1
INTEGRATED DEVELOPMENT PLAN
2011 / 16
KwaDukuza Municipality CHAPTER 1: Executive Summary
1.1 KwaDukuza Powers and Functions 6 1.2 KwaDukuza long-term vision 6 1.3. KwaDukuza Mission 7 1.4. KwaDukuza Development Strategies 7 1.5. ILembe at Glance 7 1.6. KwaDukuza Broad Geographical Context 8 1.7. Opportunities Offered by KwaDukuza Municipality 10 1.8. KwaDukuza Strength, Weaknesses, 11 Opportunities and Threats Analysis 1.9. Institutional Arrangement 12
CHAPTER 2: KwaDukuza Situational Analysis
2.1. Population Statistics 16 2.2. Age of the population 16 2.3. Education and Skills 16 2.4. Employment Profile 16 2.5. Income Levels 16 2.6. HIV & AIDS Prevalence 16 2.7. Environmental Context 16 2.8. Biophysical Context 16 2.9. Infrastructural Context 17 2.10. Transportation 17 2.11. Priority Needs 17 2.12. Current Use of Land 17
CHAPTER 3: Good Governance & Community Participation
3.1. Introduction 20 3.2. Ward Committees 20 3.3. Community Based Planning 20 3.4. Role of local community and ward councillors in integrated 21 development planning process 3.5 Co-Operative Governance 22 CONTENTS CHAPTER 4: KwaDukuza Environmental Management
4.1 KwaDukuza Municipality Environmental Management 26 4.2. White paper on National Environmental 26 Management Act, 1998 4.3. Linkages with principles of National 26 Environmental Management Act, (107 of 1998) 4.4. Environmental Management Tools: 28 4.5. Urban Development Framework 28 4.6. Involvement of Environmental NGO/NPOs 28 Sustainability framework - KwaDukuza Strategic 30 Environmental Assessment 4.7. Waste Management Hierarchy 30 4.8. Strategies and Priorities for Integrated Waste Management 31 4.9. Waste Avoidance and Minimization Strategy 31 4.10. Waste Reduction and Resource Recovery Strategy 31 4.11. Management of Residual Waste Strategy 31
CHAPTER 5: Spatial Consideration
5.1. KwaDukuza Spatial Development Framework Vision 36 5.2 Legislative Framework 36 5.3. Objectives of the KwaDukuza spatial development framework 36 5.4. Alignment with the National Spatial Development Perspective 37 5.5. Alignment with Provincial Growth and Development Strategy 37 5.6. KwaDukuza Infrastructure and Servi ces 38 5.7. Development Implications for KwaDukuza 38 5.8. Development Constraints for KwaDukuza 38 5.9. Development Trends 39 5.10. Land Use Management Context 39 5.11. Development Scenarios for KwaDukuza Municipality 39
CHAPTER 6: Economic Development & Growth
6.1. Background 46 6.2. KwaDukuza Vision for Economic Development 46 6.3. KwaDukuza LED Focus Areas 47 6.4 Land and Building Development 48 6.5. Investment Package and Tax Incentives: 48 6.6. Information and Marketing 48
4 6.7. Skills Development 48 6.8. Youth Development 48 6.10. KwaDukuza Tourism Development Strategy 48 6.11. KwaDukuza Tourism Vision 49 6.12. KwaDukuza Tourism Marketing Strategy 50 6.13. Transformation and Social Tourism Strategy 51 6.15. Tourism Product Development Strategy for KwaDukuza 57
CHAPTER 7: Sustainable Infrastructure Development
7.1. KwaDukuza Basic Infrastructure Development Programme 60 7.2. KwaDukuza Basic Service and Infrastructure Backlogs 60 7.3. Cemeteries 60 7.4. Waste Disposal Sites 60 7.5 Water Provision 60 7.6. Sanitation 60 7.6.1. Water and sanitation projects by Ilembe District 61 Municipality and Siza Water 7.7. Roads & Storm Water Management 62 7.8. Electricity 65 7.9. Sports and Recreation Backlog 83 7.10. Housing Backlog 84
CHAPTER 8: Financial Planning & Budget
8.1 Introduction 90 8.2 Operating and Capital Budget Estimates 90 8.3 Budget Assumptions: 90 8.4 Significant External Factors 91 8.5 Basis and Methodology for Forecasting Budget Projections 91 8.6 Alignment with GRAP 91 8.6.1 Benchmarks for Key Performance Indicators 91 8.7 Budget Estimates 92 8.8 Debt Management Framework 94 8.9 Grants 95 8.10 Financial Strategy 96 8.11 General Strategies 96 8.11.1 Social Responsibility 96 8.11.2 Increasing the Level of Confidence in Investors 96 8.11.3 Financial Framework 98 8.11.3.1 Revenue Adequacy and Certainty 98 8.12 Asset Management Strategies 99 8.13 Financial Management Strategies 99 8.13.1 Borrowing Costs 99 8.13.2 Assets 99 8.13.3 Budgets 99 8.13.4 Financial Statements 99 8.14. Financial Management Policies 100 8.14.1 Budget Policy 100 8.14.2 Credit Control and Debt Collection Policy 100 8.14.3 Indigent Policy 100 8.14.4 Tariff Policy 100 8.14.5 Rates Policy 100 8.14.6 Long Term Financial Planning Policy 100 8.14.7 Guiding Principles 101 8.14.8 Free Basic Services 101 8.14.9 Payment Points 101 8.15 Investment Policies 102 8.16 Borrowing Framework Policy & Guidelines 102 8.17 Policy on Infrastructure Investments and Capital Projects 103 8.18 Asset Management Policy 103 8.19 Accounting Policies 104 8.20 Supply Chain Management Policy 105
CHAPTER 9: KwaDukuza Performance Management System
9.1 Introduction 108 9.2. Overview of Policies Guiding Performance 110 Management in the Kwadukuza Municipality
9.2.1. Policy Framework 110 9.2.2. Phase 1 – Performance Planning 115 9.2.3. Phase 2 – Performance Coaching 116 9.2.4. Phase 3 - Reviewing 116 9.2.5. Phase 4 - Rewarding 116 9.3. Challenges 117 9.4. Conclusion 118
Ward 6 122
ANNEXURE A: WARD NEEDS 6 Executive Summary
7 Chapter 1 Executive Summary
1.1. KwaDukuza Powers and Functions
The following are the powers and functions assigned to KwaDukuza:
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1.2 KwaDukuza long-term vision Act 108 of 1996, Section 152, suggests the following as the mandate for local government: KwaDukuza is a city in the making, a municipality with one of o To promote democratic and accountable local the fastest growing economies in South Africa. It is situated government; along eThekwini-iLembe-uMhlathuze Corridor and it is situated o To ensure the provision of services to communities in less than 50km outside of the King Shaka Airport (MOS Zungu’ 1 a sustainable manner; KwaDukuza Municipal Manager, 2010). The long term vision of o To promote social and economic development; KwaDukuza Municipality seeks to ensure that the Municipality o To promote a safe and healthy environment; and is governed within acceptable government principles which o To encourage the involvement of communities and will contribute in turning KwaDukuza Municipality into an community organizations in the matters of local economic powerhouse. government
The broad vision of KwaDukuza Municipality is to build a strong It must be mentioned that KwaDukuza Municipality has resolved local economy through the creation of an environment that will to adopt economic development and infrastructure entice both domestic and foreign investors to come to the City development as the drivers of its 2011/2016 Integrated of KwaDukuza. The long term vision of KwaDukuza Municipality Development Plan. KwaDukuza Municipality believes that is based on five principles of Sustainable Development, which in order for it to build a vibrant economy, it must get its are: economic development; social development; infrastructure right. The new vision of KwaDukuza environmental development; physical development Municipality shall therefore be as follows: and good governance . In year 2000 , KwaDukuza Municipality adopted its long term vision which wanted to ” By 2030, KwaDukuza shall be a vibrant city create KwaDukuza as an economic powerhouse within iLembe competing in the global village both economically, district. This vision stated that “By 2010 KwaDukuza socially, politically and in a sustainable manner.’ will, through unity and good governance be an economic powerhouse, delivering services in KwaDukuza long term vision is divided into three phases, an affordable and sustainable manner within namely, a safe and healthy environment”. 1st Phase: (2011 – 2019): As part of the revision of its five-year strategic plan, the integrated development plan, KwaDukuza Municipality has During this period KwaDukuza Municipality shall be attending to conducted a SWOT analysis which suggests that it possesses infrastructural backlog through ensuring the provision of water, an opportunity to play a big part in the global economy. It roads, electricity, housing, amenities, etc. This period shall also be is against this background that KwaDukuza Municipality dedicated to enticing both domestic and foreign investment to has resolved to review its long term vision. Like the vision come to KwaDukuza. This will be done through putting together that was adopted in year 2000, the new long-term vision is good investment packages and tax incentives for would be geared towards achieving the mandate of local government as enshrined in the Constitution of the Republic of South Africa, 1 KwaDukuza Municipality: The City in the making: A paper prepared by Mr. MOS Zungu.
8 KwaDukuza Municipality Integrated Development Plan - 2011/16 investors. During this period KwaDukuza Municipality shall 1.5. ILembe at Glance also ensure that infrastructure development and domestic and foreign investment deals, brings about decent work for KwaDukuza Municipality forms part of the iLembe the community of KwaDukuza. As a result, the rates base of District Municipality area (DC29), and lies on the KwaDukuza will be strengthened. All of above will contribute east coast of KwaZulu-Natal, between the eThekwini to building a vibrant local economy of KwaDukuza and in Metro in the south and the Tugela River mouth in the Chapter 1 turning the City of KwaDukuza into a competitive player south. At 3 260m², iLembe District Municipality is the in the global economy. It is the objective of KwaDukuza smallest of the 10 KZN district municipalities. ILembe Municipality to ensure that during this period it is able to District consists of four Local Municipalities, i.e. bring about social cohesion for the people of KwaDukuza. Mandeni, KwaDukuza, Ndwedwe and Maphumulo. At the forefront of all this, shall be the understanding that The latter two of the four Local Municipalities are in order for the intentions of KwaDukuza Municipality to be both Project Consolidate municipalities (DPLG, 2005). acceptable, there shall be a creation of sustainable economy for the future generation of KwaDukuza. Land tenure within the District generally dictates the land usage and the District is made up of 45 2nd Phase: (2019 – 2024): Traditional Authority areas where settlement is controlled by Traditional Authorities according to a This period is very crucial for KwaDukuza Municipality to traditional system of land allocation by the iNkosi to entrench its position as a global economic player through the families of his tribe. These Traditional Areas cover giving priority in delivering local economic development (LED); delivering a high standard of essential services; approximately 63% of the total area where the State encouraging the people of KwaDukuza to participate in and the Ingonyama Trust own the majority of the land shaping KwaDukuza for better. The second phase will be within Municipality of Maphumulo, the lower reaches used to reflect on the achievements of the period between of Ndwedwe (69%) and coastal and inland reaches of 2011 and 2019 Mandeni (49%).
3rd Phase: (2024 – 2030): Traditional Areas are generally characterized by subsistence farming activities, harsh topographical The period between 2024 and 2030 shall be dedicated to conditions and the worst of agricultural potentials. consolidation and entrenching City of KwaDukuza as a player Large areas are under-utilized with traditional in the global economy. settlement patterns and low densities, which are not conducive to the provision of infrastructural services. Smaller rural nodes, such as trading stores 1.3. KwaDukuza Mission or clinics are scattered through the Traditional Areas. The mission of the KwaDukuza Municipality is to achieve Traditional housing dominates, but there is a range of highest economic status through: other formal and informal structures proliferating in " 8%$<$/=",(21,"*2(/(5$2"4*<*,(95*/.K these predominantly rural areas. " 8*,$<*%$/="1"3$=3").1/41%4"(;"*))*/.$1,""" " The northern areas of Ndwedwe, the central corridor services; of Mandeni and KwaDukuza Municipality are " D/2(-%1=$/="9-7,$2"91%.$2$91.$(/K the commercial farming hubs of the District. The " L<*%2(5$/="4*7."1/4"123$*<$/="2()."" " " commercial farming areas of KwaDukuza, Mandeni recovery on services provided. and Ndwedwe (31% of the ILembe District) are mainly under privately owned sugar cane. Areas of urbanization in the District comprise of KwaDukuza, 1.4. KwaDukuza Development Strategies Mandeni, the Dolphin Coast and Nkwazi. Land uses within these areas are typically urban mixed uses with a. Ensuring economic development and job creation; high levels of infrastructural and service development b. Ensuring strict credit control; and an adequate provision of social facilities and c. Attraction of investment; services to support the resident populations. Industrial d. Ensuring Good Governance; development is concentrated in KwaDukuza, Isithebe e. Ensuring Service Delivery Excellence; and Darnall, most notably the Gledhow and Darnall f. Ensuring Customer care and making sugar milling operations at Stanger and the Sappi Batho Pele a reality; Paper mills at Mandeni. g. KwaDukuza Main Town regeneration; h. Accelerating the fight against HIV & AIDS pandemic; Informal settlements with limited facilities or i. Ensuring safe and secure environment; infrastructural services occur on the periphery of the j. Provisioning of sustainable human settlement; and developed areas and within the towns of ILembe. k. By-law enforcement and crime prevention; Village centres such as Maphumulo and Ndwedwe in l. Clearing of slums; the west and Nyoni and Mbizimbelwe in the north m. Providing for the indigents; comprise of commercial and service development in n. Improving service delivery; the rural areas. (ILembe DM, IDP) o. Improving relationships; p. Address poverty and unemployment; They largely exist in association with a magistrate’s court, clinic, pension pay point, health, education and
9 welfare office or similar state service. Wholesale commercial activities have expanded and these villages have emerged as supply centres and transportation hubs to the remote rural areas of ILembe. The ILembe District is bordered by economic powerhouses to the north and south. Despite this, the ILembe District features sufficient unique selling points to prosper within its own niche market on the following basis:
" A(21.$(/"7*.M**/"#;%$21)".M("=%*1."9(%.)>"$O*O"" " " V/.*%/1.$(/1,"1/4",(21,"%*2(=/$.$(/"1/4"$/.*%*)."$/"" Durban and Richards Bay and its excellent trans King Shaka and Zulu culture and history. This port infrastructure. diverse and rich cultural heritage has potential for " +(.*/.$1,".("219$.1,$P*"(/".1%=*.*4")9$,,"(<*%";%(5 growing and broad international appeal. the major initiatives planned for Durban such as " E.%(/="2-,.-%1,"1/4"3$).(%$21,",$/G)".("V/4$1>".3*"" the Dube Trade Port. United Kingdom and Mauritius. " +%$).$/*"7*123*)"1/4"1"%*,1.$<*,:"-/)9($,."/1.-%1,""" " #")-7 .%(9$21,"2,$51.*"9()$.$(/)"$."1)"1/"1,,":*1% environment, undermines the claim of being round tourism destination. " ?3*"I*M*,"(;".3*"R$/=4(5"(;".3*"S-,- O " #"M1%5"(2*1/"9%(<$4*)"2(5;(%.17,*"71.3$/="1,, " C*/.%1,,:",(21.*4".(".3*"9%(<$/2*)"(.3*%"51U(% year round. assets, i.e. Game Reserves, St. Lucia World " X/$B-*"B-1,$.:"(;".3*"8$).%$2.)"1=%$2-,.-%1, Heritage Site, Berg, Battle Fields and Durban. attributes of soil types, climatic diversity and This places this District within a two-hour drive of rainfall. many of KZNs natural attractions and two World Heritage Sites.
1.6. KwaDukuza Broad Geographical Context
KwaDukuza Municipal area of jurisdiction is approximately 734.971km² in extent. The KwaDukuza municipal area stretches from the Zinkwazi River in the north to the UThongathi River in the South. It borders four Municipalities, viz, eThekwini, Ndwedwe, Maphumulo and Mandeni. It is one of the four municipalities that make up the ILembe District Municipality. KwaDukuza functions as the district node and dominant commercial centre in the ILembe District. KwaDukuza Municipality occupies a coastal and inland stretch of approximately 52.3 km in length and 23 km in width , a variety of clustered and ad hoc settlements and small towns exist and are linked with a well-developed network of roads and rail infrastructure. The key feature of KwaDukuza is the N2 Development Corridor that runs through it.
10 KwaDukuza Municipality Integrated Development Plan - 2011/16 The name KwaDukuza epitomizes the historical #" background of the area being the home to King Shaka Agriculture is the dominant economic sector
Gravesite and Memorial. The town KwaDukuza is built on in KwaDukuza contributing 23% of the Chapter 1 the original site of King Shaka’s Royal settlement called total gross domestic product. The dominant Dukuza. The KwaDukuza museum is situated opposite agricultural product is sugar cane. There are the site of King Shaka Memorial and is dedicated to the however also other agricultural products sugar industry and colonialism, the cultural heritage of such as vegetables, flower and sub-tropical the early settlers of the town Stanger. The population vegetables. The majority of the commercial dynamics of KwaDukuza Municipality is highly diverse farming areas consist of large-scale activities. due its multi-racial composition and rich settlement The municipality also accommodates areas history. KwaDukuza has a distinct eastern flavour and of afforestation and related paper mills at is linked to the earlier settlement of Indian families who Mandeni and KwaDukuza; and were imported to work on the sugar cane farms of the big #" sugar barons such as Sir Liege Hullet. Recreation has significant potential and the municipality has identified the need to In terms of settlements, the existing urban development enhance and extend the sector. Primary factors is located in the formally established towns of attracting tourist to the area include beaches, KwaDukuza, Ballito, uMhlali, Shaka’s Kraal, Prince’s culture and wildlife. Grant, Blythedale Beach, Tinley Manor, Zinkwazi as well as portions of Groutville. Peri-urban to semi-rural settlement occurs throughout much of the centre of the municipality, extending from the northern boundary via KwaDukuza, Groutville and uMhlali to the southern edge abutting eThekwini. It must be noted that densities and development qualities vary significantly. Although some rural settlement occurs in the Groutville area, much of the rural and traditional settlement is concentrated in the north-western Ingonyama Trust areas. A variety of new housing areas are in the process of being established throughout the municipality from Ballito in the south to Darnall in the north.
