders – Mayor) Sound co-or- 3.2.5.4 Developed IDP and Budget 3.2.5.4.1 R542 021,00 Developed IDP Municipal Man- dinated and IDP and (mSCOA) aligned and Budget ager integrated Budget (mSCOA) approach to (mSCOA) aligned service deliv- aligned ery

263 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATE- KPI NO KEY PER- PROJECTS/ PROJECT WARD FOCUS PRO- BUDGET AL- TARGET MEASURE- CUSTODIAN GIES FORMANCE PROGRAMMES NO. JECT DIS- LOCATION MENT INDICATORS TO BE IMPLE- CRIPTION SOURCE MENTED (TYPE OF THE PROJECT) Sound co-or- 3.2.5.5 Rebranding Proactive and in- 3.2.5.5.1 Public Partici- R47 500,00 Rebranding Communica- dinated and KSD as a re- novative commu- pation & Ac- KSD as a re- tions Manager integrated sponsive Mu- nication through countability sponsive Munici- approach to nicipality media briefing and pality through service deliv- through proac- radio slots. news update ery tive communi- media & radio, cation branding material 3.2.5.6 Developed & Credible policies 3.2.5.6.1 Public Partici- - Development & GM: Speaker’s Workshops on including Anti-Cor- pation & Ac- Workshops on Office policies, Im- ruption and Fraud countability policies proved report- Prevention Policy. ing systems Sound co-or- 3.2.5.7 SDBIP & Per- Strengthening of 3.2.5.7.1 Public Partici- - SDBIP & Perfor- MM’s Office dinated and formance Re- oversight struc- pation & Ac- mance Reports integrated ports tures to enhance countability approach to service delivery. service deliv- Improve /ensure ery council and community oversight on service delivery excellence 3.2.5.8 Developed & Credible policies 3.2.5.8.1 Whole Accountable & Workshops on General Man- Workshops on including Anti-Cor- of mu- Clean Govern- policies and im- ager: Speaker’s policies for Im- ruption & Fraud nicipal- ance plemented reso- Office proved report- Prevention Policy ity lutions ing systems

264 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

3.2.5.10 Credible and Crafting of IDP, 3.2.5.10.1 Public Partici- R298 473,50 Mayor’s & GM: Speaker’s realistic IDP/ SDBIP & Annual pation & Ac- Speaker’s Im- Office & GM: Budget Performance Re- countability bizo’s for devel- Mayor’s Office aligned devel- porting opment of IDP & oped Budget Public process Sound co-or- 3.2.5.11 3 projects for Wards based 3.2.5.11.1 Poverty Allevia- All wards re- RED Director dinated and each of the 36 budget projects tion & Social ceive at least 3 integrated wards sup- Development poverty relief / approach to ported through relief pro- social develop- service ward-based grammes ment projects delivery budget 3.2.5.12 No. of Capaci- Enhancement & 3.2.5.12.1 Public Partici- R8 983 600,00 Two capacita- GM: Speaker’s tation pro- promised function- pation & Ac- (Ward Commit- tion pro- Office grammes for ality of ward com- countability tee meetings) grammes held Ward Commit- mittees, CDWs R345 372,50 for CDWs and tees and and state organs (Training Ward Ward Commit- CDWs mandated to par- committees) tees by 2020 Attendance ticipate in local /2021 FY registers and / governance by certificates 2020 /2021

265 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

To Imple- 3.2.5.15 Implementa- Coordinate Risk 3.2.5.15.1 Accountable & Conduct Risk Risk Manage- ment Enter- tion of Risk Assessment and Clean Govern- Assessment, 04 ment unit prise wide Management Seating of Risk ance Seating of Risk Risk Man- Strategy and Management Management agement pro- Policy by June Committee, Committee by cess 2021 June 2021 3.2.5.16 Implementa- Identification and 3.2.5.16.1 Accountable & Identify and re- Risk Manage- tion of Anti- reporting on Fraud Clean Govern- port on Fraud ment unit Fraud and and Corruption in- ance and Corruption Corruption cidents and Re- incidents and re- Plan, Policy ported Whistle- ported Whistle and Whistle Blowing cases Blowing cases Blowing by by June 2021 2020/2021

266 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATE- KPI NO KEY PER- PROJECTS/ PROJECT WARD FOCUS PRO- BUDGET AL- TARGET MEASURE- CUSTODIAN GIES FORMANCE PROGRAMMES NO. JECT DIS- LOCATION MENT INDICATORS TO BE IMPLE- CRIPTION SOURCE MENTED (TYPE OF THE PROJECT) To 3.2.5.17 Annual Audit Preparation of An- 3.2.5.17.1 Accountable & Seating of at Manager: Inter- strengthen Committee nual Audit Com- Clean Govern- least four quar- nal Audit Unit oversight Report & Four mittee Oversight ance terly Audit Com- and reporting quarterly re- Report and Four mittee meetings ports to Coun- quarterly reports and report quar- cil by 2020- to Council terly to council 2021 by June 2021 To 3.2.5.18 Implementa- Implementation of 3.2.5.18.1 Accountable & Develop, Imple- Manager: Inter- strengthen tion of all projects incor- Clean Govern- ment and Report nal Audit Unit implementa- 2020/2021 porated in the In- ance on implementation of inter- Risk based In- ternal Audit Plan tion of risk nal control ternal Audit by June 2021 based Internal and reporting Plan Audit Plan by June 2021 Sound co-or- 3.2.5.19 Forge partner- Establish a re- 3.2.5.19.1 Public Partici- Conduct re- MM’s Office dinated and ships with Re- search unit and pation & Ac- search studies integrated search ori- think-tank within countability partnerships approach to ented institu- the Municipality with Research service deliv- tions (WSU, oriented institu- ery TVET col- tions (WSU, leges, etc. TVET colleges, etc. 3.2.5.20 Facilitated im- Beautification and 3.2.5.20.1 Business plan plementation recreational facili- development of each Mas- ties, ter Plan system

267 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATE- KPI NO KEY PER- PROJECTS/ PROJECT WARD FOCUS PRO- BUDGET AL- TARGET MEASURE- CUSTODIAN GIES FORMANCE PROGRAMMES NO. JECT DIS- LOCATION MENT INDICATORS TO BE IMPLE- CRIPTION SOURCE MENTED (TYPE OF THE PROJECT) Mixed-use devel- 3.2.5.20.2 opment settlement patterns, Integrated 3.2.5.20.3 transport and pe- destrianization system through Stakeholder participation & facilitation, Sound co-or- 3.2.5.21 Rolled-out Ru- Facilitate imple- 3.2.5.21.1 Rural Develop- Manager: URP dinated and ral Develop- mentation of Inte- ment integrated ment Plan grated Rural De- approach to velopment Strat- service deliv- egy ery 3.2.5.22 Rolled-out In- Facilitate imple- 2.5.22.1 Facilitate & roll- Manager: URP tegrated Ur- mentation of Inte- out the imple- ban Develop- grated Urban De- mentation of In- ment Frame- velopment Frame- tegrated Urban work (IUDF) work (IUDF) Development Framework (IUDF) 3.2.5.23 Mainstreamed Mainstreaming 3.2.5.23.1 R74 842,00 Capacitation GM: Mayor’s programmes programmes for programmes & Office for vulnerable vulnerable sectors workshops on sectors for People living people living with Disabilities with disabilities

