JOZINI LOCAL MUNICIPALITY
Integrated Development Plan (IDP) Review for 2011/12 FY
Mission: “Jozini Municipality intends to be the best municipality in service delivery.”
Circle Street, Bottom Town, Jozini 3969 Tel: 035 572 1292 Fax: 053 572 1266 Website:www.jozini.org.za
CONTENTS
CHAPTER 1 : EXECUTIVE SUMMARY
1.1. INTRODUCTION AND OVERVIEW 5
1.2. GEOLOGY AND SOILS 6
CHAPTER 2 : THE REVIEW PROCESS
2.1. CONTEXT OF THE 2011/12 IDP REVIEW 12
2.2. LEGISLATIVE FRAMEWORK 13 2.2.1. National Planning context 13 2.2.2. Provincial Planning context 15 2.2.3. Local Planning context 17
2.3. THE NEED FOR AN IDP REVIEW PROCESS 19 2.3.1. Comments from the MEC ON 2010/11 IDP 20 2.3.1. Local Government Turnaround Strategy 23 Objectives of the Turnaround Strategy
2.4. STRATEGIC FOCUS AREAS 23 2.4.1. National Outcome Delivery Agreements 24 2.4.2. Institutional Arrangements 27 2.4.3. Inter-governmental Relations 30
CHAPTER 3: ANALYSIS PHASE
3.1. ORGANISATIONAL STRUCTURE AND INSTITUTIONAL ANALYSIS 31 3.1.1. Powers and functions of Jozini municipality 31 3.1.2. Political structure 31 3.1.3. Management structure 35 3.1.4. Traditional Councils and their role 41
3.2. STATUS QUO ANALYSIS 42 3.2.1. Demographics 42 3.2.1.1. Age distribution 43 3.2.1.2. Dependancy ratio 44 3.2.1.3. Household income 46 3.2.1.4. Levels of education 47
3.3. SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 48 3.3.1. Water 48 3.3.2. Sanitation 50 3.3.3. Energy : electricity 51
3.4. WASTE MANAGEMENT 52 3.4.1. Refuse removal and waste disposal 52
3.5. TRASPORT INFRASTRUCTURE 53
TYTTRSS TRST #4'#5 %#T 3.6. ENVIRONMENTAL ANALYSIS 53 3.6.1. Vegetation 53 3.6.2. Fauna Fish 53 3.6.3. Reptiles 54 3.6.4. Mammals 54 3.6.5. Resource identification and conservation 55 3.6.7. The forest reserves 55 3.6.8. The Ingwavuma and Usuthu Gorges 55 3.6.9. Pongolapoort dam 56 3.6.10. Pongola River and Floodplain 56 3.6.11. Ndumo Game Reserve 57 3.6.12. Border Cave 57 3.6.13. Hydrology 57 3.6.14. Deforestation 58 3.6.15. The environmental management tools 58
3.7. PUBLIC PARTICIPATION 59 3.7.1. Ward Paticipation meetings 59 3.7.2. Municipal priorities per ward 60
CHAPTER 4 : STRATEGIC PHASE
4.1. STRATEGIC FOCUS 71
4.2. CORE VALUES 71
4.3. KEY DEVELOPMENT OBJECTIVES AND STRATEGIES 72 4.3.1. Good Governance and Public transformation 74 4.3.2. Improved Service Delivery and Infrastructure Investment 76 4.3.3. Sustainable Local Economic Development 78 4.3.4. Transformation and Institutional Development 79 4.3.5. Municipal Financial Viability and Management 80 4.3.6. Spatial Planning and Environmental Management 81
CHAPTER 5: IMPLEMENTATION AND PROJECT PHASE
5.1. PROJECTS 83 5.1.1. Poverty alleviation projects 83 5.1.2. 2011/12 MIG projects 84 5.1.3. 2012/1 MIG projects 84 5.1.4. Unfunded projects 85 5.1.5. Service Delivery and Budget Implementation Plan 86
CHAPTER 6: INTEGRATION PHASE
6.1. SECTOR PLANS 6.1.1. Spatial Development Framework 87 6.1.2. Communication Strategy 102 6.1.3. Local Economic Development Strategy 99 6.1.4. HIV Strategy 102 6.1.5. Performance Mnagement System 103 6.1.6. Disaster Management Plan
TYTTRSS TRST #4'#5 %#U 6.1.10. Housing Sector Plan
6.2. SECTOR DEPARTMENTS 120 6.2.1. UMKHANYAKUDE DISTRICT 2011/12 PROJECTS 121 6.2.2. HUMAN SETTLEMENTS 121 6.2.3. AUDITOR GENERAL REPORT 127 6.2.4. DEPARTMENT OF ENVIRONMENTAL AFFAIRS 130 6.2.5. DEPARTMENT OF SOCIAL DEVELOPMENT 131 6.2.6. DEPARTMENT OF HEALTH 132 6.2.7. ESKOM AND DME 133 6.2.8. IGR FORUMS 138 6.2.9. COGTA 138 6.2.10. TRANSPORT 138
7. RECOMMENDATIONS 139
TYTTRSS TRST #4'#5 %#V CHAPTER 1 EXECUTIVE SUMMARY
1.1 INTRODUCTION AND OVERVIEW
Jozini Local Municipality is demarcated as KZ272 by the Demarcation Board and is one of the 50 local municipalities that constitute KwaZulu-Natal Province. The municipality is one of five local municipalities within Umkhanyakude District Municipality; located in the Northern Kwa-Zulu Natal and borders of Swaziland and Mozambique. Jozini Municipality covers 32% (3057 @I ) of the total area of 13859 @I of UMkhanyakude District Municipality. With the population of 207 250 people and 38 530 households, the municipality is the most populated municipality within Umkhanyakude District. The municipality is characterized by six towns which are: Ingwavuma Town Jozini Town Ubombo Town Bhambanana Town Mkhuze Town and Ndumo Town The large area of Jozini jurisdiction falls under the ownership of Ingonyama Trust and some areas are privately owned by individuals and some owned by State. The current land ownership is one of the reasons why it is very difficult to control development in the Municipal area of jurisdiction.
Significant portions of Jozini formed part of the former KwaZulu which tended to be neglected in terms of economic development. Most of the area is also rural and associated with a lack of development, poverty and poor service provision.
Approximately 36% of the population earn no income, which contributes to the cycle of poverty found in the area. Male out-migration, indicative of low employment opportunities in Jozini, is contributing to community instability. The Jozini area has a comparative advantage in terms of its favourable location near the N2 and the abundant natural features that provide potential tourism assets. Maximum benefit has to be derived from these assets in order for the municipality to develop.
These appear to be a dominance of agricultural and government sector services in Jozini. Investigation is required into the development of sectors such as tourism and the strengthening of the agricultural sector through the diversification of outputs and beneficiation. There is a great disparity between the level of service and infrastructure provision between settlement nodes, such as the towns of Mkuze and Jozini, and the surrounding rural areas.
The provision of water is a priority. The water backlog is substantial and sustainability of the present reliance on natural water is questionable. Given the predominantly rural nature of the municipality with dispersed settlement patterns, the provision of water is problematic. There is a need to investigate the provision of an appropriate sanitation system so that illness and natural
TYTTRSS TRST #4'#5 %#W environmental damage can be avoided or minimized. The bulk and reticulation electricity network is severely restricted.
While these do not appear to be a backlog in the provision of primary and secondary education facilities, appropriately located tertiary education facilities are a necessity in order to improve the existing human capital. 1.2. Geology and Soils The underlying geology of Jozini area has controlled the development of the soils and topography, the latter in turn locally affects the climate and overall land use of the area. The Lebombo Range is composed mainly of acid rhyolitic lavas while marine limestones and calcareous mudstones of lower and middle to upper Cretaceous age underlies the Pongola/Mkhuze flood-plain zone.
Soil types relate to specific physiographic regions each with particular climatic and hydrological conditions. Soil along the Lebombo Range consists mainly of shallow, stony soils of the Mispah and Glenrosa forms. The soils found along the floodplain and in particular along the west bank of the Pongola River, are derived alluvium, river terraces and the Cretaceous sediments. As a result soils are generally fertile to very fertile. The Makhathini Flats irrigation scheme is located in this area. Soils found in the eastern extreme of the region are mainly deep, acidic, well drained sands of Fernwood and Clovelly forms.
Jozini Municiaplity and Neighbouring Municipalities
TYTTRSS TRST #4'#5 %#X
Jozini Local Municipality consists of 17 municipal wards that cover a vast area. As a result of a new municipal demarcation, after the local government elections (date due to be announced) Jozini will be made up of 20 wards. In the past each, municipal ward provided its own list of priorities leaving the Jozini Municipality, and other service providers, to make decisions out of a list of 17 wards. Recently, the municipality has embarked on a process to cluster the wards. Not only will this assist in defining priorities beyond the ward level, it also takes into consideration the fact that the impact of development ignores administrative boundaries such as municipal wards. Given the above, this report has been restructured to reflect the priorities of the following clusters:
Ward clusters CLUSTER WARDS A 1,2,3,4 B 5,6,7,8 C 9,10,11,12 D 13,14,15,16,17
TYTTRSS TRST #4'#5 %#Y
TYTTRSS TRST #4'#5 %#Z Table 1 : Total Population Figures According to Council Wards ( Source : StatSa, 2001). WARD HOUSEHOLDS POPULATION 1 1500 9057 2 1437 10 334 3 1167 9303 4 630 5085 5 1111 9301 6 827 6106 7 1524 8413 8 734 5057 9 1555 11 613 10 852 6397 11 1657 11 285 12 2128 14 380 13 1699 11 879 14 1860 11 328 15 2052 12 846 16 1474 9305 TOTAL 22 207 151 689
The above total population figures of the Jozini municipality are as presented in the 2001 statistics. In terms of 2007 community survey the population of Jozini municipality is estimated to be around 207 250.
TYTTRSS TRST #4'#5 %#[
The household figures per ward in percentage terms are presented below:
TYTTRSS TRST #4'#5 %#SR CHAPTER 2 THE REVIEW PROCESS
This section outlines the process plan i.e. a brief overview of (1) legislative context within which the 2011/2012 IDP review process took place, (2) the basis for IDP review process, (3) institutional arrangements that are in place to drive the IDP process, (4) process overview in terms of steps and events, (6) and inter-governmental relations protocol that would assist in the alignment, coordination and integration of service delivery programs in the municipality
The 2011/2012 IDP Review was prepared within the legal and policy requirements, opportunities provided and challenges posed by the local, provincial and national contexts. In the essence an IDP Process Plan upon which the 2011/2012IDP Review was framed.
Local municipalities in South Africa have to use "integrated development planning" as a method to plan future development in their areas. As a result of apartheid planning, rural areas were left underdeveloped and largely not serviced. The new approach to local government has to be developmental and aims to overcome the poor planning of the past.
Integrated Development Planning is an approach to planning that involves the entire municipality and its citizens in finding the best solutions to achieve good long-term development. Integrated Development Plan is a super plan for an area that gives an overall framework for development. It aims to co-ordinate the work of local and other spheres of government in a coherent plan to improve the quality of life for all the people living in an area.
It should take into account the existing conditions and problems and resources available for development. The plan should look at economic and social development for the area as a whole. It must set a framework for how land should be used, what infrastructure and services are needed and how the environment should be protected
All municipalities have to produce an Integrated Development Plan (IDP). The municipality is responsible for the co-ordination of the IDP and must draw in other stakeholders in the area who can impact on and/or benefit from development in the area.
Once the IDP is drawn up all municipal planning and projects should happen in terms of the IDP. The IDP should however not only inform the Municipal Management it should also supposed to guide the activities of any agency, spheres of government, corporate services providers, NGO’s private Sector and other interested entity within and outside the Municipal area.
The annual council budget should be based on the IDP. Other government departments working in the area should take the IDP into account when making their own plans. It should take 6 to 9 months to develop an IDP. During this period service delivery and development continues. The IDP is reviewed every year and necessary changes can be made. The IDP has to be drawn up in consultation with forums and stakeholders. The final IDP document has to be approved by the council.
TYTTRSS TRST #4'#5 %#SS In a nutshell, the IDP process entails an assessment of the existing levels of development and the identification of key development priorities. Municipalities are required in terms of the Municipal Systems Act, 2000 to undertake developmental planning to ensure that they will achieve the goals set out in the Constitution Act, give effect to their developmental duties, and contribute to the realization of particular fundamental rights contained in the Bill of Rights.
IDP is required, inter alia, to: Z Promote democratic and accountable local government; Z Ensure that services are rendered effectively and efficiently to local communities; Z Obtain social and economic development for marginalized and formerly disadvantaged communities; Z Create a safe and healthy environment; Z Involve communities in identifying their own needs and contributing to finding solutions for challenges faced by them; and Z Ensure financial sustainability for development projects.
2.1. CONTEXT OF 2011/2012 IDP REVIEW
This review coincides with the end of the term of office for the current municipal council. A term for the new council will commence immediately after the upcoming local government elections (date not yet confirmed). This implies that the IDP Review and process would on one hand, be driven by the outgoing council and on the other hand, by the newly elected council.
The Existing/Outgoing Council IDP Work done just Prior to 2011 local government elections: 1. Municipality would have started the Review of its 2006 IDP by adopting a Process Plan in July/August 2010 2. In line with that Process Plan, Z The status Quo analysis would have been updated Z Public Participation would have been done Z Development strategies would have been reviewed Z Consultation with various stakeholders and Government Departments would have been done Z A draft Reviewed IDP would have been noted by council in March 2011
The Newly Elected Council IDP Work to be done Post 2011 local government elections: 1. Would review an existing Draft IDP and consider it as an interim Plan of new council 2. Effect urgent and necessary adjustments such as those caused by the shift of boundaries 3. Undertake a Final Public Participation Process including the 21 Day Public Notice in terms of Municipal Systems Act
TYTTRSS TRST #4'#5 %#ST 4. Adoption of the Reviewed Plan whose implementation period is effective from 1 July 2011 to 30 Jun2 2012. 5. The municipal manager of a municipality must submit a copy of the integrated development plan as adopted by the council of the municipality, and any subsequent amendment to the plan, to the MEC for local government in the province within 10 days of the adoption or amendment of the plan.
2.2. LEGISLATIVE FRAMEWORK
Municipal government is acknowledged as part and parcel of the country’s system of government. Chapter 7 of the South African Constitution emphasizes the integrated nature of the 3 spheres of government. Developmental duties of the municipalities are indicated in section 153 of Act 108 of 1996.
The Municipal Systems Act, 2000 provides for the goals, processes, role-players and requirements for integrated development planning. The act obligates all municipalities to undertake developmental planning to ensure that it will achieve the goals set out in the Constitution Act, give effect to its developmental duties and contribute towards the realization of particular fundamental rights contained in the Bill of rights. In terms of Section 34 of the Municipal Systems Act, a municipal council: a) Must review its integrated development plan (IDP) i) Annually in accordance with an assessment of its performance measurements in terms of section 4 1 and ii) To the extent that changing circumstances so demand; and b) May amend its integrated development plan in accordance with a prescribed process
2.2.1. The National Planning Context
National Spatial Development Perspective The National Spatial Development Perspective (NSDP) was initiated in 1999 with the aim of not only providing a strategic assessment of the spatial distribution and socio-economic characteristics of the South African population, but gaining a shared understanding of the distribution of economic activity and potential across the South African landscape. Based on the research conducted, and with key trends and issues identified, the NSDP currently delineates a number of guidelines for infrastructure investment in South Africa. The rationale behind the guidelines is rooted in the argument of rather than investing in physical infrastructure to improve the quality of life of people living in low productivity areas, government should rather invest in people.
In this spirit the NSDP proposes four sets of actions that the various spheres of government should partake in to reach its key economic and social inclusion targets. These are: (1) a set of generic actions such as more robust economic analysis, “proper” spatial development planning and improved monitoring and review; (2) actions aimed at diversifying, strengthening and sustaining the
1 See Chapter 2(4) of Act No. 32 of 2000. TYTTRSS TRST #4'#5 %#SU economy and improving the integration between spaces of need and economic activity in the areas of significant economic activity, high concentrations of people and high levels of poverty; (3) focused economic development actions in the areas with low levels of economic activity, high concentrations of people, and high levels of poverty; and (4) supportive actions to be undertaken by each of the spheres of government to give effect to the objectives of the State.
Five NSDP principles to guide development decisions have also been formulated. A brief summary of each principle is given below: • Principle One: Economic growth is the prerequisite for the achievement of other policy objectives such as poverty eradication and equitable development. • Principle Two: Government infrastructure investment – beyond basic service delivery – will be in areas of high development potential or economic growth. - Focusing future settlement and economic development opportunities into activity corridors and nodes adjacent to, or linked to main growth centres. - Rather increase the footprint of existing urban areas through incremental development and densification than to initiate new Greenfield developments far removed from all existing infrastructure and economic activity. • Principle Three: Efforts to address inequalities should focus on people and not places. • Principle Four: Areas with high levels of poverty and high development potential should receive investment beyond basic services to exploit this potential. • Principle Five: Areas with high levels of poverty and low development potential should receive investment to provide basic services as well as social transfers, HRD, and labour market information. The municipality has reviewed its Spatial Development Framework Plan, taking into consideration the requirements and principles of NSDP.
Jozini Local Municipality is affected by various challenges faced by communities not only in its area of jurisdiction but also in the country as a whole. The Municipality is therefore aware the national strategies and Programme of Action to meet them. The national government’s targets for 2014, which were key components in preparing this IDP, are as follows: Z The reduction of unemployment by half; Z The reduction of poverty by half; Z The provision of skills required by the economy; Z Ensuring that all South Africans are able to fully exercise their constitutional rights and enjoy the full dignity of freedom; Z The provision of a caring government service to the people; Z Reducing the number of serious and priority crimes and cases awaiting trial, Z Improving services to achieve a better national health profile and reduction of preventable causes of death; and Z Positioning South Africa strategically as an effective force in global relations.
TYTTRSS TRST #4'#5 %#SV In order to achieve these objectives the performance and developmental impact of the state will have to be vastly improved. While capacity building, better systems, a greater focus on implementation, and improved performance management will play a key part in this endeavor, greater integration, alignment and synergy between the actions of the three spheres of government is crucial.
As suggested by Cabinet around aligning the NSDP, PGDS and IDPs, the key to this activity is ensuring that the three spheres of government use the common platform of (1) “need/ poverty” and (2) “development potential” as espoused in the NSDP to analyse the space economy of their areas of jurisdiction. In addition to this the proposal calls for the role of the IDPs of districts locals and metropolitan municipalities in determining and structuring public investment and development spending to be drastically strengthened.
This entails that district municipalities should, in collaboration with the local municipalities play a far greater role in the determination of district priorities and the allocation of resources. Jozini Municipality’s IDP has to become far more informative and decisive on the areas of need and development potential in the district and play a far greater role in decisions on infrastructure investment and development spending by all three spheres of government.
2.2.2. The Provincial Planning Context
The Provincial Growth and Development Strategy (PGDS) The Provincial Growth and Development Strategies were compiled within the parameters set by the National Spatial Development Perspective, as well as the Integrated Sustainable Rural Development Strategy as defined by national government. It is based on the following seven programmes:
Programme 1: Building a winning Province This aims at making KZN the gateway province and focuses attention on four elements: tourism, the ports of Durban and Richards Bay, the promotion of KZN as a gateway province and, the creation of an enabling environment for SMMEs. Programme 2: Enabling Local Economic Development This programme aims to stimulate economic growth in specific localities and facilitate the delivery of basic services.