#" KwaDukuza has a significant number of gazetted land claims that occur in band from Blythedale Beach to KwaDukuza Town and westwards, which may influence the potential phasing of development;
#" Most of the social facilities are located in urban and peri-urban areas, with the exception of basic education facilities, there is expected to exist a backlog in the rural areas;
#" Commercial local level activities are located in all urban and peri-urban areas; the major commercial development is located in the KwaDukuza and Ballito areas;
#" Industrial manufacturing investments in KwaDukuza include the Stanger Sappi Paper Mill and Sugar Mills in Darnall and Gledhow. The Isithebe Industrial Estate in the Mandeni area is of significance in the north and the uThongathi/Maidstone industrial areas in eThekwini in the south. Smaller scale light industrial activities exist north of Ballito and in the Groutville area;
11 1.7. Opportunities Offered by KwaDukuza Municipality
The strategic location of KwaDukuza Municipality between some of the high prized unique selling propositions of this the two major ports of Durban and Richards Bay Ports offers subtropical region. The Ballito area, with its extensive housing good investment opportunities. This alone gives KwaDukuza developments, is currently one of the fastest growing real an advantage of strategically re -aligning the district into a estate regions along the South African coast. In addition, an competitive and attractive investment destination. The close increased number of visitors and the additional industrial proximity of the Dube Trade Port is also an added advantage development associated with the Durban International to the area in terms of investment attraction. Airport in La Mercy. However, the municipality finds it increasingly difficult to provide funding and other resources KwaDukuza Municipality represents the development engine to develop the required infrastructure to adequately exploit of ILembe and it contributes the highest percentage in the the opportunities offered by these developments. The area economy of the iLembe district. KwaDukuza Municipality also experiences limited bulk electricity supply that could also occupies the majority of the iLembe coastline as well as negatively affect industrial development. However, Eskom the coastal development corridor. KwaDukuza Municipality the national electricity utility has indicated that it plans to has developed a Spatial Development Framework (2009, increase its capacity in the area. The KwaDukuza Municipality reviewed: 2011) which provides strategic guidance for the has also developed its Energy Master plan which will allow future physical and spatial development of the municipality. it to effectively address issues relating to the provision of KwaDukuza Spatial Development Framework also reflects electricity. the social, economic, environmental etc, development issues in line with KwaDukuza IDP. The dominant land-use outside of the urban areas of the KwaDukuza Municipality is sugar cane plantations The tourism sector has enormous potential in the KwaDukuza interspersed along the coast and in some inland areas area and the KwaDukuza municipality has identified the need with forestry plantations. Land taken up by other forms to improve and enhance the tourism sector. The KwaDukuza of agriculture is limited. The primary rural landform is area has many tourist sites, which will be identified. The agriculture with farmhouses, compounds and smaller rural primary factors that attract tourists to this province are its settlements dispersed throughout the area. The only major beaches, visits to family and friends, the wild life and Zulu traditional settlement within the area is located in the north- culture. The KwaDukuza area is very rich in Indian heritage west portion of the Municipal Area. and this can be felt in the Stanger area particularly as well as Shakaskraal. The KwaDukuza area also has a rich heritage in Agriculture is an important niche for the KwaDukuza the form for the Zulu culture. It has a diversity of rich colours Municipality’s economy and even more important to the local and cultures. The North Coast (Dolphin Coast) Ballito, Salt culture. The municipality needs to consider the impacts on Rock, Dolphins, Shaka and Zimbali are some of the terms agriculture from all other economic activity and identify ways associated with this up-market “beach tourism Mecca” to preserve and strengthen this sector as a viable economic of the Zulu Kingdom of KwaZulu-Natal. Some of the tourist mainstream. There are various levels at which the stimulation sites in KwaDukuza are Tinley Manor Lagoon, King Shaka’s of this sector can target. The stimulating of agricultural Memorial Monument, and the Chief Albert Luthuli Museum. practices for the purposes of commercial production, this aims at creating sustainable livelihoods and developing Tourism sites, within the municipality, are regarded as a economic capacity. The agricultural sector in the KwaDukuza cross-sectoral Industry as they represent linkages with the contributes 23% to the local economy. The KwaDukuza area retail, manufacturing, transport, electricity and financial benefits heavily from the agricultural sector for economic sectors. The retail sector; tourists will be purchasing goods growth. The products that dominate the area are sugar such as memorabilia, food and clothing that is characteristic cane, fruit and vegetables. There is a need to diversify these of the KwaDukuza area. The transport sector forms an agricultural products into more sustainable products such as integral aspect as a result of the associated tours. In this dry fruit, juices etc that will ensure economic spin offs for the regard transportation services are essential in providing local economy. accessibility to the various tourist sites. Manufacturing of crafts and souvenirs are essential in tourism. Electricity is a The King Shaka Airpor t and the Dube Trade Port basic service required by all tourists for daily activities and for are situated within the close proximity of KwaDukuza which businesses rely for production of goods and services Municipality. The King Shaka Airport addresses the challenges within logistics, exports, tourism and spatial The economy of this region is dominated by agriculture development and therefore it makes a significant economic (primarily sugarcane), light industry (engineering, wood contribution to KwaZulu-Natal province and South Africa as products, paper and packaging) and tourism. The area of a whole. The Dube Trade Port creates a highly competitive Ballito has a number of well-established and popular tourism operating environment that will attract a wide range of and residential developments, catering largely for the higher- investors, operators, users and tenants and it is expected to income earners and tourists. Holiday letting and exclusive provide economic benefits for the area of KwaDukuza and its high income residential and golf estate developments are surroundings.
12 KwaDukuza Municipality Integrated Development Plan - 2011/16 1.8. KwaDukuza Strength, Weaknesses, Opportunities and Threats Analysis
Strengths Weaknesses Chapter 1
#" It is close to major cities and towns in the province #" The backlog of basic services such as water, #" Strong cultural and historical links to India, United sanitation, electricity Kingdom and Mauritius #" HIV/AIDS and its impact on the local municipality #" Quality of natural endowments, beaches, climate #" Access to land and legal framework surrounding #" High concentration of prime agricultural land in the such access hands of large commercial sugar cane farmers #" Lack of access to adequate and appropriate #" The N2 corridor from Durban to Maputo, which services already transports a host of tourists through the #" The clear divide between rich coastal and poor region hinterland areas #" The well established tourism industry #" The cultural experiences based on the Zulu Heritage #" Ballito is a major tourism attraction along the coast is not exploited properly and has got an up-market, village image and offers #" The area suffers from brand confusion “The Dolphin ideal climatic conditions for holiday makers C(1)." '(%.3"C(1). I*M*,"(;"S-,-"R$/=4(5 #" Gledhow and Sappi are prominent sugar mills #" The core beach attractions and natural assets not #" Excellent transport linkages within the KwaDukuza yet developed to its full potential area #" High percentage of young people
Opportunities Threats
#" The Dube Trade Port will have many spin offs for #" Road infrastructure needs upgrading on a continuous the KwaDukuza area level due to tourist attractions #" Increasing investment in high income residential #" HIV/AIDS represents serious economic threat properties in areas like Ballito and Zimbali #" Failure to pay for services especially in rural areas #" The tourist industry in KwaDukuza is constantly #" Transport costs and crime being expanded #" The general lack of networking, communication and #" There are opportunities for emerging farmers in the linkages between businesses in the area. sector especially agri-processing value chains #" The sugar price fluctuations #" There is a low level of skills #" There are no tertiary institutions of FET Colleges in KwaDukuza #" There are high levels of poverty and unemployment resulting in high service demands of existing assets #" There are high levels of poverty and unemployment resulting in high service demands of existing assets #" A significant challenge facing KwaDukuza is the extensive housing development taking place in the region, with limited resources to provide the required infrastructure development #" Water, sanitation, storm water infrastructure is ageing and this needs urgent attention. #" There is a high demand for middle/affordable housing in KwaDukuza.
13 1.9. Institutional Arrangement
Executive Commitee Chaired by the Mayor
Municipal Manager
Policy & Advisory Services (W.T. Byrnes) Integrated Development Plan ( A.M. Manzini) Performance Management Systems (C. Ngubane) Communication & Marketing (S.S. Zulu)
Internal Audit ( Y. Pillay)
Section 57 Manager Section 57 Manager Section 57 Manager Section 57 Manager Section 57 Manager
EXECUTIVE CORPORATE ECONOMIC TECHNICAL MUNICIPAL FINANCE SERVICES DEVELOPMENT & SERVICES SERVICES PLANNING Executive Director Executive Director Executive Director Executive Director S.C.Viramuthu (Chief Financial Officer) (Acting) S. Rajcoomar P. Govender (Acting) M. Ntanta (Acting) I. Milson (Acting) Crime Prevention Municipal Administration Development Planning Electrical Engineering Revenue Management Traffic Management Human Resource Management Human Settlements Civil Engineering Fire & Emergency Services Expenditure Management Legal Service Local Economic Development Planning & Fleet Management Beach Management Supply Chain Management Estate Management Primary Health Care Information Technology
After the 2011 Local Government Elections, KwaDukuza To assist KwaDukuza Municipality with implementing the Municipality will be made up of 53 Councilors. Twenty objectives of the local government as they are clearly spelt Seven (27) will be directly elected ward councilors, and 26 out in the White Paper on Local Government, a very strong will be proportional representative councilors. KwaDukuza organization with dynamic and charismatic leadership that is Council meets on a monthly basis while the EXCO meets able to provide direction for the success of the organization twice a month. Members of the public and media are also as well as to help the organization to achieve what it exists encouraged to attend some Council meetings. KwaDukuza for. KwaDukuza Municipality has been able to structure the Council’s Portfolio Committees set policies and guidance organization in a manner that helps it in addressing the towards the implementation of all KwaDukuza Council challenges that it is faced with. delivery. These portfolio committees are structured as per the a.Human Resource Strategy: national guidelines. Each Portfolio Committee meets once For the effective implementation of its mandate. per month. Their core function is to look at specific issues that KwaDukuza has developed a Human Resource Strategy relate to each portfolio committee, research those issues and that responds to the long term development plans of find all the necessary facts before these issues are discussed the municipality. This HR Strategy covers issues like the by Councilors that sit in each of the portfolio committees. (recruitment, retention, succession plan, scarce skills, staff The portfolio committees deliberate issues and then make development etc.) recommendations to EXCO and the full Council, for the latter to take decisions. The five portfolio committees, as gazetted, b. Annual Report for 2009/10 Financial Year: are as follows: The Annual Report for the 2009/10 Financial Year was #" Local Public Administration and Human Resource developed and submitted to the Department of Local Portfolio Committee; Government and Traditional Affairs as per the legislative #" Economic Development, Planning, Community requirements. This Annual Report also covered the Annual Development and Housing Portfolio Committee; Financial Statements and Annual Performance Report. The #" Amenities and Safety, 2008 Financial Statements were prepared in accordance #" Finance Portfolio Committee with the Standards of Generally Recognized Accounting #" Infrastructure and Technical Portfolio Committee Practices (GRAP) and the Standards of Generally Accepted
14 KwaDukuza Municipality Integrated Development Plan - 2011/16 Municipal Accounting. It must be noted that KwaDukuza b. Economic Development & Planning: Municipality, has received an unqualified reports for five Local Economic Development, Development Planning consecutive years. and Human Settlements c. Performance Management Reporting: c. Municipal Services: For the 2009/10 Financial Year, KwaDukuza Municipality Traffic and Protection Services, Health Services and
introduced a comprehensive performance management Operations, Waste Management Chapter 1 system in accordance with Chapter 6 of the Municipal Systems Act of 2000 and the Planning and Performance d. Finance: Regulations of 2001. Revenue Management, Expenditure Management, Procurement Management d. Audit Committee: KwaDukuza Municipality has a fully fledged an Internal e. Technical Services: Audit Unit which has also been instrumental in putting in Technical Services is primarily responsible for the construction, place the Audit Committee. The Audit Unit reports to the maintenance and upgrading of municipal infrastructure and service Audit Committee on the implementation of the Internal delivery. It consists of three technical departments viz Audit Plan and matters relating to, internal audit, internal controls, accounting procedures and practices, risk and Electrical Engineering Services This section is responsible for the provision and maintaining of a safe, risk management, performance management, loss control economical and reliable electricity infrastructure to all citizens through the and compliance with Municipal Finance Management Act, effective utilization of allocated resources. no. 56 of 2003 and the Annual Division of Revenue Act The strategic objectives of this section are as follows: and any other legislation. " ?("*/)-%*".31."1,,"2$.$P*/)"31<*"1/"*,*2.%$2$.:")*%<$2*"2(//*2.$(/ " ?("9%(<$4*"1/"122*9.17,*",*<*,"(;",$=3.$/=".("1,,"51U(%"%(14)>"9-7,$2" open spaces and sportsfields e. Organizational Structure: " ?("-9=%14*".3*"FY"/*.M(%G"1/4")-7).1.$(/)".("1,,(M";(%"/1.-%1," The Municipal Manager heads the administrative structure expansion of demand and new developments of KwaDukuza Municipality and is assisted by five Heads " ?("-9=%14*".3*"A(M"Y(,.1=*"/*.M(%G".("1,,(M";(%"/1.-%1," of Departments (Executive Directors/ ED’s). Depending on expansion of demand each department, each is further divided into a particular " ?("*/)-%*".31."2-).(5*%)"=*."=((4"<1,-*";(%"5(/*:O number of sub directorates headed by Directors. The ED headed departments are Finance, Corporate Services, Civil Engineering Services Economic Development and Planning and development To provide and maintain safe roads and storm water infrastructure and civic facilitation, Municipal Services & Technical Services. In buildings through the effective utilization of allocated resources. 2008, the council also approved the establishment of a Strategic objectives: Corporate Governance Department, will incorporate IDP, PMS, Internal Audit and Public Participation. " ?("51$/.1$/"1/4"-9=%14*".3*"*Z$).$/="%(14)"$/;%1).%-2.-%* " ?("51$/.1$/"1/4"-9=%14*".3*"*Z$).$/=").(%5"M1.*%"$/;%1).%-2.-%*O " ?("*/)-%*".31."5-/$2$91,"7-$,4$/=)"1%*"9%(9*%,:"51$/.1$/*4O Municipalities are faced with a very challenging task of " ?("2(/).%-2."/*M"2$<$,"*/=$/**%$/="$/;%1).%-2.-%* ensuring that they implement the developmental mandate that they have been tasked with. To implement the objectives Fleet Management Services of the local government as they are clearly spelt out in the To provide and maintain a safe, economical and reliable municipal vehicle White Paper on Local Government, requires a very strong fleet through the effective utilization of allocated resources to ensure organization with dynamic and charismatic leadership that timeous availability of vehicles. The strategic objectives of this section is able to provide a clear direction for the success of the include: organization as well as to help the organization to achieve what it exists for. This also requires a vision and mission """?("*/)-%*".31."5-/$2$91,";,**."$)"%*,$17,*"1/4"*2(/(5$21,O that will serve to steer the KwaDukuza Municipality in """?("*/)-%*".31."<*3$2,*"1%*"1<1$,17,*";(%")*%<$2*"4*,$<*%:O the desired direction with positive outputs. To realize this """?("*/)-%*".31."(7)(,*.*"<*3$2,*)"1%*"%*9,12*4"".$5*(-),:O vision Council has to place much effort in fast-tracking and fine-tuning KwaDukuza operational strategies and f. Corporate Services programme. This will be done through the Integrated Corporate Services Department comprises of the following sub-directorates: Development Plan (IDP) which is one of the key tools for Human Resources, Corporate Communication, Information Technology and local government to cope with its developmental role and Administration assist municipalities to arrive at decisions on issues such as the municipal budget, land management, promotion of local The goal of Corporate Services Department is to demonstrate improved economic development and institutional and organizational institutional development levels through the establishment of cost effective and transformation in a systematic, strategic and consultative efficient institutional administrative and staff fu nction support service to manner. The organizational structure was reviewed during the Council, community and line - function departments. 2006/7 Financial Year to a leaner and more cost effective ).%-2.-%*O" I(7" 4*)2%$9.$(/)" M*%*" 2(59$,*4" 1/4" )-75$..*4" The objective of Corporate Services is to actively support the Municipality’s .(" .3*" +%$/2$91," I(7" D<1,-1.$(/" C(55$..**" ;(%" *<1,-1.$(/" commitment to the provision of the highest quality of staff function services purposes. The organizational structure consists of the to its constituencies and to ensure that all the strategies and objectives are following directorates: adhered to, resulting in a productive and sustainable Municipality by: " +%(<$4$/="1")*%<$2*".31.")-99(%."1/4"1))$)."C(-/2$,"$/"5**.$/="$.)",*=1,"" a. Office of the Municipal Manager: obligations; The Office of the Municipal Manager’s Office deals with " @*/4*%$/="1"%*,$17,*"1/4"M*,,"%*2(%4*4"145$/$).%1.$<*";-/2.$(/K strategic planning issues, which include the Integrated " 0:"9%(<$4$/="7(.3"1/"*,*2.%(/$2"1/4"M%$..*/"2(55-/$21.$(/";-/2.$(/K Development Planning, Policy and Advisory Services, " ?3$)"M$,,"7*"123$*<*4".3%(-=3"-.$,$P1.$(/"(;"1"M*,,"4*)$=/*4"(%=1/$P1.$(/1," structure that is developmental, cost effective and meets the Internal Audit, Performance Management determined transformation objectives.
15 16 KwaDukuza Situational Analysis
17 Chapter 2 KwaDukuza Situational Analysis
2.1. Population Statistics 2.5. Income Levels
KwaDukuza population is estimated at 250 000 and to Approximately 61% of the KwaDukuza Municipality 300 000 during the peak season. population does not earn an income. This category includes children and housewives. Studies also show that 13% of the employed earn between R401 – 800. There are high levels of 2.2. Age of the population poverty in KwaDukuza as studies indicate that about 90% of the employed ear below R1600 which is the poverty line. The high number of potentially economically active persons creates a growing labour pool. The constant availability of labour is an essential element in economic growth, which is 2.6. HIV & AIDS Prevalence considered as being important development opportunity for HIV & AIDS poses a serious threat to the economy of establishing a more balance urban area and local economic KwaDukuza Municipality. The statistics are as follows: base. The KwaDukuza youth segment of the population has a large base, and total number of people under the age of Population Average Annual 19 years accounts for 37.8% of the total population, and segment HIV growth in HIV the percentage of the population that is 34 years or younger Positive % and segment – comprises 68.4% of the total population. The age group 65+ 1996-2004 % represents only 6% of the total population. It is interesting ILembe 14.2 13.2 to note that the Male component in the age group 65+ comprises a very small percentage of the total population, KwaDukuza 14.5 14.2 i.e. only 1.8%. 2.7. Environmental Context 2.3. Education and Skills The fast pace of development in KwaDukuza places Approximately 26% of the population in KwaDukuza unprecedented pressure on the environment. The findings Municipality have a Standard 10/Grade 12 or Higher of the KwaDukuza Strategic Environmental Assessment Education Qualification. Eighty percent (80%) of the (research) suggest that the coastal strip of KwaDukuza population of KwaDukuza has some form of schooling Municipality requires the greatest attention, as the between the primary and tertiary education levels. This is development is greatest in this area. This is one of the areas positive for the municipality as it provides a skills base for of greatest environmental concerns. the area that requires minimum training. 2.8. Biophysical Context The challenge that KwaDukuza Municipality is facing is that there is no institution for higher learning in KwaDukuza area. The majority of the land within KwaDukuza Municipality is The nearest institutions are further south in eThekwini or highly transformed. Several rivers flow through the area in further north at Mandeni a west – east direction into the Indian Ocean, these include, from the South to North, the uThongathi, the uMhlali, the In KwaDukuza, approximately 33% of the population is uMvoti, Zinkwazi and on the northern boundary of uThukela employed under the elementary occupation with 10% of River which is the largest river in KwaZulu Natal, the employed falling under service workers. In the district and local level the majority of the employed fall under the A number of land use related factors (especially related to elementary occupation. A number of people have basic sugar cane cultivation) have caused extensive degradation employment with 33% in KwaDukuza and 31% in the of wetlands and rivers. This has severely affected both the Ilembe district. biological and ecological functioning of these ecosystems in the KwaDukuza area. The coastline of KwaDukuza comprise of sandy beaches, dune forests and rocky headlands, 2.4. Employment Profile The demand for sandy beaches and the pressure to provide The employment profile of KwaDukuza Municipality indicates space, adjacent to bathing beaches and other amenities, that the employed population from the economically active both for recreational activities and parking is growing. accounts for 66%. The remaining 34% of the population are Degradation of the coastline has negative connotations to unemployed. The bulk of the population of KwaDukuza is the tourism industry, which is considered crucial for economic economically active. development in KwaDukuza. The Beach Recreational Use Plan highlights important coastal areas that still have intact ecological biodiversity worthy of preservation.