268 KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATE- KPI NO KEY PER- PROJECTS/ PROJECT WARD FOCUS PRO- BUDGET AL- TARGET MEASURE- CUSTODIAN GIES FORMANCE PROGRAMMES NO. JECT DIS- LOCATION MENT INDICATORS TO BE IMPLE- CRIPTION SOURCE MENTED (TYPE OF THE PROJECT) 3.2.5.24 Mainstreamed Facilitate enforce- 3.2.5.24.1 R79 580,00 Mainstreaming GM: Mayor’s programmes ment policies bias of Gender pro- Office for vulnerable towards vulnera- grammes sectors on ble groups gender issues 3.2.5.25 Mainstreamed Mainstreaming of 3.2.5.25.1 R96 799,00 Mainstreamed GM: Mayor’s programmes programmes pro- programmes for Office for vulnerable tecting vulnerable sec- sectors for Elderly & Children tors for care, care, protec- protection and tion and sup- support of el- port of elderly derly & children & children 3.2.5.26 Skills audit for Scanning of avail- 3.2.5.26.1 R291 008,50 Skills audit for GM: Mayor’s youth able skills towards youth Office Youth devel- achieving Youth Youth develop- opment pro- development ment programmes goals grammes HIV & AIDS 3.2.5.27 Reduced fatal- HIV/AIDS aware- 3.2.5.27.1 R55 618,00 Reduced fatali- GM: Mayor’s and TB ities due to ness programmes ties due to Office HIV/AIDS in- and proactive pro- HIV/AIDS infec- fections based tection pro- tions based on on previous grammes i.e. con- previous statis- statistics dom weeks tics

269 KEY PERFORMANCE AREA : GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration STRATEGIES KPI NO. KEY PERFO- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASURE- CUSTODIAN MANCE INDICA- NAME NO. PROJECT 2020/202 MENT TORS DISCRIP- 1 2020/2021 SOURCE/ POE TION

(TYPE OF THE PRO- JECT) Provision of 3.2.5.28 No. of awareness Awareness 3.2.5.28.1 Whole of Community 10 aware- Director: Fire and Dis- campaigns con- campaigns municipal- safety ness cam- Community aster Services ducted on fire ity paigns con- Safety safety ducted on fire safety 3.2.5.29 No. of buildings Inspection of 3.2.5.29.1 Whole of Community 80 building Director: plans inspected buildings plans municipal- safety plans to be Community ity inspected Safety 3.2.5.30 No. of flammable Issuing of flam- 3.2.5.30.1 Whole of Community 60 flamma- Director: permits issued mable permits municipal- safety ble permits Community ity issued Safety 3.2.5.31 Number of fire hy- Testing of Fire 3.2.5.31.1 Whole of Community 170 fire hy- Director: drants tested Hydrants municipal- safety drants to be Community ity inspected Safety 3.2.5.32 Number of Disas- Disaster Advi- 3.2.5.32.1 Whole of Community 04 Disaster Director: ter Advisory Forum sory Forum municipal- safety Advisory Fo- Community meetings held Meetings ity rum Meet- Safety ings to be held 3.2.5.33 3.1.45 No. of work- Response and 3.2.5.33.1 Affected Community 2 workshop Director: shops conducted proposals and wards safety conducted Community on mitigation of Rehabilitation to on mitigation Safety disaster all affected of disaster wards

270 KEY PERFORMANCE AREA : GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration

IDP STRAT- KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASURE- CUSTODIAN EGY MANCE INDI- NAME NO. PROJECT MENT CATOR DISCRIPTION 2020/2021 2020/2021 SOURCE / (TYPE OF POE THE PRO- JECT)

Traffic and 3.2.5.34 No. of Traffic Traffic inter- 3.2.5.34.1 Whole of Community 20 Traffic in- - Director: Road Safety intersections section man- municipal- safety tersections Community Management and crucial agement ity and crucial Safety points man- points to be aged managed 3.2.5.35 No. of warrants Execution of 3.2.5.35.1 Whole of Community 100 war- - Director: of arrests exe- warrants of ar- municipal- safety rants of ar- Community cuted rest ity rests exe- Safety cuted Testing and Li- 3.2.5.36 No. of applica- Licensing of 3.2.5.36.1 Whole of Community 55941 Appli- Director: censing of Ve- tions for vehicle motor vehicles municipal- safety cations for Community hicles and Peo- licensing re- as defined by ity vehicle li- Safety ple ceived the Act. censing received

3.2.5.37 No. of applica- Licensing of 2.5.37.1 Whole of Community 5025 appli- Director: tions for driving people for driv- municipal- safety cations for Community licenses ing license as ity driving li- Safety defined by the censes Act. 3.2.5.38 No. of applica- Licensing of 3.2.5.38.1 Whole of Community 6370 appli- Director: tions for learn- people for municipal- safety cations for Community ers license learner’s li- ity learners li- Safety cense as de- cense fined by the Act. 3.2.5.39 No. of Motor Testing of mo- 3.2.5.39.1 Whole of Community 7460 Motor Director: vehicles tested tor vehicles for municipal- safety vehicles to Community for Roadworthy roadworthy ity be tested for Safety Roadworthy

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KEY PERFORMANCE AREA : GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration

IDP STRAT- KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASURE- CUSTODIAN EGY MANCE INDI- NAME NO. PROJECT MENT CATOR DISCRIPTION 2020/2021 2020/2021 SOURCE / (TYPE OF POE THE PRO- JECT)

3.2.5.40 Operational Construction of 3.2.5.40.1 Whole of Community Developed Director: Driving License Mqanduli Driv- municipal- safety business Community Testing Centre ing License ity plan and Safety in Mqanduli Testing Centre lobby for funding for construction of the Cen- tre Safeguarding of 3.2.5.41 Number of Mu- Guarding of 3.2.5.41.1 Whole of Community 13 Municipal Director: Municipal Prop- nicipal Sites Municipal Sites municipal- safety sites to be Community erty guarded ity guarded Safety Rendering of 3.2.5.42 No. of Roads Marking of 3.2.5.42.1 Whole of Community 60 Roads to Director: Support Ser- identified for Roads municipal- safety be identified Community vice marking and Replacement ity for marking Safety road signs of Signs 3.2.5.43 No. of tickets Data pro- 3.2.5.43.1 Whole of Community 6000 tickets Director: captured cessing municipal- safety to be cap- Community ity tured Safety Community 3.2.5.44 Submitted Draft Commu- 3.2.5.44.1 Whole of Community Submitted Director: Safety and Community nity Safety municipal- safety Community Community Crime Preven- Safety Plan Plan taken to ity Safety Plan Safety tion (CSP) and Council for with a Com- Community Adoption munity Safety Strategy Workshop for Safety Strat- (CSS) to Coun- Councillors on egy to cil for adoption Community Council for Safety Plan adoption Workshops for Council- lors

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KEY PERFORMANCE AREA : GOOD GOVERNANCE AND PUBLIC PARTICPATION

IDP Objective: Promote Good Governance and Clean Administration

IDP STRAT- KPI NO. PERFOR- PROJECT PROJECT WARD FOCUS BUDGET TARGET MEASURE- CUSTODIAN EGY MANCE INDI- NAME NO. PROJECT MENT CATOR DISCRIPTION 2020/2021 2020/2021 SOURCE / (TYPE OF POE THE PRO- JECT)