Programme 3: Fuelling the Powerhouse The aim is to stimulate the province’s manufacturing, agriculture and housing sectors by taking the province into an investment-driven stage of competitive advantage.
Programme 4: Addressing the needs of the Poor The aim is to eradicate poverty by promoting the transfer and use of assets to the poor, promoting livelihoods in the non-farming sector, supporting small-scale farmers and through the provision of welfare services.
TYTTRSS TRST #4'#5 %#SW Programme 5: The Development and Utilisation of the Human Resource This programme aims to redress the effect of poor educational standards, and envisages the use of work-based training, vocational training and adult education to fully realise the province’s human potential.
Programme 6: The Formulation of an Appropriate Spatial Framework The programme aims to provide a coherent spatial framework for the economic and developmental growth of the province.
Programme 7: The Development of Institutions and Implementation Capacity The aim is to ensure that all three spheres of government, in partnership with the private sector and communities, utilize the implementation of the growth and development strategy.
The Provincial Spatial Economic Development Strategy (PSEDS) The PSEDS requires mentioning with respect to its relevance for Umkhanyakude District Municipality. This strategy is generally derived from the following principles: Z Principle 1: Rapid economic growth that is sustained and inclusive, is prerequisite for the achievement of poverty alleviation; Z Principle 2: Government spending on fixed investment should be focused on localities of economic growth and/or economic potential in order to gear up private sector investment, stimulate sustainable economic activities and create long-term employment opportunities; Z Principle 3: Where low economic potential exists, investments should be directed at projects and programs to address poverty and the provision of basic services in order to address past and current social inequalities; Z Principle 4: In order to overcome the spatial distortions of apartheid, future settlements and economic development opportunities should be channeled into activity corridors and nodes that are adjacent to or link the main growth centres in order for them to become regional gateway to the global economy.
TYTTRSS TRST #4'#5 %#SX 2.2.3. The Local Planning Context The following nodes within Umkhanyakude District were identified as priority from a provincial perspective:
CORRIDOR CATEGORY OF POTENTIAL Pongola SDI-Maputo 2 & 5 Manguzi-Swaziland 2 & 5 Makhathini Flats 2 Mtubatuba-Nongoma 2;4 & 5
Category Legend : Z 2 stands for production of labour intensive, mass produced goods i.e. agriculture; Z 4 stands for retail and private sector services; and Z 5 stands for tourism. Jozini Local Municipality has been identified by KZN-COGTA as part of the secondary corridor which is called Lubombo Spatial Development Initiative (LSDI). The corridor has resulted in the initiation of the Makhathini Integrated Master Development Plan. The following projects are funded by DCOGTA through Corridor Development Programme:
• Makhathini Fresh Produce Market • Bhambanana and Ndumo Town Formalisation
The Makhathini Integrated Master Development Plan
The Makhathini Integrated Master Development Plan is a plan focusing on the development of two local Municipalities i.e. Jozini and Umhlabuyalingana municipalities in the District of Umkhanyakude. The plan was developed on the instruction of the MEC oversight Committee for the Lebombo SDI and Economic Cabinet Cluster. The plan aims to integrate all government activities and develop the two main economic driving sectors in the area, i.e. agriculture and tourism. The planning process will ensure that an integrated plan is developed for the spatial planning of the area which is consistent and part of the IDPs of the two municipalities concerned. This is a multi billion rand project both private and public sector will invest in agriculture and tourism. There is also a component of infrastructure development attached to the project.
The project is in line with rural development initiatives. A steering committee to oversee the entire planning process for the project has now been established. Umkhanyakude District Municipality has been requested to host all steering committee meetings for the project. The District is also the co-chair of such meetings with the Department of Agriculture Environment and Rural Development.
TYTTRSS TRST #4'#5 %#SY The fact that this is the area has a subtropical climate and water available for the irrigation of around 10000 ha from the Jozini Dam is well known. This means that crops can normally only be grown during the rainy season in the summer rainfall areas of South Africa, can be grown throughout the year on the Makhathini Flats under irrigation. A further benefit is that some crops grown on this area can reach the market 3 to 4 weeks before those grown in other areas of South Africa because of the favorable heat units of the area.
Extensive research has been done over many years on the irrigable areas. What is not well done, is the fact that this subtropical area of KwaZulu /Natal is not just limited to this irrigable area of around 10 000 to 13 000ha. The total area of what is generally known as Makhathini (Jozini and Umhlabuyalingana Local Municipalities) totals over 450 000ha, which a recent study has shown to include just over 407 000ha of grazing area and possible area of around 33 000ha on which appropriate crops can be produced in the summer.
To unlock the economic potential of the area on a sustainable basis (economical, environmental and social) with agriculture and tourism being the main drivers of the economy of the area, will require an integrated and coordinated effort by all stakeholders. These include the appropriate provincial, national and local government departments and organizations responsible for agriculture, environment, conservation, land, water, electricity, traditional affairs, roads, education, health, housing, economic development, etc.
The process must form part of the existing institutional structures for integrated governance in the province. The Provincial Spatial Economic Development Strategy (PSEDS) is such a coordinating institutional structure and it is proposed that the Makhathini Integrated Development Steering Committee will form a sub -committee of Maputo Corridor Sub -committee of the PSEDS.
The Makhathini Integrated Development plan will furthermore form part of the UMkhanyakude District and Jozini and Umhlabuyalingana Municipalities’ IDPs and this is already happening as information is currently being reflected accordingly. The final result of the integrated planning and implementation of the Makhathini Plan will be:
Z The optimal and sustainable use of the agricultural and tourism potential of the District areas of Umhlabuyalingana and Jozini; Z Agricultural development; and Z The development of adequate support infrastructure.
TYTTRSS TRST #4'#5 %#SZ 2.3. THE NEED FOR AN IDP REVIEW PROCESS The preparation and review of the IDP is a continuous process providing a framework for development planning activities in the municipality. As such the IDP is not only annually assessed in terms of delivery and the prevailing conditions in the municipality, but also improved upon each and every year.
It has already been mentioned above that reviewing IDP annually is a legislative requirement in terms of the Municipal Systems Act. In addition to that and critical to the need for annual review of an IDP, the following aspects informed the 2011/2012 IDP Review process: :
Z Review of needs of communities, and responding to focused community and stakeholder participation in the IDP processes; Ward participation meetings were conducted through all 17 wards, whereby community members were given opportunity to review their needs. (For full details on IDP wards participation meetings, refer to public participation section) Z A review of the current vision, mission, objectives, departmental strategies, programmes and projects; Reviewed needs eventually translated to reviewed departmental operational strategies. This was to ensure that operational strategies which would translate to projects responded to the reviewed needs of the communities. Reviewed departmental strategies were conducted through steering committee meetings. Z Responding to issues identified as part of the Municipal Turnaround Strategy; This strategy was approved on December 2009 by the Cabinet and aims to address the service delivery challenges experienced by local government in the country. In terms of the strategy, municipalities would be supported to prepare and implement their own tailor- made turnaround strategies that must be incorporated into their IDP. Jozini’s Municipal Turn-around strategy is discussed in this document.
Z Responding to issues raised during the provincial and own assessments (SWOT); These issues are raised and discussed at the planning Indaba. Own assessment conducted through IDP Steering committee and District-wide Development Planning Forum. Z Responding to the comments and issues raised by the MEC for COGTA (KZN); These comments relate to assessments by a ministerial panel on 2010/2011 IDP. After each and every IDP assessment, a letter containing comments is forwarded to the office of Honorable Mayor. Z Strengthening focused community and stakeholder participation in the IDP processes; Z Aligning Sector Departments’ strategic plans to the municipal priorities and service delivery programmes; and Z Alignment of IDP, Budget and Performance Management System.
TYTTRSS TRST #4'#5 %#S[ 2.3.1 COMMENTS FROM THE MEC ON 2010/2011 IDP
Jozini Local Municipality once again received positive feedback from Ms. N. Dube (MEC for Co-operative Governance and Traditional Affairs. However it is believed that such feedback and comments do not match the overall rating achieved by the District. Upon reading the comments by the MEC, one would be forgiven to expect improved ratings in as far as 2010/2011 IDP compared to 2009/2010 IDP is concerned. The District will, however continue responding not only to the MEC’s comments, and also to comments/inputs by other stakeholders towards the compilation and production of a credible IDP. The MEC’s comments were based on the following National Key Performance Areas: Z Municipal Transformation and Institutional Development; Z Local Economic Development; Z Basic Service Delivery and Infrastructure Investment; Z Financial Viability and Financial Management; Z Good Governance and Community Participation; and Z Spatial Development Framework. The following outlines and deals with the concerns raised by the MEC regarding the municipality’s IDP (2010/2011). While the municipality intends maintain the positive aspects identified by the MEC; it also intends addressing the negative.
MEC COMMENTS RESPONSE
MUNICIPAL TRANFORMATION AND INSTITUTIONAL DEVELOPMENT Results of the actual monitoring.
Specify the completion dates for KPI’s as well as The dates have specified. complication to those who were not achieved.
Ensure the functionality of the OPMS. The OPMS is now functional in the municipality. Clarification regarding the status of the funding of All the vacant positions will be filled in the vacant positions as well as the deadline to fill 2011/12 financial year. the vacancies.
Human Resource Development Strategy and The Skills Development Facilitator is Workplace Skills Plan (Implementation) making sure that these are implemented.
Develop a skills/ employment plan/ framework in The municipality is in a process of aiming community development as it is Important in developing the plan. a rural municipality.
TYTTRSS TRST #4'#5 %#TR Reviewed HIV/AIDS strategy in light of the Flagship The strategy is being reviewed. Programme by the Office of the Premier,
Anti-corruption policy/ strategy. The anti-corruption strategy is in place but it will be reviewed. BASIC SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT FINANCIAL VIABILITY Which services sector plans e.g. Water Services The municipality has the WSDP and the Development Plan (WSDP), Integrated Waste IWMP is being done. Management Plan (IWMP). Indigent Policy. There is an indigent policy in the municipality, 6 temporally workers have been recruited to compile the indigent list. Strategy for providing free basic services. There is a strategy.
Status of the Housing Sector Plan. The housing sector plan is under review. Housing Sector Plan to be consolidated into a It is attached in the IDP. Housing Chapter of the IDP.
Integrated Infrastructure Investment Plan.
FINANCIAL VIABILITY Strategies for broadening the income base of the The municipality has strategies, there are municipality. still other strategies to b developed.
Audit opinions for the municipal over the last 3 The Auditor General’s letter is attached. years. MTAS to have a budget column.
Link between budgeting process, the key issues, Alignment has been done. strategies, projects and Performance Monitoring System.
GOOD GOVERNANCE AN COMMUNITY PARTICIPATION Clear evidence of communication strategy and plan. The communication strategy will be put in the district’s website.
Community participation to be funded. There is funding allocated for public participation. Strategies involving traditional leaders and their The Traditional Authorities and communities communities in the IDP. are involved in the IDP process; the municipality conducts consultation meetings
TYTTRSS TRST #4'#5 %#TS with them.
Clear evidence of strategies and programmes aimed at designated groups such as the youth, women and disabled.
GENERAL COMMENTS Improving the socio-demographic component of the municipality’ situation analysis with more detailed information, and considering the longer term implications thereof.
Considering longer term (10-15 years) goals and The municipality is currently doing a plan objectives for growth and development. which has a long term vision.
Attaching a full MTAS document with an HR The document is attached. allocation column, budget column and quality progress column.
TYTTRSS TRST #4'#5 %#TT 2.3.2. LOCAL GOVERNMENT TURN AROUND STRATEGY (LGTAS) The Municipal Turnaround Strategy is informed by the National Assessment of the State of Municipalities. This assessment identified need for urgent improvement across the board while maintaining the basic system of local government and our municipality is not exceptional.
The Provincial Team was established to drive the process of developing municipal specific turnaround strategies. The team visited the municipality on numerous occasions helping the municipality to formulate its Turnaround strategy.
OBJECTIVES OF THE MUNICIPAL TURNAROUND STRATEGY Ensure that municipalities meet the basic needs of communities Build clean effective, efficient responsive and accountable local government Improve performance and professionalism in municipalities; and Strengthen partnership between communities, civil society and local government
2.4. STRATEGIC FOCUS AREAS Institutional Transformation and Good Governance Service Delivery, Infrastructure and Land Availability Local Economic Development Financial Viability
The strategy has been further distilled into a local government 10 point plan:
Z Improve the quantity and quality of basic services for all people in terms of water, sanitation, electricity, waste management, roads and disaster management Z Enhance the municipal contribution to job creation and sustainable livelihoods through local economic development (LEDs) utilising cooperatives in every ward Z Deepening democracy through a refined ward committee system that will be based on the will of the people Z Municipalities that have reliable and credible integrated development plans (IDPs) that are used as a guide for every development, programmes and projects within that municipality Z Build and strengthen the administrative, institutional and financial capabilities of municipalities Z The creation of a single window of coordination, support, monitoring and intervention as to deal with uncoordinated interaction by other spheres of government with municipalities including unfunded mandates Z Uprooting of corruption, nepotism, maladministration in our system of local government Z Develop a coherent and cohesive system of governance and a more equitable intergovernmental fiscal system Z Develop and strengthen a politically and administratively stable system of municipalities and Z Restore the institutional integrity of municipalities.
TYTTRSS TRST #4'#5 %#TU Some of the immediate implementation priorities of the LGTAS are to:
Z Address the immediate financial and administrative problems in municipalities; Z Promulgate regulations to stem indiscriminate hiring and firing in municipalities; Z Tighten & implement a transparent municipal supply chain management system; Z Ensure that the programmes of national and provincial government and SOEs are reflected in municipal Integrated Development Plans (IDPs); and Z Overcome “one size fits all” approach by differentiating responsibilities and simplifying IDPs.
Jozini Municipality’s 10 key priorities in terms of Municipal Turnaround Strategy
1. To package interventions to increase provision of water and sanitation as well as electricity to the community. 2. Maintenance of municipal infrastructure including roads 3. Refuse removal 4. Formalization of towns 5. Development and implementation of public participation framework and complaints management system 6. Effective functionality of ward committees and community development workers (CDW’s) 7. Revenue enhancement, credit control and cash-flow management framework 8. Clean audit 9. Development of tourism strategy 10. Mobilization of funding to implement LED projects
2.3.1. NATIONAL OUTCOME DELIVERY AGREEMENTS: Government has agreed on 12 outcomes as a key focus of work between now and 2014. Each outcome has a limited number of measurable outputs with targets. Each output is linked to a set of activities that will help achieve the targets and contribute to the outcome. Each of the 12 outcomes has a delivery agreement which in most cases involves all spheres of government and a range of partners outside government. Combined, these agreements reflect government’s delivery and implementation plans for its foremost priorities.
Each outcome has been broken into various outputs that stipulate activities to be undertaken towards the achievement of a particular outcome.
The 12 National Outcome Delivery Agreements are as follows: Outcome 1: Improved quality of basic education; Outcome 2: A long and healthy life for all South Africans Outcome 3: All South Africans should be and feel safe; there should be decent employment through inclusive growth Outcome 4: Decent Employment through Inclusive Economic Growth; Outcome 5: An efficient, competitive and responsive economic infrastructure network;
TYTTRSS TRST #4'#5 %#TV Outcome 6: There should be vibrant, equitable, sustainable rural communities with food security for all; Outcome 7: Vibrant, equitable and sustainable rural communities with food security for all. Outcome 8: Sustainable Human Settlements and Improved Quality of Household Life Outcome 9: A responsive, accountable, effective and efficient Local Government System. Outcome 10: environmental assets and natural resources that are valued, protected and continually enhanced Outcome 11: Create a better South Africa and contribute to a better and safer Africa and World; and Outcome 12: An efficient, effective and development oriented Public Service and An empowered, fair and inclusive citizenship.
The outcome as the Department Of Co-operative Governance and Traditional Affairs (National and Provincial departments) and all municipalities is Outcome 9: A responsive, accountable, effective and efficient local government system. Notwithstanding ; all National Outcome Delivery Agreements talk to local government, due to an understanding that local government is where the tyre hits the road on service delivery. It is therefore crucial that there should be thorough coordination and alignment between local municipalities and sector departments towards the realization and attainment of the targeted results.
Outcome 9 has been broken down into seven (7) outputs: Output 1: Implement a differentiated approach to municipal financing, planning and 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 Output 7: Single window of coordination
The effective implementation of the service delivery agreement will assist in achieving the following imperatives: Z Creating a radical paradigm shift in the management of the public service by aligning service delivery with the values and needs of the public; Z Ensuring a focus on customer value proposition which should entail evaluation of service delivery through the eyes of the customer; Z Providing strong feedback mechanisms on quality and timeliness of service delivery. Z Creating of strong public/private partnerships through involvement of the private sector and civil society in the broad process of policy determination and implementation, Z Unprecedented improvement of the image of government in the eyes of the public by enthusiastically embracing and supporting the process and culture of performance.
Through the service delivery agreement; COGTA and municipalities commit to the following:
Z The extension of basic services which include water, sanitation, electricity and waste management;
TYTTRSS TRST #4'#5 %#TW Z Creation of job opportunities by 2014 through the Community Works Programme; Z Transformation of administrative and financial systems in the municipalities which includes Supply Chain Management and the integration and streamlining all of our internal software systems to ensure uniformity, linkages and value for money; Z The filling of six critical senior municipal posts in various municipalities namely Municipal Manager, Chief Financial Officer, Town Engineer, Town Planner, Human Resources Manager and Communications manager as the basic minimum for every municipality; Z That all municipalities in the province will achieve clean audits by 2014; Z Building municipal capacity to enable municipalities to collect 90% of their revenues; Z Strengthening the organizational performance management systems for improved service delivery and accountability to the communities; Z Improving our interaction with the institutions of traditional leaders and integrating the ward-based system of planning and governance with the programme of traditional councils, where they exist.
These talk to the five (5) National Key performance Areas (KPAs) and should form basis for every municipality’s strategic objectives. Through the service delivery agreement; the Honorable Mayor of all municipalities commits themselves of the following:
Z That they will play their role as outlined in the Municipal Finance Management Act by monitoring the prudent management and utilization of their municipal finances; Z That they will monitor the execution of their municipal Service Delivery and Budget Implementation Plans (SDBIPs) for improved and accelerated service delivery; Z That they will take personal responsibility and accountability for non-delivery to communities; Z That they will ensure every rand spent in their municipalities does what it is earmarked for; Z That they will advocate and actively work towards corrupt-free municipalities; Z That they will lead by example in their various communities by adhering to ethical standards and professional conduct in their public and private lives; Z That they will render unwavering support to the effective functionality of their newly established Municipal Public Accounts Committees and Audit Committees to ensure that corruption, fraud and mismanagement is uprooted Z That, working with our esteemed traditional leaders, they will work tirelessly in restoring the confidence of the people in the system of local government as we move towards the 2011 local elections.