18 KwaDukuza Municipality Integrated Development Plan - 2011/16 There are no proclaimed nature reserves in KwaDukuza, but There are also distinct East-West linkages via the R74 there is a privately owned Natural Heritage Site (SANHS 166) and R614, these serve as a basis for connection of which encompasses the uMvoti Estuary and is deemed an inland and coastal nodes, as well as other municipalities Important Birding Area (IBA, No. 73) and considered critical within the iLembe District. Metrorail is the backbone of for conservation action. Two conservancy areas exist within public transport in KwaDukuza with approximately half the KwaDukuza Local Municipality, namely, the Addington (49%) of the population (mainly inland) not having Conservancy and the other is a joint protection of natural access to any formal mode of transportation. areas between Rodger Stewart and Prince’s Grant Golf Estate (the latter the subject of a DFA application). An integrated transportation plan has been developed by ILembe District Municipality; access into the area may Remnant patches of riparian vegetation and coastal forest be boosted by the development of King Shaka Airport exist, along with limited examples of coastal grassland. These and related tourism projects. Poor condition of roads due are important for conservation. Three fragments of Ngoye to poor standard of storm-water management and lack Chapter 2 Forest and Grassland should be proclaimed as reserves in a of maintenance are some of our concerns. An important joint exercise with Ndwedwe Local Municipality and with the component of the structuring of the future development assistance of SANBI and eZemvelo KZN Wildlife. of the area should focus on locating activities in areas of accessibility, within the various corridors, where Most areas/resources that have not been developed or higher accessibility exists. The KwaDukuza Municipality transformed are inaccessible or difficult to develop. Fragments has since developed its’ roads and storm water master of remaining natural areas/resources are separated by plan to address constraints related to its infrastructure. large tracts of transformed land and therefore may not be able to support and sustain themselves without intensive 2.11. Priority Needs management and intervention. There is increasing pressure from land use impacts on biodiversity from land use (e.g. Some of our priority needs are from the huge disparity drainage and cultivation of commercial crops, poor burning of provision of services and major service backlogs practices, alien invasive plants, head cut/donga erosion, sand experienced, the lack of maintenance of existing winning, poor livestock grazing management, poor veld infrastructure and the KwaDukuza Municipality has management in upstream catchments, forestry, high demand identified the provision of basic services to poor for coastal residential development urbanization, and roads). communities and the improvement of service delivery Alien invasive vegetation poses an increasing threat to as critical developmental challenges. A good Working remaining natural areas and resources, as does injudicious relationship with sector departments and stakeholders burning and utilization of the grasslands and the forests as a is considered important in addressing these challenges source of muthi and grazing for livestock. and there are areas in which the issues of land restitution and redistribution have not yet been The establishment of the uMvoti Community Protected Area resolved. The Municipality needs to work together with and Marine Protected Area has been proposed for the area the Department of Land Affairs to resolve these matters. between UMvoti River Mouth inland and the Mnyundwini River near Groutville. Some of the benefits that will emanate 2.12. Current Use of Land from this initiative include eco-tourism initiatives and Settlement within the municipal area is generally ecological protection. fragmented by cultivated land (Sugar cane fields) with residential land uses focused along the coastal strip 2.9. Infrastructural Context as well as a main residential centre with associated commercial/industrial land use inland along the main Infrastructure refers to basic physical systems, facilities, arterial road, north-west of the main N2 freeway. services and installations needed for functioning of a Industrial uses are concentrated in KwaDukuza and community or society. These are considered essential for Darnall, most notably the Gledhow and Darnall Sugar enabling productivity on the economy. The KwaDukuza milling operations at Stanger and the Sappi Paper Mills municipal area is characterized by areas where major service in the adjacent Municipality of Mandeni. backlogs exist. This is in comparison with areas where the full range of services exists. The backlog in needs vary from The main inland town in KwaDukuza-Stanger that, predominantly a need for safe drinking water, sanitation together with residential land use has a significant area and electricity in the more rural to peri-urban areas, to basic of commercial and industrial use and the manufacturing sanitation and housing in the more urban informal and peri- sector in the cluster has been in serious decline since urban areas. The perception amongst stakeholders is that the recall of the industrial development incentives in budget is available for new infrastructure and upgrading of 1992. Smaller rural nodes, such as trading stores or existing infrastructure, with little focus on maintenance. The clinics are scattered through the tribal authority areas. Municipality have therefore, realized the need to address The Southern portions of the coastline are formally the backlogs, whilst also maintaining the acceptable level of developed and include areas such as Zimbali, Ballito, services in the already developed areas. Shakas Rock, and Salt Rock. Developments in these areas are generally focused on the middle to high 2.10. Transportation income (up-market) holiday makers and the coastline KwaDukuza Municipality has strong North-South linkages via to the north of Salt Rock is relatively underdeveloped the N2 and Provincial road R102. These roads provide a basis with only smaller coastal settlements such as Sheffield for linking the main coastal nodes and the main Provincial Beach, Tinley Manor Beach, Blythedale Beach and economic hubs (eThekwini and uMhlathuze). Zinkwazi.
19 20 Good Governance & Community Participation
21 Chapter 3 Good Governance & Community Participation
3.1. Introduction The Government of the Republic of South Africa has Rules regulating the establishment and operation committed itself at instituting wide ranging participatory of KwaDukuza Municipality Ward Committees) , processes in the different spheres and institutions of motivated by the Municipal Systems Act of Section 17(1), governance in the country. The attempt to introduce chapter 4 part 4 of the Municipality Structures Act which participatory and direct democracy is evident, in addition to states that “participation by local community in the affairs of institutions and processes at national and provincial levels, the municipality must take place through political structures in the planning processes and policy formulation of local for participation. The Act also gave the Metropolitan and government structures. Municipal authorities, for example, Local municipalities the possibilities to have ward committees are legally committed to involve community organisations as one of the specialised structures to “enhance participatory in the formulations of budgets, planning and developmental 4*5(2%12:"$/",(21,"=(<*%/5*/. O priorities. The Constitution of South Africa (Act no. 108 of 1996) 3.3. Community Based Planning mandates local government to provide a democratic and accountable local government and encourage the In its Strategic Planning Session, KwaDukuza Management involvement of communities and community organisations in Committee resolved to intensify its community based the matters of local government. Measures were introduced planning strategy. A municipality must, when embarking to entrench community participation and also introduced on the planning process, take the key policy initiatives to transform the local government functions emphasising into consideration, and amongst which is community on development rather than regulations as was under the based planning which seeks the active involvement of previous dispensation. As a result developmental Local the community, especially poor people. The purpose of Government is defined as “local government committed to community based planning is to improve the quality of plans working with citizen and groups within the community to and services, extend community control over development find sustainable ways to meet social, economic, and material and to empower communities so that they can take action /**4)" 1/4" $59%(<*" .3*" B-1,$.:" (;" .3*$%" ,$<*) " [@E#O" \]]^>" and become less dependent. During its strategic planning section B). session, KwaDukuza Management Committee resolved to intensify its community based planning strategy. The following shall be the bases for KwaDukuza Community 3.2. Ward Committees Based Strategy: Local government legislations made a provision for local authorities to establish a system of participatory democracy (a) The involvement of poor people in planning. at the local level in the form of Ward Committees. These Ward (b) The plans and the planning process shall be based Committees were introduced in municipalities as community on SMART principles; structures to play a critical role in linking and informing the (c) Planning shall be linked to legitimate community municipalities about the needs, aspirations, potentials and structures like ward committees. problems of the communities. They were established to form (d) Planning shall include implementation, monitoring, the bridge between local municipalities and communities by evaluation and annual review, in line with the IDP facilitating proper communication. process; (e) The plan shall be people focused and empowering. Through working directly with municipalities, ward (f) The emphasis shall be to build on strengths and committees, serve as a cord which articulates the new opportunities rather focus on problems. system of local government to the majority of the people, (g) The plan shall be holistic and cover all sectors. more especially to previously disadvantaged communities. (h) Planning shall promote mutual accountability and Ward committees have an important role to play in actively co-operation between communities and officials. taking part and determining core municipal business such (i) There shall be commitment by councillors and as Integrated Developmental Planning, Budgeting, Municipal officials to the whole process. Ward plans should performance management process, without which democracy include: cannot be said is rooted on among the people. With the i. specific targets for service delivery and beginning of democracy, the new KwaDukuza Municipality infrastructure development which can be attempted to address the legacy of separatism, exclusion and monitored through properly defined ward non participation through Ward Committees. indicators. ii. Reporting systems to council and line The KwaDukuza Municipality resolved to establish the departments should accommodate periodic Ward Committees (see Annexure A: KwaDukuza feedback guided by these ward indicators.
22 KwaDukuza Municipality Integrated Development Plan - 2011/16 3.4. Role of local community and ward councillors in integrated development planning process
KwaDukuza Municipality ensures involvement of Ward committees including stakeholder local community and the traditional leadership in the associations and any other recognised community organisations. development of its IDP. Residents, communities and Chapter 3 stakeholders (civil society) including traditional leaders b) Councillors have to inform the communities should represent interests and contribute knowledge within the area of the ward, through a public and ideas in the planning process by: constituency meeting/imbizo. i. Participating in the IDP Representative Forum to: #" c) The Representative IDP Forum has to be inform interest groups, communities and involved at least once in each major stage of organisations, on relevant planning activities and the drafting process. their outcomes; #" analyse issues, determine priorities, negotiate and d) The community and stakeholder reach consensus; #" representatives have to be given adequate participate in the designing of project proposals time (2-4 weeks) to conduct meetings and/or #" or workshops with the groups, assess them; communities or organisations they #" discuss and comment on the draft IDP; #" represent, before the issue is dealt with ensure that annual business plans and budgets by the Representative IDP Forum. This is to #" are based on and linked to the IDP; and #" give a fair opportunity for legitimate Monitor performance in implementation of the IDP. representative participation, but does not necessarily have to involve the ii. Conducting meetings or workshops with groups, municipality in community or stakeholder communities or organisations to prepare for and level workshops. follow-up on relevant planning activities. e) Draft planning documents have to be 3.4.1. Procedures to be followed by accessible to every resident, and municipality to ensure active participation of everybody has the right to submit written local community in the integrated development comments. There must be a time period planning process: of at least four weeks for ward committees, stakeholder associations, A municipality is required to disseminate information on interest groups and residents to discuss processes and procedures that will allow the community the draft document publicly, and to to express itself on any matter of concern that affects comment on it before the Representative it. Transforming this general requirement to IDP Forum deals with the draft. the integrated development planning process means that a municipality has to follow at least the following procedures: a) Residents to be informed on the integrated development planning process as a whole including, on crucial public events related to that process through:
Public announcements (appropriate media to 7*"4*.*%5$/*4"$/".3*" M(%G"9,1/ _K
23 3.5 Co-Operative Governance One of the critical components in formulating a credible IDP is the level of participation by all three spheres of government. This is important as it ensures co-operative governance; this is core in our democratic society. It is important to acknowledge that the communities that we serve, view government as a single uniform structure, there is little regard for jurisdiction and the autonomous nature of these spheres. It is thus critical to establish effective inter-governmental relations; this is perhaps the most critical component of achieving efficient and effective service delivery.
The KwaDukuza Municipality has, over the years, advocated for greater synergy between all spheres of government providing services within its’ municipal area. The municipality has held successful engagements with provincial departments in an attempt to align municipal and provincial strategies in a manner that is responsive to the needs of the community. The culmination of these concerted efforts by the different spheres will be the realization of the targets set by government in 2004; namely:
" #$%&'()*"&)$+,-./+$)0"1/"23-4"025.&*2")$6"7.189"388(803)'$" " 0."8+3--"1&8()$889".,,.50&)(0($8"4.5"8$-4":"$+,-./+$)0"3)%" sustainable community livelihood; " #$%&'()*",.;$50/"1/"23-4"025.&*2"$'.).+('""%$;$-.,+$)09" " '.+,5$2$)8(;$"8.'(3-"8$'&5(0/9"-3)%"5$4.5+"3)%"(+,5.;()*" household and community assets; " <5$30()*"3"'.+,388(.)30$"*.;$5)+$)0"8$5;('$"0."02$",$.,-$9" " )30(.)3-9",5.;()'(3-"3)%"-.'3-"5$,5$8$)030(;$8"62."35$"3''$88(1-$=" and citizens who know their rights and insist on fair treatment and effective service; " >''$-$530()*"02$"%$-(;$5/".4"138('"8$5;('$8"3)%""()'5$38()*"3''$88" to services is a core priority for the term of government.
It must be noted that even though there are challenges that exist in ensuring all departments are represented in these engagements, the situation has improved over the years and the level of contributions has also been increasing. The multi-sectoral engagements that the municipally facilitates, as part of the IDP process, offers sector departments with an opportunity to interact with the communities they serve.
Ensuring effective intergovernmental relations is not just a /$2*" .(" 31<* " 7-." $.)" 1" ,*=$),1.$<*" %*B-$%*5*/." $/" .*%5)" (;" .3*" Intergovernmental Relations Framework Act of 2005. This act patently states that; for government to address the pervasive challenges of poverty, underdevelopment, and marginalization there is a need for co-operation and integration of actions by the various spheres of government.
The issue of alignment between financial years for all three spheres of government still poses some difficulty in terms of sourcing project information linked to budget allocation. Below is a brief synopsis of the departments, that we interact with, and the programmes and projects envisaged for KwaDukuza for the 2011/12 financial year.
24 KwaDukuza Municipality Integrated Development Plan - 2011/16 Chapter 3
25 26 KwaDukuza Environmental Management
27 Chapter 4 KwaDukuza Environmental Management
4.1 KwaDukuza Municipality 4.2. White paper on National Environmental Management Environmental Management Act, 1998 At the beginning of the 21st century, environmental issues have emerged as a major concern for the welfare of people The White Paper on Environmental Management provides the and the past few years have witnessed an extensive change foundation for South Africa’s environmental policy. Amongst in the attitudes, approaches and policies of most people who other things, the White Paper on Environmental Management are involved in development planning. This major change in lays down the following policy directives: attitudes of people is aiming at strengthening the concept " 8*<*,(95*/."5-)."7*")-).1$/17,*")(".31." of sustainability principles in all development planning the needs of the present generation are met activities. In line with the National Framework Document without compromising the ability of future for the Department of Agriculture, Environmental Affairs and generations to meet their own needs; Rural Development (DAEA&RD), KwaDukuza Municipality " DB-$.17,*"122*))".("*/<$%(/5*/.1,"%*)(-%2*)>" has recognized the need to formulate environmental policies benefits and services to meet basic human needs that will assist in addressing the issues of sustainable and ensure human well being must be pursued; social, economic and environmental development. The " 8*2$)$(/)"5-).".1G*"$/.("122(-/.".3*"$/.*%*).)>" intention of this framework is to strengthen sustainability needs and values of all interested parties, and in the Integrated Development Planning of municipalities. this includes recognizing all forms of knowledge, KwaDukuza Municipality has developed a Strategic including traditional and ordinary people Environmental Assessment which seeks to ensure that the unprecedented pressure placed by the development in the municipality does not compromise the state of natural goods 4.3. Linkages with principles of National within KwaDukuza. Environmental Management Act, (107 of 1998) KwaDukuza Municipality uses its Strategic Environmental Assessment and the Provincial and National Policies on KwaDukuza Municipality regards National Environmental Environmental Management to inform developmental Management Act as one of the very important tools that will planning and approval of major projects that support assist it in achieving its long term vision, hence KwaDukuza sustainable development within the Municipal area. Municipality consider the following principles when (+,-$+$)0()*"(08",5.*53++$8"3)%",5.7$'08?
This Municipality strives to be an environmentally 1) Environmental management must place people 8&803()31-$" +&)('(,3-(0/" 0230" 3)0('(,30$89" +3)3*$89" their needs at the forefront of its concern, and reduces its vulnerability to potential global and and serve their physical, psychological, develop local environmental shocks and works consistently mental, cultural and social interests equitably. with the department of environmental affairs to 2) Development must be socially, environmentally drastically reduce the impact of its built environment and economically sustainable. and urban processes on the broader envelope of 3) a) Sustainable development requires the natural resources. consideration of all relevant factors including the following: KwaDukuza Municipality ensures that global environmental i) That the disturbance of ecosystems and loss issues such as climate change, natural disasters as well as of biological diversity are avoided, or, where global warming are part of developmental planning. More they cannot be altogether avoided, are emphasis is being placed on activities that are regarded minimized and remedied; as having the potential of perpetrating acceleration of ii) That pollution and degradation of the envi global climate change. The formulated Environmental ronment are avoided, or, where they cannot Policy Framework for KwaDukuza Municipality incorporates be altogether avoided, are minimized and the Municipal Status Quo Analysis, Municipal Strategic remedied; Environmental Assessment, Municipal Environmental iii) That the disturbance of landscapes and sites Management Plan, Municipal Open Space Systems and that constitute the nation’s cultural heritage Geographic Information Systems based on Spatial Decision is avoided, or where it cannot be altogether Support Tools. avoided, is minimized and remedied; iv) That waste is avoided, or where it cannot be altogether avoided, minimized and re-used or recycled where possible and otherwise disposed of in a responsible manner;
28 KwaDukuza Municipality Integrated Development Plan - 2011/16 v) That the use and exploitation of non-renewable 4) The social, economic and environmental natural resources is responsible and equitable, and impacts of activities, including takes into account the consequences of the depletion disadvantages and benefits, must of the resource; be considered, assessed and evaluated, vi) That the development, use and exploitation of and decisions must be appropriate in the renewable resources and the ecosystems of which they light of such consideration and assessment. are part do not exceed the level beyond which their The right of workers to refuse work integrity is jeopardized; that is harmful to human health or the vii) That a risk-averse and cautious approach is applied, environment and to be informed of which takes into account the limits of current dangers must be respected and protected. Chapter 4 knowledge about the consequences of decisions and e) Decisions must be taken in an open and actions; and transparent manner, and access to viii) That negative impacts on the environment and on information must be provided in people’s environmental rights be anticipated accordance with the law. and prevented, and where they cannot be altogether f) There must be intergovernmental prevented, are minimized and remedied. co-ordination and harmonization of policies, legislation and actions relating to b) Environmental management must be integrated, the environment. acknowledging that all elements of the environment are g) Actual or potential conflicts of interest linked and interrelated, and it must take into account the between organs of state should be effects of decisions on all aspects of the environment and resolved through conflict resolution all people in the environment by pursuing the selection of procedures. the best practicable environmental option. h) Global and international responsibilities relating to the environment must be c) Environmental justice must be pursued so that adverse discharged in the national interest. environmental impacts shall not be distributed in such i) The environment is held in public trust a manner as to unfairly discriminate against any person, for the people, the beneficial use of particularly vulnerable and disadvantaged persons. environmental resources must serve Equitable access to environmental resources, benefits and the public interest and the environment services to meet basic human needs and ensure human must be protected as the people’s common well-being must be pursued and special measures may heritage. be taken to ensure access thereto by categories of persons j) The costs of remedying pollution, disadvantaged by unfair discrimination. Responsibility for environmental degradation and the environmental health and safety consequences of a consequent adverse health effects and policy, programme, project, product, process, service or of preve nting, controlling or minimizing activity exists throughout its life cycle. further pollution, environmen tal damage or adverse health effects must be paid for The participation of all interested and affected parties in by those responsible for harming the environmental governance must be promoted, and all people environment. must have the opportunity to develop the understanding, k) The vital role of women and youth in skills and capacity necessary for achieving equitable and environmental management and effective participation, and participation by vulnerable and development must be recognized and their disadvantaged persons must be ensured. Decisions must full participation therein must be take into account the interests, needs and values of all promoted. interested and affected parties, and this includes recognizing all forms of knowledge, including traditional and ordinary l) Sensitive, vulnerable, highly dynamic knowledge. or stressed ecosystems, such as coastal shores, estuaries, wetlands, and similar d) Community wellbeing and empowerment must be promoted systems require specific attention in through environmental education, the raising of management and planning procedures, environmental awareness, the sharing of knowledge and especially where they are subject to experience and other appropriate means. significant human resource usage and development pressure.