3.2.5.45 No. of Commu- Revival of 3.2.5.45.1 Whole of Community 04 Commu- Director: nity Safety Fo- community municipal- safety nity Safety Community rum meetings safety forum- ity Forum Safety Crafting Pro- Meetings gramme of Ac- (01 per tion for the Quarter) CSF 3.2.5.46 No. of Safety Transact 3.2.5.46.1 Whole of Community 04 Safety Director: Audits Con- Walks- municipal- safety Audits to be Community ducted Processing of ity conducted Safety Data 3.2.5.47 No. of joint op- VCP 3.2.5.47.1 Whole of Community 12 Joint Op- Director: erations con- Roadblocks municipal- safety erations to Community ducted Foot Patrols ity be con- Safety ducted 3.2.5.48 No. of Liquor Monitoring of 3.2.5.48.1 Whole of Community 48 Liquor Director: outlets in- liquor outlets municipal- safety outlets to be Community spected ity inspected Safety By-Law En- 3.2.5.49 No. of compli- Issuing of 3.2.5.49.1 Whole of Community 175 compli- Director: forcement ance notices is- compliance municipal- safety ance notices Community sued notices ity to be issued Safety 3.2.5.50 No. of by-law Compliance 3.2.5.50.1 150 cases of Director: enforcement operations by-law en- Community cases attended forcement to Safety be attended

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3.2.6 PERFORMANCE MANAGEMENT SYSTEM (PMS)

PMS refers to a framework that describes and represents how the municipality’s cycle and processes of performance planning, monitoring, measurement, review and reporting will happen and be organised and managed, while determining the roles of different role-players. The KSDM adopted its performance management system framework in March 2012 for senior management referred to in the Municipal Systems Act as Section 56, and it was however not revised.

The KSDM has since commissioned external professional services to assist in crafting the Performance Management System which is structured in such a way that it seeks to recognise the various stages involved in the performance management cycle from top to the bottom, as depicted in the diagram below.

The IDP fulfils the planning stage of Performance Management, whereas Performance Management in turn fulfils implementation management monitoring and evaluation of the IDP.

The Municipality has a Unit of Performance Management system which reports to the office of the Municipal Manager and due to capacity problems has engaged external professional team to assist in developing a Performance Management Framework regulating the Performance Management System in the municipality, is being developed and planned to be submitted to Council for adoption. The Framework provides guidelines on the development and implementation of the organizational PMS, however, a policy is in draft phase and it will be workshopped to all officials to solicit inputs before it is adopted by Council alongside with PMS framework. The Council has moved very fast in adopting Performance Management Policy in the Council. This policy is a guiding tool to measure the performance of the municipality. The policy stipulates the processes of quarterly assessments and reviews.

The function of performance management Committee is under the services of professional assistance.

The policy further underpins the speedy approval of the Performance Management System and provides the following guidelines on organizational performance management: . Planning for performance management: The development of the IDP fulfils the planning stage of Performance Management and Performance

. Management fulfils the implementation management, monitoring and evaluation of the IDP process; . Priority and objectives setting: As set by the IDP; . Key performance indicators: Priorities and objectives derived from the IDP will guide the identification of indicators;

274 . Setting targets: Each key performance indicator must have set targets for the current financial year; . Reviewing of key performance indicators: As part of the performance review process, performance indicators should be reviewed annually in line with the annual review of the municipality’s IDP; . Developing a monitoring framework; . Performance measurement framework: Balanced Scorecard Model has been adopted; . Conducting performance reviews: Municipality measure its own performance and assess its progress either by benchmarking or conducting surveys; . Reporting on performance: A template that takes the municipalities priorities, objectives, indicators and targets has been developed; and . Individual performance: Performance of employees to be managed through the signing of performance contracts and performance agreements and the rollout of scorecards to management level. The municipality is busy in cascading the performance to the level below section 56 Managers.

3.2.6.1 Local Government Management Improvement Model (LGMIM)

It is within the spirit of building a capable state through adopting longer term strategies that the Department of Planning, Monitoring and Evaluation (DPME) in collaboration with the Department of Public Service and Administration (DPSA), National Treasury (NT), Office of the Auditor General (AG), Department of Coopera- tive Governance (DCoG), Public Administration Leadership and Management Academy (PALAMA) and Of- fices of the Premiers (OTP) launched the MPAT (Management Performance Assessment Tool) in October 2011 in support of achieving Outcome 12 “An Efficient, Effective and Developmental Orientated Public Ser- vice”.

Provincial and National Departments have to date gone through 4 self-assessments cycles of the MPAT. MPAT aims to assess compliance and the quality of management practices within national and provincial departments. LGMIM is a framework to measure, monitor and support improved management practices in municipalities for quality service delivery and increased productivity. The quality of management practices is key to improving performance, productivity and service delivery within the public sector.

The Department of Planning, Monitoring and Evaluation is dedicated to helping municipalities complete their LGMIM assessment, and subsequently developing and implementing associated improvement plans to address issues of concern. LGMIM provides an integrated and holistic view of a municipality’s performance across six key performance areas: Integrated Planning and Implementation, Service delivery, Human Re- source Management, Community Engagement, Financial Management and Governance. This unit is experiencing challenges of staff shortage. KSD under Municipal Manager’s Office has established a unit to monitor and evaluate institutional performance using LGMIM practices and one official is in place for the function.

3.2.6.2 Institutional Scorecard

During the 2019/20 financial year the King Sabata Dalindyebo Local Municipality will be guided by the following score card as well as the related weightings per Key Performance Area:

Table shows: KPA Weighting KEY PERFORMANCE AREA WEIGHT WEIGHT 2019/20 2020/21 Basic Service Delivery And Infrastructure Development 35 35 Local Economic Development 20 20

Financial Viability And Management 15 15

Good Governance And Public Participation 10 10 Institutional Transformation And Organisational Development 10 10

Spatial Planning and Social Development 10 10

TOTAL 100 100

275

CHAPTER FOUR: PROJECTS

276 4 PLANS AND PROJECTS: KSDLM & ORTDM MIG, GOVERNMENT DEPARTMENTS AND STATE-OWNED ORGANISATIONS

4.1 KING SABATA DALINDYEBO MUNICIPALITY INFRASTRUCTURE DEPARTMENT: PROJECT MANAGEMENT UNIT(MIG)

THREE YEAR (3 YEAR) PLAN: MUNICIPAL INFRASTRUCTURE GRANT 2019/2020 Financial Year

PROJECT NAME 1 LOCATION KM FUN- STATUS DER Chatham To Tembu Surfacing 7,9 Mthatha 2,6 MIG Construction Surfacing of Elliot Street 6,8,9 Mthatha 3 MIG Construction Vigies to Sawmill Road Surfacing 29 Mthatha 2,1 MIG Registered Norwood Internal streets - Phase 1 8 Mthatha 9 MIG Design King Edward Road Surfacing 7 Mthatha MIG Registered Callaway & Eagle Streets Surfacing 7,9 Mthatha 3 MIG Registered Makhenkesi Main Streets 29 Mqanduli 2 MIG Not Registered Upper Ngqwarha Access Road 29 Mqanduli 12 MIG Tender for construction Flamingo to Kingfisher Rehabilitation 6 Mthatha 4 MIG Registered Rehabilitation of Blakeway, Park, Victoria Road 7 Mthatha 2 MIG Registered Kwezi Extension Roads Phase 1 - Planning 3,9 Mthatha 4 MIG Not Registered Maydene Farm Phase 2 -Planning 9 Mthatha 10 MIG Not Registered Mthatha sidewalks 2,4,6,7,9 Mthatha 34 MIG Tender for construction Mqanduli sidewalks 29 Mqanduli 10 MIG Registered Blekana to Mqanduli Access Road 28 Mqanduli 6,5 MIG Registered Mxambule to Jojweni Access Road 26 Mqanduli 8,6 MIG Tender for construction Nyokinala to Mbozwana Access Road 27 Mqanduli 26 MIG Construction Mcakathini to Phesheya Kolwalwa Access Road 20 Mqanduli 12 MIG Tender for construction Baziya Clinic to Sixuzulu Access Road 15 Mthatha 15 MIG Design