TYTTRSS TRST #4'#5 %#TX 2.4.2. INSTITUTIONAL ARRANGEMNETS
Role-player Roles Executive Committee Participate in the drafting and approval of IDP Process Plan and the chairperson of the Planning and Development portfolio committee chairs the Representative Forum meetings. Portfolio Committee • Analyse and ensure that the IDP document addresses issues raised
• Assist in setting of targets for projects implementation in their Clusters committees meetings
Ward Councillors and • Participate in the Rep Forums and collect information from the community for Committees inclusion in the IDP.
• Disseminate information to the community about the developmental issues as contained in the IDP and
• Participate in the project implementations at their specific wards
Municipal Manager Monitor and oversee the overall IDP planning and implementation process Line function managers • Participate in the steering committees meetings and Rep forums.
• Provide technical/sector expertise
IDP Manager • Is the chairperson of the IDP Steering Committee,
• Coordinate the overall IDP planning and implementation process.
• Monitor the overall IDP planning and implementation process.
Sector departments • Provide data and information for better planning & alignment (province & national) • Provide information about project to be implemented in the municipality as well as the budget allocation
• Provide technical and professional support
Mopani District Municipality • Coordinate and align planning activities of locals
• Ensure horizontal and vertical alignment
Business sector • Provide information and suggestions about business development.
NGOs & CBOs • Participate in Rep forums meetings
• Represent interest and contribute knowledge and ideas
Community members • Participate in their wards by providing information to the ward committees
TYTTRSS TRST #4'#5 %#TY Role-player Roles • Participate in local meetings
• Provide comments during the IDP advertisement period.
The Jozini Municipality 2011/2012 IDP Review schedule of meetings in terms of the process plan is as follows:
Month IDP Steering Development IDP Representative IDP Review Public Committee Planning Forum Forum Participation Meeting July
August 02 August 2010 04 August 2010 September 23 September 2010 October 26 October 2010 04-16 October 2010
November 26 November 2010 December 04 December 2010
January 12 January 2011
February 10 February 2011 23 February 2011
March 10 March 2011 April 20 April 2011
May 02 May 2011 25 May 2011 05 May 2011 June
TYTTRSS TRST #4'#5 %#TZ In line with the above-mentioned schedule of meetings, the following activities transpired during the Jozini Municipality IDP review process are presented in a table below:
ACTIVITY PURPOSE DATE IDP Steering Committee Discussion and drafting of the Draft 02July 2010 2011/2012 Reviewed IDP Process plan Development Planning Forum District-wide SWOT analysis, and re- 04 August 2010 look at the 2010/11 IDP provincial assessments. Jozini Council Meeting Approval of the 2011/2012 Reviewed 19 August 2010 IDP Process plan IDP Representative Forum Presentation of 2011/2012 Reviewed 23 September 2010 IDP Process Plan. Implementation of 2010/2011 IDP. Ward Participation Meetings Inputs and discussion on reviewed 11-22 October 2010 community needs per ward. Development Planning Forum IDP Alignment issues 26 October 2010
IDP Steering Committee Alignment of IDP 2011/2012 03 February 2011 Development Planning Forum IDP Alignment issues; discussion on 12 January 2011 the Progress made by LMs on their IDP preparation. Hands-on support to be provided by the District to municipalities where there is lack of capacity IDP Representative Forum Finalization of the IDP and alignment of 10 March 2011 the IDP with sector plans.
TYTTRSS TRST #4'#5 %#T[ 2.4.3. INTER-GOVERNMENTAL RELATIONS Jozini Local Municipality is responsible for facilitating inter-governmental relations within its area of jurisdiction. In line with the Intergovernmental Relations Framework Act, the municipality has taken upon itself to improve intergovernmental engagements to ensure that proper intergovernmental planning guides public, private and donor investment in the district.
The municipality is part of the District Manager’s Forum “a key forum for strategic alignment, coordination and integration” that serves as an inter-governmental structure where the Sector Departmental Managers in the district meet with their municipal counterparts.
The relationship between the municipality and sector departments is improving. There are also inter- municipal structures (i.e. District Planning Forum; Municipal Managers’ Forum) that discuss and resolve on issues cutting across all municipalities.
There are, however, grey areas on how the hierarchical inter-municipal and inter-governmental structures should cross feed into each other’s programmes and be measured in terms of performance. For example, Jozini Municipality cannot hold any sector department accountable for the non-implementation of projects which are submitted for inclusion in the IDP document.
The following are political and non-political inter-governmental structures that facilitate inter-governmental relations among the district, province and local municipalities: Z Mayors’ Forum, which is responsible for co-ordination of inter-municipal relations (District and Local Municipalities). This body is composed of Executive Mayors and Municipal Managers from five local Municipalities and Umkhanyakude District’s Executive Mayor and Municipal Manager. Z Municipal Managers’ Forum, co-ordinating inter-governmental relations at district level between municipalities and sector departments. Z District Development Planning Forum responsible for the alignment of IDP process; Z LED Forum, which is responsible for co-ordination and promotion of the District’s local economy.
In addition to the above-mentioned structures, there are also: Z Liaison & Conservation Forum Z Umkhanyakude Inter-municipal Forums; and Z Chief Financial Officers’ (CFO) Forum. These forums are fully functional.
TYTTRSS TRST #4'#5 %#UR CHAPTER 3 ANALYSIS PHASE
The analysis phase of the IDP reflects the status quo of socio-economic and institutional situation within the geographical area of Jozini local municipality. The purpose of undertaking a municipality status quo analysis is to ensure that planning decisions are based on available and accessible resources, as well as proper information and a profound understanding of dynamics influencing development in the area.
The availability of information is critical to guide and inform planning, resource allocations, project management, monitoring and evaluation. The data used in this analysis phase of the IDP was obtained from the 2001 and 2007 census from Statistics South Africa and own internal progress reports captured in the SDBIP.
3.1. ORGANIZATIONAL STRUCTURE AND INSTITUTIONAL ANALYSIS
The purpose of conducting an institutional analysis is to ensure that the municipal development strategies take existing institutional capacities into consideration and that institutional shortcomings are addressed. Jozini local municipality was established in 2000 in terms of the Municipal Structures Act, 1998 (Act No. 117 of 1998). The municipal offices are at Jozini Town. The municipality also hosts the Umkhanyakude District offices situated in Mkhuze town.
3.1.1. Powers and functions of the Jozini Local Municipality
The powers and functions are clearly outlined within the IDP of UMkhanyakude District Municipality.
The following functions are shared by both the district and its family of municipalities: 1) Promotion of local Tourism; 2) Municipal airports; 3) Municipal planning, which includes integrated development Planning for the whole Jozini area; 4) Municipal public transport; 5) Cemeteries, funeral parlors and crematoria; 6) The establishment conducts and control of fresh produce markets and abattoirs; and 7) Municipal roads which form integral part of a road transport system for the area of the District Municipality as a whole.
3.1.2. Political Structure
As it is the case with any municipality, Jozini Local Council comprises of the political and administrative components responsible for decision-making and implementation respectively. The Council of Jozini Municipality comprises of 40 Councilors, with six (6) EXCO members. The Executive Mayor and the Speaker head the political component of the municipality.
TYTTRSS TRST #4'#5 %#US The Municipality has all the powers assigned to it in terms of the Constitution as well as relevant national and provincial legislation. The municipality has the authority to take any possible actions to effectively exercise powers assigned to it. The overall executive and legislative authority vests in Council. The Council must, therefore, take all the major decisions of the Municipality.
The municipality has established Portfolio Committees to discuss and recommend policies to Council. Portfolio Committees, as the engine room of Council, serve as an interface between the political structures of Council with the administrative structures of municipality. It is in these committees where policy issues are debated thoroughly prior to their submission to the Council for adoption.
Through Portfolio Committees, Councilors are able to give political direction to the administrative programmes of Council. The table below highlights the Portfolio Committees that have been established to contribute to effective decision-making in processes of governance and ensure effective implementation of service delivery projects and monitoring thereof.
Name of the Committee Support Department Municipal Manager’ Office Finance Portfolio Committee Finance Services Department Corporate & Community Technical Services Department Services Portfolio Committee Planning, LED & Infrastructure Planning and Technical Development Services Portfolio Committee Table 3: List of Portfolio Committees
The term of office for the current municipal council expires on 2 March 2011, and after the elections which should be held within 90 days from the expiry date; a new council would take over. As a result new portfolio chairpersons will be updated in the final document. Allocation of Powers and Functions to Council Standing Committee Statutory Functions of Finance and Corporate Services Committee The Finance Portfolio Committee reports to, and is accountable to the Executive Committee : Z Budget preparation and implementation Z Revenue and expenditure management Z Mid- year budget & performance assessment Z Revenue generation Z Debt collection, credit control and loans Z Supply chain management/ procurement Z Capital expenditure control Z Investments Z Asset and liability management Z Internal audit and audit committees financial reporting and auditing Z Administration Z Secretariat
TYTTRSS TRST #4'#5 %#UT Z Legal services Z Council support Z Policies and procedures Z Facilities management Z Capacity building and training Z Human resources Management Z Performance management Z Public participation Z Communication Z Information services Z Fleet management Z Recruitment and staff appointment Z Staff benefits and conditions of services Z Upliftment programmes Z Training and Development Z Archives and internal library Z Capacity building Z Labour legislations and trade Unions
Statutory Functions of the Planning, LED and Infrastructure Portfolio Committee
The Planning, LED and Infrastructure Portfolio Committee portfolio committee reports to, and is accountable to the Executive Committee:
Z Land Planning Z Marketing Z Integrated development Planning (IDP) Z Environmental management Z Land use management Z Local economic development Z Project management Z Industrial Development Planning Z Billboard and Display of Advertisements in Public Places Z By-Laws Z Municipal planning Z Environmental affairs Z Cemeteries Z Funeral Parlors and Cremations Z Agriculture Z Nature Conservation Z Public works Z Refuse removal Z Fresh Produce Market Z Solid waste management Z Water Z Electricity Z Sanitation TYTTRSS TRST #4'#5 %#UU Z Solid waste sites Z Municipal roads Z Municipal airports Z Business Planning Z Project management Z Contracts management Z Regulator and Monitoring Z Implementing agent Z Housing (Rural)
Statutory Functions of Community Services Portfolio Committee Community Services Portfolio Committee reports to, and is accountable to the Executive Committee: Z Public transport Z Health services Z Protection services Z Emergency services and fire fighting Z Pounds Z Safety and security Z Cemeteries ( Reservation) Z Parks and Recreation Z Traffic and Parking Z Trade Regulations Z Public facilities Z Street trading Z Licensing dogs Z Licensing and control of undertakings to sell liquor to the public Z Facilities for the accommodation, care and burial of animals Z Noise pollution Z Arts and culture programmes Z Heritage programmes Z Youth programmes Z People with disabilities Z Women programmes Z People with disabilities Z Senior citizens Z Widows Z Orphans Z HIV & Aids programmes Z Child Care Facilities Z Primary health care centre’s Z Craft
TYTTRSS TRST #4'#5 %#UV 3.1.3. MANAGEMENT STRUCTURE
The Municipal Manager is responsible for his own office and the following three (3) departments:
Z Corporate & Community Services Department; Z Financial Services Department; and Z Planning & Technical Services Department
Jozini municipality has a staff of 195 employees, 122 are permanently employed and 73 are on contract. There are 4 section 57 managers and 8 junior managers as well as 5 financial management interns (within the existing complement )
The Jozini Local Municipality intends to develop the Human Resources Strategy that will address the issues of skills development, training and staff retention. The development of Human Resources Strategy will pave the way for the municipality to develop itself into an organisation that will be able to meet its developmental mandate.
The majority of the critical vacancies in the municipality have been filled keeping in mind institutional transformation and gender equity, including women empowerment and physical challenged people. The Directors’ roles and responsibilities are linked to the Organisational Performance Management System (OPMS).
Jozini municipality is also part of the newly established Development Planning Shared Services (DPSS). This programme has been established by KZN-COGTA in order to support the entire municipality in areas of development planning, OPMS and GIS. The DPSS comprises of the following positions: The Chief Planner: assisting in planning, IDP matters Town planners X 2: one planner is assisting Mtubatuba, Hlabisa & Big 5 False Bay Municipalities and the second planner is assisting uMhlabuyalingana and Jozini Municipalities. GIS Specialist: assisting in GIS related matters GIS Data Capturer: assisting in data collection and capturing. Performance Management System Officer: still vacant, but will be assisting in OPMS matters. All 5 Local Municipalities and the District Municipality are contributing both financially and by providing office space towards successful operation of the DPSS.
TYTTRSS TRST #4'#5 %#UW Diagram 1 : Organogram of the top management structure:
TYTTRSS TRST #4'#5 %#UX
TYTTRSS TRST #4'#5 %#UY
TYTTRSS TRST #4'#5 %#UZ TYTTRSS TRST #4'#5 %#U[ TYTTRSS TRST #4'#5 %#VR 3.1.4. TRADITIONAL COUNCILS AND THEIR ROLES The status and role (though not clearly defined) of traditional leaders has been recognised in terms of sections 211 and 212 of Act 108, of 1996.In an Umkhanyakude District Municipality context, The Traditional Authorities own about 70% of the land.
Therefore the traditional authorities have a major influence in the manner in which land is made available to individuals for settlement, as well as the use thereof for economic purposes (e.g. agriculture, tourism, etc.).
It is therefore against this backdrop that Jozini Local Municipality has sought to implement communication strategy, as an effort towards ensuring and the improvement of public participation in municipal processes. The main focus of the communication strategy is preparation of procedures for community participation processes including direct communication with Traditional Councils. This is based on one of the municipality’s Key Performance Objectives, that is, to build sustainable partnerships with Traditional Authorities to ensure convergence in meeting the developmental needs and challenges in our communities.
Traditional Authorities are stakeholders and part of the IDP Representative Forums both at a local and District levels. The IDP Representative Forum is the structure that provides a platform for public participation through involvement of different community structure representatives, political leaders, traditional leaders and government entities which provide support.
Traditional Council Areas within Jozini Local Municipality
In Jozini, Traditional Councils own about 70% of the land:
Z KwaNgwenya TC
Z KwaNsinde TC
Z KwaJobe TC
Z Sqakatha TC
Z KwaNyawo TC
Z Manyiseni TC
Z Nkungwini TC
TYTTRSS TRST #4'#5 %#VS 3.2. STATUS QUO ANALYSIS The status quo analysis is conducted concurrent with the need analysis reviewed through ward- based IDP participation meetings. The purpose of undertaking a district status quo analysis is to ensure that planning decisions are based on people’s priority needs and problems, knowledge on available and accessible resources; as well as proper information and a profound understanding of the dynamics influencing development in the municipality.
As it is the case with all municipalities, Jozini municipality faces lack of credible baseline information that addresses the current service levels in different development categories. The information from Statistics South Africa (Census 2001 and Community survey 2007) remains the basis of information; however it is widely believed that a lot has changed since the last census or community survey.
3.2.1. DEMOGRAPHICS
With the population of 207 250 people and 38 530 households, the municipality is the most populated municipality within Umkhanyakude District. 46% of the total population is comprised of males, and 54% females. This is indicative not only of the Umkhanyakude District trend, but also Provincial and National trends whereby females outnumber males.
72% of the total population is under 29 years of age. Such a high number of youth requires municipality to put more emphasis on schools, recreation facilities and most important, job creation.
KZ 272 Population Characteristics in comparison with other LMs in DC 27 (Source: STATSA) MUNICIPALITY PERSONS HOUSEHOLDS CS 2001 CS 2007 CS 2001 CS 2007 Umkhanyakude 573 341 614 046 101 563 114 973 Umhlabuyalingana 140 958 163 694 25 959 27 006 Jozini Municipality 184 052 207 250 33 534 38 530 The Big Five False Bay 31 291 34 991 6 183 6 657 Hlabisa Municipality 176 890 150 557 26 876 27 260 Mtubatuba Municipality 33 612 46 596 7 472 11 339 DMA 6 538 10 958 1 539 2 181
Jozini Local Municipality area total population in terms of 2001/2007 statistical figures:
TYTTRSS TRST #4'#5 %#VT Population Group Population 2001 Population 2007 Blacks 183 524 204101 Colourds 46 66 Indians or Asians 204 338 Whites 305 794 Grand Total 184 052 205299
3.2.1.1. Age Distribution In terms of 2001 statistical figures, the total figure for males and females within the age category of 0-19 was 114 095 which was about 60% of the total population (184 052). In 2007 in the same age category the total population figure for males and females was 114 217 which was about 52% of the total population (207 722). Although not much of an increase (i.e. an addition of 122),this age category saw a decline of around 2.5% due to the increase in the total population number form 184 052 in 2001 to 207 722 in 2007.
In the 20-64 age category the statistics was as follows; in 2001 the figure was 56 831 (45%) of the total population and grew to 85 004 (38%) of the total population in 2007. There was a population increase of 28 173. In the 65+ age category in 2001 there were 13 090 of the total population. The number decreased to 8 501 in 2007 of the total population, a decrease of 4 589. This indicates a high mortality rate in the age group.
Table 9: Age and gender profile
Age Males Females Total Males Females Total Group 2001) (2001) Population (2007) (2007) Population (2001) (2007) 0-19 55148 58947 114095 57929 56288 114217 20-64 24311 32520 56831 35013 49991 85004 65+ 4327 8763 13090 2220 6281 8501 Total 83822 100230 184 052 95162 112560 207722
Source: Stats SA Census 2001 and Community Survey 2007
TYTTRSS TRST #4'#5 %#VU
The 0-19 age group constitutes a significant amount of the total population. This is the group that holds the key to regeneration and development efforts of any municipality. Jozini Municipality should development supportive interventions in collaboration with other spheres of government to improve educational and vocational job opportunities for this group. The municipality should find ways of contributing to early childhood development initiatives in the municipal area. The municipality should further embark on interventions to alleviate the plight of young people who have become breadwinners as a result if HIV/AIDS.
The second highest category is age 20 – 64 constituted 48% of the total population. This group is also faced by various environmental stresses that expose them to vulnerability and poverty. These include HIV/AIDS, joblessness and lack of skills. They constitute the poor and marginalised. They also constitute the highest number (45.7%) of the population that reported having had no schooling in 2001. Only 6% of the population is over the age of 65.
The proportion of females is marginally higher (54%) than that of males; the social implications of this for the municipality are significant. It is likely to imply that women head most households and thus their participation in economic activities is limited by the need to fulfil dual roles of being a provider and a nurturer. The latter role is by its very is time intensive and emotional oriented.
3.2.1.2. Dependency Ratio According to the United Nations, the total dependency ratio is the number of persons under age 15 plus persons aged 65 or older per one hundred persons 15 to 64. It is the sum of the youth dependency ratio and the old-age dependency ratio. On the other hand the youth dependency ratio is the number of persons 0 to 14 years per one hundred persons 15 to 64 years. The old-age dependency ratio is the number of persons 65 years and over per one hundred persons 15 to 64 years. (http://www.un.org/esa/population/publications/worldageing19502050/pdf/95annexi.pdf )
In terms of 2007 Community survey, the age category that is within what is termed dependency ration in terms of the United Nations’ definition constitutes a total of 95 293. The age category (0- 14) accounts for 87 139 individuals, and age category 65+ accounts for 8154 of the total population.
The municipality should intensify efforts to manage the dependency ratios. It is vital that existing municipal policies and their interventions should be designed to address groups most affected by dependency. Jozini municipality’s LED strategy should target all affected groups. The strategy should promote the inclusion of not only the young unemployed but also the aged and those affected by various disabilities.