29 4.4. Environmental Management Tools: 4.6. Involvement of Environmental KwaDukuza Municipality uses the adopted environmental NGO/NPOs management tools as a way of supporting the precautionary KwaDukuza Municipality has a good working relationship principle approach which serves as a guide to prevent the with the local environmental NGOs and their input in occurrence of environmental degradation within municipal the strategic planning of the municipal development area of jurisdiction. The Precautionary Principle approach programmes is always taken into consideration by the has many advantages since it encompasses the belief that municipality. Caring for the environment is a joint venture the developers together with society should seek to avoid within the municipality which includes local communities environmental damage by careful planning and stopping and all relevant stakeholders. Issues of global climate potentially harmful activities and promote sustainability of change are taken very seriously and NGOs are playing a Municipal resources. crucial role in ensuring that the municipality adhered to Environmental awareness programmes need to be extended environmental sustainability principles as are outlined by the to all areas within the municipality. Notwithstanding the fact NEMA regulations. KwaDukuza Municipality believes that that the general public is becoming increasingly aware of the multi-sectoral coordination, convergence and sustainable environmental issues such as global warming, sustainable development can be achieved with participation of NGOs. development activities, renewable energy, greenhouse effects, water and air pollution, only a few are knowledgeable on what to do in preventing environmental degradation. During these programmes, the following tools will be used
#" National Environmental Management Act i.e. Environmental Impact Assessment; #" Environment Conservation Act; #" Water Act; #" Provincial Biodiversity Act; #" Strategic Environmental Assessment; Environmental Management Plan; Municipal Open Space Systems
4.5. Urban Development Framework KwaDukuza Municipality is growing at a rapid rate in terms of spatial development and general municipal infrastructure; it is against this backdrop that the Municipality aims to strengthen its commitment to conduct its business in line with the vision of the Urban Development Framework. This framework has identified the following key programmes which also form the basis for the municipality’s development agenda:
#" Integrating KwaDukuza with a strategic focus on integrated development planning and ending segregation and inequality instituted by apartheid; #" Improving housing and infrastructure to build habitable and safe urban communities, and increase access to financing and encouraging investment in housing; #" Promoting urban economic development to enhance the capacity of urban areas to build on local strengths to generate greater local economic activity and alleviate urban poverty
30 KwaDukuza Municipality Integrated Development Plan - 2011/16 Sustainability framework - KwaDukuza Strategic Environmental Assessment
Key Resources Objectives for Strategy for Responsibility / Natural System Description Sustainability Sustainability Legislation Climate / #" Has a favorable climate #" Need to avoid Use the Air Quality Act 39 The District Municipality Air Quality condition environmental of 2004 #" Bio-climatic profile is degradation and DEAT & Industry sustainable for certain types of pollution % of licensed industries agricultural production such as #" Air quality to conform which did not comply with Use the Atmospheric Pollution Act sugar cane and timber to standards the license conditions are being considered. Environment Conservation Act, Road Traffic Act and the % of these industries Occupational Health and Safety for which there was an Act are the current Central enforcement response government sets of legislation governing air quality.
The Atmospheric Pollution Prevention Act has been repealed with the Air Quality Act, but this has not been enacted by the Minister. The Atmospheric Pollution Act provides the ambient air quality standards and also the guidelines for the schedule process. Topography & #" Has a good agricultural soil #" Need to safeguard #" Land cover typologies The District Municipality, Geology #" The varied topography soil quality and #" Agricultural KwaDukuza Local Municipality increases the aesthetic appeal quantity and reduce classification of the area and provides contamination #" Area of contaminated DWAF, DAEARD, Farmers and opportunities for a well land Sand Miners planned #" Lo of illegal sand mining. Conservation of Agricultural Need to look into effective resources Act ways of its prevention since Guidelines for Agricultural it has a high potential production Mineral & Petroleum of disturbing the natural resources development Act of environment. Permits need to 2002 (Act 28 of 2002) be monitored regularly Mining guidelines
Use Provincial Conservation plan as guide. Hydrology #" All of the drainage system & #" No new development #" Compliance with water The department of Water - Rivers and Dams wetlands of KwaDukuza are or any change in land quality guidelines and Affairs and Forestry is broadly - Wetlands considered to have important use must occur within discharge conditions responsible. - Estuaries ecological value due to the boundaries, or and associated their inherent high levels within a reasonable enforcement The relevant legislation is the of biodiversity and species buffer zone of a water #" Compliance National Water Act/ The Act composition which differs resource, including with abstraction provides for the protection and from surrounding upland wetlands and drainage license conditions sustainable use of all Water habitats. lines and associated Resources, and seeks to #" Water underpins local #" Water quality enforcement Prevent water pollution. development by ensuring standards set by DWAF #" % of wetland area lost perennial flow of water for must be conformed to. #" area of wetland/ Development should in no way uses such as abstraction #" A water resources riparian habitat being disturb damage or alter the for public water supply and strategy which rehabilitated characteristics of water resources. irrigation. prevents over In the case of river this includes #" They provide natural products abstraction must be the riparian zones associated in the case of wetlands, and implemented with them. also provide natural areas #" Quantification of which can be utilized for wetland areas loss ‘Protection’ in relation to a water recreational activities and within KLM resource entails: Maintenance of tourism as well as biodiversity #" All existing cultivation the quality of water resources to persistence. within wetlands must the extent that the water #" There are different types of be phased out and a use may be used in a wetlands hydro-geomorphic suitable buffer zone sustainable way; wetland located within the established. #" Prevention of degradation municipality (valley bottom, #" The principles of the of the water resources floodplain and hill slope sustainable sugar #" The rehabilitation of the seepage), each of which plays initiative should be water resource a slightly different but crucial followed and promoted ecological function. with the sugar cane In addition the Conservation of #" Minimize the loss of wetlands industries. Agricultural resources Act #" Minimize level of water #" Protection and applies to certain aspects of pollution preservation of erosion control and water #" Reduction in stream flow wetlands (include resource protection in the context #" Remove the invasive rehabilitation and of the agricultural sector. vegetation in our riparian restoration ) areas #" Conduct a study to quantify water that the municipality have in line with planned development scale
31 Sustainability framework - Continued
Coastal & Marine #" The KwaDukuza coastline #" Implement the Coastal % of beaches with blue flag ILembe District Municipality, comprises of sandy beaches Management Plan status KwaDukuza Local interspersed with rocky effectively Municipality, headlands. #" Protect and monitor % of conservation to DWAF, DAEA #" The beaches are considered the urban sprawl, development no. dwellings to be the primary tourist ribbon development within the Admiralty Reserve National Environment attraction for the region. within coastal zone location, density and scale of Management Act, Act No.107 #" Coastal corridor where natural #" Promote and maintain development. of 1998 coastal forest and grasslands a largely natural occur, in particular around outlook KwaZulu Natal Nature areas, for example, Zinkwazi #" Promote the Conservation Management and Blythedale preservation of primary Amendment Act, Act No. 5 of sand dune protection 1999 Biodiversity & #" The Ngoye Forest Mosaic, #" Addition of protected Area (hectares) and % of ILembe District Municipality, Protected Areas UMvoti Estuary, Zinkwazi areas Ngoye Forest municipal area under ‘local KwaDukuza Local Municipality, Estuary and the coastal forest and appropriate protected area’ status corridor are considered to rehabilitation. DWAF, SANBI, EKZN Wildlife. be the areas of conservation % of land of ‘conservation Protected Areas Act, Act No. 57 significance #" Education of local with a current/adopted of 2003 communities around management plan and #" Natural resources within the the value of these authorized budget KwaZulu Natal Nature Municipality are separated by unique environments Conservation Management large tracts of transformed Area (hectares) of sensitive Amendment Act, Act No. 5 of land #" Promote the vulnerable, highly dynamic 1999 development of and stressed ecosystems nurseries for the in the municipal area by National Environment propagation of muthi ecosystem type) P* Management Act, Act No.107 plants to prevent of 1998 removal from natural % of each of the above environment which is degraded or National Water Act, Act no.36 transformed on an annual of 1998, #" Grow more indigenous basis P* trees within the Conservation of Municipality Agricultural resources Act, Act no.43 of 1983
National Environment Management, biodiversity Act, Act no. 10 of 2004 Vegetation/Fauna #" Ngoye Forest Fragments #" Review and develop Area (hectares) of municipal KwaDukuza Local Municipality should be protected and a a formal strategy land currently planted with and the relevant authorities, such suitable buffer area created towards development indigenous and endemic as DAEA and DWAF, around these areas. proposal species
#" There are limited examples of coastal grassland within #" Initiate a master plan Area (hectares) of municipal KwaDukuza Local Municipality the Municipality and along for then control of land currently invaded by and the relevant authorities, such the entire North coast that alien vegetation alien species as DAEA and DWAF, are home to some rare and endemic species and therefore are a priority for conservation. #" Education of local % of municipal land currently Conservation of Agricultural communities as to the invaded by alien species Resources Act, Act No. 43 of #" Alien vegetation threaten the potential threats posed 1983 natural vegetation by alien vegetation in terms of erosion, loss Area of IAS cleared from KwaDukuza Local Municipality of grazing lands, water municipal land (this reporting usage, etc. year)
4.7. Waste Management Hierarchy KwaDukuza Municipality has completed the development of its Waste Management and Waste Hierarchy Approach. KwaDukuza Integrated Waste Management Plan and waste related legislative Municipality subscribes to the Waste Management Hierarchy development and reform process. This is in line with Section 11 of the National Waste Management Strategy as a method of of Waste Act 59 0f 2008, the Integrated Pollution and Waste minimizing the environmental impacts due to waste that end Management Policy and the National Waste Management up in the landfill sites. The Integrated Waste Management Plan Strategy. This Waste Management Plan sets out a number of aligns the waste management services that are provided in the objectives which needs to be achieved by the KwaDukuza Municipality with the National Waste Management Services Municipality. These include: waste management collection and will contribute to the implementation of the national and services; recycling; provision of quality, affordable and sustainable provincial strategies to minimize waste at local level. waste management collection services; environmentally sound management of special waste streams such as hazardous waste, KwaDukuza Integrated Waste Management Plan conceptualizes construction waste etc.; waste treatment and disposal capacity; the first attempt at setting out the strategy for future waste education and awareness; and effective waste information management and planning for the Municipality. It encourages a management systems. major shift away from traditional waste management principles into more integrated waste management principles. Sustainable The Integrated Waste Management Plan takes into account waste management is the key driver of this plan with the emphasis the relevant national and provincial government policies, on waste avoidance, waste reduction, re-use, recycling, treatment legislation and strategies. The foundation of the KwaDukuza and safe disposal. Therefore, the municipality recognizes that Waste Management Plan is based on the principles of Integrated it has a responsibility to abide by the statutes, policies and
32 KwaDukuza Municipality Integrated Development Plan - 2011/16 guidelines that are introduced by the National and Provincial Departments.
In strengthening environmental sustainability through Sustainable Waste Management, the Municipality is currently in the process of developing a greening policy for the municipality which is currently on a draft stage based on the sustainable development principles.
4.8. Strategies and Priorities for Integrated Waste Management The Municipality’s’ Integrated Waste Management Plan sets the objectives and targets that will have to be achieved within a specific time frame. The main objective of the Waste Management Plan is to ensure that waste is managed in an environmentally sound and integrated manner so as to prevent harm to the health of the people and the environment. The Municipality has identified three core strategies that will assist in achieving integrated waste management: 1. Waste Avoidance and Minimization Strategy 2. Reduction and Resources Recovery Strategy
3. Management of Residual waste Strategy Chapter 4
4.9. Waste Avoidance and Minimization Strategy The waste avoidance and minimization strategy is aiming at the avoidance of waste through the adoption of eco- efficiency and waste avoidance measures. It is the most cost effective method of waste management intervention and it is best implemented at point source. The most important thing about waste avoidance is that it conserves natural resources, reduces the amount of waste requiring disposal to landfills, thereby increasing the airspace.
4.10. Waste Reduction and Resource Recovery Strategy The resource recovery strategy is aiming at reducing the volume of waste to be disposed while maximizing the economic value of resources during its life cycle through re-use, recycling and reprocessing, and energy recovery in preference to disposal. The need to pursue resource recovery is driven by a combination of additional economic and environmental factors such as: " .3*"/**4".("2(/)*%<*";$/$.*"%*)(-%2*)" " .3*"/**4".("%*4-2*"*/*%=:"2(/)-59.$(/ " .3*"/**4".("%*4-2*"%*,$1/2*".("(/".3*",1/4;$,, " ?3*"%*1,$.:"(;"$/2%*1)$/="M1).*"4$)9()1,"2().)O"
4.11. Management of Residual Waste Strategy Irrespective of how efficient the municipal can be, there will always be a portion of waste stream that cannot be practically or economically avoided or recovered. This will result in residual waste that ends up in the landfill site. Residual waste has to be managed in an environmental sound manner. Information management systems, sustainable collection services, capacity, education and awareness programmes, robust treatment and disposal systems have to be in place to handle residual waste in a responsible manner with the objective of protecting human health and the environment.
33 KDM Waste Management Strategic Goals and Action Plans
Strategic Goal Activities Target Date Responsible Authority Financial Requirement Legislative and Comply with the provisions of the 2014 KwaDukuza Municipality R1 050 000 Regulatory Waste Act 59 of 2008 Appoint the Waste Management 2014 KwaDukuza Municipality R 650 000 Officer Develop and Implement Waste 2014 KwaDukuza Municipality R 450 000 Information System strategy Develop and Implement Waste 2014 KwaDukuza Municipality R 150 000 management Standards Review and implement the integrated Waste Management Annually KwaDukuza Municipality R 450 000 Plan Conduct and Implement the S78 2015 KDM/National Treasury R3 000 000 Study on waste Management Conduct and Implement Contract management model in line with 2013 KwaDukuza Municipality R0 the requirements of MFMA Integrated Waste Determine and implement Capital Management expenditure and Operational 2014 KwaDukuza Municipality Budgeting Budget Determine Revenue base (upda- 2014 KwaDukuza Municipality R 700 000 ted and audited customer base) Develop and implement full cost accounting opportunity costs (economic, social & 2014 KwaDukuza Municipality R 250 000 environmental) human health impacts. Economic Set tariffs that consummate with Instruments the consumption of services for cleaning, waste collection 2014 KwaDukuza Municipality R 150 000 (general, business, industrial waste) Facilitate the development of the waste recycling markets in the 2014 KwaDukuza Municipality R 35 000 municipal areas Development of tariff rebate system for waste minimization 2013 KwaDukuza Municipality R 55 000 clubs Waste Develop an operational Collection Integrated Waste Management 2014 KwaDukuza Municipality R 250 000 Strategy Implement the operational Integrated Waste Management 2014 KwaDukuza Municipality R 150 000 Strategy Optimize the collection rounds 2014 KwaDukuza Municipality R 150 000 Roll out the services to the areas 2014 KwaDukuza Municipality R 3 600 000 currently not being serviced Develop and implement monitoring system for waste 2014 KwaDukuza Municipality R 150 000 collection Street Cleaning Develop an operational Integrated Waste Management 2014 KwaDukuza Municipality R 100 000 Strategy Optimize the cleaning rounds 2014 KwaDukuza Municipality R0 Roll out the services to the areas 2014 KwaDukuza Municipality R0 currently not being serviced
34 KwaDukuza Municipality Integrated Development Plan - 2011/16 Waste Develop and implement waste 2014 KwaDukuza Municipality R0 minimization minimization strategy Develop waste drop off facilities in 2016 KwaDukuza Municipality R 500 000 strategic areas in the municipality Provide waste separation infrastructure for waste separation 2014 KwaDukuza Municipality R 500 000 in all drop off facilities for storage and transport of the waste Waste disposal Implement the Closure and Rehabilitation Plan of Shakaville 2014 KwaDukuza Municipality R 2 000 000 Disposal Site Develop& implement the monitoring system for the New Guilderland 2014 KwaDukuza Municipality R 150 000 Waste disposal facility Integrated Waste Development of education and 2014 KwaDukuza Municipality R 250 000 Management awareness programmes Education and Roll out the education awareness 2014 KwaDukuza Municipality R0 awareness programme Recruit and appoint personnel in key positions: Contract management 2014 KwaDukuza Municipality R 1 400 000 supervisory Chapter 4 Development of Human Resource development plan through Work 2014 KwaDukuza Municipality R 50 000 Skills Plan Develop or procure leadership and 2014 KwaDukuza Municipality R 50 000 management programmes Hazardous and Identify sources of hazardous and 2014 KwaDukuza Municipality R 35 000 Special waste special waste Management Register new and existing hazardous 2014 KwaDukuza Municipality R0 and special waste Monitor disposal and contamination in landfill site receiving hazardous 2014 KwaDukuza Municipality R0 special waste
35 36 Spatial Consideration
37 Chapter 5 Spatial Consideration
5.1. KwaDukuza Spatial Development Framework Vision The spatial development framework will contribute to the balanced physical development of the municipality by establishing a spatial development structure, guiding the management of future development, accommodating development pressures and additional investment, maintaining and further developing the economic potential of the municipality while protecting and integrating the natural environment of the area.