277 2019/2020 Financial Year

PROJECT NAME 1 LOCATION KM FUN- STATUS DER Highbury Access Road 13 Mthatha 10 MIG Design Mncwasa to Kunene via Haji Access Road 27 Mqanduli 12 MIG Tender for construction Slovo, Chris Hani, Marhambeni Internal Roads 5,11,12,14 Mthatha 40 MIG Construction Silverton Access Road 1 Mthatha 10 MIG Construction 14 Sai Tunxe Access Road 14 Mthatha 4.1 & MIG Construction Bridge Kwezi Community Hall 2 Mthatha 365sqm MIG Construction Qweqwe Community Hall 33 Mthatha 365sqm MIG Construction Rosedale Community Hall 10 Mthatha 365sqm MIG Tender for construction Mqanduli 5 High Mast 24,29 Mqanduli 5 units MIG Construction Mthatha 25 High Mast 7 Mthatha 25 units MIG Tender for construction Mthatha Stadium 6,7 Mthatha 1 Unit MIG/DS Registered RAC Tyumbu Access Road Phase 2 35 Mthatha Bridge MIG Construction

278 2020/2021 Financial Year

PROJECT NAME WARD Location KM FUNDER STATUS Khwezi Extension Roads Phase 1 3,9 Mthatha MIG Not Registered Calaza Surfacing - Planning 2 Mthatha MIG Not Registered Callaway and Eagle Street Surfacing 9 Mthatha MIG Not Registered Northcrest Community Hall 13 Mthatha MIG Not Registered John Beer, Jafta, Maninjwa, Mqhayi Resurfacing 8 & 13 Mthatha MIG Not Registered Ncise to Mdeni via Clinic Access Road 10 Mthatha MIG Not Registered Ntabelize Access Road 17 Mthatha MIG Not Registered Khalalo Access Road 21 Mqanduli MIG Not Registered Nodumile to Phahla Access Road 22 Mqanduli MIG Not Registered Zinkawu Access Road 24 Coffee Bay MIG Not Registered Mbozisa to Ngqungqu Access Road 26 Mqanduli MIG Not Registered Mampondweni to Sigingqini Village Access Road 29 Mqanduli MIG Not Registered Dumrhana to Cimela via Gubevu Access road 31,32,14 Mthatha MIG Not Registered Luthuthu to Upper Qweqwe Access Road 32 Mthatha MIG Not Registered Construction of bridge at Tyeni to Mbozisa 34 Mthatha MIG Not Registered Matyeni via Ngcwala SPS Access Road, construction of Access Road from N2 Maqhinebeni via Maxhwele to Kwenxura 35 Mthatha MIG Not Registered Mthatha Hawker Stalls 7,8,9 Mthatha MIG Not Registered Komkhulu eNtshilibeni to Wilo clinic with Bridge 36 Mqanduli MIG Not Registered

279 2021/2022 Financial Year: R FUN- WARD Location KM STATUS DER Mampondweni to Sigingqini Village Access Road 29 Mqanduli MIG Not Registered Tyeni to Mbozisa Access Road with Bridge 34 Mthatha MIG Not Registered Hillcrest Multi-Purpose Community Centre 9 Mthatha MIG Not Registered Phumalishwa to Sikhobeni Great Place 31 Mthatha MIG Not Registered 20 High Mast Lights 6&7 Mthatha MIG Not Registered Thuthwini, Khwenxurha, Mafakathini & Liwalaphakade next to school 21 Mqanduli MIG Not Registered Lundini Access Road 22 Mqanduli MIG Not Registered High Mast Lights Ngcwanguba stop and Dudumayo high school 9&25 Mqanduli MIG Not Registered Cezu bus stop to Puzana Road Access Road , Mqanduli to Macosa from Pu- 28 Mthatha MIG Not Registered zana Road Silverton community hall 1 Mthatha MIG Not Registered Installation of High Mast Lights 6,7, 8,25, 29 Mthatha MIG Not Registered Construction of Masizame MPCC 9 Mthatha MIG Not Registered Mqanduli DLTC 29 Mqanduli 1 Unit MIG Not Registered Coffee Bay internal Roads Phase 1 24 Coffee Bay MIG Not Registered Mpeko Community Hall 31 Mthatha MIG Not Registered

SPATIAL PLANNING PROJECT LIST: 2020/2021

No. Project Ward No. Budget

1. Declaration of Coffee Bay Town – FACILITATION 34 R 930 000.00

2. Development and implementation of Land Use Management 1-36 R 100 000.00 Schemes by 2025 – ROAD-SHOWS (PUBLIC PARTICIPATION)

3. Development and implementation of integrated Spatial systems by 1-36 R 350 000.00 2025 – NCAMBEDLANA LSDF

280 4. Development and implementation of integrated Spatial systems by 19 R 250 000.00 2025 – QUNU LSDF

5. Planning & survey for Erf 915 (portion of Project B) R 300 000.00

6. Planning & survey of Mqanduli WEST 500 units – TOWNSHIP 29 R 700 000.00 ESTABLISHMENT 7. Planning & survey of Mqanduli EAST 150 units – TOWNSHIP ES- 29 R 200 000 TABLISHMENT

8. Zimbane Heights Planning and Survey 7 R 500 000

9. Mission Extension Planning and Survey

ONGOING PROJECTS 10. Coffee Bay : SETTLEMENT PLANNING 24

Coffee Bay/Mapuzi/Mthatha Mouth & Hole In Wall – Township Estab- lishment

11. KSD Spatial Development Framework 1-36

12. Land Use Management Scheme 1-36

13. Remainder erf 937 Planning & Survey: BNG and In-situ Upgrading 13

OTHER PROJECTS

14. Development and implementation of integrated Spatial systems by 2025 – KWAAIMAN LSDF 15. Northern N2 Activity Corridor 7,8,9 & 13

16. R61 Activity Corridor 10-16 & 34

17. Sprigg Street Precinct Plan – Facilitation 7

281 18. CBD Parking Garage 7

19. Durham Street Precinct Development / MAMELA TAXI RANK 7

20. Nduli Nature Reserve Development 6

21. Freedom Square Government Precinct 7

22. Cemetery site investigations R 93 000.00

23. Public Open Spaces Developments – 1-36

24. Development and implementation of integrated Spatial systems by 13 2025 – NCAMBEDLANA LSDF

25. Municipal Deport sites

26. Ngangelizwe land administration: 2 Ownership verification and correction

Spatial Planning- LED Support

No. Project Name Ward

1. Management of urban space: mapping of existing Urban areas both towns informal traders

2. Management of Spring Street Businesses for plan- 7 ning compliance

3. Land use survey for Vulindlela and Project Manage- 7 ment for property

4. Preparation of the Land Register for investment pur- All wards poses

282 5. Land Allocation for Billboards Urban Areas

6. Coordinate major private sector investments: Silver- Ward 1 and 2, ton and La Forest Development: Mixed Use Devel- Ward 10 opment

GEOGRAPHIC INFORMATION SYSTEM SECTION PROJECT LIST 2020 / 2021

Project Ward No. Budget

ASSET MANGE- REGISTERS MENT Vacant land and buildings

Investment Properties All wards Community Facilities

Electricity

Access Roads

Tarred Roads

283 4.2 OR TAMBO DISTRICT MUNICIPALITY : MUNICIPAL INFRASTRACTURE GRANT (MIG) Three (3) Year Plan (January 2020)