It is also important that local interventions to address dependency ratios should take cognizance of national and provincial interventions that seek to address the needs of the aged, women and children. In other words, the municipal organization should proactively engage with other spheres of government in order to ensure that their residents benefit from national and provincial programmes.
TYTTRSS TRST #4'#5 %#VV
KZ 272: Employment Status
KZ 272: Employment status compared to other Local municipalities within DC 27 Municipality Employed Unemployed Not economically active KZ 271 32932 8255 40944 KZ 272 36088 13774 58602 KZ 273 6330 3013 9624 KZ 274 12298 15388 52675 KZ 275 16282 3799 7040
TYTTRSS TRST #4'#5 %#VW 3.2.1.3. Household Income Based on the 2007 Community survey; 66% of the households has no income, while 5% earns less than R400 a month. 5% earns less than R1 600 a month. This means an overwhelming majority of households (90%) in the municipality fall within the category earning below R1600.00 per month. This perpetuates the dependency ratio discussed above.
Household Income (Population group) (StatSa, 2007) Black African Coloured Indian or Asian White Total No Income 70 924 19 - 257 71200 R1 - R400 6 002 - - - 6002 R401 – R800 10 421 - - 10421 R801 – R1 600 9 575 19 - - 9594 R1 601 – R3 200 3 882 - 189 68 4139 R3 201 - R6 400 2 699 - 60 197 2956 R64 001 – R12 800 1 828 - - 66 1894 R12 8001 – R25 600 573 - - 66 639 R25 601 – R51200 236 - - 66 302 R51 201 – R102 400 80 - - - 80 R102 401 – R204 800 305 - - - 305 R204 801 or more 188 - - - 188 Response not given 3 232 - 62 - 3294 Institutions 1 027 9 9 75 1120
TYTTRSS TRST #4'#5 %#VX 3.2.1.4. Levels of education Rosalyn McKeown (2002: p.5) argues that when education levels are low, economies are often limited to resource extraction and agriculture. In many countries, the current level of basic education is so low that it severely hinders development options and plans for a sustainable future. A higher education level is necessary to create jobs.
The education profile of the adult population of the Jozini Local Municipality is summarized in Table below.
KZ 272 Levels of education Category Number Grade 0 4070 Grade 1/sub A (completed or in process) 7774 Grade 2/sub B 10849 Grade 3/standard 1 9788 Grade 4/standard 2 8836 Grade 5/standard 3 11772 Grade 6/standard 4 9657 Grade 7/standard 5 10914 Grade 8/standard 6/form 1 11221 Grade 9/standard 7/form 2 11855 Grade 10/standard 8/form 3/NTC I 9737 Grade 11/standard 9/form 4/NTC II 13076 Attained grade 12; out of class but not completed grade 12 5475 Grade 12/Std 10/NTC III (without university exemption) 10422 Grade 12/Std 10 (with university exemption) 2035 Certificate with less than grade 12 1275 Diploma with less than grade 12 1295 Certificate with grade 12 1582 Diploma with grade 12 1455 Bachelor's degree 781 Post-graduate diploma 123 Honour's degree 410 Higher degree (masters/PhD) 315 No schooling 33490 Out of scope (children under 5 years of age 25477 Unspecified 2159
Based on the above figures, educational levels for Jozini are gloomy. 33 490 of the total population have no schooling. 17932 of the total population has completed grade 12, while only about 7236 individuals have attained any form of post-grade 12 qualification certificate. This information indicates while it is difficult for pupils to finish their schooling years, among those that manage to finish grade 12; only few are able to further their studies.
TYTTRSS TRST #4'#5 %#VY 3.3. SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT The success of local economic development is tied to the provision of basic and other types of infrastructure to the people. All services under analysis in this section are located in a specific locality, as per the Spatial Development Framework (SDF) of the municipality and have potential to enhance socio-economic development. Infrastructure analysis focuses on the status quo regarding water supply, sanitation facilities, energy and housing provision, roads and public transport, waste management and telecommunications – all of which underpins socio-economic development and determines people’s quality of life. The provision of adequate municipal infrastructure remains a challenge throughout the municipality.
3.3.1. Water Jozini municipality is very rich in agriculture, but recently has been heavily hit by low rainfall. This has resulted in limited water resources culminating in severe water shortages and drought condition. There is stiff competition amongst different water users. While water remains a stumbling block for economic development through agricultural activities, water for domestic purpose i.e. portable water, becomes crucial, hence a priority.
Based on the municipal wards IDP participation meetings; water remains the main priority at Jozini Municipality. In terms of the Umkhanyakude District Municipality’s Water Service Development Plan (WSDP) (April 2007); Jozini comprises of 17 water schemes. But most of these schemes are not properly maintained therefore dysfunctional. In areas not covered by the scheme or/and in cases whereby the schemes are dysfunctional, there are boreholes. Unfortunately most of these boreholes are non-functional due to poor maintenance. It should be noted that water and sanitation are the responsibilities of the District municipality.
The table below depicts percentage of population in Jozini Municipality with access to water (StatSa, 2008). The figure presented below are based on three (3) sources, i.e. 2007 Community survey; service levels statistics provided by DWEA (2008); and Jozini municipal source. In terms of these sources; less than 35% of Jozini municipality’s total population has access to water. This indicates why in almost every ward, water is identified as a main priority 2
2 It should be noted that even in areas covered by water schemes; water remains a priority. This can be attributed to non-functionality of the scheme and/or boreholes. TYTTRSS TRST #4'#5 %#VZ TYTTRSS TRST #4'#5 %#V[ Table 8: Water Provision
It should be noted that, the last South African Census was in 2001 therefore the above demographics does not include Ward 17 information. Ward 17 was demarcated in 2006 before the Local Government Elections. The above illustrated figures are based on the Statistics South Africa’s Community Survey of 2007. The next census will take place on 2011.
3.3.2. Sanitation Sanitation varies from water-borne to Ventilated Improved Pit Latrines (VIPs) sanitation. The difference between the two sanitation provision methods must however be kept in mind. Water borne sanitation is provided through the connection to a sewer network, while VIPs are the localized provision of sanitation structures.
Sanitation Facilities (Population Group) (StatSa, 2007)
TYTTRSS TRST #4'#5 %#WR 3.3.3. Energy: Electricity Energy distribution has important economic developmental implications with a potential to make considerable impact. This impact relates to improved living conditions, increased productivity and greater sustainability of the environment. In the municipality electricity is largely generated by Eskom. The provision of electricity to houses has been identified as the second priority in the municipality through the ward participation meetings. It should be noted though provision of this service falls within the areas of powers and functions of the Umkhanyakude District Municipality. Jozini Municipality is characterized by a huge backlog in electricity provision. While such a backlog could be attributed to limited power of the available substations in relation to demand; sparsely nature of households plays a determining factor in electricity provision. Energy or Fuel for Cooking
TYTTRSS TRST #4'#5 %#WS
Energy or Fuel for Lighting
The above graphs paint a depressing picture as far as access to electricity in Jozini Municipality is concerned. The use of wood as for cooking and candles for lighting remain high among households in Jozini Municipality. About 59% of households still utilize wood for cooking, while around 57% still relies on candles for lighting. This implies that the use of electricity remain a luxury for households . The use of woods impacts negatively on the environment, because it intensifies deforestation
3.4. WASTE MANAGEMENT
3.4.1. Refuse Removal and Waste Disposal The municipality provides waste collection services in its main towns, which means that areas outskirt areas (the villages are not covered in terms of waste collection. These households rely mostly on backyard dumping and burning.
While the municipality has dumping sites, none of those are licensed dumping sites. A licensed land fill needs to be developed. For development of landfill, a Waste Management Plan would need to be compiled in order to address issues relating to waste management, such as refuse removal. The following graph depicts percentage distribution of households by type of refuse disposal
In Jozini, IDT, in partnership with DAEA, used existing buildings to start with the development of a recycling centre where the collected waste products are being sorted, the organic biological waste is composted, and objects are created from the waste products. These buildings have been renovated and feature the required sanitary facilities, lighting, and ventilation in the sorting area, and catchments for the rainfall. At the compositing site, facilities have been provided to catch liquid leakage.
Paper and cardboard, plastics, and metals are being selected, pressed, and marketed. The Jozini Recycling Centre provides work for a number of craftworkers that are fashioning handmade products from waste products, such as handbags, table mats, place mats, hats, fruit serving plates, and the like.The Jozini Recycling Centre is right now fully operational
TYTTRSS TRST #4'#5 %#WT Refuse Disposal (Population Group) Source: Statistics South Africa (CS 2007)
3.5. TRANSPORT INFRASTRUCTURE (Refer to the Transport Plan)
3.6. ENVIRONMENTAL ANALYSIS
One of the economic strength of Jozini Municipality is tourism associated with the natural beauty of the area. The municipal area draws tourists from within South Africa as well as from abroad. As a result the management and protection of municipality’s natural assets is a priority.
Jozini municipality is faced with environmental risks and trends that lead to environmental degradation. The environmental analysis is a key aspect to determine if there is a balance between environmental considerations, social development and economic growth in the municipality. The challenge is, therefore, to regulate development in such a manner that the disturbance of economic system is avoided.
Jozini area is characterised by seasonal dry winters and wet summers with periodic flooding. The summer temperature range from 23° to 40°, while winter temperatures range from 16° to 25°. Mean annual rainfall is 600 mm and 800mm along the Lebombo Mountains which fall within a moist belt. The average rainfall at various locations in the area has been recorded and is listed below: • Othobothini 730 mm • Ndumo 638 mm • Ingwavuma 808 mm • Ubombo 836 mm The annual average evaporation is approximately 1660mm with evaporation highest during the winter and early spring months.
Here under is a synopsis of the environmental situation in the municipality high lighting existing environmental concerns and risks.
BIODIVERSITY
Vegetation The factors responsible for high levels of biodiversity present in the area are also responsible for the high levels of biodiversity present in the vegetation. The Umkhanyakude District is part of the Indian Ocean phytogeographic region, and is a regional transition zone and a regional mosaic. Flora comprises a mixture
TYTTRSS TRST #4'#5 %#WU of several floristic elements and communities and differs substantially from that of surrounding regions. Vegetation is exceptionally diverse and ranges from forest, thickets and woodlands to grassland and swamps depending on topography and edaphic conditions. These can be classified into 15 discrete vegetation types. Of at least 2180 vascular plant species, 225 species are endemic or near endemic to the Jozini area.
Biodiversity in the municipality is under pressure because of land conversion, climate change, unsustainable harvesting of natural resources and the wide spread of alien species. Natural resources provide opportunities for economic empowerment through sustained agriculture, ecotourism, indigenous plant use etc.
The following birds are known to occur within the Jozini Area:
Area Species Lebombo Mountain Rock pigeon, rock thrush, red-wing starling and mocking chat Range Pongola floodplain White-winged plover, black coucal, red-winged pratincole and Heuglin’s robin. Floodplain pans Wattled plover, purple galinule, white-faced duck, red- bill teal, spurwing goose and glossy ibis. Riverine forest Green coucal, Pel’s fishing owl, Heuglin’s robin, Natal robin, trumpeter hornbill, green pigeon and wattle- eyed flycatcher. Riverbank tangles Peter’s finfoot. Thorn savannah Grey lourie, yellow-bill hornbill, grey hornbill, Cape glossy starlying, long- tailed shrike and rufous-naped lark. Thorn thickets White-breasted sunbird, purple-banded sunbird, red-faced mouse- bird, gorgeous bush shrike and pied barbet. Sand-forest Bearded robin, black- helmet shrike, Neegard’s sunbird, Rudd’s apalis, Woodward’s batis, pink- throated twinspot and yellow spotted nicator. A variety of birds occur on the savannah. (Source: Maputaland Ecological and Conservation Potential, Ubombo-Ingwavuma Structure Plan)
THE LEBOMBO ZONE Zululand Thornveld of the high and low altitude type covers the top and upper eastern slopes of the Lebombo Range. It is regarded as a transition from the Ngongoni Veld to the Lowveld Sour Bushveld and Lowveld. The high altitude form is a more open type veld with patches of short forest and scrub and occurs on the higher ridges. The low altitude form is more tropical forest, which occurs along streams, and denser bushveld.Lowveld occurs along the eastern and western foot of the Lebombo Range. It is located on the plains at altitudes between 150 and 600m above sea level. There is no clear-cut boundary between this veld and the Lowveld Sour Bushveld or Zululand Thornveld particularly on the lighter soils. In heavier soils open savannah occurs which tends to become bushier and denser in the valleys.
Within these two vegetation groups, the following six major plant communities occur:
TYTTRSS TRST #4'#5 %#WV • Aquatic communities of the pans, streams, vleis, springs and gorge sectors of major inland rivers. • Grassland communities of sour, wiry and tufted species • Rock-face communities of fern with dwarf grasses or clumps of shrubs, trees and succulents • Tree savannah communities of 4-10m trees • Thicket communities comprising valley, kloof, riverine, rock outcrop, Termitaria and tree-base thicket • Forest communities of 20m and higher
SAND FOREST ZONE A small portion of Sandveld forest and thicket is found in this area. The area displays one of the best examples of tropical dry forest type in South Africa with a high degree of endemicity. It is generally sparse sourveld with little grass in thicket areas. Sandveld thicket occurs where the sand mantle thins off towards the Pongola drainage. The savannah is of the silver terminalia type. Termitaria thicket occurs on textured panveld soils with open grassland in the sand depressions. According to KwaZulu Natal Nature Conservation Services, Sand Forest is potentially the most threatened forest type in Natal due to its occurrence within communal areas. There is a need for the proper management of the sand forest.
Fauna Fish There is a rich estuarine and freshwater fish community. Freshwater fish of rocky waters such as the rock catlet are found in pools along the Lebombo range. The Tiger fish is the most important game fish in the Pongola River.
Reptiles High levels of species richness are displayed in the herpetofauna including important species such as the Nile crocodile. The area represents either the southernmost or northernmost limit of a large number of species. The highest concentration of endemic reptiles occurs in the North coast region. More specifically, Rupicolous reptiles such as Warrens girdled lizard, Smith’s plated rock lizard and Wilhelm’s red-tailed rock lizard are resident in the Lebombo Mountain Range. Crocodiles are still abundant within Ndumo Game Reserve however they have largely been exterminated outside of the reserve. Birds
Jozini area is well known with variety of bird species. The very high species diversity is a consequence of the wide variety of terrestrial, wetland and aquatic habitats in the area and the geographical position either as a destination or stopover for migratory species.
Mammals The terrestrial mammal fauna of the Jozini area is particular rich, from the smallest groups such as bats and rodents, to the “big five’ within the Game Reserves. The mammal population is a significant component of the biomass of the area, influencing its ecology and forming the basis of much of the tourism in the area. Klipspringer and mountain reedbuck are typical of the Lebombo Range area, with blue duiker occurring in the forests and thickets. Smaller mammals such as red rock rat, Namagua rock rat and the dwarf shrew are found along the Lebombo Range. Hippo, Elephant, black and white rhino, zebra, giraffe, blue wildebeest, nyala, bushbuck, kudu, waterbuck, reedbuck, impala, warthog and bushpig are known to occur within Mkuze and Ndumo Game Reserves.
TYTTRSS TRST #4'#5 %#WW Resource identification and conservation Modern conservation stresses the need to integrate the management of natural resources with an improvement in the quality of life for human. An overall environment strategy is required to integrate human development with natural resource management. Management needs to be holistic and extend beyond nature reserves if the natural resource base is to be sustained.
The Forest Reserves There are a number of forests within the Jozini District that have both botanical and historical significance. The Hlatikulu Forest, which is 1213ha in extent, is situated on the ridge of the Lebombo Mountain Range and displays a variety of forest trees and shrubs. The Gwaleni forest, which forms part of the Hlatikulu forest, has historical significance being the site where the Zulu King Dingaan was murdered. Other areas of the botanical significance include the Giant Fig Forest, a rare forest type, located in the Mkuze Game Reserve and the Pongola Fig Forest found in the Ndumu Game Reserve.
The Ingwavuma and Usuthu Gorges The Ingwavuma and Ushutu gorges through the Lebombo Mountains are spectacular areas of great natural history interest and should receive formal environmental protection.
Pongolapoort Dam The Pongolapoort/Jozini Dam is the only dam in the area. It is located on the Pongola River, north-west of Mkuze. The dam is bordered to the East by the Lubombo Mountains with its wall built across the deep Pongolapoort Gorge.
Pongola River and Floodplain The town of Jozini overlooks the Pongolapoort Game Reserve that stretches between the town and the Swaziland border, as well as southwards to the N2 highway. The reserve surrounds the Pongolapoort dam and covers a total are of 11 693 ha. The area between the Pongola River and the Lebombo Mountains was proclaimed as the Pongola Nature Reserve in the late 1800. This area is one of the oldest protected areas in South Africa and was primarily a hunting reserve.
The Pongola Floodplain is unique in that it is the only extensive floodplain found in South Africa incorporating a series of pans. The Pongola River has formed a floodplain of some 10 000ha along the eastern foot of the Lebombo Mountains in an unusual south-north course. The Pongola Floodplain ecosystem consists of a complex pattern of interacting flood dependant components which are derived from two principle sources: the terrestrial source and the aquatic source. As water levels fluctuate, terrestrial components are incorporated into the aquatic system.
The Pongola Floodplain is unique due to its high biological diversity as the southern distribution limit of several tropical aquatic organisms, as an important winter feeding ground for a large number of waterfowl as well as having several rare species included in its biota. Hippopotamus take up residence in the pans outside the Ndumu Reserve but return there in winter when pan levels drop. They are important to the system in that they replenish the detritus pool. Crocodiles, which would be in direct competition with man for the fish, are mainly found in the Ndumo Reserve and therefore do not have a great effect on the floodplain.
TYTTRSS TRST #4'#5 %#WX The local population utilises the Pongola River and floodplain for its natural food resources (such as fish) and growing subsistence crops. The Pongolapoort Dam was constructed for the irrigation of the Makhathini Flats (the area adjacent to the floodplain). The above factors make the Pongola Floodplain one of the most aesthetically pleasing and interesting conservation areas in South Africa. It has been proposed that this area be considered as a resource area. This classification is intended to protect those areas which are most valuable and or vulnerable, and extract the maximum sustained benefit from more resilient and productive areas, with particular reference to agriculture, game farming and tourism. Local activities along the river have the potential for tourism. The pans along the river seasonally flood and when this occurs are fished by the local inhabitants with specific handmade baskets. Potential exists to market this phenomenon and allow tourists to observe and even participate in this local event.
Ndumo Game Reserve The Ndumu Nature Reserve is situated to the north of the region adjacent to the Mozambique border, approximately 70km from the town of Jozini. The reserve was originally established in 1924 to protect a dwindling number of Hippos. It was subsequently designated a wetland of great international value under the Ramsar Convention on the 21 January 1997.
The topography of the reserve is mainly flat with the exception of the 100m high Ndumu Hill in the southwest. The main feature of the Ndumu reserve is its series of floodplain pans, fed by the Pongola and Usutu Rivers, which form its eastern and northern boundaries respectively. The pans are rich in nutrients; provide a habitat for a large number of fish, crocodiles, wild game and birdlife (some of which are not found further south) and hippopotamuses (Studies on the Ecology of Maputaland, Bruton & Cooper, 1980). Overfishing in the area outside the reserve has resulted in breeding stocks being greatly reduced while those in the reserve have remained relatively stable. The wetland areas in the reserve provide refuge for fish, some of which migrate upstream during flooding. The reserve thus plays a valuable social role by acting as a reservoir to replenish fish stocks and securing the breeding stock for the entire floodplain.