5.2 Legislative Framework Section 26 of the Municipal Systems Act (no 32 of 2000) state one the key components of the IDP is a “Spatial Development Framework which must include the provision of basic guidelines for a land use management system for .3*"5-/$2$91,$.: O"?3*"RM18-G-P1"E86>"M3$23"M1)"14(9.*4" 7:"C(-/2$,"$/"I-/*"`aa]>"$)"2-%%*/.,:"-/4*%"%*<$*MO"
5.3. Objectives of the KwaDukuza spatial development framework The following are the objectives for the KwaDukuza SDF and LUMS: #" To provide strategic guidance for the future, physical/ spatial development of KwaDukuza Municipal area #" Ensuring that the envisaged physical/spatial development reflects the social, economic, environmental development issues identified in the IDP, i.e. while the SDF and LUMS provides primarily guidance for the existing and future physical / spatial development of the municipality, such development can only be considered appropriate if it adequately addresses the social, economic, environmental, institutional issues identified in the IDP. #" To create a management tool for the future development, i.e. providing a municipal-wide comprehensive town planning scheme which reflects the various existing development conditions and which provides development management for the first steps of realizing the SDF. #" To establish a development structure, i.e. identifying basic structuring elements which provide development guidance, certainty, growth opportunities and flexibility, #" To facilitate integration, i.e. ensuring appropriate vertical and horizontal linkage of policies, intentions and development, #" To create generative systems, i.e. encouraging the establishment of development which generates additional activities, variety and growth, #" To promote incrementalism, i.e. acknowledging development as a continuous process and facilitating an ongoing development process,
38 KwaDukuza Municipality Integrated Development Plan - 2011/16 #" To create a sense of place, i.e. building on the specific The eThekwini-uMhlathuze corridor, which is the opportunities of each location and encouraging the Primary corridor in terms of the PSEDS, traverses the creation of unique environments, #" KwaDukuza Municipality. The NSDP outlines various To cluster development and establish a centre strategy, categories of potential; the primary corridor of KZN i.e. discouraging development sprawl, encouraging the consists of the following categories of potential: clustering of compatible development and establishing a hierarchy of service nodes, #" #" Production of high value, differentiated goods To identify access routes as investment lines, i.e. utilizing #" levels of accessibility as guidance for the location of Production of labour intensive, mass produced development components, goods #" To recognize natural resources as primary assets, i.e. #" Innovation and experimentation positively integrating natural elements in the creation of #" Retail and private sector services a human and sustainable environment, #" Tourism #" KwaDukuza represents the development engine of the iLembe District and forms an important link Chapter 5 5.4. Alignment with the National Spatial between eThekwini and Richards Bay. Development Perspective The potential for development in KwaDukuza The KwaDukuza SDF is in line with the National Spatial Municipality can be described as follows: Development Perspective. The vision of the NSDP states that “South Africa will become a nation in which investment #" Located along the coast and coastal development in infrastructure and development programmes support corridor between the eThekwini Municipality, its government’s growth and development objectives: harbour and new airport, and the Richards Bay #" By focus economic growth and empowerment creation Harbour, in areas where this is most effective and sustainable; #" Major coastal development opportunities but #" Supporting restructuring where feasible to ensure also requirements for appropriate conservation; greater competitive new national environmental legislation requires #" Fostering development on the basis of local potential a much more sensitive approach to coastal #" Ensuring that development institutions are able to development; provide basic services across the country #" Potential increased development pressures and opportunities emanating from the south already 5.5. Alignment with Provincial Growth visible in terms of pressure for additional coastal and Development Strategy accommodation and various forms of economic development; The KwaZulu-Natal Provincial Growth Development Strategy #" Potential for skewed development favouring the is a framework that indicates areas where economic south, opportunities exist; it also outlines the development priorities #" Adjacent municipalities to west and north of of the province. Some of the main objectives of the PGDS rural character (Maphumulo and Ndwedwe are to: Municipalities) with the potential to provide #" Serve as the overarching framework for development in additional agricultural and tourism activities; the province #" PSEDS suggests concentration on opportunities #" Guide the provincial government as well as other relating to beach coastal tourism, improved inland spheres, sectors and role players from civil society which linkage, agriculture and agri-processing; can contribute to development in the province. #" Providing some regional and district east-west #" Set a long term vision and direction for development in linkages. the province. #" Guide the district and metro areas’ development agenda.
39 5.6. KwaDukuza Infrastructure and 5.7. Development Implications for Services KwaDukuza KwaDukuza accommodates a basic transportation network #" King Shaka Airport and Dube Tradeport consisting of the N2, the R102, the R74, the R614 and a #" Although located outside of the municipality, series of local access roads, in particular in the coastal the close proximity of the King Shaka Airport and central zone linkages in the west and to the western and related trade port has provided significant municipalities are more limited. The North Coast Rail extends development opportunities for KwaDukuza. through the length of the municipality always in proximity of the R102 providing an important complementary service. #" The strategic objectives for KwaDukuza include among other things: Besides some private airfields, there is no existing #" The potential for tapping into the growing tourism infrastructure. The ILembe SDF suggests inter alia that industry, driving tourism growth through access to KwaDukuza as the local and district node should consider the international flights and accommodating increased establishment of an appropriate airfield at KwaDukuza Town. passenger demand The King Shaka Airport just south of KwaDukuza has had a #" The potential for tapping into the increasing significant impact on the development of the municipality. growth and sophistication of the Global Logistics market, creating air freight logistical efficiencies The present provision of services such as water and electricity and stimulating growth in competitiveness in supply, sanitation etc appears mostly adequate in the central global supply chains. and eastern parts of the municipality, this, will however #" Supporting high value manufacturing, value added provide constraints for the development in the near future. In logistics and export perishables production with overall terms the development implications of the local status ICT support and co-ordinated government services quo analysis suggests that: in one place. #" Attracting a wide range of investors, operators, #" As in most municipalities there exists a great users and tenants, with world class facilities. need for additional appropriate accommodation #" Socio-economic benefits for KwaDukuza could and economic development, future residential include growing employment, increasing development needs to be more structured empowerment, alleviating poverty and providing and relate on the one hand to the creation of broad access to infrastructure. employment opportunities while on the other #" The southern part of the KwaDukuza, the already hand ensuring the maintenance of a functional burgeoning Ballito and environs, is likely to gain and attractive natural environment added development impetus as an established #" The coastal and riverine environments require high income residential area with high end a greater level of sensitive approach and services, industrial areas, etc. The area is likely to protection, both for the retention of a good experience more development pressures in the human environment, a functional agricultural future which needs to managed appropriately and sector as well as an increased tourism and balanced throughout the municipality. recreation development. #" While the present agricultural development is 5.8. Development Constraints for at present the most significant contributor to KwaDukuza the economic development of the municipality, #" pressures for other development are likely to The location and condition of the KwaDukuza reduce its significance in the future. Pressure on Municipality suggests that physical development constraints are limited, including: land at present used for agricultural activities, #" mostly in the form of sugar cane farming, may Environmentally sensitive coastal strip which, although therefore require in future a more efficient land under substantial pressure for recreational usage and utilization as well as a greater diversification. accommodation, in particular in the south, needs to be #" A significant number of land claims in a central better protected and managed, Better protection and band of the municipality may have a delaying management of the river, lagoon and wetland systems implication on development in this region. to maintain and improve appropriate environmental #" functionality and living conditions, In overall terms, KwaDukuza has great #" development opportunities through its location Present relatively unstructured housing development in and contents, in particular if it is possible to terms of location and integration into necessary social and economic support systems, manage development pressures and balance #" development better throughout the area and Limitations in terms of carrying capacity of identified river catchment areas, if the municipality develops an appropriate #" capacity level for the management and The existence of numerous land claims in the central promotion of appropriate development. portions of the municipality, although it is agreed that this may primarily be an issue of development phasing,
40 KwaDukuza Municipality Integrated Development Plan - 2011/16 #" The existence of poorer and less developed needs to be dealt with in the context of the communities in the municipalities to the west and importance of the agricultural sector in the north, economy of the municipality, #" Present limitations in the provision of appropriate #" Pressure for providing additional housing physical and social support services to peripheral accommodation for middle and low income communities, households, #" Increase in the prevalence and importance of the informal economy. 5.9. Development Trends Present development trends are clear and strong and 5.10. Land Use Management Context include: The KwaDukuza Municipality is at an advanced stage #" Development pressures in the south of the in the preparation of its’ Land Use Management municipality, in particular the Ballito region, Scheme (LUMS). The KwaDukuza LUMS will take ranging from business and commercial guidance of the SDF further in terms of establishing development to residential and increased a control and management tool of the land use and tourism related activities; this has increased development of the municipality. In essence the LUMS due to the development of the King Shaka will not only provide a basis for the implementation International Airport (KSIA) and the Dube of the strategic intentions of the SDF, but it will also Tradeport (DTP). provide a framework for managing development and #" Development pressures on the coastal strip, the translation of land uses into zones. again in particular in the south, primarily for recreational and various forms of up market residential development, again this has increased due to the development of the KSIA and DTP #" Pressure on land presently under agricultural usage, this is a common feature surrounding urban and easily accessible locations and Chapter 5
5.11. Development Scenarios for KwaDukuza Municipality
The following series of maps attempts to build up the SDF in a series of functional steps. They also include a brief description of the various urban clusters within the municipality. The complete SDF is available on the KwaDukuza website: http://www.kwadukuza.gov.za/docs/SDF%20-%201.pdf
BALLITO / COMPENSATION NODE This is the most Southerly Node of KwaDukuza Municipality. It seeks to exploit opportunities offered by its close proximity to the eThekwini Municipality and the Dube Tradeport (King Shaka International)
The KwaDukuza SDF seeks to find a balance between reasonable and realistic development opportunities offered by this node with devel- opment needs and opportunities of other parts of the Municipality.
41 GROUTVILLE NODE This node / corridor encompasses Groutville and Shakaskraal, including all settlement in between. The area is experiencing moderate devel opment pressure due in part to the R102 that serves as a connector between the South and North areas of the municipality. The proposed uses within this corridor include Residential, Industrial, and Commercial.
42 KwaDukuza Municipality Integrated Development Plan - 2011/16 Chapter 5 In terms of economic potential, this cluster is second to the Ballito/Compensation node. It is the administrative centre of KwaDukuza with a high presence of government institutions. The KwaDukuza CBD is currently the subject of urban renewal in line with the KwaDukuza CBD Regeneration. The KwaDukuza SDF proposes the location of future residential and economic development along the main arterial routes i.e. R102 and R74. The KwaDukuza urban cluster is suggested to continue accommodating agricultural activities as indicated. The potential for diversification and intensification should however be investigated.
This is the most northerly node and it borders Mandeni municipality. The SDF recognizes the town of Darnall as being central to this node with future economic opportunities being located along the R102. This node has strong linkages with Zinkwazi, a small scale coastal town with strong emphasis on residential development. The SDF proposes this node take full advantage of its location and exploit the strong linkages it has with Mandeni and KwaDukuza town.
43 Existing and short term development AND LUMS The following three maps show the SDF at different phases of development, i.e. short term (ca 5years), medium term (ca 10 years) and long term (ca 15 years). Short term development indicated on this page accommodates the present development as well as development already committed to by the municipality. It provides also expansion opportunities in areas where this is likely to happen within the short term period. This is in particular relevant in the south, around KwaDukuza Town, along specific coastal areas and to the west of Darnall. Areas in the vicinity of nodes and economic development are expected to ultimately carry higher densities.
Medium term development This map suggests the potential development in the medium term, i.e. in a period of ca 10years from the present. Such expansion is suggested to take place primarily in the vicinity of major access routes, in the south, north and west. Some additional development is also likely to take place in the coastal strip, whereby it is expected that such development is of low intensity, retaining a largely green coastal environment and providing appropriate access for all to the coast. Agricultural land will be reduced and more intensive and diversified usage may need to be considered.
44 KwaDukuza Municipality Integrated Development Plan - 2011/16 Chapter 5 Long term development The suggested long term development of the municipality is suggested to continue along the major access routes, excluding the N2, a high speed route providing no direct access. This would also include more extensive development of the western part of the municipality, together with the nodes indicated, assuring at the same time a greater level of integration with the central and eastern development. Such integration also needs to extend beyond the western boundary of KwaDukuza.
45 46 Economic Development & Growth
47 Chapter 6 Economic Development & Growth
6.1. Background
As part of the policy thrusts contained in the DPLG base for the entire region of Ilembe. To achieve this, National Framework for LED (2006), it is stated KwaDukuza Municipality has identified local economic that in the promotion of LED, the primary focus of development (LED), together with financial management municipalities should be: and infrastructure development as driving forces for its integrated development planning. The principal objective of #" provisions of infrastructure and quality and KwaDukuza Municipality is to build a vibrant local economy reliable services through creating an environment that is conducive for #" managing spatial policies both domestic and foreign investment to be attracted #" land-use regulation and development to KwaDukuza area which will ultimately lead to local applications economic growth and development, and the creation of #" managing service tariff policies decent job opportunities. #" managing a progressive tax system #" marketing the territory 6.2. KwaDukuza Vision for Economic UN-Habitat defines local economic development (LED) as a Development participatory process where local people from all sectors work together to stimulate local commercial activity, resulting in a resilient and sustainable economy. It is a tool to help create KwaDukuza Municipality vision for economic development is decent jobs and improve the quality of life for everyone, aimed at contributing to the attainment of KwaDukuza 2030 including the poor and marginalized. Local economic Y$)$(/"M3$23")**G)".("*/)-%*".31."RM18-G-P1"7*2(5*)"" ""1" development encourages the public, private and civil society vibrant city competing in the global village both economically, sectors to establish partnerships and collaboratively find local socially, politically and in a sustainable manner.’ KwaDukuza solutions to common economic challenges. The LED process vision for its economic development is therefore that of seeks to empower local participants in order to effectively developing a holistic economic development and growth utilize business enterprise, labour, capital and other local plan which is aimed at: resources to achieve local priorities (e.g., promote quality jobs, reduce poverty, stabilize the local economy and generate ‘Building a vibrant local economy through municipal taxes to provide better services). strengthening and diversifying economic sectors thereby delivering sustainable and KwaDukuza Municipality believes that if the abovementioned affordable services in a safe and healthy UN-Habitat definition of LED is implemented at its totality, it can provides a comprehensive and integrated municipal local environment’. economic development strategy. KwaDukuza Municipality has developed an LED Strategy for the entire municipality. This vision shall be realized through putting more focus and emphasis on the following: KwaDukuza Municipality’s vision for the local economic #" Putting more resources on infrastructural development development is to develop a holistic economic development through attending to backlogs on water, roads, storm and growth plan which is aimed at attending to infrastructural water, electricity, housing, information, communication backlogs (water, roads, storm water, electricity, housing, ICT and technology; etc); creation of conducive environment for the attraction of #" Creation of conducive environment for the attraction both domestic and foreign investment; creation of decent of both domestic and foreign investment by developing job opportunities; elimination of poverty; promotion of social investor friendly policies that will enable KwaDukuza to cohesion as well as the creation of sustainable economy for entice both domestic and foreign investors; the future generation of KwaDukuza. #" Creation of decent job opportunities in line with government the 2011 President’s State of the National From year 2000, KwaDukuza Municipality has maintained Address, New Growth Path and Extended Public Works that it wants to build KwaDukuza as a strong economic Programme;
48 KwaDukuza Municipality Integrated Development Plan - 2011/16 KwaDukuza LED Strategy focuses on both pro- 6.3. KwaDukuza LED Focus Areas poor and pro-growth LED strategies. Amongst As part of the broad economic vision for KwaDukuza the issues that KwaDukuza is focusing on, are: which will ultimately contribute to the attainment of KwaDukuza Vision 2030, KwaDukuza Municipality #" The attraction of investment through has identified a number of focus areas that will encouraging Industrial Development: assist in attainment of its holistic vision for economic KwaDukuza has developed working relationships development. These LED focus areas further reinforce KwaDukuza vision to adopt Economic Development with Trade & Industry KwaZulu Natal so that and Infrastructure Development as the main drivers for the latter can identify foreign investors who can KwaDukuza Integrated Development Plan. be convinced to come to KwaDukuza. But the Municipality on its own is also encouraging local 6.4 Land and Building Development industries to come and invest in KwaDukuza. This focus area is aimed at acquiring land for both During the next five years, KwaDukuza economic development and housing delivery. It must Municipality will be enhancing its business be mentioned that KwaDukuza Municipality does not retention & attraction strategy. have enough financial resources to acquire land for #" Encouraging of local procurement: This will this purpose, but it has already had discussions with be done through ensuring that the municipality Housing Development Agency with an aim of entering into agreement with HDA to buy land for KwaDukuza, buys from local business as much as possible. #" especially for housing delivery. To ensure that land Supporting the informal sector: That will be that is already owned by KwaDukuza Municipality done through information dissemination as well is used wisely, in 2010, KwaDukuza Municipality as the provision of resources & facilities where adopted a Land Banking Policy by which it was possible. discouraging the disposing off of land but encouraging #" Promotion of Waste Recycling: KwaDukuza the acquiring of more land for purposes of both economic and housing development. It is the intention Municipality will encourage this through educating of KwaDukuza Municipality to ensure that pockets of the communities about the opportunities provided land that are owned by KwaDukuza and those which by this sector. have been purchased through Land Banking Policy, #" Promotion of Subsistence Farming & Urban are fully serviced and ready to be utilised for economic Agriculture: KwaDukuza Municipality has development purposes. developed an agricultural Development Plan which KwaDukuza LED strategy is also encouraging the growth of Small Medium and Micro Enterprises seeks to promote agricultural and subsistence Chapter 6 (SMME’s) by identifying the need to provide workshops farming. The KwaDukuza LED Directorate is and small industrial premises especially for the benefit still exploring the possibility of encouraging the of the nascent SMME’s that will ultimately graduate \ M1%4 \ 9%(4-2. "9%(=%155*>".3*"1$5"(;".3$)" into big business. 1-ward-1-product programme will be to ensure that the ward communities are encouraged to As part of this LED focus area, urban regeneration programme is already underway and this programme promote one agricultural product in their ward so is aimed at stimulating economies by developing that they can sell the product not only to external economic centres around KwaDukuza. To this end, markets but to other wards as well. KwaDukuza Municipality has already developed #" Formalization and regularization of Bed & KwaDukuza CBD Regeneration Study , Ballito Breakfast business throughout KwaDukuza Node Precinct Plan Shakaskraal Node Urban and including township based tourism. Development Design Framework Ballito CBD Urban Design Framework. Plans to develop Darnall Precinct Plan, uMhlali Urban Design and Development Framework Plan and other similar plans are also on cards.
Land suitable for agriculture shall also be used for this function as Agriculture as one of the strong economic sectors in KwaDukuza.
49 6.5. Investment Package and #" Establish permanent mechanisms for participation Tax Incentives: by young women and men or their representative organizations in the planning and decision-making of This will focus on developing and updating of a 2(-/2$, K Comprehensive Investment Package that will address issues #" Create mechanisms for young people to understand the relating to serviced sites as well as tax incentives that will be issues of governance at local level; made available to both foreign and domestic investors. #" Identify needs for local facilities required for youth 4*<*,(95*/. "K"1/4" #" Ensure that it involves the youth in formulation of the 6.6. Information and Marketing Integrated Development Plan as a constituency. During KwaDukuza Management Committee held on 24- `b"I1/-1%:"`a\\"1."RM18-G-P1"C(-/2$,"C3157*%)>"$."M1)" 6.9. KwaDukuza Economic resolved that KwaDukuza Municipality needs to engage in Growth Nodes a vigorous general marketing and promotion and image reconstruction programme that will help in enticing investors KwaDukuza Spatial Development Framework identified to come to KwaDukuza. KwaDukuza Tourism Strategy that four economic growth nodes within KwaDukuza area of was completed in February 2011 has identified products and jurisdiction. The following are the four economic growth areas like beaches in Ballito, Chief Albert Luthuli Museum, nodes: King Shaka’s Pool and Cave Site as one of the a) Darnall Node , which includes areas of Zinkwazi, Darnall, Nyathikazi, Sakhamkhanya, Doringkop, San Sauci , Nonoti Mouth, Princess Grant, New Guilderland, etc 6.7. Skills Development b) KwaDukuza Node, which includes areas of Blythedale Beach, Shakaville, Lindelani, Stanger KwaDukuza IDP has identified skills gap as one of the Manor, Stanger Heights, Doctorskop, Glenhills, challenges that hinder economic growth and development for Shayamoya, Rocky Park, KwaDukuza the area of KwaDukuza. To this end, KwaDukuza Municipality Central, Madundube, etc has put aside an education site in the Newtown Area for c) Groutville Node, which includes areas of building of FET College. It must be mentioned as well that Ntshawini, Groutville, eTete, Thembeni, Addington Umfolozi FET College has already set its Campus at Chief Farm, etc Albert Luthuli Centre. d) Southern, Driefontein, Ballito Node , which includes areas of Driefontein, Shakaskraal, Salt 6.8. Youth Development Rock, Tinley manor, Woodmead, Shayamoya, etc.