MIS Form ID National Project Ti- Loca- EP MIG Cate- Project Total Pro- Registered Project Status Total Total Registra- tle tion/ WP gory (B,P Type (wa- ject Cost MIG Funds (Not regis- planned planned tion Num- Ward Y/N or E) ter, sani- tered, Regis- expendi- expendi- ber (as tation tered, Design ture on ture on on the etc) & Tender, MIG for MIG for MIG-MIS) Contractor 2020/21 2021/22 appointed, Construction <=25%, <=50%, <=75%, <=99%, completed, retention) MIS 276 424 W/EC/149 Coffee Bay Ward 23 Yes B Water R 104 594 R 104 594 Construction 36 36 49/17/21 Regional Villages 807,83 807,83 820 000,00 820 000,00 Water Sup- (Now 24 ply scheme &25) 3B MIS 224 437 W/EC/1396 Mqanduli ward 29 Yes B Water R 296 442 R 296 442 Construction 8 8 7/14/16 Corridor 203,00 203,00 000 000,00 000 000,00 (KSD Presi- dential Initia- tive : Mtha- tha Regional Water Sup- ply – Thorn- hill to Mqan- duli via Viedgesville) MIS 224 270 W/EC/1275 KSD PIP: ward 11 Yes B Water R 183 543 R 183 543 Construction R2 000 R2 000 1/14/16 Mthatha 815,00 815,00 000,00 000,00 Central and

284 MIS Form ID National Project Ti- Loca- EP MIG Cate- Project Total Pro- Registered Project Status Total Total Registra- tle tion/ WP gory (B,P Type (wa- ject Cost MIG Funds (Not regis- planned planned tion Num- Ward Y/N or E) ter, sani- tered, Regis- expendi- expendi- ber (as tation tered, Design ture on ture on on the etc) & Tender, MIG for MIG for MIG-MIS) Contractor 2020/21 2021/22 appointed, Construction <=25%, <=50%, <=75%, <=99%, completed, retention) Airport Cor- ridor MIS 262984 W/EC/1380 Extension of Ward Yes B Water R 224 775 R 224 775 Construction & R 43 500 R 43 500 4/17/20 Upper 15,31 & 681,00 681,00 Design 000,00 000,00 Mhlahlane 34 Water Sup- to supply plement the Up- per Mhlah- lane Vil- lages MIS 271059 WEC/1495 Mqanduli Qweqw Yes B Water R 615 634 R 615 634 Construction & R66 000 R66 000 1/17/20 Secondary e, 930,69 930,69 Design 000,00 000,00 Bulk Water Viedges Supply ville, Zwelitsh a, MIS 205 343 WEC/ Sidwadweni Bulemb Yes B Water R 203 961 R 203 961 Design R55 000 R55 000 12146/11/1 Water Sup- u 738,00 738,00 000,00 000,00 5 ply Phase 5 ,Bhong- Remainder weni, Balasi

285 MIS Form ID National Project Ti- Loca- EP MIG Cate- Project Total Pro- Registered Project Status Total Total Registra- tle tion/ WP gory (B,P Type (wa- ject Cost MIG Funds (Not regis- planned planned tion Num- Ward Y/N or E) ter, sani- tered, Regis- expendi- expendi- ber (as tation tered, Design ture on ture on on the etc) & Tender, MIG for MIG for MIG-MIS) Contractor 2020/21 2021/22 appointed, Construction <=25%, <=50%, <=75%, <=99%, completed, retention) MIS 240 258 WEC/219/2 Lukhwethu Ward Yes B Water R 345 540 R 345 540 Detaial Design R31 742 R31 742 0/04/20 RWS 19,35,2 588,35 588,35 000,00 000,00 8 Mthatha Mthatha Yes B Water R 80 000 R 80 000 Construction R3 600 R3 600 Pipe re- 000,00 000,00 000,00 000,00 placement MIS 224 289 W/EC/1428 KSD PIP: Enji veni Yes B Water R 163 259 R 163 259 Construction R34 000 R34 000 1/14/16 Ngqeleni & B,Kwa- 672,00 672,00 000,00 000,00 Libode Cor- zulu, ridors Mag- cakini MIS 203 351 W/EC/144 Ntsonyeni Dar- Yes B Water R 970 117 R 970 117 Construction R50 200 R50 200 64/11/13 Ngqongweni hana, 805,34 805,34 000,00 000,00 Regional ba- Water Sup- kaleni, ply Scheme Bholani Phase 2A MIS 290 220 EC2018/19 KSD Ward Ward 18 Yes B Sanitation R 17 826 R 17 826 Construction R5 550 R5 550 /11/93 18 Sanita- 873,01 873,01 000,00 000,00 tion

286 4.3 DEPARTMENT OF HUMAN SETTLEMENT

PROJECT DESCRIPTION ON HSS AND STATUS

Financial year 2020/21

MUNICIPALITY DESCRIPTION SITES HOUSES RECTIFICA- TRANSFERS CASH FLOW CONTRAC- COMMENTS

TION TOR NAME

King Sabata Dalindyebo Mu- Mthatha - Zimbane 30 R5 100 000 MMS Dev. & Contractor is on Site is-

nicipality Valley - 1482 subs - Nebavest 46 sued with Notice of De-

- Rectification fault

King Sabata Dalindyebo Mu- O R Tambo - 27 27 R4 590 000 Not yet ap- Contractor replacement

nicipality Ntshabeni 200 pointed processes at BAC and subs - Phase 2 (27 Revised project budget

Units) approval pending

King Sabata Dalindyebo Mu- Mthatha - KSD Des- 5 5 R850 000 Nzuzo Yalo A memo recommending

nicipality titute - 315 subs - the issuing of a Notice

Nzuzo Yalo - 93 of Default to the contractor has been sub-

mitted to Head Office.

King Sabata Dalindyebo Mu- Mqanduli - Rectifi- 25 R4 250 000 JL Goliath con- contractor is on site

nicipality cation 507 Units - struction

Phase 1

King Sabata Dalindyebo Mu- Mthatha - Waterfall 25 0 R4 250 000 Iqegu Con- Contractor is on Site

nicipality Park Rectification struction 1183 Units - Phase

King Sabata Dalindyebo Mu- Mthatha - Ngange- 20 20 R3 400 000 HydraForm Contractor appointed

nicipality lizwe - 200 subs currently finalising plan-

BNG - - PHASE 1 ning activities

King Sabata Dalindyebo Mu- Mqanduli - Mthon- 0 Not yet Ap- Nata Construction -

nicipality jana Destitute 350 pointed contractor completed

subs - Phase 1 his scope of 288 units. Region is currently contracting a contractor from the pre-qualifica-

287 MUNICIPALITY DESCRIPTION SITES HOUSES RECTIFICA- TRANSFERS CASH FLOW CONTRAC- COMMENTS

TION TOR NAME tion data Base to complete the remaining 62

units in the project

King Sabata Dalindyebo Mu- Mthatha - Langeni 0 Not yet ap- The project (Mandela

nicipality 1000 - - Destitute pointed 200) is planned for the

200 subs outer years

King Sabata Dalindyebo Mu- Mthatha - Matheko 0 Khulula Secu- Contractor (Kulula Se-

nicipality Destitute 65 subs - rity Services curity) abandoned the

Khula Security site without completing the entire scope of 46 units. A memo recommending the issuing of a Notice of Default to the contractor has been submitted to Head Of-

fice.

King Sabata Dalindyebo Mu- Mthatha - Matheko 5 5 R850 000 Nzuzo Yalo A memo recommending

nicipality Destitute 65 subs - the issuing of a Notice

- Nzuzo Yalo 19 of Default to the contractor has been sub-

mitted to Head Office.

King Sabata Dalindyebo Mu- Mthatha - Fairfield 10 10 R1 700 000 BNN Construc- Project planned to be

nicipality Destitute - 379 - - tion complete by end May

229 subs 2020.