Border Cave Border Cave is situated on the western face of the Lebombo Mountains north of Ingwavuma. It is an important archaeological and palaeontological site of world significance as it contains human remains and a large number of stone implements dating back to the middle and late stone ages. Apart from human remains from the Middle Stone Age, there are remains of at least 43 other mammal species in the cave, including the existent giant Cape Horse, bastard hartebeest and Bond’s springbok (Studies on the Ecology of Maputaland, Bruton & Cooper, 1980). The KZN Tourist Authority is in the process of developing the Border Cave site as a tourist attraction. An interpretative centre has been designed to blend into the rocky hillside and will have a mock-up of the archaeological dig with fibreglass replicas of artifacts around the walls. It is hoped that the centre will generate opportunities for local community. The site has a very good tourism potential.
Hydrology Jozini has an abundance of natural water resources. Major rivers include the Pongola River, the Ngwavuma River, the Mkuze River, and the Usuthu River, of these only the Usuthu and Pongola Rivers are perennial. The Pongola is the most important river in Jozini as it traverses the full length of the area. The flooding of the Ngwavuma and the Usuthu dam up the waters of the Pongola, resulting in an area of deep flooding during peak floods and the infilling of plains. Local Mountain drainage comprises a number of seasonal streams that drain the dip-slope and scarp-slope faces. Some of these streams have perennial pools. In
TYTTRSS TRST #4'#5 %#WY spite of this apparent abundance of water, there is some concern about the provision of potable water to rural areas.
The town of Mkuze obtains its water from the Mkuze River and a small dam. The River originates in Northern KwaZulu-Natal and flows through the Lebombo Mountains, across the coastal plain into Lake St Lucia. It is approximately 290km long and has a drainage basin of 4820 km², but is not a reliable water source. The dam referred to is privately owned and arrangements for abstraction are of a temporary nature and it is considered to be an unstable water source. The town Ubombo also gets its water from the Mkuze River and a number of boreholes that are not reliable. As such, the towns of Mkuze and Ubombo do not have sufficient potable water to sustain their respective populations. This has resulted in restrictions and the occasional total cessation of their water supply (uPhongolo Sub-Regional Plan, 1999).
According to the Department of Water Affairs and Forestry, water from the Pongolapoort Dam is of excellent quality, but its total dissolved solid is low which means that it is very aggressive on steel. Floods are simulated twice a year and, if possible, synchronised with the high flows of the Usutu River to obtain the maximum flood effect. The Pongolapoort Dam supplies water for the Tshongwe-Malobeni water scheme as well as scheme villages. The Pongola River Flood Plain has a series of pans that flood seasonally. The Pongola River is a major water source supplying the whole Shemula Scheme. The town of Jozini obtains water from the Jozini Water Treatment plant, which is presently operating at full capacity (uPhongolo Sub- Regional Plan, 1999).
Deforestation Deforestation is one of the identified major environmental problems affecting most areas in the municipality. This is a problem affecting almost every forest or veld in the municipality. This problem is caused by the wood carvers, fire wood collectors, farmers and villagers residing around deforested areas. This can be attributed to poverty, lack of knowledge, unemployment, unclear land policy, traditional practices and economic gains.
The Environmental Management Tools Jozini local municipality would like to develop the IWMP but currently there is no funding available for the tool. The municipality is planning to develop the Environmental management Plan since the Jozini area is environmental sensitive but currently there is no funding for the tool.
TYTTRSS TRST #4'#5 %#WZ 3.7. PUBLIC PARTICIPATION Public participation is mainly done through ward committee system as it is the institutionalized form of communication forum. As a result, ward participation meetings were conducted on all 17 wards. It is a legislative requirement that such meeting be conducted, as they provide a platform for community members to review their needs and share their own assessments in as far as development in their areas is concern.
In addition to ward participation meetings, IDP representative forum meetings have been scheduled to take place throughout the financial year. This is a platform where stakeholders at large, which include sector departments, NGO/CBOs, Private and Public sectors, councilor and officials from Jozini municipality and District municipality as identified in the process plan discuss issues pertaining to development and that have a bearing on the IDP.
3.7.1. Ward Participation Meetings The Jozini IDP team embarked on and conducted ward participation meetings on all 17 wards within Jozini municipality. Initial schedule of these meetings had to be rescheduled since it coincided with the departure of the IDP manager. As a result the meetings were held as follows:
Date Ward & Venue 06/09/10 Ward 1, Ngwenya T/C 02/11/10 Ward 2, Nkangala Community Hall 07/09/10 Ward 3 &4, Ophansi Community Hall, Gujini area. 13/10/10 Ward 5, Makhonyeni Community Hall 09/11/10 Ward 6, Mfingose Area 22/10/10 Ward 7, Maphaya Area 21/12/10 Ward 8, Nondabuya Area 05/10/10 Ward 9, Phondweni area 19/10/10 Ward 10, Madanishini Community Hall 06/10/10 Ward 11&12, Sihlangwini Area & Bhambanana Community Hall 07/10/10 Ward 13, Mbodla area
07/10/10 Ward 14 Ingwavuma Community Hall 29/10/10 Ward 15, Manyiseni Community Hall 21/10/10 Ward 16, Thelamama Area
10/11/10 Ward 17, Nonjinjikazi Community Hall
The meeting were conducted successful, despite in some instances where there was a breakdown in communication between the municipality and the wards, which resulted in postponement and rescheduling of such meetings.
TYTTRSS TRST #4'#5 %#W[ 3.7.2. Municipal Priorities per Ward During the 2011/2012 review process, the IDP unit from Jozini municipality in conjunction with ward committee members through their respective ward councilors; conducted ward meetings on all 17 wards where they liaised with communities in their respective wards and reviewed critical needs that must be identified and submitted to the municipality for capturing in the IDP document. The municipality’s consultation process has culminated in the identification of various service delivery needs and priorities. The majority of issues raised during the ward participation meetings signified the key infrastructure need areas of communities, which include water, roads, sanitation and electricity. The delivery of water and electricity services involves extending the present supply coverage, that is, the provision of new services. Most requirements relating to roads entail maintaining and upgrading existing road infrastructure. The identified service delivery priorities of various wards in the Jozini Local municipality have been summarized to inform the IDP and budget processes. It should be highlighted that some of the identified ward priorities are the responsibility of other spheres of government. These include: Z National and Provincial Departments; Z Sector Departments such as ESKOM; and Z Umkhanyakude District Municipality.
Jozini Municipality would endeavor to engage with responsible national and provincial departments to escalate the implementation of projects aimed at attaining ward specific priorities. The following needs were identified per wards:
TYTTRSS TRST #4'#5 %#XR
Table: Ward issues
WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water and Toilets requested at Ntsahaneni, Dukumbe, Water. Mhlekazi, Nhlonhlela, Mpungamlilo, Hlanzeni, Electricity Mange, Ngudeni, Mpiwleni, Ntulindawo. Community and Health Facilities. Electricity requested at Ngubeni, Mpungamlilo, Sanitary facilities. Mange, Mpileni, Msunduze, Ntulindawo. RDP houses Continuation of road from Tshaneni via Esikhaleni to Khombe, Mahlokohloko via Msunduze to Mange, Ntaba to Mhlekazi, Nhlonhlela to Mhlekazi. Upgrading of roads from Mhekazi, Nhlonhlela, Msunduze, Dukumbe, Mpilweni, Mange, Ngudeni, Mpungamlilo and Tshaneni sport fields. Shopping centre at Nhlonhlela.
Community Hall required.
ONE (1) Primary & High schools are required at Ngudeni, crèches are required at Odakeni, Mhlekazi, Ntulindawo and femcing of Mpungamlilo, Hlanganani, Kwantaba & Mkhakhasini. New Clinic at Msunduze & Mange, Ntshaneni, Mpileni & Nhlonhlela. RDP houses at Ehlanzeni, Etshaneni, Mpileni, Msunduze, Dukumbe, Mhlekazi, Mange, Nhlonhlela and Ngudeni. Fencing of Gardens Historical sites( Ntshaneni ghost mountain, Mpileni, Ngoqongweni, Mhlekazi, Mange Mountains. - Water; (Fixing of existing non Water for the whole ward functional water schemes) Electricity for the whole ward - Electricity; Network aerial for Majozini area - Sanitation; Grading of existing Sportfields - Health facilities A clinic at Nkangala - Network Aerial A community Hall at Qoqoqo Sport field between Majozini and Nkangala A dam at Kwamagedla Fixing of existing damaged water schemes. Fencing of a garden at Nkangala area Tent with Chairs at ophande Cultural village at Nkangala Chairs and fixing of Nkanagala hall Crèche at Nkangala area.
TYTTRSS TRST #4'#5 %#XS WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water and toilets required at Cezwane, Zinyokeni, Water Ndalini, Kuveleni, Ophansi, Komkhulu, Mandlakazi, Electricity Zineshe, Nhlangano, Ekudilikeni, Kwangobese Health facilities school and clinics. Sanitary facility Electricity for the whole ward. Community facilities and upgrading Upgraging of roads at Esizalweni, Cezwane, of roads. Mkhayeni, Enhlangano, Emasimini, Mangwenya, Emfundeni D820-D880 (from Siyabonga supermarket to Makhathini Flats). Ezinyokeni to Malobeni, Magagula to Ngobese, Mandlanzi to Zineshe, and Cezwane to Ekuveleni. Upgrading of Ezinyokeni, Cezwane, Ophansi, Zineshe, Mabandleni, Mozi & Nhlangano sport fields. Renovation of Ophansi Community, Community Hall required Ekuvukeni, Moza, Cezwana and Ngobese. Market stalls required at Ophansi, Shopping Complex and Filling station required. Satellite Police station required at Kwa-Jobe. Emozi Secondary school (7 classes required), New
THREE (3) Primary school at Zineshe ( 6 classes required) Komkhulu primary school ( 6 classes required), more classes required at ben Jobe primary school. Pension payout points are required at Cezwane, Ophansi, Zineshe, Nhlangano, Mozi, Kwa-Ngobese. Upgrading of Ophansi clinic, Mobile clinic required at Ezineshe, and a clinic at Ekuvukeni, Ezinyokeni, Emozi, Ekudilikeni, Kwangobese and Cezwane. Low cost/rural housing at Ehlanzeni, Etshaneni, Mpileni, Msunduze, Dukumbe, Mhlekazi, Mange, Nhlonhlela, Ngudeni. Kwa-Jobe phase 2, houses are required in the whole. Construction of a dipping tank at Ezinyokeni (Cezwane), Bhekisisani, Ophansi garden project. Kwa-Jobe Indegenous trees for life, Ezinyokeni Tourism, and information centre, Mozi pema- culture design, Camp site at Ophansi, Ophansi art and
Culture design.
TYTTRSS TRST #4'#5 %#XT WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water Water and Toilets for the entire ward. Electricity Electricity for the entire ward. Health facilities Grading of roads from Ophansi to Ubombo police Sanitary facility station, Ezinkunini to Ophansi, road required from Community facilities and upgrading Cezwane school to Mandonya, Mthindwe to of roads Makhathini fields, GG-Sbonokuhle via Makhukhwane to Gujini, Zagwagwane to Nsibande, Mabaso to Gujini, Gujini to Hlatshwayo store, Mangwazane to Gobandlovu, Sibhedlela to Madinyane, and road Maintenance at White City. Sport field is required and leveling of existing sport fields. Upgrading of Mangwazane Hall, Community hall are required at GG, Mthindlwe, Gujini and Cezwane. Primary schools required at Sibonokuhle and Nambhengu, 6 Classes required at Iskhali Sanamuhla and Mangwenya Ifalethu School, additional classes at Gujini Primary School, crèches required at Mthindlwe, Sibonokuhle, Esiphahleni, Mangwenya,
FOUR (4) Cezwane, GG and Gujini. Mobile clinics are required at Mandonya, Cezwane and e-Tea room, Gujini and Mthindlwe. RDP houses are required for the entire ward. Grazing land at gujini (obaleni) and Ndlamiyane, Suger cane irrigation scheme at Ndlamiyane, water suppy for Ubuhlebenyathi co-op, Siphamandla garden, Thubalethu, Phaphamani, Ubuhlebethu garden, Thuthukani Sibonokuhle, Qedindlala, Izigizendoda garden, Siphosenkosi, Zaminzuzo, Masiphile gardens, Nguni Cattle Project, Goat livestock at Sibonokuhle, Dips required at Nsibande and Cezwane. Tourism Development Centre at Cezwane, Igwambane, Gujini, Madiyane and Mangwenya. LED support: Sukuma wenze, Siyazama, Mangwenya, Gujini, Mthindlwe, and Nqubakahle
block making.
TYTTRSS TRST #4'#5 %#XU WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water Gedleza village needs a Hall, water, Electricity and a Road. Electricity A nearby clinic is needed Health facilities Drainage pipes at Sinethezekile and Makhonyeni are Sanitary facilities requested. Community facilities and RDP Creche « is requested at Lindelani [Emakhonyeni] and houses Emagroundini. Chairs are requested at the Emakhonyeni Community Hall. RDP houses are requested at Emakhonyeni. Assistance is requested to fix the old water tank at Lindelani.
Road to Mtheni needs to be fixed as children cannot get to FIVE (5) school when there is rain. Fencing of community gardens to prevent cattle from destroying fresh produce. Organised youth group requests assistance to record their music, to get uniform etc. Toilets are requested in this ward. Additional classrooms are requested at Njula and Isethembiso Nemanjane schools. A community library is also requested in this ward.
Water Fencing of Emahlangeni garden Electricity Creche at Mfingose RDP houses Nondabuya requested electricity, water, and RDP Community Facilities e.g. halls, houses. Creches. Primary school requested at Magobhoyi Electricity and water to be piped in each an every home Kwamagobhoyi Fixing of water taps at Ohlalweni Access road from Mfingose store to Pongola RDP houses at Mfingose and Kwamagobhoyi Fixing of RDP houses Ohlalweni SIX (6) The whole ward need water pipe and taps to be placed to each an every home. Fencing of farms at Kwamagobhoyi They need a Community hall at Mfingose Tent with chairs requested at Mfingose.
TYTTRSS TRST #4'#5 %#XV WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD
Water and electricity requested for the whole ward. Water. Upgrading and maintenance of roads Electricity. Equipment to support the existing crèche Health Facilities Formal grazing field/camp requested at Maphaya area Upgrading and maintenance of A proper shelter where the mobile clinic operates roads.
RDP houses RDP houses
SEVEN (7) Boreholes to be repaired. Clinic requested to support the whole ward Appropriate shelter was requested for the mobile clinic.
Water Water requested at Esphunzini, Pipe network at Electricity Embangweni, Etshen’elincane Sanitary Facilities Electricity Health Facilities Upgrading of existing schemes at Nondabuya Road maintenance requested Othobothini Ngakwamagovini, Gangandweni and Mombeni, Othobothini Estolo. Toilets requested at Gangadweni, eZiphosheni, Gwaliweni, Mombeni, Nondabuya and Nkungwane. Upgrading roads from Skhandane to Ziphunzini, Kwamdingisi to Ziphunzini, Mbangweni to Siphosethu, Ecrosini via Othobothini school to KwaMagovini, Mpandleni to Gangadweni.
Additional boreholes Elumbe, eZiphosheni.
EIGHT (8) Leveling of Soccer fields Ladies soccer field requested for the whole ward. Fixing of Dam at 4.4 Dam requested at Eziphunzini. Mobile Clinic Elumbe. Community halls Kwanondabuya and Nkongwane and renovation of Gangandweni Hall. Community gardens Poultry project at Mbangweni Garden Nkongwane, and Goat Project Fixing of Lumbe Garden
TYTTRSS TRST #4'#5 %#XW WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water Water and sanitation required at Mombeni, Edwaleni, Electricity Kwa-phaweni, Ezulwini, Nyamane, Ekulingweni, Health facilities Kwa-jona. Sanitary facility Electricity required at Nyamane, Kulingeni, Community facilities and upgrading Mombeni, Jona, Edwaleni, Yangeni. of roads Road required from Esingeni to Mtshakela high school, Mhlumeni school via Ekulingweni school to Mtshakela. Nyamane to Nomgidi, Kwa-jona to Kwa- phaweni. Sport Fields required in this ward Renovation of Kwa-Jona Community Hall, New Community Halls are required at Emombeni, Enyamane, Ophondweni, Ekulingweni, Kwa-Phaweni and Ezulwini. Skills & Training Centre at Kwa-Jona and Mombeni. MPCC required at Madanishini, Nyawoshane, Mombeni, Kwa-Phaweni and Ophondweni.
Upgrading of Mgwenyeni Primary School (Computers), Mtshakela High School, Phawela NINE (9) Primary, Malobeni High School, Nyamane High School, Mlambongwenya School, Phondweni Primary School, Mavela High School (Computers). New Primary School required at Kulingweni, Kulingweni primary (3 classes) mhlumeni (3 classes) Creche required in this ward. 24hrs Clinics required at Nyamane, Ezulwini, Phaweni, Mombeni and Kulingweni. RDP houses required for the entire ward Dams required at Nyamane, Phaweni, Ezulwini and Mombeni. Cattle Production Project at Yangeni, Ezulwini, and Ophondweni. Two boreholes, Fencing and water pump at Yangeni livestock project. Dipping Tank at Kwa-Phaweni.
Water A fanced Cattle Camp, a Dam at Ogadwini and fish Electricity ponds. Sanitary Facilities Cards electricity. Health Facilities Assistance with tractor requested RDP houses Community Clinic Water for drinking, gardening, and for live-stock. The library requested by youth. The community requested the boreholes.
TEN (10) A high school, sport field and tourism development requested by the youth. A community tent. RDP houses for the whole ward. Cleaning material for Madanishini Community Hall. Toilets for the whole ward.
TYTTRSS TRST #4'#5 %#XX WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD - Water; Electricity ( Card electricity) - Electricity; Water, Completion of few projects e.g. Sihlangwini - Sanitation; water scheme. - Drainage (on all access roads); Dokolwane pipes to be connected at the Jozin dam and and not at other areas e.g. Shemula etc. - Poverty alleviation
VIP toilets for the whole ward. Diesel and Oil for Sihlangwini engine. The Water Trucks were also requested to deliver water from time to time. The community requested that the drainage pipes that
are placed alongside the roads be installed as roads get destroyed during rainy days. ELEVEN (11) The community requested the digging of small dams (amachibi) The community also mentioned that there are organized groups of widows/orphans/ that need assistance with e.g. school fess, IDs, food etc.
Assistance was requested with community projects e.g. fencing the community garden, resources to rejuvenate the candle and the sewing projects.