In accordance with the National Youth Policy of 2000, KwaDukuza Municipality, will take it upon its shoulders that 6.10. KwaDukuza Tourism Development the following essential functions in regard to the development Strategy of young women and men of KwaDukuza: KwaDukuza Municipality will have to: The tourism sector has enormous potential in the KwaDukuza area and the KwaDukuza municipality has #" Nominate an elected councilor that shall take identified the need to improve and enhance the tourism responsibility for overseeing council’s youth development sector. The KwaDukuza area has many tourist sites, which will policies and activities; be identified. The primary factors that attract tourists to this #" Establish a Portfolio Committee on Youth Affairs as a province are its beaches, visits to family and friends, the wild means of informing, sensitizing council and to make life and Zulu culture. The KwaDukuza area is very rich in Indian proposals for local youth programmes and services. It heritage and this can be felt in the Stanger area particularly is suggested that an EXCO Councillor responsible for as well as Shakaskraal. The KwaDukuza area also has a rich youth affairs chair this Portfolio Committee; heritage in the form for the Zulu culture. It has a diversity of #" Undertake an audit of the youth programmes, services rich colours and cultures. The North Coast (Dolphin Coast) and organizations located in the local area; Ballito, Salt Rock, Dolphins, Shaka and Zimbali are some #" Identify the priority needs and opportunities facing of the terms associated with this up-market beach tourism young women and men and their development; Mecca of the Zulu Kingdom of KwaZulu-Natal. Some of the
50 KwaDukuza Municipality Integrated Development Plan - 2011/16 tourist sites in KwaDukuza are Tinley Manor Lagoon, King #" Developing and implementing local tourism policy that Shaka’s Memorial Monument. is line with provincial tourism policies; #" Urban and rural planning with the development of Tourism and Luthuli Museum sites are regarded as a cross- tourism products and services; sectoral Industry because it represents linkages with the #" Provision and maintenance of public tourist sites, retail, manufacturing, transport, electricity and financial attractions and services; sectors. Tourism is a cross-sectoral industry meaning that #" Provision and maintenance of local infrastructure; it has linkages with an array of sectors. The retail sector #" Health, safety, licensing and local by-law compliance; as tourists will be purchasing goods such as memorabilia, #" Market and promote specific local attractions and food and clothing that is characteristic of the KwaDukuza provide local information services; and area. The transport sector forms an integral aspect, as #" Facilitate the participation of local communities in the there are tours, so bus services are essential and transport tourism industry is essential in providing accessibility to the various tourist sites. Manufacturing of crafts and souvenirs are essential in tourism. Electricity is a basic service required by all tourists as 6.11. KwaDukuza Tourism Vision they require it for daily activities and for which businesses rely on for production of goods and services. The tourism vision for KwaDukuza Municipality is ‘to develop, market and show case an exceptional level of KwaDukuza Tourism Development Strategy recognizes beach tourism, coupled with the unique Zulu heritage tourism as LED directive that is mandated by the Constitution and multi-cultural sense of place of KwaDukuza for of the Republic of South Africa Act 108 of 1996 and the all categories of domestic and foreign tourists, so Tourism of Act of 1993. According to Schedule 4 – Section that public private partnerships can deliver local 155(6) (a) and 7, Part B, local government must be organized socio-economic benefits and transformation of the to deliver on the following with respect to tourism: tourism sector, within a sustainable environment’.
KWADUKUZA TOURISM SECTOR VISION to DEVELOP, MARKET and showcase an exceptional level of BEACH TOURISM, unique ZULU HERITAGE and MULTI CULTURAL sense of place of KwaDukuza for all categories of DOMESTIC and FOREIGN tourists, so that we can deliver, local SOCIO-ECONOMIC BENEFITS and TRANSFORMATION of the tourism sector with a SUSTAINABLE ENVIRONMENT. Chapter 6
INSTITUTIONAL STRUCTURING (OMMO)
Development Marketing Transformation Sustainable Environment
LED Zulu Beach Multi Domestic Foreign Tourism Cultural Culture & Tradition Socio-Economic Benefits } } }
PRODUCT DEVELOPMENT MARKETING STRATEGY TRANSFORMATION STRATEGY STRATEGY Sub-strategies: - Branding Sustainable Environment -Cultural & Heritage - Annualised Marketing Plan - Social Tourism - Beach Tourism - Marketing Collateral - Skills Awareness Programme - Adventure, Activities & Events - Trade Shows - Education & Training - SMME Development Plans
STRATEGIC DIRECTION
51 KLM-LED / Tourism Unit
KEY FUNCTIONS & RESPONSIBILITIES
IMPLEMENTATION OF PRODUCT IMPLEMENTATION OF CREATE ENABLING FUNDING DMMO LEGAL TRANSFORMATION / SOCIAL DEVELOPMENT STRATEGY COMMUNICATION STRATEGY ENVIRONMENT Representaon COMPLIANCE TOURISM
Specic Funcons & Responsibili es
Funcons: Funcon: Manage & maintain an Funcons: Funcons: Funcons: Funcons: enabling environment for Identify tourism through the Responsible for opportunities for following funcons: PDI’s to get Responsible for the Communicaon Channels Facilitate support and Provide Ensure local tourism involved in the maintenance & investment for new representaon on establishments, local tourism between: improvements on exisng products & aracons the DMMO Board acvies and tour industry tourism infrastructure, as Provision and operators are legally Provide appropriate well as the development of Naonal & Provincial maintenance of all compliant – such as Skills & Business public tourism areas & new tourism product & Tourism Authories (SAT / registra on with CTO, Management facilities Facilitate access to Job Responsibility: Training to select infrastructure in the public liability KZN DEDT / TKZN) funding for PDI’s & (1) candidates following priori sed Promotion of insurance etc . Tourism Sectors : Tourism Safety SMME Tourism Provide Mentorship Enterprises Ilembe District & Funding Support Maintain & upgrade for PDI’s & Tourism accessibility & Ensure the product SMME’s infrastructure (road, 1. Beach Tourism development strategy rail etc) Provide assistance Provide funding from 2. Cultural KLM Municipality & new tourism / access to funding Heritage Maintain & upgrade Budget to the newly SMME’s comply with sources for PDI’s & instuted KLM – DMMO SMME’s Tourism Bulk Services (water, all environmental, electricity etc) health & safety & Identify and 3. Adventure & DMMO develop tourism Outdoor Job Responsibility: (1) & (2) tourism by-laws products that will 4. Events Job Responsibility: appeal & be
5. Business Primarily (1) affordable to lower Enterprise Ilembe Tourism income tourism Job Respon: (1) markets (supply & 6. Social Tourism demand-side social tourism)
Private & Public Tourism Job Responsibility: (3) Job Responsibility: (1) & (2) Stakeholders
Representative on DMMO Board
6.12. KwaDukuza Tourism Marketing Strategy
Develop a Marketing Plan for KwaDukuza Tourism Sector-Including a Destination Brand.
Objectives: Key Responsibilities: The core objectives for the KwaDukuza DMMO include: The KwaDukuza DMMO is responsible for implementation of #" Development and Consolidation of a strong Tourism the KwaDukuza Marketing Strategy through the preparation Brand for KwaDukuza with the application of this brand of the Marketing Plan. across all marketing channels and visitor experience The key Functions and responsibilities of the Destination #" Marketing (both inward and outward marketing) Management and Marketing Organization include: and promotion of the area as an attractive tourism #" Developing, Finalization and Implementation of the destination branding strategy #" Tourism Market Research and Intelligence #" Developing and Implementing of an Events Plans that is #" Improving communications between private and public in line with existing and potential market demand and sector tourism stakeholders the Product Development Strategy #" Growing local awareness and meaningful participation #" Collaborative marketing with other tourism sector in tourism stakeholders #" Enhancing the visitor experience to encourage repeat #" Undertake market research and intelligence business and positive word-of-mouth referrals #" Influencing investment for the market led product development #" To actively market KwaDukuza tourism sector to create consumer awareness of the destination, grow visitor volumes, and increase the tourism spend and extend the stay-over factor.
52 KwaDukuza Municipality Integrated Development Plan - 2011/16 6.13. Transformation and Social Tourism Strategy
Social Tourism Plan Key Responsibilities: The KwaDukuza Municipality Unit to: Objectives: #" Identify areas within the local municipal area, which To promote transformation and local economic growth would be appropriate for social tourism initiatives within the tourism sector by providing emerging and product development tourists from both within and outside of KwaDukuza #" Develop a project plan for the social tourism enterprises with an affordable destination, and at the same time, / initiatives that could be developed at the identified employment opportunities to local communities (must site(s) be seen as both a market demand and a product driven #" Seek national / provincial funding and private sector initiative). #" support / buy-in to develop the new social tourism The aim is to provide neglected or underdeveloped products and events regions with new opportunities for generating cultural, social and economic benefits. #" Provide tourism products and events that are attractive and affordable to lower-income tourist markets and provided by previously disadvantaged sectors of the population within KwaDukuza. Chapter 6
53 54 KwaDukuza Municipality Integrated Development Plan - 2011/16 55 56 KwaDukuza Municipality Integrated Development Plan - 2011/16 Chapter 6
57 58 KwaDukuza Municipality Integrated Development Plan - 2011/16 6.15. Tourism Product Development Strategy for KwaDukuza
The key objectives of the Tourism Development should endeavor to reflect this multi-cultural influence – for Strategy are: example in the choice of takeaway foods available at cultural #" To co-ordinate and facilitate tourism product events, and promoting a range of festival activities such as development within KwaDukuza Municipality area that Indian dancing or curry competitions, to braai days and Zulu is appropriate, sustainable, market-demand based and weddings or ceremonial celebrations. aligned to KwaDukuza tourism vision; #" To facilitate access to funding for tourism product c. Adventure, Sports and Outdoor activities: development, by KwaDukuza Municipality as well as for KwaDukuza Municipal area already has a wide range of local communities involved in tourism development; activities from animal and crocodile farms, to horse-riding, kayaking, micro lighting, quad-biking, scuba diving, dolphin #" To provide strategic guidance and advice to all relevant / whale watching and hunting outfits. There are seven golf stakeholders on tourism product development issues #" courses in KwaDukuza Municipality’s boundaries alone To ensure that both new and existing tourism product with Prince’s Grant, Zimbali and the planned Blythedale operates in a sustainable environment. KwaDukuza Local Golf course, recognized as some of the best in the country. Municipality must be vigilant in enforcing environmental KwaDukuza Municipality’s activities need to be marketed laws and safeguard the municipality’s natural, scenic heavily (can be done in the brochure, advertising, media and heritage assets against being compromised through releases and on the website), whilst there is potential to inappropriate development. upgrade existing activities and further develop a range of new and exciting adventure, sport and outdoor activities This should be done through: within the area. #" A Biodiversity Conservation Strategy for KwaDukuza d. Events: KwaDukuza Municipality is already on the Municipality; map due to some high-profile events such as the Mr. Price #" Tourism Policy which incorporates regulations on Pro Surfing Competition and the Easter/ December Beach tourism development that adheres to relevant spatial festivals. KwaDukuza Municipality hosts a number of and environmental planning legislation events but there is certainly potential for the calendar to be #" Establishing good linkages with conservation bodies. expanded to include more cultural, arts and sports events. Social tourism events, which are affordable and of interest to lower-income, primarily local markets, should be included in the events calendar. Historically lean visitor periods could 6.15.1. The prioritized tourism product be boosted through cultural, arts, culinary and sports events, development categories for KwaDukuza where the event itself becomes the reason for visiting the Municipality: area outside of the traditional peak holiday periods. Events which are generally publicized and marketed a. Beach tourism: KwaDukuza Beaches are considered widely really help to raise the profile of an area. to be the primary attraction for visitation in the area. This attraction requires maintenance, facility upgrades, improved accessibility, environmental protection and proper e. Business tourism: The new King Shaka management given its significance to local economic International Airport located at La Mercy (just outside growth. It is recommended that the KLM Tourism Unit of KwaDukuza Municipal’s boundary) presents a Chapter 6 work very closely with environment, public works and other significant opportunity to attract more business departments overseeing the Beach Zone Plan. Preserving and tourists. KwaDukuza Municipality could become an attractive and/or improving the environmental quality of the beaches area to hold business meetings, conferences or events, as (attaining blue flag status), as well as appropriate facility its main town, Ballito, is not only closer to the airport than upgrades (such as more parking for popular beaches, public Durban but it is also against the main flow of traffic on the toilets and food and drink facilities) – should be prioritized N2 which is southbound into Durban (from the people who in the product development strategy if the area is to sustain live out in Umhlanga and Mount Edgecombe and travel to and grow a positive reputation amongst its visitors as an work in Durban each day). KwaDukuza Municipality needs exceptional beach destination. The new location of Durban’s to encourage those tourism establishments with the capacity international airport at La Mercy also has the potential to and facilities to accommodate business tourists (such as draw fly-in tourists that would normally have visited the large rooms that could host boardroom meetings or small South Coast, to now holiday on the North Coast. conferences) to upgrade or align their facilities (such as quality data projectors, offering business lunches and airport b. Cultural Heritage tourism: KwaDukuza Municipality transfers) to levels that would rival established business has a rich and unique Zulu cultural heritage which has venues in other locations, most notably Durban. It is not, been identified as a primary attraction for both foreign however, suggested that KwaDukuza Municipality compete and domestic markets. KwaDukuza Municipality offers a with the Durban International Convention Centre, but rather wide range of historical and cultural sites, most notably, be complimentary to it, with the objective of increasing the the birth and death place of the fearsome King Shaka, and sale of bed-nights in the area. If KwaDukuza Municipality the grave site of liberation leader, Chief Albert Luthuli. It is could establish a critical mass of business-friendly venues recommended that the King Shaka Route be revived with and establishments, it could market itself more aggressively greater emphasis on the importance of presentation and as a business destination. Receiving more business tourists preserving the rich cultural background of both King Shaka would significantly help to increase week night occupancy in and the Luthuli legacies. Amafa should be contacted to assist the local B&Bs, guesthouses and hotels, and boost tourism with reviving this route. The area has a strong multi-cultural revenue during the leaner, non-seasonal periods. This would feel in that it has a large Indian and European influence. help tourism businesses to keep on top of their fixed monthly The marketing and cultural heritage products and events overheads during non-seasonal periods. developed around showcasing the area’s cultural heritage
59 60 Sustainable Infrastructure Development
61 Chapter 7 Sustainable Infrastructure Development 7.1. KwaDukuza Basic Infrastructure Development Programme
Infrastructure development programme is one of the key plan and the community have raised the lack of space for drivers that will be used to realize KwaDukuza Vision 2030. graveyards within the Municipality as a priority. KwaDukuza KwaDukuza Municipality wants to ensure that there is an Municipality has identified a need to develop a Cemetery optimal provision of basic service and infrastructure delivery Master Plan. within the area of KwaDukuza. It is the aim of KwaDukuza Municipality to ensure that this delivery happens in a 7.4. Waste Disposal Sites sustainable manner, in line with KwaDukuza long term vision. KwaDukuza has recently closed down the Garden refuse This long term vision calls for all the internal departments facility at Shakaville that used to dispose 720 tons of waste of KwaDukuza Municipality to adhere to the principles of monthly. The Dolphin Coats Waste Management operates sustainable development as called for by Natural Environment a transfer station at Dolphin Coast that handles all of the Management Act (NEMA). The primary components for waste from Stanger and Ballito and a new regional disposal KwaDukuza infrastructure development programme are site has been established in the New Guilderland area. electricity, roads and transportation services, water supply and distribution, and sanitation— wastewater collection and 7.5 Water Provision removal, solid waste collection and removal and cemeteries. To achieve this programme, KwaDukuza Municipality intends KwaDukuza experiences water disruptions on a regular basis. to: There is a huge disparity in provision of services. There is also a major service backlog and a lack of maintenance of #" Link infrastructure development with economic existing infrastructure. Water infrastructure is a top priority growth initiatives. in KwaDukuza Local Municipality with only half of the #" Link infrastructure finance with financial market population having access to water; reliance on ground water development. can lead to health impacts amongst the more vulnerable #" Develop models and mechanisms for financing sections of the population, where ground water has become infrastructure. polluted through poor land use and/or burials near water #" Use infrastructure development to create decent courses. There is severe water shortage in the area which is job opportunities. exacerbated by new development applications. UMngeni water, KwaDukuza and iLembe cannot meet the current 7.2. KwaDukuza Basic Service and Infra water requirements of existing users. The water shortage needs to be addressed at a strategic level and various bulk structure Backlogs water options are being considered including desalination The strategic location of KwaDukuza along the north treatment plants, ways of reducing inefficiencies, waste and coastline is attracting property development investment water loss need to be investigated. to KwaDukuza. That, coupled with fact that there has not been much attention to the maintenance of the existing 7.6. Sanitation infrastructure, the fact that KwaDukuza Municipality is still KwaDukuza Municipality experiences huge disparity in grappling with ageing infrastructure, the demands put by provision of sanitation is concerned. It also experiences major the fact that KwaDukuza is growing as a City, has caused service backlogs. Approximately 59% of households have KwaDukuza to fall behind in terms of the provision of new access to a basic level of formal sanitation service; however and much needed infrastructure. Compared to neighbouring 13% do not have any formal form of sanitation whilst municipalities, the area of KwaDukuza provides better 28% uses pit latrines. This could result in ground water opportunities for creation of both short term and long term contamination and could consequentially be detrimental to employment opportunities. This has resulted to the growing human health. number of informal settlements which has a direct impact to service delivery backlogs. There is a lack of maintenance of existing infrastructure. 7.3. Cemeteries Infrastructure is often poorly sited and has the potential to impact on the environment when it is not operating properly. There are seven municipal cemeteries located within the There is one major sewer treatment works at KwaDukuza KwaDukuza municipality in addition to a privately owned that pumps sewerage from other smaller sewer pumps across cemetery. KwaDukuza still experiences informal and illegal the Municipality. There is no bulk Municipal waterborne burials in certain communities. Incorrectly sited graveyards sewerage reticulation system available in areas including and informal burials have the potential to impact on human Blythedale and surrounds Septic tank systems are used in health and security is a source of concern. Burial sites for many areas for disposal of liquid waste. Due to extensive family members next to the homesteads are considered housing developments especially along the coast treatment common in rural areas which gives a clear indication for the works requires upgrading, however the ILembe Municipality need for new cemetery sites in the District. The district has have indicated that they are not currently in a position to appointed consultants to undertake a district wide cemetery provide a bulk service supply to upcoming developments.
62 KwaDukuza Municipality Integrated Development Plan - 2011/16 7.6.1. KwaDukuza Basic Infrastructure Development Programme
BUDGET Focus Area PROJECTS 2011/2012 2012/2013 2013/2014 Water Backlog Sans Sauci & Bulwer Farm R 7,500,000 0 0 Eradication Nyathikazi Extension R 5,000,000 0 0 Ngcebo-(KwaDukuza, Ndwedwe, R 25,000,000 R 25,000,000 R 25,000,000 Maphumulo) Pipeline R5,000,000 0 0 Other Capital Projects (Internal Reticu- R 15,000,000 R 20,000,000 R 30,000,000 lation) Bulk Water Schemes Lower Thukela Regional Bulk Water R 221,258,141 R 209,000,000 R 262,900,000 Scheme Water Desalination Plant R 50,000,000 R 75,000,000 R 100,000,000 Bulk Sanitation Refurbishment of Wastewater works R 15,000,000 R 10,000,000 R 15,000,000 Schemes Melville Sewer Package Plant R 7,500,000 R 7,500,000 Driefontein Sewer Package Plant R 5,000,000 0 Mdlebeni Sewer Package Plant R 5,000,000 0 (All Lm’s) Other Capital Projects (Internal Reticu- R 7,500,000 R 7,500,000 R 7,500,000 lation) Siza - Water Capex Upgrade of existing network from AC R650,000 0 0 Projects to uPVC-Seaview Dr. Tinley Manor Palisade Fence at Shakashead Reser- R120,000 0 0 voir Upgrade of existing network from AC R500,000 0 0 to uPVC- Main Road Shakaskraal Upgrade of existing network from AC R600,000 0 0 to uPVC - Ocean View Dr. Tinley Manor Palisade Fence at Chakas Rock Reser- R130,000 0 0 voir - Chakas Rock Upgrade of existing network from AC to uPVC - Dolphin Crescent. Chakas 0 R300,000 0 Rock Upgrade of existing network from AC 0 0 R350,000 to uPVC - Knox Rd. Salt Rock RDP Pilot Project - Shakas Head/Nko- R625,000 0 0 bongo Raise and replace Water Meters R75,000 R75,000 R75,000 RDP Pilot Project - Shakas Head/Nko- R500,000 0 0 bongo Installation of Gravity Sewer Main - R550,000 0 0 Salt Rock Installation of Gravity Sewer Main - 0 R650,000 0 Sheffield Beach Installation of Gravity Sewer Main - 0 0 R750,000 Tinley manor Gensets at SPS’s R300,000 R650,000 R300,000
63 7.7. Roads & Storm Water Management KwaDukuza Municipality approved its Roads & Storm Water Master Plan in November 2010. The critical areas identified in the Master Plan are maintenance of 449 kilometers of roads and construction of new roads. It must be noted that there is approximately 20kilometres of road which came about after a new ward (Ward 27) was incorporated into KwaDukuza Municipality from Ndwedwe Municipality. The Master Plan has determined that an estimated amount of R58 million is required in the new financial year in order to undertake the following:
#" Road maintenance #" Road upgrades #" Diversion of storm water channels from houses #" Construction of new storm water channels #" Construction of mid block storm water channels #" Upgrade to gravel roads which include construction, regravelling, shaping and cutting of existing roads and preparation for tarring, subject to the availability of MIG roads.