King Sabata Dalindyebo Mu- O R Tambo - Desti- 5 5 R850 000 Jodan Con- The contractor has

nicipality tutes 684 Subs - - struction halted site activities

KSD 362 subs pending approval of the difficult terrain and scat-

teredness of sites

King Sabata Dalindyebo Mu- Mthatha - KSD A 30 30 100 R5 200 000 KSD Municipal- Contractor is on Site

nicipality 1317 subs - - Top ity -Stedone

structure

King Sabata Dalindyebo Mu- Mthatha - Kei Rail - 5 5 20 R870 000 KSD Municipal- Contractor appointed.

nicipality 537 subs - Phase 1 ity -Stedone Awaiting for approval of

- Planning and Ser- the revised budget.

vices

288 MUNICIPALITY DESCRIPTION SITES HOUSES RECTIFICA- TRANSFERS CASH FLOW CONTRAC- COMMENTS

TION TOR NAME

King Sabata Dalindyebo Mu- Mthatha - New 5 5 20 R870 000 KSD Municipal- Contractor appointed.

nicipality Brighton 125 Units - ity -Stedone Awaiting for approval of

Phase 1 the revised budget.

King Sabata Dalindyebo Mu- Mthatha - Qweqwe 30 30 R5 100 000 BNN Construc- Contractors appointed,

nicipality Destitute 1000 - - tion & busy with planning ac-

850 Snetemba tivities.

King Sabata Dalindyebo Mu- Mthatha - Qweqwe 0 0 0 Nata Project complete.

nicipality Destitute 1000 - -

50 subs

King Sabata Dalindyebo Mu- Mthatha - Ilitha - 5 R850 000 Procurement strategy

nicipality 463 subs ( - Rectifi- approved -Pre qualifica-

cation) 385 tion data Base to be used to procure the

contractor

King Sabata Dalindyebo Mu- Mthatha - Maydene 15 0 R2 550 000 Cross Border Contractor is on Site

nicipality Farm - 969 subs - -

Rectification

King Sabata Dalindyebo Mu- O R Tambo - New 30 30 R5 100 000 Not yet ap- Appointment letter to be

nicipality Payne 300 subs pointed issued once the addi-

Phase 1 (72 units) tional funding resolution

has been signed

King Sabata Dalindyebo Mu- O R Tambo - 30 30 R5 100 000 Not yet ap- Appointment letter to be

nicipality Zidindi 300 subs pointed issued once the addi-

Phase 1 (105 units) tional funding resolution

has been signed

King Sabata Dalindyebo Mu- O R Tambo - New 47 47 R7 990 000 Not yet ap- Appointment letter to be

nicipality Payne 200 Units pointed issued once the addi-

Phase 2 (47 units) tional funding resolution

has been signed

King Sabata Dalindyebo Mu- Mqanduli - Mahlun- 40 40 R6 800 000 Not yet ap- Appointment letter to be

nicipality gulu 350 Units pointed issued once the addi-

Phase 1(246) tional funding resolution

has been signed

289 MUNICIPALITY DESCRIPTION SITES HOUSES RECTIFICA- TRANSFERS CASH FLOW CONTRAC- COMMENTS

TION TOR NAME

King Sabata Dalindyebo Mu- Mqanduli - Willow 41 41 R6 970 000 Not yet ap- Appointment letter to be

nicipality 200 Units (Phase pointed issued once the addi-

1)(41) tional funding resolution

has been signed

King Sabata Dalindyebo Mu- KSD Destitute 51 30 30 R5 100 000 Elhum Contractor appointed

nicipality and busy with planning

matters

King Sabata Dalindyebo Mu- KSD Destitute 87 30 30 R5 100 000 Two -Tone Contractor appointed

nicipality and busy with planning

matters

King Sabata Dalindyebo Mu- KSD Destitute 11 11 11 R1 870 000 Goliath Con- Contractor appointed

nicipality Ward 29 struction and busy with planning

matters

King Sabata Dalindyebo Mu- OR Tambo Desti- 5 5 R850 000 Not yet ap- Busy contracting

nicipality tute 109 pointed through the Data Base

at BSC

King Sabata Dalindyebo Mu- OR Tambo- Desti- 5 5 R730 000 Not yet ap- Awaiting approval of re- nicipality tute 132 pointed vised project budget

King Sabata Dalindyebo Mu- OR Tambo- 2 2 R200 000 Not yet ap- Busy procuring through

nicipality Ncambele 300 Subs pointed the Data Base at BSC and the revised project

budget is at TEC stage

King Sabata Dalindyebo Mu- KSD 14 Destitute 11 11 R1 870 000 L and R Weld- Contractor appointed

nicipality (Ntilini) ing Spplies and and busy with planning

Tools matters

King Sabata Dalindyebo Mu- Viedgesville 9 Des- 9 9 R1 530 000 Nata Construc- Contractor appointed

nicipality titute tion and busy with planning

matters

King Sabata Dalindyebo Mu- Mthatha Destitute 1 1 1 R170 000 Goliath Con- Contractor appointed

nicipality struction and busy with planning

matters

King Sabata Dalindyebo Mu- O.R Tambo 2017 3 3 R510 000 Not yet ap- All units are for Disaster

nicipality disaster 358 pointed affected families

290 4.4 DEPARTMENT OF ENVIRONMENTAL AFFAIRS (DEA)

MUNICIPALIT PROJECT NAME DESCRIPTION BUDGET FOCUS AREA KSDLM EC- Mapuzi 15 A Wildlife Project Establishment of Game Farming R10 M Biodiversity Economy KSDLM EC- Mapuzi 15a Bio prospecting Installation of Fence and Infrastructure for Mass Cultiva- R20 M Biodiversity tion Economy KSDLM EC- Nduli- Luchaba Nature Reserve Project Construction of Environmental Education Centre at R10 M People and Nduli, Reserve Entrance Gate and Visitor Display Parks

KSDLM EC- Greening and Open Space Cleaning and Greening Of Open Spaces Through Mtha- R14 M GOSM tha River Rehabilitation of Myezo Park KSDLM EC- Nelson Mandela Centenary Celebration Greening & Beautification of Mvezo & Qunu Komkhulu R15 M GOSM KSD LM EC- KSD Land Rehabilitation Project Follow Up on Previous Interventions- Rehabilitation of R20 M Working on Degraded Land Land KSD LM EC-IP Working for The Coast Project Improvement of Coastal Access R24 M WftC

OR TAMBO Good Green Deeds Clearing illegal dumps, Environmental Education, R11,3 M Wow- Project DM Clean-Ups 22 Partici- under Imple- pants in each mentation Municipality (110) KSD, NYAN- EC WftC Mbashe River to Manteku River Control Invasive Alien Vegetation, Coastal Cleanup and R12,65 M WftC- Busi- DENI & PSJ Catchment Areas, Environmental Education & Aware- ness Plan Ap- LM ness proved Pro- ject under implementation KSD LM EC- KSD Transfer Station Establishment of a transfer station in coffee and assist 24 M WOW municipality on waste management

291 MUNICIPALIT PROJECT NAME DESCRIPTION BUDGET FOCUS AREA KSD KSD Waste Disposal Facility Construction of a landfill site 33 M WOW

KSD LM Mthatha Dam Recreational And Tourism Fa- Construction of accommodation facility and associated 38 M P&P cility infrastructure