Water - Water; Electricity - Electricity; - Sanitation; Toilets - Health facilities; Speed Humps on the main road to avoid accidents - Community facilities RDP Houses
A clinic within the close proximity Cattle dips [Onaleni and Khwambuzi areas] Another community Hall [Onaleni area] TWELVE (12) High Education Institution [Technikon/FET] A fenced grazing field to avoid livestock on the roads
Cattle Market [Indali yezinkomo] Water for both people and animals Cards electricity was requested Electricity Embodla-speed humps on the main road as to avoid Toilets the many car accidents that occur. Speed Humps on the main road to Assistance with tractors was requested by this avoid accidents community [Ogandaganda bokulima] A clinic within the close proximity The clinics are located very far from this community. A community Hall [Mbodla area] Water was requested in this ward for both people and High Education Institution live stock especially cattle. [Technikon/FET] There is a need for a High Education Institution in
THIRTEEN (13) this area. The youth requested a library in this area Home Based Care givers requested the issue of toilets to be fast tracked. A community hall was also requested at Mbodla.
TYTTRSS TRST #4'#5 %#XY WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD Water and Sanitation Nkomeni, Nkungwini, Okhwalweni, Lindizwe, White City, Esigodini, - Water; Roman and Machobeni. - Electricity; Boreholes: at Lindini, Esigodini, Mahlabashana, - Sanitation; Machobeni, Okhalweni, Nkungwini, Kwayiweni, - Health facilities; Oshabeni, Nyathini. Wind Mill repair at Oshabeni. - Community facilities Additional standpipes required at Ingwavuma, White City, Sewing Centre, Utilization of Nkoyoyweni reservoir. Water engine repair at Nyathini, Okhanyiseni, Temporal water tanks. Electricity required at Lundini, Esigodini, Nkoyoyweni, Mahlabashane, Machobeni, Nyathini, Nkungwini, Oshabeni, Dinabanye, Okhalweni, Lindizwe, Phophopho, Manhlali. Upgrading of road from Nkoyoyweni, road required Nyathini to Okhalweni, Nkungwini to Mbadleni, Bhambanana to Ingwavuma. Sport fields required at Kungwini, Nyathini, Lundini,
FOURTEEN (14) Machobeni, Danabanye, Oshabeni, Ingwavuma. Community Hall are required at Engonyameni, MPCC are required and IngwavumaTown. Cell mast at Nkungwini Area. Crèches are required in this ward. Our Lady School ( additional classes) Library at Ingwavuma. New Clinics are required at Okhalweni and Bovini. Mobile Clinics required at Ngonyameni, Machobeni, Nyathini and Dinyabanye. RDP required at the entire ward. Dams required for the entire ward.
TYTTRSS TRST #4'#5 %#XZ WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD - Water; Water and sanitation required for the whole ward. - Electricity; Boreholes required Kusbhoqe, Emqokolweni, Swayi, - Job creation; Kumkhatshwa, Magamundela, Mayaluka (repairs), - Community facilities; Khume (repairs), Mahlabaneni. - Poverty Alleviation {gardens Electricity required for the whole ward ( card with water catchments [dams] system). and/or boreholes in close Tar road required from Ingwavuma bridge to proximity} Emanyiseni, grading of roads from ekuhlehleni to mabona, mashavane to Ekuhlehleni. Upgrading of Manyiseni sport field and all other sport field at manyiseni, ekuhlehleni, and Ndabeni. Community halls required Mabona, Mayaluka, Ekuhlehleni, Magwanga, MPCC at Manyiseni, Police Station.
FIFTEEN (15) Mobile Clinics required at Ndabeni, Mayaluka, Mboyi, Hlabende and Mabona. RDP houses required for the entire ward. Dams are required at ludaka, Manyiseni, Nhlabende, Mabona, Magwanga. Tourism Camp at Ekuhlehleni, Khume, Endabeni, Magwanga, Nhlabende, Mboyi, Mayaluka and Mshonisalanga, Community lodges are required at mboyi, nhlabende and Nsunduzi. Market at Manyiseni and Mayaluka, Shopping centre, gringing machine at Manyiseni, Ludaka and Ekuhlehleni.
Water for the entire ward Water Electricity for the entire ward, including Thelamama Electricity Creche, Health Facilities A crèche requested at Ezimfisheni area Sanitary Facilities High School at Thelamama area is requested. Schools ( High school and crèche) Toilets requested for the entire ward. Big Community Hall at Thelamama area Clinic within the close proximity. Upgrading of water pumps and boreholes. Upgrading of roads. SIXTEEN (16)
TYTTRSS TRST #4'#5 %#X[ WARD REVIEWED NEEDS FIVE (5) PRIORITY ISSUES PER WARD
Electricity requested at Nonjinjikazi Water A one stop centre requested at Madeya area. Electricity RDP houses and toilets for the whole ward. RDP houses and Toilets Cattle Market and boreholes requested at Upgranding of all Roads Nxangikhona Shops at Bhambanana The dip at Nxangikhona to be fixed (including boreholes and windmill and tank) Three boreholes requested at Embadleni area Tractors requested to assist the whole ward. The incomplete crèche at Embadleni to be looked at. High school requested at Mbekwane. A High School and a clinic requested at Nonjinjikazi Dams for cattle and other other livestock requested at Nonjinjikazi. SEVENTEEN(17) Roads to be upgraded: Nonjinjikazi to Bhambanana, Nonjinjikazi via Amatshe amhlophe to Emahlabashane, Madeya via Nxangikhona to Bovini, Nonjinjikazi to Oganwini and Mbekwane to Mbodla. The traditional healers representative acquired their status on the budget and requested that they be assisted with a facility to work from for administration purposes.
CHAPTER 4 STRATEGIC PHASE
TYTTRSS TRST #4'#5 %#YR
The strategic phase comprises of the Jozini Local Municipality’s vision and a mission statement. It spells out the direction the municipality intends taking, both on a short and long term. It also outlines values upon which the Municipality ascribe to; the strategies, interventions and key performance indications. This is in response to the status quo analysis and prioritized needs indentified in the previous phase (Analysis phase).
4.1. STRATEGIC FOCUS The strategic focus of the Jozini Local Municipality is to build on a vision formulated. The IDP focus on the development of programme and projects that will work towards the achievement of the different focus areas identified as priority issues that contain milestones and deliverables. Such deliverables will work towards the achievement of the Jozini Local Municipality’s vision.
The VISION of the Jozini Local Municipality is:
To improve the quality of life for all residents through the provision of: “Adequate/appreciate infrastructure, employment and investment opportunities, socio empowerment in an environmentally sustainable manner”
MISSION As its mission Jozini Local Municipality is committed: Oin championing development in all aspects.”
In pursuit for its mission, Batho-Pele principles forms basis and core values for Jozini Local Municipality.
4.2. CORE VALUES • Integrity : We are honest in everything we do • Equity : We are equitable in the distribution of resources and opportunities • Transparency : We are open, accountable and communicate with all our stakeholders • Team work : we work together to achieve a common goal and purpose. • Respect : We will be courteous and show high regard to our clients and those that we serve • Accountability : We are responsible, responsive and accountable to our citizens and stakeholders • Peace : We promote a harmonious life and security for all our citizens
TYTTRSS TRST #4'#5 %#YS 4.3. KEY DEVELOPMENT OBJECTIVES AND STRATEGIES
Water Initiate a phased programme for the implementation of the Water Services Development Plan once it is completed; determine the feasibility of providing a fully reticulated service to the Jozini area as the community is unwilling to accept boreholes or communal standpipes; investigate the construction of micro dams to facilitate agricultural irrigation, and the feasibility of irrigation schemes.
Roads Upgrade so as to provide access within five kilometers of every settlement; identify a rural roads programme to improve access to the interior of the Jozini area.
Economic Development Promote the development of economic infrastructure, such as market stalls at accessible locations; provide agricultural extension services (fertiliser, seeds, irrigation, etc.) and training programmes with the participation of the Department of Agriculture; identify international donor agencies for investment programmes; promote agricultural beneficiation; identify suitable areas for the development of market gardens; research/investigate potential LED projects; encourage community-based tourism; link into district marketing initiatives; develop agricultural co-ops.
Electricity Develop a phased programme for the provision of electricity throughout Jozini.
Health Develop a co-ordinated approach to include all roleplayers in tackling the HIV/Aids issue; identify appropriate locations for the establishment of health care centres; investigate the possibility of locating a hospital in Jozini Town together with the Department of Health; improve infrastructure at existing clinics; identify and investigate the establishment of abattoirs in primary and secondary nodes.
TYTTRSS TRST #4'#5 %#YT Education Provide additional classrooms at overcrowded schools; identify locations for new schools; provide adequate infrastructure at existing schools.
Landfill Sites and Cemeteries Investigate locations for future landfill sites; determine the need for cemeteries.
Land and Housing Identify land for the construction of housing in settlement nodes and in rural areas; integrate future settlements spatially and economically; construction of housing in accordance with RDP standards and the Land Reform Programme.
Natural Environment Devise an environmental management plan; remove agricultural activity from erodable, steep or environmentally sensitive land; increase the capacity of officials to understand and enforce existing environmental regulations.
Institutional and Finance Broaden the rates base; undertake an inventory of existing staff complement to identify gaps and utilise available resources efficiently; enhance the capacity of municipal staff to administer legislation and implement development.
Community Facilities Provide a library at Jozini and investigate the construction of libraries at other settlement nodes; investigate the possibility of utilising school sports fields for public use; identify suitable land for the construction of an alternative police station and mobile police stations; investigate the possibility of combined community and adult training centres.
Spatial Development Focus future developments around public transportation routes and current and potential settlement nodes; locate residential development and employment opportunities within accessible distances.
TYTTRSS TRST #4'#5 %#YU
Jozini Local Municipality’s strategic focus is characterized by the following Key Performance Areas: Z Good Governance and Public transformation Z Improved Service Delivery and Infrastructure Investment; Z Sustainable Local Economic Development Z Transformation and Institutional Development; Z Municipal Financial Viability and Management; and Z Spatial Planning and Environmental Management;
It is also aligned to the 12 National Outcome Delivery Agreements, especially Outcome delivery 9 which concerns COGTA and local municipality.
KPA 1: GOOD GOVERNANCE; COMMUNITY PARTICIPATION AND WARD SYSTEMS
KPA 1: GOOD GOVERNANCE; COMMUNITY PARTICIPATION AND WARD SYSTEMS MUNICIPAL STRATEGIC PLANNED KEY PERFORMANCE INDICATORS KEY PERFORMANCE RESPONSIBILIT OBJECTIVES INTERVENTIONS/ACTIVITIES TARGETS Y Review of Communication Strategy Council-adopted Communication 30-09-2011 MM/Corp. strategy. Staging of IDP Representative Forums Number of IDP-RF meetings 4 IDP-RF meetings by P&D 30 June 2012
To encourage the full Staging of IDP/Budget Consultative Four clusters, IDP/Budget meetings Four IDP/Budget Finance & P&D participation of communities, meetings conducted meetings by 30 May and stakeholders at large in 2012 the affairs of the municipality
through mechanisms, Establishment of ward committees and Number of ward committees 20 ward committees Corp/Comm/ P&D processes and procedures ensure their functionality established and inducted established and that are in place. inducted by 31
December 2011
Staging of IDP ward participation Number of IDP ward participation 20 IDP ward Corp/Comm/P&D meetings meetings conducted participation meetings by 31 December 2011
TYTTRSS TRST #4'#5 %#YV Regular contact sessions with TCs Number of contact sessions At least 4 meetings by P&D 30 May 2012 To strengthen the relationship between the municipality and Regular contact with Business sector Number of sessions with business Two IDP/Budget Finance & P&D Traditional Council structures. sector meetings by 30 May 2012 To provide service delivery Conduct community satisfaction surveys. Number of surveys conducted 4 surveys by 30 June Corp/Comm and respond to community Placement of departmental suggestion Turnaround time to address queries 2012 queries through Batho-Pele boxes Queries addressed All Departments principles. within 48 hours Review & Implementation an Anti- Council-adopted reviewed anti- Council-adopted Corp/Comm To prevent and eliminate corruption Strategy corruption strategy. reviewed anti- corruption. corruption strategy by 30 October 2011
TYTTRSS TRST #4'#5 %#YW KPA2: IMPROVED SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT
KPA: 2. IMPROVED SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT STRATEGIC OBJECTIVES PLANNED KEY PERFORMANCE KEY PERFORMANCE RESPONSI INTERVENTIONS/ACTIVITIES INDICATORS TARGETS BILITY To improve access to basic services, Signing of SLAs with relevant service Signed SLAs SLAs signed with DC P&D through the provision of adequate providers 27 by 30 September free basic water, sanitation and 2011 electricity. To improve access to adequate Review of a housing Sector Plan Council-adopted reviewed HSP Reviewed HSP by 31 P&D housing December 2011 To promote the development and Maintainance of existing sport facilities Number of sporting facilities 20 fields upgraded (1 P&D participation in sports activities maintained per ward) by 30 June through provision of recreational 2012 facilities. Construction community halls Number of halls constructed (Jozini 5 Community halls P&D Town Hall to be constructed) To improve access to community Construction of crèches Number of crèches constructed Council to establish the P&D/LED facilities number Construction of community centers Number of community centers Council to establish the P&D constructed number Construction of new access road Number of KM road network Council to establish the P&D To improve communication and infrastructure constructed number movement of people to community service points through provision of access infrastructure. Placement of Sign boards to Jozini Number of Sign Boards placed Council to establish P&D To improve waste collection in areas Development of IWMP Council-adopted IWMP IWMP approved by 30 P&D of high concentration. September 2011 Maintenance of existing access road Number of KM road network HOD to establish the P&D infrastructure maintained number To avoid deterioration of the existing Signing of SLAs with relevant service Signed SLAs SLAs signed with DC P&D infrastructure networks. providers 27 by 30 September 2011
TYTTRSS TRST #4'#5 %#YX Maintenance of existing Number of community facilities HOD to establish the P&D community facilities maintained number of existing facilities (All facilities to be maintained)
TYTTRSS TRST #4'#5 %#YY KPA 3: SUSTAINABLE LOCAL ECONOMIC DEVELOPMENT
KPA 3: SUSTAINABLE LOCAL ECONOMIC DEVELOPMENT STRATEGIC OBJECTIVES PLANNED KEY PERFORMANCE INDICATORS KEY PERFORMANCE RESPON INTERVENTIONS/ACTIVITIES TARGETS SIBILITY Creation of job opportunities through Number of jobs created 500 jobs created by 30 LED & HR LED projects June 2012 To stimulate local economic growth Creation of job opportunities through Number of jobs created 50 jobs created by 30 LED & HR through LED/Tourism Tourism projects June 2012 Creation of job opportunities through Number of jobs created 1000 jobs created by 30 LED & HR EPWP June 2012 Alleviation of poverty through food Number of community support projects 1 community project per LED Implement community support projects security programmes ward by 30 June 2012 To develop strategic partnerships for Staging of LED Forums Number of forums held 4 Forums held by 30 Office of effective economic development June 2012 the MM
TYTTRSS TRST #4'#5 %#YZ KPA 4: TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
KPA: 4. TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT STRATEGIC OBJECTIVES PLANNED KEY PERFORMANCE KEY PERFORMANCE RESPONSIBI INTERVENTIONS/ACTIVITIES INDICATORS TARGETS LITY Review and implementation of Council-adopted EEP 30 September 2011 Corporate Ensure effective and efficient human Employment Equity Plan Services resources management. Review of Retention Strategy Council-adopted retention 30 September 2011 Corporate strategy Services Filling of critical vacant posts Number of vacant posts filled 30 June 2012 Corporate To ensure and enhance the capacity of the (One vacant post to be filled, Services municipality to provide effective and efficient Director Technical) services to the communities, through filling of Review of Recruitment policy Council-adopted Recruitment 30 September 2011 Corporate vacant critical posts. policy Services Review of the Performance Council-adopted PMS 30 September 2011 Corporate management System Services To improve and enhance public perception of Presentation of the scorecard to the Number of meetings 2 meetings by 30 June Corporate the municipality by initiating and embracing public 2012 Services the process and culture of performance. Presentation of the Annual Report to Number of meetings 2 meetings by 30 June Corporate the public. 2012 Services Development of a joint municipal Council-adopted Joint 30 September 2011 Office of the accountability plan municipal accountability plan MM To prevent and eliminate corruption. Capacitating of supply chain Number of capacity building 4 workshops/trainings by Corp/Finance management committees workshops/trainings provided 30 June 2012 To facilitate sustainable social and economic Review HIV/AIDS strategy in light of Council-adopted HIV/AIDS 30 September 2011 Office of the development programme the flagship programme strategy MM
TYTTRSS TRST #4'#5 %#Y[ KPA: 5. MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
KPA: 5. MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT STRATEGIC OBJECTIVES PLANNED KEY PERFORMANCE KEY PERFORMANCE RESPONSI INTERVENTIONS/ACTIVITIES INDICATORS TARGETS BILITY Develop integrated billing and Approved-Billing and debt 30 September 2011 Finance debt management system management system Department Develop financial policies Number of financial 7 financial policies by 31 May Finance Development of municipal financial viability policies developed 2012 Department standards Develop and implement supply Approved-SCMP 31 March 2012 Finance chain management plan Department detailed revenue collection plan Approved revenue 31 March 2012 Finance collection plan Department Update list of debtors An updated list of debtors 31 December 2011 Finance Department Develop payment incentives Approved policy 31 May 2012 Finance policy Department To ensure sustainable revenue base for the Monitor debt collection Handover of long 31 December 2011 Finance municipality outstanding debtors. Department Write offs
TYTTRSS TRST #4'#5 %#ZR
KPA 6: SPATIAL PLANNING AND ENVIRONMENTAL MANAGEMENT.