It is estimated that over a five-year period this will require about R825 million to undertake this kind of work in the current configuration of KwaDukuza Municipal boundaries. In general, the condition of these roads is summarized in the table below:
Condition Rating % 1-Good 50 2-Medium 22 3-Poor 20 4-Bad/Very Bad 8 Total 100
It can be deduced from the table above that approximately 70% of the roads located within KwaDukuza Municipality are within good to medium condition category and 28% in the poor to very bad range. This indicate that, there is still a lot that needs to be done in order to meet the standards of developed countries where according to World Bank criteria only 5-10% should fall in the poor to very bad conditions.
64 KwaDukuza Municipality Integrated Development Plan - 2011/16 KwaDukuza Municipality: Roads and Stormwater Master Projects
ESTIMATED COST DESCRIPTION 5 YEAR YR-2010/11 YR-2011/12 YR-2012/13 YR-2014/15 YR-2015/16 TOTAL DELIVERABLE 1: CRITICAL ITEMS Ward 1 - Ohlanga, Sokesimbone & R1,820,000 R660,00 R570,000 R590,000 R 0 R 0 Sakhamkhanya Ward 2 - Darnall, Nonoti, Mouth & R11,400,000 R5,440,000 R3,390,000 R1,230,000 R650,000 R690,000 Zinkwazi Ward 3 - Nyathikazi & Sakhamkh- R4,430,000 R 0 R 0 R4,110,000 R320,000 R 0 anya Ward 4 - Driefontein, Ballito Busi- R2,700,000 R 0 R2,500,000 R 0 R 0 R 0 ness Park WARD 5- Tinley Manor, UMhlali, R2,870,000 R1,640,000 R600,000 R470,000 R160,000 R 0 Foxhill, Mount Richmore Ward 6 - Ballito, Salt Rock, Chaka’s, R54,250,000 R16,390,000 R9,220,000 R4,350,000 R20,260,000 R4,030,000 Sheffield Beach WARD 7 - Shakaskraal, Etete R 0 R 0 R 0 R 0 R 0 R 0 Ward 8 - Shakaskraal, Nkobongo, R3,170,000 R250,000 R1,430,000 R1,490,000 R 0 R 0 Shayamoya Ward 9 - Callrup East, Mnyundwini R 0 R 0 R 0 R 0 R 0 R 0 Ward 10 - Aldinville, Charlottedale, R1,860,000 R 0 R90,000 R,390,000 R180,000 R200,000 Grout Ext. 4 Ward 11 - Priority 1, Njekane, R3,020,000 R 0 R150,000 R1,380,000 R1,490,000 R 0 Grout Ext.4, Chris Hani Ward 12 - Dube Village, Ethafeni, R4,720,000 R690,000 R1,760,000 R980,000 R1,290,000 R 0 Blythedale Beach, Nonoti Ward 13 - Glenhills, Lot 14, Rocky R2,890,000 R2,090,000 R410,000 R380,000 R100,000 R 0 Park Ward 14 - Melville, Priority 1 R7,570,000 R 0 R940,000 R5,390,000 R1,240,000 R 0 Ward 15 - Ntshawini, Gledhow R12,250,000 R 0 R1,830,000 R5,120,000 R5,300,000 R 0 Ward 16 - Stanger Heights, Stanger Manor, Highridge & Moolla Indus- R25,270,000 R4,050,000 R7,580,000 R6,540,000 R4,250,000 R2,850,000 trial Park Ward 17 - Stanger Manor, Mbo- R12,750,000 R3,440,000 R5,550,000 R3,310,000 R450,000 R 0 zamo & Lindelani Ward 18 - Mbozamo, Ext. 36, R4,930,000 R1,000,000 R2,900,000 R670,000 R360,000 R 0 Shakaville Ward 19 - Stanger Central, Rocky R35,100,000 R17,000,000 R6,810,000 R4,540,000 R4,870,000 R1,540,000 Park & Thornhill WARD 20 - Etete R490,000 R170,000 R110,000 R210,000 R 0 R 0 R191,580,000 R53,020,000 R43,430,000 R44,650,000 R40,920,000 R9,310,000 DELIVERABLE 2: GENERAL MAINTENANCE Ward 1 - Ohlanga, Sokesimbone & R2,250,000 R470,000 R360,000 R400,000 R570,000 R450,000 Sakhamkhanya Ward 2 - Darnall, Nonoti, Mouth & R9,460,000 R1,820,000 R1,590,000 R1,750,000 R2,290,000 R2,010,000 Zinkwazi Ward 3 - Nyathikazi & Sakhamkh- R2,220,000 R420,000 R380,000 R410,000 R530,000 R480,000 anya Ward 4 - Driefontein, Ballito Busi- R3,410,000 R640,000 R580,000 R630,000 R820,000 R740,000 ness Park WARD 5- Tinley Manor, Umhlali, R2,270,000 R430,000 R390,000 R420,000 R540,000 R490,000 Foxhill, Mount Richmore Ward 6 - Ballito, Salt Rock, Chaka’s, R11,900,000 R2,230,000 R2,050,000 R2,240,000 R2,800,000 R2,580,000 Sheffield Beach WARD 7 - Shakaskraal, Etete R 0 R 0 R 0 R 0 R 0 R 0 Ward 8 - Shakaskraal, Nkobongo, R4, 980,000 R1,010,000 R790,000 R880,000 R1,280,000 R1,020,000 Shayamoya
65 Ward 9 - Callrup East, Mnyundwini R1,700,000 R330,000 R280,000 R310,000 R420,000 R360,000 Ward 10 - Aldinville, Charlottedale, R3,920,000 R740,000 R670,000 R740,000 R930,000 R840,000 Grout Ext. 4 Ward 11 - Priority 1, Njekane, R1,590,000 R310,000 R260,000 R290,000 R400,000 R330,000 Grout Ext.4, Chris Hani Ward 12 - Dube Village, Ethafeni, R6,100,000 R1,160,000 R1,040,000 R1,130,000 R1,460,000 R1,310,000 Blythedale Beach, Nonoti Ward 13 - Glenhills, Lot 14, Rocky R4,750,000 R910,000 R810,000 R880,000 R1,130,000 R1,020,000 Park Ward 14 - Melville, Priority 1 R3,120,000 R580,000 R540,000 R580,000 R740,000 R680,000 Ward 15 - Ntshawini, Gledhow R5940,000 R1,120,000 R1,020,000 R1,110,000 R1,420,000 R1,270,000 Ward 16 - Stanger Heights, Stanger Manor, Highridge & Moolla Indus- R6,520,000 R1,250,000 R1,110,000 R1,210,000 R1,550,000 R1,400,000 trial Park Ward 17 - Stanger Manor, Mbo- R6,000,000 R1,130,000 R1,020,000 R1,120,000 R1,440,000 R1,290,000 zamo & Lindelani Ward 18 - Mbozamo, Ext. 36, R3,930,000 R740,000 R670,000 R740,000 R930,000 R850,000 Shakaville Ward 19 - Stanger Central, Rocky R7,890,000 R1,500,000 R1,330,000 R1,480,000 R1,890,000 R1,690,000 Park & Thornhill WARD 20 - Etete R6,820,000 R1,300,000 R1,160,000 R1,270,000 R1,630,000 R1,460,000 R94,770,000 R18,090,000 R16,050,000 R17,590,000 R22,770,000 R20,270,000 8DAVYD@#0AD"c"&"de"'DJ"C#+Df"+@LIDC?E"&"V?DFE"V8D'?V6VD8"V'"?@#66VC"E?X8VDE"#'8"FDD?V'gE"JV?h"?hD"CLFFX'V?i Ward 1 - Ohlanga, Sokesimbone & R47,584,000 R1,950,000 R10,514,000 R13, Sakhamkhanya Ward 2 - Darnall, Nonoti, Mouth & R11,510,000 R540,000 R5,560,000 R1,820,000 R2,770,000 R820,000 Zinkwazi Ward 3 - Nyathikazi & Sakhamkh- R45,820,000 R50,000 R6,640,000 R7,990,000 R15,200,000 R15,940,000 anya Ward 4 - Driefontein, Ballito Busi- R123,260,000 R117,670,000 R190,000 R630,000 R4,770,000 R 0 ness Park WARD 5- Tinley Manor, Umhlali, R30,400,000 R160,000 R30,200,000 R40,000 R 0 R 0 Foxhill, Mount Richmore Ward 6 - Ballito, Salt Rock, Chaka’s, R2,810,000 R2,160,000 R 0 R650,000 R 0 R 0 Sheffield Beach WARD 7 - Shakaskraal, Etete R81,660,000 R 0 R 0 R6,300,000 R4,450,000 R70,820,000 Ward 8 - Shakaskraal, Nkobongo, R6,330,000 R1,320,000 R710,000 R1,820,000 R2,290,000 R190,000 Shayamoya Ward 9 - Callrup East, Mnyundwini R11,890,000 R 0 R10,590,000 R120,000 R 0 R1,180,000 Ward 10 - Aldinville, Charlottedale, R13,260,000 R190,000 R3,580,000 R4,000,000 R1,600,000 R3,830,000 Grout Ext. 4 Ward 11 - Priority 1, Njekane, R28,570,000 R640,000 R11,810,000 R5,840,000 R250,000 R10,050,000 Grout Ext.4, Chris Hani Ward 12 - Dube Village, Ethafeni, R22,970,000 R780,000 R7,740,000 R9,020,000 R1,030,000 R4,410,000 Blythedale Beach, Nonoti Ward 13 - Glenhills, Lot 14, Rocky R13,030,000 R70,000 R130,000 R4,140,000 R4,120,000 R4,570,000 Park Ward 14 - Melville, Priority 1 R9,150,000 R20,000 R3,614,000 R564,000 R4,864,000 R90,000 Ward 15 - Ntshawini, Gledhow R4,610,000 R20,000 R3,500,000 R180,000 R740,000 R170,000 Ward 16 - Stanger Heights, Stanger Manor, Highridge & Moolla Indus- R80,000 R40,000 R 0 R 0 R 0 R 0 trial Park Ward 17 - Stanger Manor, Mbo- R8,300,000 R1,890,000 R120,000 R170,000 R6,070,000 R50,000 zamo & Lindelani Ward 18 - Mbozamo, Ext. 36, R4,130,000 R1,850,000 R960,000 R1,080,000 R120,000 R120,000 Shakaville Ward 19 - Stanger Central, Rocky R68,520,000 R30,000,000 R33,210,000 R3,360,000 R2,050,000 R 0 Park & Thornhill WARD 20 - Etete R5,170,000 R700,000 R865,000 R1,325,000 R1,465,000 R815,000 R539,154,000 R160,050,000 R129,933,000 R62,509,000 R62,779,000 R123,875,000
66 KwaDukuza Municipality Integrated Development Plan - 2011/16 Description 5 YEAR TOTAL YR-2010/11 YR-2011/12 YR-2012/13 YR-2014/15 YR-2015/16 Deliverable 1: Critical Items R191,580,000 R53,020,000 R43,340,000 R44,650,000 R40,920,000 R9,310,000 Deliverable 2: General Maintenance R94,770,000 R18,090,000 R16,050,000 R17,590,000 R22,770,000 R20,270,000 Deliverable 3 & 4: New Capex Projects & Items Identified In Traffic R539,154,000 R160,050000 R129,933,000 R62,509,000 R62,779,000 R123,875,000 Studies Total Forward R825,504,000 R231,160,000 R189,323,000 R124,749,000 R126,469,000 R153,455,000 Ward 27: Critical R2,870,000 R1,640,000 R600,000 R470,000 R16,000 R 0 Maintenance R1,590,000 R310,000 R270,000 R300,000 R380,000 R330,000 New Capex TOTAL R11,110,000 R2,530,000 R1,180,000 R1,230,000 R2,340,000 R3,830,000 7.8. Electricity The KwaDukuza municipality’s predominant source of MVA capacities will provide sufficient bulk supply energy for lighting is electricity followed by candles. It must capacity leading to the medium term to provide for be noted that the existing bulk electricity supply in the the degree of firmness of supply required as well area is limited. KwaDukuza Municipality has encountered as enable a host of alternative network switching challenges with regard to its power supply. The situation configurations to satisfy contingency options under has led to total dissatisfaction in terms of the quality fault and load transfer conditions. of service and quality of supply. In many instances these #" Introduction of the third transformer will increase interruptions have been caused by cable theft, overload the capacity to 20 MVA firm and 30 MVA infirm. This situations and nuisance tripping. It must also be noted that will address the infirm state of supply during peak KwaDukuza has experienced growth over the past few years season. However the remaining spare capacity will which has increased the demand for supply imposed on the not be beneficial to relieving overloaded distribution existing electricity networks considerably. It must further be networks to the South in the Salt Rock, Sheffield noted that the infrastructure is aging and cannot meet the Beach areas. demands of this phenomenal growth. The situation demands that the Municipality must upgrade its networks in order #" It has been identified from the Energy Master Plan/ to stabilize and improve the quality and firmness of supply. Network Planning exercise that it will be of far greater The upgrades which will be undertaken are in line with the benefit from a cost and technical perspective for findings of the Energy Master Plan Network Study conducted KwaDukuza Municipality to establish the proposed by NET GROUP. Responding to the infrastructure challenges New Sheffield 33/11 kV substation which is central identified in the Master Plan, the Municipality will undertake to the emerging growth node. Upon establishment the following upgrades: of Sheffield substation it shall be possible to transfer at least 5mva of existing load from Shakas Rock #" For the Southern network KwaDukuza Municipality substation over to the new Sheffield substation which will upgrade the Shakaskraal/Hilltop/Business Park 33 will also reinstate the firm 10 MVA capability at kV Overhead line and associated network equipment Shakas Rock substation during peak season and also from 19MVA capacity to 30MVA capacity. This will release load off the Shakaskraal, Hilltop, and Imbonini enable the Ballito and surrounding areas load to 33 kV circuit. be transferred over to the Shakaskraal substation via the Hilltop/Imbonini/Chakasrock supply circuit , when #" To fully utilize the available capacity and relieve load overload conditions prevail due to cable theft and/ from Shakas Rock substation as well as reinforce or storm damage occurring causing a loss of supply supply to the far end of Sheffield Beach will also from the Driefontein feeder or Collisheen feeders each necessitate the installation of a suitably rated respectively. Upgrading of this network together with dedicated 11 kV feeder cable to connect between
the installation of a 33 kV Circuit Breaker and protection Sheffield Substation and Villa Royale Switch room at Chapter 7 unit will cost Council about R8, 970,000. The cost is an estimated cost of R6 800 000. catered for in the current financial year. #" The benefit to be derived from interconnecting the #" There is a need for KwaDukuza Municipality to secure two firm 10 MVA substations will be the capability of a firm 30 MVA capacity (Premium Supply) from ESKOM transferring network load between major sub stations via the ESKOM Driefontein substation from which under emergency conditions thus allowing for a EThekwini Metro will shortly cease to take supply. The greater security of supply. The estimated cost for this implementation of this initiative is solely dependent project is R65, 760, 640. on KwaDukuza Municipality obtaining the existing overhead line servitude rights from eThekwini in order to #" KwaDukuza Municipality has also resolved to establish be able to transmit supply from Driefontein Sub Station the new ESKOM/KDM intake substation to be known into Council’s supply area to connect into the proposed as Dukuza 132/33 kV substation within the next two NEW 33/11 kV substation which is to be constructed to three years to cater for the future load growth. adjacent to the proposed new ESKOM 132/33 kV The estimated cost for this substation, together with DUKUZA substation to be established in the vicinity of its 2x10 MVA transformers and associated voltage Compensation Station. The availability of this firm 30 regulation and ancillary equipment, is R57, 100,000.