4.5 DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM AND ENVIRONMENTAL AFFAIRS (DEDEAT)

PROGRAM/PROJECT BUDGET PROGRESS CHALLENGE REQUIRED INTERVEN- TION Local Regional Economic R1 348 851.67 • Bought 3 ton truck, deo- Access to markets • SEDA is to assist Development (LRED) block machine, raw with branding, Policy AMINA CHEM CC material, toilet paper service provider machine and ISO has been 9001/SABS certification appointed has been paid for and is • Registered on currently being Treasury implemented at the factory Database and shop. Last week the audit was conducted Awaiting the approval of certificate • Funds allocated to the project are exhausted and a closed out report will be compiled later once the certificate is received in the month of March 2020. • 19 Jobs were created • Opened a shop in Mthatha CBD • They have the intentions to extend the shop to East London

292 PROGRAM/PROJECT BUDGET PROGRESS CHALLENGE REQUIRED INTERVEN- TION • Factory was allocated by ECDC

LRED Policy Sobag Trad- R804 542.61 • Bought 3 ton truck, water • Find another factory/ funding to • Find another factory/ ing Enterprise purification plant installed renovate the existing factory funding to renovate and it is working, SABS • Due to nature/standard of the the factory (not done) factory SABS cannot be done • Intending to redirect • The product quality has although it was funded funds for SABS to buy improved significantly raw-material. The through the assistance of deviation memo has TUT. been submitted for • Sobag reported that the approval of the ECDC has funded them HOD. for signage of the project& allocated a project a factory • SEDA has funded the project with branding. • 5 permanent jobs & 3 temporary jobs were created LRED Klaushe Furniture R1 490 236.39 • Was funded for • Operating space(factory) • ECDC has promised Manufacturing machineries, raw- • On the approval of the to allocate a factory material& the installation application they had a site but at but there are internal of electricity all of these the implementation stage of the issues that they are have been procured project we had realized that the still trying to resolve, • Hired a security personnel lease agreement was not signed any offer / advice to avert the factory from with the owner it was therefore from stakeholders will being hijacked invalid be appreciated • 7 jobs are to be created • The identified site was owing the municipality an amount of +- R300 000.00 for rates& taxes • Service providers are putting pressure to deliver the material LRED Mthatha River R 815 973,38 They were bought a custom- To identify a space to keep their kay- • Awaiting for Kayaking ized vehicle to transport their aks (site) beneficiaries to

293 PROGRAM/PROJECT BUDGET PROGRESS CHALLENGE REQUIRED INTERVEN- TION tourists, Kayaks& 12 months identify operating car insurance space so that they •Environmental affairs have in- can erect the wooden dicated that the erection of a structure structure in the old project site • O.R Tambo DM would only be possible if an assisted funded a EIA study is done& they do not with a structure have money for the EIA •The process of applying for an off –road permit, which will specify all the viewing spots where they will be taking their tourist around Coffee Bay is underway.Local accommodation facilities have agreed to use the services of Mthatha River Kayaking to shuttle their guests to tourist attraction areas and take them for kayak trips. 10 jobs are to be created Tourism development R500 000 Phase 1 rehabilitation of re- • Management and operation • KSD LM & ECDC to Coffee Bay camp site re- ception and ablution facilities structure to be agreed with facilitate hand over vitalization completed ECDC

Tourism Coastal & Ma- R2 million by NDT Coega busy with the master • Construction at Hole in the Wall KSD LM & DEDEAT to fa- rine tourism Indi-Atlantic plan. needs integration into this plan cilitate DOT Roads Unit route with National Tour- NDT approved TOR for Hole in meeting ism Department the Wall & Coffee Bay coastal access Trade & Industry Wild R26 200 000 Feasibility study, business, EIA Enterprize development program. Political Stakeholder En- Coast Special Economic and master plan completed. Ncise community engagement by gagement conducted in Zone DARDLR/Land claims on the land 2018 & 2019 championed The designation application benefit model MEC; Executive Mayor submitted to DTI in 2019. KSD LM & OR Tambo DM

294 PROGRAM/PROJECT BUDGET PROGRESS CHALLENGE REQUIRED INTERVEN- TION Agro-industry develop- R1, 000 000 Feasibility study conducted; Finalization of business plan & deci- Finalize planning, re- ment District Fresh Pro- business plan to be developed sion for the implementation by DE- source mobilization and duce Multi User Facilities (Total for province estimated DEAT implementation @R54.5 million)

Enterprise development Provincial fund (R50 million launched The process screening the ap- Await successful project finalization DEDEAT is finalizing pro- Isiqalo Youth fund by EC Premier), implemented by DE- plications received on Isiqalo ject consideration and de- DEAT & NYDA Youth Fund will be finalized by cision February 2020.

Isiqalo/LRED policy road show planned for KSD Youth at Mqanduli Enterprise development DEDEAT Enterprize support in terms 13 February 2020 will be host- Focus on non-financial support Joint mobilization with Cooperatives Roadshows of the Cooperatives Act as amended ing Cooperatives Session at KSD LM REDP Depart- and Regulations. DEDEAT ment Environmental Manage- • Provincial EPWP fund Vulindlela Industrial Park KSD LM submitted business plan for Business plan shortlisted ment EPWP Environment • Includes Environmental Waste Management R3000 000 consideration by DE- and provisional approved sector Awareness & Capacity building DEAT 31/01/2020 R2500 000, excluding the programs (School environ Waste Management plan. awards, Greenest Municipality This a municipal responsi- competitions) bility and will at KSD LM • Law enforcement and compliance IWMP review integrate • Biodiversity and coastal Vulindlela IP. management include EC Provincial Protected Area Management • Environmental Impact Management (EIA), Air Quality and Waste Management

4.6 DEPARTMENT OF EDUCATION

295 NAME OF SCHOOL CONTRACT STATUS SCOPE OF WORKS IMPLEMENTING COMMENTS/ AMOUNT AGENT REMARKS Qokolweni SSS R 2 633 132.10 Practical comple- Renovation to existing struc- DOE Practical Completion tion tures Lower Ngqungqu JSS R32 804 394.74 On hold Replacement school DPW Contractor left the site due to non-payments

Mbuqe Extension SPS R69 621 130.93 On hold Replacement school DPW Contractor left the site due to non-payments Tembisa Special School R 165 697 905.94 On hold Construction of new Hostels IDT Contractor terminated the contract due to nonpayment.

Qumbu Village SSS R 60 763 343 00 Contractor left site Re-Alignment DBSA Contractor back on site and is working and there is progress Bele Tech R 38 317 959 00 Contractor on site Re-Alignment DBSA Contractor on site but slow progress due to late payments Joubert Ludidi SSS R 26 004 376 00 Contractor left site Re-Alignment DBSA DBSA is in the process of appointing replacement Contractor. Tolweni SSS R 31 751 456 00 Contractor left site Re-Alignment DBSA DBSA is in the process of appointing replacement Contractor.

4.7 ESKOM

Project Name Project Type Planned Capex # Planned H/H Beneficiaries KSD EXTENSION Households R 7 200 000.00 300 Empindweni, Phelandaba, Tshemese, Gxididi, Matyeni (Design Purposes) Nqwala.

296 Project Name Project Type Planned Capex # Planned H/H Beneficiaries

KSD Schedule 5B Pre-Eng Engineering costs R 800 000.00 0 KSD Type 1 Infills Households R 1 200 000.00 200 Various

KSD Extension Pre-eng (2021/22 Plan) Engineering costs R 1 440 750.00 0

Mqanduli Coffee Bay Households R 4 800 000.00 200 Black Rock store & Ntsit- shana Mqanduli Ph 2 Households R 9 600 000.00 400 Ngcenduna, Khohlo(access problem), Mzongwaneni B1, Kwakizi B7, Bunene B2, Mhlanguka B6, Nzulwini B3, Empindweni D2,Nqayiya.