KPA: 6. SPATIAL PLANNING AND ENVIRONMENTAL MANAGEMENT STRATEGIC OBJECTIVES PLANNED KEY PERFORMANCE KEY PERFORMANCE RESPONSI INTERVENTIONS/ACTIVITIES INDICATORS TARGETS BILITY To improve the standard of living by ensuring Council-approved/gazzetted 31 July 2011 P&D that future settlements occur in an integrated Implementation of Planning and Delegations & Fee Structures spatial and economical manner. Development Act (PDA) Number of formalized towns 30 June 2012 P&D Council-approved by-laws 30 September 2011 P&D Review the SDF Council-adopted SDF 30 June 2012 P&D Implementation of Jozini Council-approved JSDP 30 September 2011 P&D Sustainable Development Plan Develop an Environmental Council-approved EMP 30 June 2012 P&D To promote a clean and safe environment and Management Plan conservation of our natural heritage resources Develop a Integrated Waste Council-approved IWMP 30 June 2012 P&D Management Plan To facilitate the development of housing for Review the Housing Plan Council-approved Housing 30 September 2011 P&D the community of Jozini. Plan
TYTTRSS TRST #4'#5 %#ZS
TYTTRSS TRST #4'#5 %#ZT CHAPTER 5 IMPLEMENTATION AND PROJECT PHASE
5.1. PROJECTS
5.1.1 POVERTY ALLEVIATION PROJECTS
WARD PROJECT NAME BUDGET PROJECT DESCRIPTION 1 Msunduzi Creche R200 000.00 Creche construction Dukumbe Creche R200 000.00 Creche construction 2 Nkangala Creche R200 000.00 Creche construction Esikhaleni Project R200 000.00 3 Sukumazame Market R100 000.00 Mthala road R100 000.00 Vezukukhanya crèche R200 000.00 Creche construction 4 R400 000.00 5 Kwagedleza crèche R200 000.00 Creche construction Makhonyeni garden and poultry R200 000.00 Crèche construction 6 Nyawushane Creche R200 000.00 Creche construction Mgoboyi crèche R200 000.00 Creche construction 7 KwaGumbi Qondile crèche R200 000.00 Creche construction Machibini tent R100 000.00 Zamanyathikazi project and catering R100 000.00 Purchasing of catering material material 8 KwaNdlazi Goat Project and fencing R100 000.00 Fishing project R100 000.00 Othobothini crèche R200 000.00 Creche construction 9 Mombeni crèche R200 000.00 Creche construction Kwajona dam R100 000.00 Renovations and fencing of R100 000.00 Gangandweni hall 10 Mpumelwelweni crèche R200 000.00 Creche construction Mzinyeni garden and tents R200 000.00 11 KwaJona hall renovations and R50 000.00 fencing Empakeni crèche R125 000.00 Crèche construction Shemula crèche R50 000.00 Creche construction Thembelihle poultry R125 000.00 12 R400 000.00 13 Mgwevu crèche R200 000.00 Creche construction Sizanani crèche R200 000.00 Creche construction 14 Mandlazi crèche R150 000.00 Creche construction Lindizwe tents and catering tools R100 000.00 Purchasing of tents and
TYTTRSS TRST #4'#5 %#ZU catering tools Mambuzikazi crèche R150 000.00 Creche construction 15 Nhlabende crèche R200 000.00 Creche construction Swayi poultry project and tents R200 000.00 16 Mthanti crèche R200 000.00 Creche construction Tents and catering equipment R200 000.00 Purchasing of tents and catering equipment 17 Munyana crèche R200 000.00 Creche construction Nkomeni crèche R200 000.00 Creche construction 18 Bomvini crèche R200 000.00 Creche construction Ngonini crèche R200 000.00 Creche construction 19 Mlesane crèche R200 000.00 Creche construction Fencing of Nondabuya garden and R100 000.00 Purchasing of fencing materials dam Tents and chairs R100 000.00 Purchasing of tents and chairs 20 R400 000.00 TOTAL R8 000 000.00
5.1.2. 2011/12 MIG PROJECTS PROJECT TYPE LOCATION Community hall Oshabeni ward 14 Community hall Majozini ward 2 Testing ground Mkuze ward 1 Road DA-Banjana ward 5 Access road Emlotheni ward 7 Causeway Tshongweni ward 6 Skills centre Majalantini ward 8 Sportfield Dedefani ward 17 Skills centre Ubombo ward 4 Sportfield Ingwavuma wrd 14 Community hall Ezinyokeni ward 3 Access road Makhonyeni ward 5 Sport complex Mkuze ward 1
5.1.3. 2012/13 MIG PROJECTS
PROJECT TYPE LOCATION BUDGET Sportfield Sibonokuhle Ward 4 R3 500 000.00 Sportfield Mzinyeni Ward 10 R3 500 000.00 Community Hall Onaleni ward 12 R2 500 000.00 Road to Nondabuya clinic Nondabuya ward 8 R5 000 000.00 Sportfield KwaJona/ Engoje ward 9 R3 500 000.00 Community hall Mbodla Ward 13 R2 500 000.00 Community hall Khume ward 15 R2 500 000.00
TYTTRSS TRST #4'#5 %#ZV Community hall Thelamama ward 16 R2 500 000.00 Community hall Nonjinjikazi ward 17 R2 500 000.00
5.1.5. UNFUNDED PROJECTS
Refer to Public Participation section (page 59 to 69)
5.1.6. MUNICIPAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
TYTTRSS TRST #4'#5 %#ZW
TYTTRSS TRST #4'#5 %#ZX CHAPTER 6 INTEGRATION PHASE
6.1. SECTOR PLANS This section represent the executive summary of the respective operation strategy (Sector Plans) compiled and prepared by Jozini Local Municipality. These plans constitute nine core components of the IDP of the Jozini Municipality (Sec 26 (a)-(i) of the MSA No.32 of 2000) and plays a significant role in the integration process.
Some of these sector plans were/are/will be prepared/ developed and others reviewed in consideration of the relevant municipal wide development initiatives and directly inform and aligned with the District Municipality and other neighbouring Local Municipalities.
The summary of sector plans herein includes among the following: • Organisational Performance Management Systems • Spatial Development Framework • LED Strategy • HIV/AIDS Strategy • Communication Strategy • Financial Plan • Integrated Waste Management Plan • Housing Sector Plan • Environmental Management Plan • Current Public Transport Plan
The aforementioned Sector Plans are informed by the development priorities and objectives as articulated in this document. It is for this reason there are incorporated in the IDP Plan so as toi forge a linkage with other Sector Plans and ensure seamless implementation of the IDP as an inclusive and coherent strategic planning tool of the Municipality.
In line with the division of roles & responsibilities, a number of sector plans are the responsibility of the district municipality such as:
Water Service Development Plan Electricity Master Plan Disaster Management Public Transport Plan Integrated Transport Plan Electrification Plan
TYTTRSS TRST #4'#5 %#ZY 6.1.1 SPATIAL DEVELOPMENT FRAMEWORK Local Government: Municipal Systems Act, Act 32 0f 2000, Section 26 requires one of the core components of each municipal IDP must be a Spatial Development Framework (SDF). The minimum elements that must be included in the SDF are also spelt out therein. It is stated that the SDF should operate as an indicative plan, whereas the detailed administration of land development and land use changes be dealt with by a land use management scheme, which will actually record the land use and development permissions accruing to a piece of land. Jozini Local municipality last reviewed its SDF in May 2009.
The primary purpose of an SDF is to represent the spatial development goals of the Jozini municipality that result from an integrated consideration and sifting of the spatial implications of different sectoral issues. The SDF contains four main components:
• Guidelines for land use and development; • Guidelines for land use management; • A capital expenditure framework showing where the municipality intends spending its capital budget; and a strategic environmental assessment.
The timing of the process of compiling an SDF must correspond with that of the IDP. Each of the above mentioned components of the SDF must guide and inform the following:
• Direction of growth • Major movement routes • Special development areas for targeted management to redress past imbalances • Conservation of the natural and built environment • Areas in which the intensity of land development could either be increased or decreased • Areas in which particular types of land use should be encouraged and others discouraged
The Jozini Municipality in partnership with District and other neighboring Local municipalities are in a good position to implement this idea as the Spatial Development Framework plays a most direct role in influencing spatial planning, land use management, and local development processes and outcomes.
The Spatial Development Framework should give effect to the vision, goals and strategies of the IDP.
The main of Spatial Development Framework as defined in the guidelines of the Department of Traditional and Local Government Affairs are:
To promote sustainable functional and integrated settlement patterns in order to: o Discourage low density urban sprawl; o General social and economic opportunities for people; and o Promote ease accessibility to those opportunities.
Maximize resource efficiency, e.g. o Ensuring the protection of the available environmental resources within the municipality; and o Protecting productive land for agricultural purposes.
TYTTRSS TRST #4'#5 %#ZZ
Enhance regional identity and unique character of places. Ensure conformance with the neighboring district, local and provincial development frameworks.
Existing Spatial Structures of Jozini
The existing spatial structures of Jozini Municipal are defined by a number of elements. These elements are classified as follows:
There are areas of conservation and environmental interest within the Jozini areas and those areas are: Ndumo game reserve and the Pongola floodplain. Structuring elements of the area include the Lebombo Mountain Range, Jozini Dam, Ingwavuma, Pongola and Mkuze rivers as well as the two hospitals within the area, Bethesta hospital at Ubombo and Mosvold hospital at Ingwavuma. These elements present both opportunities and problems to the development of the municipal in terms of tourism attractions and the provision of infrastructure and services. The inherent potential of the municipality includes areas of high agricultural potential and a number of tourism/ historical sites, such as the Makhathini Flats, Mkhuze Farms, Dingane’s Grave, Border Cave and the Usuthu Gorge. Jozini location provides for a number of Tran frontiers the opportunities, as mooted in the Lebombo SDI, along the international boarders of Swaziland and Mozambique, the Cecil Mack Pass etc. There are a number of urban areas (nodes) as well as a population settlement pattern. Some areas within the Jozini municipality have limited potential, both in terms of access to clean water and sanitation and conservation areas and good soils. In such areas, survival strategies, including improved methods of subsistence agriculture should be pursued. See below Map showing existing spatial structures TYTTRSS TRST #4'#5 %#Z[ Map : Existing Spatial Structures
Components of the Spatial Development Framework
Investigating the following components has informed the preparation of the Jozini spatial development framework:
o Areas of environmental interest o Settlement patterns and structure o Movement patterns and routes o Areas presenting opportunities o Areas in need of intervention
Both the settlement and movement hierarchy provides a framework to guide the provision of bulk infrastructure, basic services, social facilities and services and interventions to stimulate and support local economic development.
TYTTRSS TRST #4'#5 %#[R % Areas of Environmental interest
There are a number of environmental sensitive areas (both protected and unprotected) in the Jozini Local Municipality. They include game farms located in ward 1, areas along the Lebombo Mountains, the Pongola river floodplain, Ndumo game reserve as well as Hlathikhulu Forest and the Usuthu George.
% Settlement pattern and structure
Investment points (Nodes) are the existing and future growth points and centers of population concentration within the municipality .They form the bases for the allocation of funding and resources as well as the rollout of service delivery .It is crucial to build upon such investment points we also find a clustering of certain activities such as shops, schools, churches, community halls and clinics .The table at overleaf contain the hierarchy of investment points for Jozini:
Primary Investment Mkuze, and Jozini Points Secondary Investment Ingwavuma, Ubombo and Bhambanana Point Tertiary Investment Point Ophansi, Manyiseni, Ndumo, Ngude, Mhlekazi Area (Ward 1) and Makwakwa
Mkuze : is the economic hub of the municipal area and will remain the focus for future development. Mkuze town is central located and it served by major road such as the N2 which links it with Hluhluwe, Mtubatuba, Richards Bay, Empangeni towns.
There is an influx of major services such as offices, residential development and commercial uses has led to Mkuze being the major investment node within the area of Jozini Municipality. Jozini : is the second economic hub within the area of jurisdiction of the Jozini municipality, however the topographical constraints and land tenure issues has led to flee of potential investors to another areas.
Rural Areas: rural areas are characterized by extensive commercial and subsistence farming, mainly crop production and cattle farming.
TYTTRSS TRST #4'#5 %#[S Map : Jozini Municipal Towns
% Investment Links are the activity spines of the municipality as well as they provide access to services and encourage economic development thereby improving the living conditions of local municipalities. Such spines link areas/destinations and carry varying volumes of traffic. In the Jozini context, the following hierarchy of investment links has been identified:
• National link ( the N2) • Primary Investment link • Potential Primary Investment Link • Secondary Investment Link • Potential Secondary • Tertiary Investment Link
The above links are all shown on the accompanying spatial development framework map. Both the potential primary and secondary investment links should be noted. The former instance the link to Swaziland off the Bhambanana Ingwavuma road through the Cecil Mark Pass and secondly the route
TYTTRSS TRST #4'#5 %#[T parallel and to the east of the N2. The potential secondary investment link between Ubombo and Jozini has been identified considering the route.
Opportunity Areas
The implementation of the Jozini IDP or other location advantages may result in the evolution of development nodes at certain locality in future. Such areas need to be identified as opportunity areas as part of the IDP. They are: • Proposed agricultural processing of cotton at Nondabuya • The Msiyane Hall area at the entrance to the tertiary investment link providing access to Hlathikhulu Forest tourism development • Jozini Housing • Siqakatha housing • Makhathini flats agricultural processing (proposed LRAD project) • Kwa -Jobe housing • Hlathikhulu Forest investment by DEAT • Border Cave/Usuthu Gorge • Ghost Mountain • Cecil Mark Pass • Sibongile housing • Approved Sugar Mill at Biva • Map : SDF project clusters
TYTTRSS TRST #4'#5 %#[U Intervention Areas A number of areas in the Jozini Municipality are significant as areas of restoration and rehabilitation on the basis of their economic potential and environmental sensitivity, i.e. the cultural tourism attractions of Dingane’s Grave, Border Cave and the Ghost Mountains. It is further a known fact that the land with some of the highest agricultural potential is the Pongola Flood Plain and, as such, this area needs to be managed and developed in a manner that ensures its preservation. Given the above, this natural economic base, agricultural and environmental attractions, needs to be protected to ensure its survival and future contribution to the economic development of the area.
Some areas within the Jozini municipality are prone to natural disasters and need to be adopted and enforced to lessen the impact such as natural disasters.
Furthermore, some areas within Jozini have limited agricultural and environmental potential lands are relatively isolated. Special measures need to be introduced in such, i.e. improved methods of subsistence agriculture. See below Map 8 showing proposed spatial structures.
Map : Proposed Spatial Structures
TYTTRSS TRST #4'#5 %#[V Map : Health Facilities
TYTTRSS TRST #4'#5 %#[W Map : Poverty Indicators
TYTTRSS TRST #4'#5 %#[X Map 11 : Educational Facilties
TYTTRSS TRST #4'#5 %#[Y Map : Capital Investment Projects: Sport Fields and Community Halls
TYTTRSS TRST #4'#5 %#[Z Map : Capital Investment Projects: Houisng Projects
6.1.2 LOCAL ECONOMIC DEVELOPMENT (LED) STRATEGY) The Municipality has various functions to fulfill in promoting economic development development in its area of jurisdiction. The initial Local Economic Development analysis done for Jozini suggested a phased approach. The details of the phases are expanded here to follow a logical process to lay the foundation for the LED.
PHASE 1: Establishing the baseline
Phase1 Deals with the status quo assessment for Jozini Municipality in terms of demographics, socio-economic circumstances and economic performance. The baseline for the LED strategy will therefore delve into the socio-economic circumstances of the municipality, dealing with:
• Population and composition • Household situation • Economic activity • Employment • Skills composition
TYTTRSS TRST #4'#5 %#[[ Phase 2: Research
Phase 2 is an investigation that was done when establishing a strategic framework for LED in Jozini based on the broad objectives identified in the initial analysis. It explores the baseline results further to get to grips with the socio-economic realities in Jozini, involving and place these in the context of:
• International guidelines for development actions • South African national guidelines • Provincial Growth and Development Strategy • District initiatives • Local priorities
The idea is to formulate a strategy that is vertically aligned with development planning and also horizontally integrated with the local reality. Attention will then be aid to an analysis of the Jozini economy, including: • Sectoral analysis of the formal economy • Overview of the formal business environment • Overview of the informal business environment • GGP contributions and employment summary • Growth opportunities
Given this information, the strategy can then focus on the capacity for effective LED delivery and deal with the institutional arrangements involving: • The role of the municipality • Mobilizing business support • Inclusive mechanisms for emerging entrepreneurs • Creating an institutional framework for growth and transformation • Dealing with a special purpose vehicle to manage the LED Strategy for Jozini
The LED strategy phase will culminate in a structured plan involving: • Vision • Mission • Action plans
These will be taken further in the LED Implementation Plan in which targets will be set, specific activities will be proposed and a project plan formulated for implementation. Phase 3: LED Implementation Plan The current demographic and economic baseline defines the change and the development actions, in keeping with government policy, particularly the objectives to be achieved by 2014 proposed in the Accelerated and Shared Growth Initiative for South Africa (ASGISA). The demographic and sectoral analysis take the ASGISA objectives one step further, by quantifying objectives for:
Situation Intervention Quantification Unemployment Halve unemployment How many jobs? Contribution to GGP Maintain 6% growth What new initiatives? Household level poverty Halve poverty How many families?
TYTTRSS TRST #4'#5 %#SRR
The quantified objective for job creation and contribution to GGP is linked to sectoral responsibility, based on the contribution of each of these in terms of jobs and GGP. The household poverty issue is also used as a check and balance to define the primary targets for poverty alleviation and having an impact at household level.
The intention is not to try and reshape and re-engineer the economic mainstream, but to see what can be done better and what new activities can be added to achieve the targets set. The attention here is focused on the stratified portfolio of opportunities dealing with:
Mainstream capital projects: Tourism, agriculture, construction and renewable energy Medium sized enterprises: Manufacturing, value addition, export and services Micro enterprises: Formalizing the informal economy
Here the public participation becomes crucial to get to grips with: • Documenting willing participants in the target communities • Capturing real and viable business ideas • Registering business that want to participate
The public participation process will lead to ideas on institutional arrangements to establish a working Public-Private-Partnership between the municipality, formal business and emerging entrepreneurs to launch a broad-based LED effort to create large scale opportunities, linked to specific projects. To implement projects that are identified in the IDP/LED strategy the sourcing of funds will be channeled through the following financial institutions: • Donor funding • Government grant funding • Equity partnerships • Venture capital • Bank loans
The discussions with stakeholders and the analysis of requirements will determine the institutional shape of development actions and the possible agency to be formed for this purpose. The LED Strategy and Plan is consolidated in keeping with the municipal planning and performance management framework. An LED Service Delivery Business Implementation Plan (SDBIP) will be formulated, specifying:
• Key performance Areas • Specific activities • Key Performance Indicators • Resource allocation • Timing • Budgets
TYTTRSS TRST #4'#5 %#SRS Phase 4: Executing the LED Implementation Plan Having completed the previous three phases, it is therefore logical that there should be a fourth phase involving the implementation of the LED plan for Jozini. Introducing this phase completes the chain of events to ensure that:
• The LED Baseline describes the current reality and reveals key focus areas • The LED Strategy defines the framework for objectives to be achieved • The LED Implementation Plan says how it will be done • The LED Implementation makes it happen
Putting all these elements together in a single framework creates the opportunity to deal with the entire LED situation, without having to be caught up in artificial dividing lines between the end of the strategy and the beginning of the plan and the end of the plan and the beginning of the implementation. It also serves as an accountability measure to ensure that: • The current reality can be transformed into an LED Strategy • The LED Strategy can be transformed into an LED Implementation Plan • The LED Implementation Plan can be executed
6.1.3 HIV/AIDS STRATEGY The Municipal HIV/AIDS Strategy is under review.
Overview of Municipal HIV/AIDS Strategy for 2004
In terms of the Municipal Systems Act, the municipality has a responsibility to coordinate HIV/AIDS programmes and activities within its jurisdiction.
The Municipality recognized the need to coordinate HIV/AIDS activities in the municipal area, through the following steps:
Establishment of Local Aids Council Consultative meetings with communities Consultative meetings with all relevant stakeholders
The vision of Jozini HIV/AIDS Strategy: Is to reduce the incidence of HIV/AIDS by 20% by the year 2020.
Priority Areas Prevention Treatment Care and Support Research, Monitoring and Evaluation Human and Legal Rights
6.1.4 COMMUNICATION STRATEGY The Municipal Communication Strategy has completed. However it has not yet adopted by the Council as the lawful document. The information regarding this document will be incorporated to the final IDP Review for 2011/2012 The Jozini Municipal Communication Strategy has focused on the following aspects:
TYTTRSS TRST #4'#5 %#SRT • Embrace the precepts of the Constitution of the Republic of South Africa and other acts of parliament that provide for access to information. • Stimulate discussions around the developmental issues within the municipality • Encourage the maximum participation of all relevant stakeholders
6.1.5 ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM (OPMS)
Overview of the Jozini Local Municipality Organisational Performance Management System
The municipality strives to continuously improve its performance not only limited to compliance to the DCOGTA and Chapter 6 of the Local Government Municipal Systems Act N0. 32 of 2000 but a drive towards excellence in all its governance processes. These will be done through continuous benchmarking and adoption of best practice on service delivery, administrative systems, planning and financial management
The Municipality aims to ensure that through its performance management system there is accountability, transparency, effective and efficient service delivery.
Objective of Performance Management
To strengthen community and stakeholders participation To excel in good governance T ensure efficient and effective administrative system To facilitate and support human resources development To provide good infrastructure development
Principles of Performance Management
Accountability Customer focus Responsiveness Excellence and Service oriented
The Organisational Performance Management System will be reviewed annually to ensure its relevance in terms of the developmental strategies and dynamics of the municipality.
6.1.6 FINANCIAL PLAN The budget process is integrated with the 2011/2012 IDP review as required by the Municipal Systems Act and the Municipal Finance Management Act. The municipal budget was prepared using the following IDP inputs from various stakeholders: • Situation Analysis • Priority Development Issues
TYTTRSS TRST #4'#5 %#SRU • Strategic Approach Budget Review: Legislative Requirements
The Municipal Finance Management Act No. 56 of 2003 became active in July 2004. The element s of the Act has been phased in accordance with the municipal capacity in terms of high, medium and low. Jozini Local as a low capacity municipality was required to comply with the earliest implementation dates, the major of which are now effective.
According to section 16 (2) of the Municipal Finance Management Act, No. 56 of 2003, the mayor of the Municipality must able the annual budget at a Council meeting at least 90 days before the start of the budget year.
According to Circular No.41 of the MFMA states that municipalities are expected to table credible and sustainable budgets.
Division of Revenue Bill 2008
This Revenue Bill is issued in February every year; it provides the three year allocations from national government to local government. It sets out all the reporting requirements and conditions relating to the grants. Alongside the Provincial Departments allocate funding to local government by means of Provincial Gazette.
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TYTTRSS TRST #4'#5 %#SSV ,33-333 ,33-333 ,37-333 ,36-,43 = ,83-333 ,83-333 ,84-333 ,41-173 > ,3-333 573-333 133-333 883-333 821-633 4,4-8,1 3 + 9 )+ + +-*+ + 9 + +-+ +*+* +**)+ = ,37-1++ ,7,-755 ,77-215 ,73-51+ 78-651 54-+84 22-,21 +,1-+7, +7,-18, ++3-23, . ( ,37-1++ : ) +)11 ))+1 )+1- ),+1 1*+-,* + - +-) -) +, --+ : 13-333 ,8-333 ,83-333 13-333 18-333 13-333 13-333 1+3-333 163-633 121-351 : 183-333 183-333 : )* 13-333 83-333 13-333 13-333 123-333 733-333 731-465 :$#9 D ,+-,74-333 ,+-,74-333 13-+6+-333 ,+-674-333 : &. 233-333 233-333 := ,-833-333 ,-833-333 : : . 3 73-333 ,8-333 + )+ +1 + )+ + + 9 +)**+ +)-+)1 + 1+1 " )+)+),, *+1+11 *+-+, ,+-1+ *+,+-* +),+,, 1+ + - )++,- **++-) -*+-+,)* -+,+
TYTTRSS TRST #4'#5 %#SSW
TYTTRSS TRST #4'#5 %#SSX 6.2. SECTOR DEPARTMENTS
6.2.1. 2011/2012 Capital Projects: By Umkhanyakude District
Project Name Total Budget 2010/2011 Funder # MIG %+-133-333 %5,8-2,6 MIG %,4-133-333 %,-633-333 . MIG %7-562-461 %7-562-461 MIG %8-,1,-36+ %8-,1,-36+ F / = DCO GTA %1-533-333 %1-533-333 Total -,+ +-* 1+*+*-
6.2.2. HUMAN SETTLEMENTS
According to Section 9 (1) if the National Housing Act No. 107 of 1997, every municipality must as part of the municipality’s process of Integrated development plan take all reasonable and necessary steps to ensure that the inhabitants within its area of jurisdiction have access to adequate housing by setting housing delivery goals, identifying suitable land for housing development and planning, facilitating, initiating and co-coordinating housing development within its functional area.
The statistics received from the Department of Land Affairs’ survey conducted in 2006, and it revealed that there are 30 311 households in the Jozini municipal area. This translates to a 30% increase compared to a 21 000 households recorded in 2001.
6.2.2.1. Land suitable for Housing Development
The Jozini Municipality’s Spatial Development Framework identifies some areas/towns as different types of nodes. These include the following:
Jozini and Mkhuze – main economic development nodes; Ingwavuma, Bhambanana, and Ubombo – economic development nodes; and Ndumo, Msiyane and Makhathini are service nodes.
Sites at which housing delivery can take place and which have been identified include the following: Site 1: Mkhuze Site 2: Ubombo Site 3: Jozini Town Site 4: Ingwavuma Site 5: Bhambanana Site 6: Ndumo
TYTTRSS TRST #4'#5 %#SSY Site 7: Makhathini Site 8: Msiyane " ( = ? /:'." 2/."&/ /7!'#;& ..'##"/ %2<# #52&!< !' ! #'0&.'# 0&2&2&" = $./ @1 E E B 0 @7 F / E E B $ F / @+ # E E B # @,7 E E B @,1 E E B B @,4 E E $. @8 E $ @6 # E
Table 16 : Urban Areas
The housing projects that are currently underway in the urban areas of the municipality are as follows: /:'." '5 7 !//5 /:'." /%!" % '" % '" !' #&"'# 02%' # '!"> - 0 133,3354 1 52, ,4-282-157 > F / 133,333+ + 833 # ,22+33+5 ,7 ,54 ,-6,8-433 ,-451-333 ,43-833 ,43-833 @8F / A353335 8 ,333 12-4+3-333 ,-746-333 1-7+1-833 5-7+1-833 "/"2 *1* +-) +1 1+ + +*11+ 1+*11+ )
TYTTRSS TRST #4'#5 %#SSZ " (? % ' D R
/:'."!' '5 7 !//5 /:'." /%!" % '" % '" #&"'# 02%' # '!"> -
$. 33333333 8 ,333 52-,84-583 3 3 3
AB 33333333 , 433 15-725-6,3 ,-527-47733 3 3
AB 33333333 1-7&+ 433 15-725-6,3 ,-531-+5133 3 3
A$ / 33333333 ,,-,7&,+ 633 5,-518-363 4-72+-+21+1 3 3
AB 33333333 4-+-6-2-,3-,,- ,833 86-+57-818 8-+77-756,3 3 3 ,1&,5
AF A3736333, 5&7 1333 12-4+3-333 13-765-,53 1-7+1-833 7-7+1-833
A$ D ,5-,8-,4&,+ ,333 78-26,-433 2-37+-+7+32
"/"2 -, +1* +1*, ))+1+)1 +)-+, )+)-+,
=% @ D ! ! 6 #@6 A; B " 3 6 B =%'! 173 ,133 $. .4-+&6 =%'! ,32 5333 ! =' M% ;1+"34"133+< @ - ,1 ! ! 6. 6! # , F!$ / A%B4"1"1")",8"3"3",1 > 1 % A%B4"1"1")",8"3"3",1-,4&,+ ' 5 I / A%4"1"1")",8"3"3",5 > 7 )/ A%B4"1"1")",8"3"3",6 > 8 @$. A%B4"1"1")",8"3"3"8 > 4 '$ / A%B4"1"1")",8"3"3"6 > + $I A%B4"1"1")"75"3"3",6 > 6 $ A%B4"1"1")"75"3"3"15 > 2 $ / A%B4"1"1")"75"3"3"5, >
TYTTRSS TRST #4'#5 %#SS[ ,3 $ / A%B4"1"1")"75"3"3"51 > ,, = = .;1< A%B4"1"1")"75"3"3"8 ' ,1 $./9% A%B4"1"1")"75"3"3"843 ' ! ! 6 . ; C ; C = 6 # " 3 ; A2 B A5 # .3B B 15+3 126 1337 *. 5,58 162 1337 ). , 1337 B 9 841 1338 %
3 )( ? D
TYTTRSS TRST #4'#5 %#STR 3 D
TYTTRSS TRST #4'#5 %#STS Planned Housing Projects 2008/09 to 2012/13
&/&" /:'."!' /:'.""= ' 7 !//5 /:'." 2!!' = #&"'# 02%'AB> & 2''!""&/!"' J, $./ $ # 1 833 1,-+85-333 1336"32 J1 0 $ # 7 733 ,+-731-733 1336"32 J5 F / $ # + ,83 4-818-233 1336"32 J7 # $ # ,7 533 ,5-38,-633 1336"32 J8 $ # ,1 533 ,5 -38,-633 1336"32 J4 B $ # ,4 133 6-+3,-133 1336"32 + $. $ (;= &$ 8 7333 ,+7-317-333 1332",3 # 6 $ # : ;= # < 6 ,83 4-818-233 1332",3 2 @, ,+ '== ,+333 +52-431-333 = # K D 1336"32 J' . ! $ 0 B -$ ! 9 ,33 1313
TYTTRSS TRST #4'#5 %#STT This section indicate the sector departments and other stakeholders that are involve and contributing the Jozini Municipal development through Integrated Development Plan.
6.2.3. AUDITOR GENERAL REPORT
In terms of section 188 of the Constitution of the Republic of South Africa of 1996, that reads with section 4 of the Public Audit Act, 2004 (Act No. 25 of 2004) (PAA) and section 126(3) of the MFMA, the main responsibility of the Auditor General is to express his opinion based on financial statements submitted by the municipalities.
The municipal audit was conducted in accordance with the International Standards on Auditing read with G eneral Notice 616 of 2008 , issued in Government Gazette No. 31057 of 15 May 2008 . These standards require that the Auditor General comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement.
Hereunder are the Auditor General Assessment outcomes for Jozini Municipality financial statements for 2008/2009: Basis of accounting The municipality’s policy is to prepare financial statements on the entity-specific basis of accounting, as set out in accounting policy note 1. Going concern Although the Municipality has prepared financial statements on a going concern basis and continues to operate, there are a number of factors prevalent that indicate that its financial sustainability is under threat.
Contingent liability
The municipality is engaged in a dispute with the Department of Housing for land sales at Ingwavuma. The ultimate outcome of the matter could not be determined at 30 June 2009. Furthermore, there are litigation and claims for building regulators. A contingent liability of R800 000 and R350 000 has been disclosed in the financial statements.
Key governance responsibilities
The MFMA tasks of the accounting officer with a number of responsibilities concerning financial and risk management and internal control. Fundamental to achieving this is the implementation of certain key governance responsibilities, which the AG have assessed as follows:
No. Matter Y N Clear trail of supporting documentation that is easily available and provided in a timely manner 1. No significant difficulties were experienced during the audit concerning delays or the availability of requested information. Quality of financial statements and related management information
2. The financial statements were not subject to any material amendments resulting from the audit. 3. The annual report was submitted for consideration prior to the tabling of the auditor’s report.
TYTTRSS TRST #4'#5 %#STU No. Matter Y N Timeliness of financial statements and management information 4. The annual financial statements were submitted for auditing as per the legislated deadlines section 126 of the MFMA. Availability of key officials during audit 5. Key officials were available throughout the audit process. Development and compliance with risk management, effective internal control and governance practices 6. Audit committee • The municipality had an audit committee in operation throughout the financial year.
• The audit committee operates in accordance with approved, written terms of reference. • The audit committee substantially fulfilled its responsibilities for the year, as set out in section 166(2) of the MFMA. 7. Internal audit • The municipality had an internal audit function in operation throughout the financial year. • The internal audit function operates in terms of an approved internal audit plan. • The internal audit function substantially fulfilled its responsibilities for the year, as set out in section 165(2) of the MFMA. 8. There are no significant deficiencies in the design and implementation of internal control in respect of financial and risk management. 9. There are no significant deficiencies in the design and implementation of internal control in respect of compliance with applicable laws and regulations. 10. The information systems were appropriate to facilitate the preparation of the financial statements. 11. A risk assessment was conducted on a regular basis and a risk management strategy, which includes a fraud prevention plan, is documented and used as set out in section 62 (1) (c)(i) of the MFMA. 12. Delegations of responsibility are in place, as set out in section 79 of the MFMA. Follow-up of audit findings 13. The prior year audit findings have been substantially addressed. 14. SCOPA / Oversight resolutions have been substantially implemented. Issues relating to the reporting of performance information 15. The information systems were appropriate to facilitate the preparation of a performance report that is accurate and complete. 16. Adequate control processes and procedures are designed and implemented to ensure the accuracy and completeness of reported performance information. 17. A strategic plan was prepared and approved for the financial year under review for purposes of monitoring the performance in relation
TYTTRSS TRST #4'#5 %#STV No. Matter Y N to the budget and delivery by the municipality against its mandate, predetermined objectives, outputs, indicators and targets section 68/87 of the MFMA. 18. There is a functioning performance management system and performance bonuses are only paid after proper assessment and approval by those charged with governance.
6.2.4. DEPARTMENT OF ENVIRONMENTAL AFFAIRS AND TOURSIM ! 6 # 3 . " ) D % F / ! ) * - - . DC@ 3 ,%53(,633$./ ) % ' - 1) . % / . = $./ ) % ' 1@ . )( ( D 7 181- - - ( . 7 - .
TYTTRSS TRST #4'#5 %#STW ); CDC" C -,+ - ,3 ' 231- 1332- 571 . 841 . - . # ,; CDC" C D 1, .- ) # 9- .- & - ( - ' - ! = - ? . - - .
TYTTRSS TRST #4'#5 %#STX SOCIAL DEVELOPMENT DEPARTMENT PROJECTS ! 6. C ! /!( C 7 " 5 ,I 385:556 / @5 %,32-24633 1 385:572 ). @1 %68-31333 5AM 388:1+4 AM @1 %,71-6+133 7> 388:142 )/ . @7 %47-44633 8M. 384:6++ A:F @5 %138-21333 4I. 384:66, )D @7 %+7-13633 +I . 384:6+5 A:F @5 %8,-2,133 6 384:6+6 $ @1 %56-,3333 2/. 384:6+2 $*D @1 %75-21333 ,3 / 38+:8+2 $D / @+ %,,1-36333 ,,A / 38+:6,, A:F @7 %55-+5133 ,1A . 386:5,4 A:F @7 %,+1-+,433 ,5M . 386:631 @8 %138-21333 ,7 345:668 @, %,+-81333 ,8M. 345 :2+5 $ @4 %77-87733 ,4 347:5+2 $ ./ @, %5+-+,433 ,+# 384:6+, A:F @5 %,36-72133 ,6 344:77+ @7 %,45-62433 ,2 . 344:4,+ $ ./ @, %23-46733 13> . 385:421 > . @7 %,,5-27333 1, 382:,+8 @+ %26-++133 /:'."# 110 ! : 8C;&0&# 344:742 " @+ %183-33333 $ ./ 15I : : #8 A4"4"5"2"526, $. D @8 %583-33333 179 / : :#8 A4"5"2"7838 B @1 %5+3-33333 18. / D 3+3:337 $ ./ @, %833-33333 14I / '#! D $./ @1 %,33-33333 2%!.;'/!.2%#
TYTTRSS TRST #4'#5 %#STY 1+A = 3+3:3,8 B @1 %5+-28,33 6.2.6. Table 20: DEPARTMENT OF HEALTH PROJECTS PROJECTS DURATION AMOUNT Mhlekai clinic completion of additions, repairs and 9 months R3,592,987 renovations New Mosvold gateway clinic 10 months R6,000,000 New Bethesda gateway clinic 10 months R6,000,000 Makhathini clinic repairs and renovations 9 months R5,117,000 Gwali weni clinic replacement 12 months R12,000,000 Mosvold new paeds ward 10 months R10,000,000
TYTTRSS TRST #4'#5 %#STZ 6.2.7. ESKOM AND DME ' ). -F / = $ . 53-377 R ) M ). 3 " !( 6; C !( 6; C !( 6 ! ' 6 ; C ' 6 F / = 55-857 5-723 53-377 $
) )A $
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$'!)E 5+7 ?')B# ,-511
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BE'$B) ,-73,
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? B!@)B# 215
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0 $ 68+
TYTTRSS TRST #4'#5 %#SUR )90F#B# 881
=# '=)?0 +41
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TYTTRSS TRST #4'#5 %#SUS F / = $ # ).
Project Name Category Year Cost (Rm) Project Status Mkuze NB07 and Nongoma NB04 22kv Interconnector 02.Strengthening 2007-2008R 1.00 Definition Release Approval Makhathini 132 kV capacitor bank 02.Strengthening 2010-2011R 5.82 Development Plan Approval
Joshua (Mkuze NB08) 22/11kV SS Refurb 03.Refurbishment 2007-2008R 1.00 Definition Release Approval Caleb Mkuze NB09 22/11kV SS Refurb 03.Refurbishment 2007-2008R 0.58 Definition Release Approval Mkuze 1 22/11kV SS 03.Refurbishment 2008-2009R 5.00 Development Plan Approval Mkuze NB10 Refurb 03.Refurbishment 2008-2009R 0.53 Development Plan Approval MKUZE SS NB09 22KV 03.Refurbishment 2009-2010R 3.00 Development Plan Approval MKUZE SS NB10 22KV 03.Refurbishment 2009-2010R 3.00 Development Plan Approval
Nondabuya Ndumo Line Bay 04.Electrification 2008-2009 R 3.00 Concept Release Approval Nondabuya Ndumo (Ngwavuma) 132kV Line Est. 04.Electrification 2008-2009R 30.00 Concept Release Approval Ndumo (Ngwavuma) SS 132/22kV 20MVA Est 04.Electrification 2008-2009R 15.00 Concept Release Approval Ndumo Retic Turn in Lines 04.Electrification 2008-2009R 0.40 Concept Release Approval
Jozini Town 22/11kV SS Dismantle 08.Dismantle 2007-2008R 0.30 Development Plan Approval
R 68.63
TYTTRSS TRST #4'#5 %#SUT ,1 ' % >)!? 0#B9 % F) !) '%$)B ?0$'B)=)$)B ! !6% 7 - F / ? D A1333,333+ 811 %,7-658-333:33 F ? D A3736333, ,133 ' %58-437-333:33 B ? D ,833 ' %86-+57-818:33 $ / ? D 633 ' %5,-518-363:33 $ D? D ,333 ' %52-,84-583:33 F / ? D A353335 ,333 38 %54-+,6-583:33 B ? D 433 ' %15-725-6,3:33 B? D 433 ' %15-725-6,3:33 "/"2 *1+1*+,9
TYTTRSS TRST #4'#5 %#SUU F I#B#$0B# # '=#E#9% %0$ %0$B'$) ?#>"'#! = ' = ' 9 ) 9 > B9 ? = #! ? !)'#=)! %%#! %!)>)= $)B 0B!)! % F) ! 9' ! F / % ;0 %433-33333 ! .< & B %418-33333 $. $. %1-333-33333 $. ! ;! 1+-AI1+,&AI1+1< %+33-33333 5.3.13 Department of Transport Priority Projects for KZ272
2 ? • B • $* • B 9 • !,615 • 154 • 157 :@2 3 F( (. B ,73, B 73 F / = $ I
TYTTRSS TRST #4'#5 %#SUV RECOMMENDATIONS
- $ #! #! ' / F / $ : / D ' . B