Mqanduli Ph 2 Link line Infrastructure R 1 180 000.00 0 Mqanduli Ph 2 Pre-eng (2021/22 Plan) Engineering costs R 1 937 250.00 0

Mqanduli Ph 6 Households R 9 600 000.00 0

Mqanduli Ph 6 Link Line Infrastructure R 1 475 000.00 400 Bakuba B4,Jali A7&6,Qadini A5, Tungwana C2Tungwane C3, Silevini, Mahlungulu A5 Mqanduli Ph 6 Pre-eng (2021/22 Plan) Engineering costs R 1 937 250.00

TOTAL R 41 170 250.00 1500

4.8 DEPARTMENT OF RURAL DEVELOPMENT AND AGRARIAN REFORM (DRDAR)2019/2020-2020/21

Project Ward Locality Extent Fencing of productive lands (72.7 km) 17 Lalini (Baziya) 9.5 km 15 Sgubudwini (Baziya) 4.5 km 34 Upper Tabase (Mcothi) 7 km

297 Project Ward Locality Extent 23 Tshontini (Darabe) 7.6 km 20 Krakra 3.9 km 14 Ross Mission (Mdikane) 4 32 Xhwili (Zimbalibomvu) 6.2 31 Upper Centuli 12.3 31 Lower Centuli 9.7 32 Konqeni 8 De silting of 11 stock dams 20 Krakra - 22 Nkwalini - 20 Kwenxura - 26 Dobe - 29 Upper Ngqwara - 18 Msana - 28 Hlope - 20 Dindala - 16 Ngcengana - 32 Luthuthu - 33 Maqhinebeni - Drilling & equipping of 5 boreholes 21 Liwalaphakade - 17 Lalini - 16 Ngcengane - 18 Mqekezweni - 16 Kambi - Renovation of 6 dipping tanks 23 Ngcanaseni - 27 Kwaaiman - 24 Lower Mpako - 36 Lwandlana - 31 Skhobeni - 34 Ngqunge (Tabase) - Construction of 4 fully equipped shearing facilities 15 Mputi 10 000 m2 (1 ha) 20 Kroza 10 000 m2 (1 ha) 10 Rosedale 10 000 m2 (1 ha) 26 Mxambule (a) 000 m2 (1 ha)

Food Security

298 Total Hectorage : 1613 Project name Locality Ward Area (ha) Planned intervention Kwenxura Darabe Cluster Kwenxura 20 100 Provision of production inputs Sibanye Cluster Gengqe 23 223 Provision of production inputs Nkwalini Cluster Nkwalini 22 &36 80 Provision of production inputs Nenga Cluster Nenga 24 40 Provision of production inputs Ndamse Cluster Ndamse 25 50 Provision of production inputs Hlabatshane Cluster Hlabatshane 26 80 Provision of production inputs Kwaaiman Cluster Kwaaiman 27 30 Provision of production inputs Cezu Cluster Cezu 29 80 Provision of production inputs Nonceba Cluster Thyolo 21 30 Provision of production inputs Ndungwana Ndungwana 15 65 Provision of production inputs Bangilizwe Mputi Mputi 15 50 Provision of production inputs Jojweni Maize Jojweni 15 50 Provision of production inputs Baziya Makaula Baziya 15 50 Provision of production inputs Deleki Baziya 15 10 Provision of production inputs Sigxantseka Baziya 15 3 Provision of production inputs Lima Co-op Nqwathi 17 15 Provision of production inputs Pakamisa Nqwati Nqwathi 17 14 Provision of production inputs Siyenza Maize Nqwathi 17 10 Provision of production inputs Tabase Mdeni Tabase 34 30 Provision of production inputs Mkhwezo B Mkhwezo 18 30 Provision of production inputs Mmangweni Mmangweni 20 40 Provision of production inputs Ngxakisemtwini Mtentu 20 15 Provision of production inputs Pingilili Moyeni 18 25 Provision of production inputs Mokolweni Mokolweni 18 25 Provision of production inputs Mabongweni Ndibela 20 10 Provision of production inputs Sibambene Sithebe 20 15 Provision of production inputs Ndibela Ndibela 20 15 Provision of production inputs Mdikane Ross 14 26 Provision of production inputs Harambe Ngcengane 14 17 Provision of production inputs Lwandlana Lwandlana 16 20 Provision of production inputs Tabase Mission Tabase 14 15 Provision of production inputs Gxididi Gxididi 10 25 Provision of production inputs Highbury Co-op Hybury 12 20 Provision of production inputs Upper Centuli Centuli 31 30 Provision of production inputs Lower centuli Centuli 31 25 Provision of production inputs

299 Project name Locality Ward Area (ha) Planned intervention China Xhwili 31 25 Provision of production inputs Qweqwe Mbana Qweqwe 33 25 Provision of production inputs Konqeni Konqeni 32 30 Provision of production inputs Nonkobe Nonkobe 06 25 Provision of production inputs Gwegwe Gwegwe 32 20 Provision of production inputs Jixini Jixini 35 15 Provision of production inputs Ntshele Badibanise Ntshele 33 10 Provision of production inputs Luthuthu Luthuthu 32 20 Provision of production inputs Kwelerana Sakhela 28 15 Provision of production inputs Ngweni Ngweni 28 15 Provision of production inputs Mandluntsha Madluntsha 19 20 Provision of production inputs Msukweni Msukweni 19 20 Provision of production inputs Isiqalo Co-op Thafeni 28 10 Provision of production inputs

300 4.9 DEPARTMENT OF HEALTH

HEALTH FACILITIES:

 135 clinics  10 Community Health Centres  9 district hospitals  2 Regional hospitals (SEH & MRH)  1 Central hospital (NMCH)  1 Specialised hospital (Bedford)

THE (NHI) NATIONAL HEALTH INSURANCE

It is a form of mandatory insurance that supports a system of universal health care coverage where every citizen in South Africa is covered, rich or poor, employed or unemployed, young or old, sick or very healthy, black or white. This innovation is addressing imbalances on access of health care services in the country. The core strategy behind this system is in ensuring an efficient, effective and quality driven health service delivery.

PRIMARY HEALTH CARE APPROACH.

Re-engineering of Primary Health Care

Ward Based Outreach Teams (WBOTs): 70  70 ENs contracted as Outreach Team Leaders (OTLs)  589 Community Health Workers

Integrated School Health Programme (ISHP):

 25 ENs contracted as School Health Nurses  Teams have been formed for School health services in the four  health Sub districts  District Clinical Specialist Teams (3 specialist nurses) no doctors.  General practitioners contracting 

301 Clinics constructed by NDOH as Ideal clinics

 2 new clinics in KSD Sub district (Sakhela & Gengqe)  - 2 replacement clinics in KSD Sub District (Maxwele & Lutubeni)

Additional Consulting Rooms by NDOH

 Qokolweni, Qunu, Ntshabeni, Luthubeni, Stanford Terrace, Civic Centre clinic, Mqanduli CHC, Ngcwanguba CHC, Nzulwini Clinic, Ntlangaza Clinic, Ngwenya Clinic, Ngqwara Clinic, Ngqungqu Clinic  Additional consulting rooms, rest room, water tanks, medical equipment, furniture. Borehole in all 4 facilities  Generator at Ntshabeni & Qokolweni

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CHAPTER 5: APPROVAL  Adoption of IDP, PMS and Budget process Plan 2020/21 – 28 August 2019  Tabling of the First Draft IDP/ Budget Review 2020/21 – End March 2020 -Adopted on 12 May 2020 due to national total lockdown during Covid Out- break  Approval of IDP/Budget Review 2020/21 – End May 2020 -Adopted on 12 June 2020.

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