67 #" The assessment of the infrastructure has determined must be constructed in the Groutville/Priority One area as a that the age and condition of the majority of DC- high priority. The estimated cost for the construction of the Battery Charges and Batteries installed at major new Groutville/Priority One substation is R14, 500,000. substations and switch rooms now poses a great risk The current Budget makes provision for R11, 730,000 in to the correct functioning of equipment protective this regard. devices. The DC-supply is used to energize the protection relays and control the tripping/ closing #" To release excessive load on 11 kV overhead lines/ feeders, coils on all the 33 and 11 kV breakers. supplied from Glenhills substation, it has been identified that as an interim measure, until such time that the new #" There is a need for calibration of all 33 and 11 kV Groutville/Priority One 33/11 kV substation has been breakers protection relays. The phenomenal growth established, the 33 kV overhead line feeder between that KwaDukuza Municipality has experienced over Shakaskraal substation and Stanger Point of Supply, be the past three years has caused overload situations changed over from 33 kV supply to 11 kV supply and that on various 33KV feeders. The said conditions have the said overhead line be connected via 11 kV cables into caused ESKOM supply/protection relays to operate the Groutville/Priority One Switching Station. and caused the ESKOM supply to trip. On many occasions faults have passed through Council’s #" This network upgrade will provide for greater security of protective devices with resultant fault trip on ESKOM supply to the Priority One area and will also serve as a supply side. limited back up supply to Glenhills substation in the event of a transformer failure. #" Customer growth within the Northern network requires the Municipality to upgrade the 33 kV network between ESKOM/Stanger point of supply #" In the event of failure at Glenhills substation this and Glenhills substation, from 19 MVA to 30MVA interconnector 11 kV supply will also provide an alternate current carrying capacity. This upgrade is essential so supply source to the uMvoti Water Works. Council has as to provide an alternate 33 kV supply source to the made provision for this process of down rating the 33 Lavoipierre substation, via the ring circuit connecting kV to 11 KV and allocated R400, 000 in its 2010/2011 through Industrial Area substation back to Glenhills Adjustment Budget. substation. #" To release excessive load on the existing 11 kV feeder #" In the event the cables between Point of Supply cables, supplied from Lavoipierre Substation, the Network Intake substation and Lavoipierre substation fail the Master Study confirms that new 11 kV Switching existing Oak conductor (19 MVA) connected between Stations (Nodal Switch Room), require to be established/ Glenhills and ESKOM Point of Supply Intake substation constructed, within the KwaDukuza CBD area, Saunders is not sufficiently rated to carry the transferred load. It street Reservoir and Hesto Harnesses areas. It is proposed is therefore essential that this conductor be upgraded to ultimately interconnect the CBD Switch room via to Poplar conductor (30 MVA) capacity. This will cost Saunders Street switch room with Glenhills substation. Council an estimated amount of R 1,760,000
#" In order to release excessive load on 11 kV overhead lines/ feeders supplied from Glenhills substation, it has been established that a new 33/11 kV substation
68 KwaDukuza Municipality Integrated Development Plan - 2011/16 Upgrade of Lt Mains in the Northern and Southern Sections
IDP DESCRIPTION 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Ballito - Ashley/Minerva/Townsend 6 ELS/2010/37 R307,018 Roads(Phase 3) Sheffield- Summit Road(ABC Bundle) 22 R139,474 Phase 2 5 & 18 Shakaville Kiosks R 35,088 R 37,193 R 39,425 8/22/23 Shakaskraal - Upgrade LV Kiosks R 35,088 R 37,193 R 39,425
13/26 ELS/2010/34 Upgrade Low Tensions Mains( North) R122,807 R 96,491 R100,877 5/17/18 ELS/2010/35 Shakaville / Lindelani / Mbozambo
Upgrade of MV Networks in the Northern and Southern Sections
WARD IDP DESCRIPTION Future Budgets 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Kearsney/Dendethu Feeder 1/13/17/26/27 ELS/2010/39 R 292,398 R 309,942 R 328,538 R 348,250 R 369,145 (Phase 2) New Guilderland Line - 3 ELS/2010/40 R 292,105 R 309,632 R 328,209 R 347,902 R 368,776 Overhead (Phase 3) 11 & 12 & 15 ELS/2010/43 Groutville Feeders (Phase 3) R 292,398 R 309,942 R 328,538 R 348,250 R 369,145 Blythedale Beach Recon- 11 ELS/2010/44 struct Old Feeder OHL R 292,398 R 309,942 R 328,538 R 348,250 R 369,145 (Phase 2) 13 & 26 ELS/2010/45 Tredals Lot 16 Line(Phase 2) R 291,228 R 0 R 0 R 0 Doesberg / Lindelani 3/5/16/18 ELS/2010/46 R 291,930 R 309,446 R 328,012 R 347,693 R 368,555 Feeder (Phase 2) Upgrade of MV Networks in the 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Northern Section Kearsney/Dendethu Feeder 1/13/17/26/27 ELS/2010/39 R 391,294 R 414,772 R 439,658 R 466,037 R 494,000 (Phase 2) New Guilderland Line - 3 ELS/2010/40 R 390,903 R 414,357 R 439,218 R 465,571 R 493,506 Overhead (Phase 3) 11 & 12 & 15 ELS/2010/43 Groutville Feeders (Phase 3) Doesberg / Lindelani 3/5/16/18 ELS/2010/46 R 390,668 R 414,108 R 438,955 R 465,292 R 493,209 Feeder (Phase 2) 1 x 500kVA Mini Substation 16 ELS/2010/47 (King Shaka Street) Upgrade 11kV Cable 16 ELS/2010/47 (95mm sq) Hillcrest / Col- lege Rd Upgrade of MV Networks in the 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Northern Section Kearsney/Dendethu Feeder 1/13/17/26/27 ELS/2010/39 R 523,640 R 555,058 R 588,362 R 623,663 R 661,083 (Phase 2) New Guilderland Line - 3 ELS/2010/40 R 523,116 R 554,503 Overhead (Phase 3)
69 Upgrade of MV Networks in the Southern Section (2011/2012 – 2015/2016)
WARD IDP DESCRIPTION Future Budgets 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Mains Upgrading Salt Rock 6 & 22 ELS/2010/48 R 169,600 (Main Road) Phase 2 Cranbrook - Reconstruct 22 ELS/2010/50 R 185,965 R 197,123 R 208,950 R 221,487 R 234,776 11KV- OHL(Phase2) Tinley Manor Feeder-11k 11 & 22 ELS/2010/51B R 386,807 R 410,015 R 434,616 R 460,693 R 488,335 OHL (Phase 3) Upgrade 5 MVA Transform- 21 ELS/2010/51C R 84,800 er (33/11kV) Hilltop Sub ALL ELS/2010/51A Upgrade 3 x 11KV NER R 42,400 Replace stolen 185mm 4/21/22 sq PILC cable (Imbonini / R 368,555 Manor Mews) Shakaskraal Inland (Gesla 7 / Simpoya / Rainfarm) - R 263,158 Reconstruct 11kV Feeder Compensation - (Wise / 21/22 R 219,298 I(%41/_"\\GY"6**4*% Upgrade of MV Networks in the 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Southern Section Mains Upgrading Salt Rock 6 & 22 ELS/2010/48 (Main Road) Phase 2 Cranbrook - Reconstruct 22 ELS/2010/50 R 248,863 R 263,795 R 279,622 R 296,400 R 314,184 11KV- OHL(Phase2) Tinley Manor Feeder-11k 11 & 22 ELS/2010/51B R 517,635 R 548,693 R 581,615 R 616,512 R 653,502 OHL (Phase 3) Compensation - (Wise / 21/22 I(%41/_"\\GY"6**4*% Upgrade of MV Networks in the 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Southern Section Mains Upgrading Salt Rock 6 & 22 ELS/2010/48 (Main Road) Phase 2 Cranbrook - Reconstruct 22 ELS/2010/50 R 333,035 R 353,017 R 374,198 R 396,650 R 420,449 11KV- OHL(Phase2) Tinley Manor Feeder-11k 11 & 22 ELS/2010/51B R 692,712 R 0 R 0 R 0 OHL (Phase 3) Compensation - (Wise / 21/22 I(%41/_"\\GY"6**4*% Upgrade of MV Networks in the 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Southern Section 1 x 500kVA Mini Substation 6 ELS/2010/51 (Wilks Road) Cranbrook - Reconstruct 22 ELS/2010/50 R 445,676 R 472,416 R 500,761 R 530,807 R 562,655 11KV- OHL(Phase2)
70 KwaDukuza Municipality Integrated Development Plan - 2011/16 Upgrade of Substations: Northern and Southern (2011/2012 – 2015/2016)
WARD IDP DESCRIPTION Future Budgets 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 ELS/2010/52 Northern Section Upgrading of ALL ELS/2010/53 Substations, Yards R 371,930 R 394,246 R 417,900 R 442,974 R 469,553 and Chambers Lot 14 Switching 13 Station - Upgrade R 175,439 CT's ELS/2010/54 Southern Section R 617,544 R 394,246 R 417,900 R 442,974 R 469,553 Upgrading of ALL Substations, Yards R 371,930 R 394,246 R 417,900 R 442,974 R 469,553 and Chambers Grading of ALL protection relays (33kV) Replacement of ALL DC (Batteries and Chargers) Shakaskraal - 2 x 7 R 245,614 11kV VT's Upgrade Substations 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Northern and Southern Upgrading of ALL ELS/2010/53 Substations, Yards R 497,726 R 527,590 R 559,245 R 592,800 R 628,368 and Chambers Grading of ALL protection relays (33kV) ELS/2010/54 Southern Section R 497,726 R 527,590 R 559,245 R 592,800 R 628,368 Upgrading of ALL Substations, Yards R 497,726 R 527,590 R 559,245 R 592,800 R 628,368 and Chambers Grading of ALL protection relays (33kV) Upgrade Substations 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Northern and Southern ELS/2010/52 Northern Section R 666,070 R 706,034 R 748,396 R 793,300 R 840,898 Upgrading of ALL ELS/2010/53 Substations, Yards and Chambers Lot 14 Switching 13 Station - Upgrade R 666,070 R 706,034 R 748,396 R 793,300 R 840,898 CT's ELS/2010/54 Southern Section R 666,070 R 706,034 R 748,396 R 793,300 R 840,898 Upgrade Substations 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Northern and Southern ELS/2010/52 Northern Section Upgrading of ALL ELS/2010/53 Substations, Yards R 891,351 R 944,833 R1,001,523 R1,061,614 R1,125,311 and Chambers Grading of ALL protection relays (33kV) ELS/2010/54 Southern Section R 891,351 R 944,833 R1,001,523 R1,061,614 R1,125,311
71 WARD IDP DESCRIPTION Future Budgets
2011/2012 2012/2013 2013/2014 2014/2015 2015/16 Upgrading of ALL Substations, Yards R 891,351 R 944,833 R1,001,523 R1,061,614 R1,125,311 and Chambers Grading of ALL protection relays (33kV) Stanger POS 15 ELS/2010/56 Replace 6 x 33kV Gang Links Lavoipierre 19 ELS/2010/57 Replace 4 x 33kV R 180,000 Gang Links Groutville Priority 1 Substation 24 ELS/2010/59 Expansion New R13,122,500 33/11kV 10MVA S/S KwaDukuza CBD 19 ELS/2010/62 - Switch room and R 7,692,500 feeders KwaDukuza Hesto 19 ELS/2010/64 - Switch room and R10,407,500 feeders Saunders Street 19 ELS/2010/69 11kv Switchroom R 7,692,500 and feeders Glenhills - 19 Upgrade of 33kV R 1,689,600 OHL (Poplar) 7/9/10/15/24/26 Shakaskraal / KwaDukuza Interconnector (Connect 11kV to Priority One) Saunders Street / 19 Glenhills 11kV R 2,715,000 Feeder Cables Sappi - Replace 15 ELS/2010/65 the 2x33kV R 157,895 Breakers Nonoti Mouth Housing Project 11 ELS/2010/66 R 6,823,464 - 11kv 0H Supply line Groutville/Fawsely Substation 26 ELS/2010/67 Operational New R5,821,772 Switchroom and feeders Thembeni 11 kV 10 ELS/2010/68 Switchroom and R5,821,772 feeders Chantilly Siyembezi Substation 3 ELS/2010/58 R3,250,000 Expansion New Switchroom and feeders Sappi - 33kV Switchgear Anti 15 ELS/2010/70 R 500,000 - Corrosion and Silicon Coating Glenhills Lavoipierre - 19 ELS/2010/71 R3,600,000 Replace 33kV Cable [6]
72 KwaDukuza Municipality Integrated Development Plan - 2011/16 WARD IDP DESCRIPTION Future Budgets 2011/2012 2012/2013 2013/2014 2014/2015 2015/16 Gledhow Mill Replace 33kV 15 ELS/2010/72 R 270,000 Gang Links/ Breakers Tugela/Blythedale/ Doornkop Switching Station 11 ELS/2010/73 Contingency R17,000,000 Establish new switching station at Tee off Addington Substation 11 ELS/2010/74 R 7,500,000 Development New 33/11kV S/S Industrial Substation, 16 Upgrade R 521,250 R9,903,750 Transfomers to 2 x 10MVA 33kV Feeder Bay 19 Refit - Lavoipierre R 1,180,009 Substation Gledhow Mill to Lavoipierre - 15 Replace 300m R 663,447 of stolen 95mm Cable Replace 33kV CT's 19 , 2 - Incomer Bay R 87,186 2 – Glenhills Lavoipierre Substation Replace HV 19 R 207,945 Breaker , 1 - Interconnector - Stanger Incomer Shakaskraal Substation 7 R 409,308 R 7,776,845 3rd 10MVA Transformer Tie in Temporary Glenhills/ Industrial Busbar 19 R 56,924 R1,081,550 at Lavoipierre into the 33kV Busbar at Lavoipierre Nonoti 33/11kV, 1 x 10MVA 11 R 949,533 R17,091,589 R 949,533 Substation Establish Nonoti 33kV Turn in lines (2 x 95mm 11 XLPE - 9km) and R1,458,089 R26,245,600 R1,458,089 33kV Feeder Bays at Industrial Industrial Substation 16 R 459,898 R8,738,063 3rd 10MVA Transformer Palm Lakes 33/11kV, 2 x 22 ELS/2010/95 R 1,316,913 R23,704,439 R1,316,913 10MVA Substation Establish Palm Lakes 33kV Turn in lines (2 x 22 R 1,170,513 R21,069,241 R1,170,513 185mm XLPE - 6km)
73 WARD IDP DESCRIPTION Future Budgets 2011/2012 2012/2013 2013/2014 2014/2015 2015/16 Shakaskraal 33kV 7 Feeder Bays for R 168,649 R3,204,334 Palm Lakes Thembeni 33/11kV, 2 x 10 R 1,395,928 R25,126,705 10MVA Substation Establish New Dual Circuit 33kV Poplar OHL 7//09/10 R 401,420 (5km Shakaskraal to Thembeni) Groutville Priority One Substation, 24 Upgrade R 1,096,777 Transfomers to 2 x 20MVA New Dual Circuit 33kV Poplar OHL 15/24/26 (3km Stanger to R 240,852 Groutville Priority One) Glenhills Substation 19 R 487,492 3rd 10MVA Transformer Addington 33kV Turn in lines (2 x 11 & 15 R 1,753,585 185mm XLPE - 8km) Sappi: Replace HV 15 Links , 4 - Sappi 33kV Busbar Bulk Supplies in the Northern 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Section Thembeni 33/11kV, 2 x 10 R 1,395,928 10MVA Substation Establish New Dual Circuit 33kV Poplar OHL 7//09/10 R 7,626,986 (5km Shakaskraal to Thembeni) Groutville Priority One Substation, 24 Upgrade R20,838,760 Transfomers to 2 x 20MVA New Dual Circuit 33kV Poplar OHL 15/24/26 (3km Stanger to R 4,576,192 Groutville Priority One) Glenhills Substation 19 R 9,262,347 3rd 10MVA Transformer Addington 33kV Turn in lines (2 x 11 & 15 R31,564,532 R1,753,585 185mm XLPE - 8km) Stanger POS 33kV 15 Feeder Bays for R 189,494 R3,600,390 Addington
74 KwaDukuza Municipality Integrated Development Plan - 2011/16 WARD IDP DESCRIPTION Future Budgets Tinley Manor 33/11kV, 2 x 11 ELS/2010/100 R 2,061,400 R37,105,203 R2,061,400 20MVA Substation Establish Tinley Manor 33kV Turn in lines (2 x 185mm XLPE - 11 & 22 R 1,096,787 R 19,742,160 R 1,096,787 4km) and 33kV Bays from Palm Lakes Thembeni Substation, 10 Upgrade R1,306,279 R24,819,297 Transfomers to 2 x 20MVA Nonoti 132/33kV, 2 x 40MVA Bulk 11 R 2,169,075 R19,521,676 R19,521,676 R2,169,075 Supply Substation Establish Nonoti 132kV Turn 3 & 11 in lines (Dbl Cct R 1,961,780 R35,312,039 R1,961,780 Kingbird - 11km) Nonoti 33/11kV Substation, 11 Upgrade R1,467,735 Transfomers to 2 x 20MVA Lavoipierre Substation: 19 Replace 33kV Surge Arresters Thembeni 132/11kV, 2 x 10 R 2,528,292 R22,754,629 40MVA Substation Establish Thembeni 132kV Turn in lines (Dbl 10 R 1,001,935 R 9,017,411 cct Kingbird - 5km) Glenhills Substation: 19 Replace 33kV Surge Arresters Bulk Supplies in the Northern 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Section Nonoti 33/11kV Substation, 11 Upgrade R27,886,962 Transfomers to 2 x 20MVA Lavoipierre Substation: 19 R 631,286 Replace 33kV Surge Arresters Thembeni 132/11kV, 2 x 10 R22,754,629 R 2,528,292 40MVA Substation Establish Thembeni 132kV Turn in lines (Dbl 10 R 9,017,411 R 1,001,935 cct Kingbird - 5km) Glenhills Substation: 19 R 401,497 Replace 33kV Surge Arresters
75 WARD IDP DESCRIPTION Future Budgets Sappi: Replace 15 33kV CT's , 3 - R 156,137 Transformers Sappi: Replace 33kV Busbar , 15 R 1,590,445 4 - Sappi 33kV Busbar Palm Lakes Substation, 22 Upgrade R 1,649,147 R 31,333,791 Transfomers to 2 x 20MVA Upgrade Groutville Priority One 24 Substation to R 2,840,789 R 25,567,101 R 25,567,101 R 2,840,789 132/11kV 2 x 40MVA Groutville 132kV Turn in lines (Dbl 15/24/26 R 675,464 R 6,079,178 R 6,079,178 R 675,464 cct Kingbird - 3km) Sappi Substation: 15 Replace 33kV Surge Arresters Stanger 33/11kV 15 2 x 10MVA R 2,649,888 Establish Industrial Substation: 16 Replace 33kV Surge Arresters Bulk Supplies in the Northern 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Section Sappi Substation: 15 Replace 33kV R 337,924 Surge Arresters Stanger 33/11kV 15 2 x 10MVA R47,697,988 R 2,649,888 Establish Industrial Substation: 16 R 537,294 Replace 33kV Surge Arresters Sappi: Replace 15 Substation Yard , R 782,057 Substation Yard Sappi: Replace Substation 15 R 16,843 Buildings , Land & Buildings Sappi: Replace 15 Tap Changer , 3 - R 120,292 R 2,285,550 Transformers Sappi: Replace 15 Transformer , 5 - R 454,787 R 8,640,945 Transformer Bay 1 Sappi: Replace 15 Transformer , 6 - R 454,787 R 8,640,945 Transformer Bay 2 Industrial Substation: 16 Replace 33kV R 110,742 CT's, 4 - Transformers
76 KwaDukuza Municipality Integrated Development Plan - 2011/16 WARD IDP DESCRIPTION Future Budgets Industrial Substation: Replace 33kV 16 R 112,804 R 2,143,272 Busbar , 3 - Industrial 33kV Bus-Coupler Lavoipierre Substation: 19 R 373,285 Replace 33kV CT's , 5 - Transformers Lavoipierre Substation: Replace 33kV 19 R 126,746 R 2,408,181 Busbar , 3 - Lavoipierre 33kV Busbar Sappi: Replace HV 15 Links , 4 - Sappi R 163,537 33kV Busbar
77 Bulk Supplies in the Northern Section (2011/2012 – 2015/2016)
WARD IDP DESCRIPTION Future Budgets 6.2.1 Southern 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Section Ballito Main 6 ELS/2010/81 -Replace 9x33kV R 219,298 Gang Links Shakasrock - 22 ELS/2010/82 Replace 6x33kV R 307,018 Gang Links Shakaskraal to Hilltop 33kV 4/6/7/8/22/23 ELS/2010/88 R 4,224,000 upgrade (Tender - C) Hilltop - Replace 21 ELS/2010/90 2x33kV Gang R 90,000 Links 33kV Breaker for Shakaskraal/ 7 Chakasrock Feeder Driefontein 22 Single 33KV OHL R 5,430,000 Circuit (20km) Chakas Rock Sub Transformer 22 & Associated Equipment New 10MVA (33/11kV Transformers 22 ELS/2010/92 R 33,716,045 R 7,500,000 and Breakers) Sheffield Substation 33/11kV Dukuza Intake Sub: Yard 22 & Switching R 13,575,000 Station & Injection Relocate MV 6 & 22 Mains P445 Interchange Sheffield Sub / 0-,G"E-99,:"I($/." 7/22/23 Venture (Council Contribution) 11kV Cables from 22 Sheffield Sub to R 6,800,000 Villa Royale S/R Ballito old CBD 6 ELS/2010/77 11KV Switchroom R 9,500,000 and feeders Dukuza - Municipal Transformation 22 ELS/2010/75 R 210,000 - 33/11kV (2 x 10MVA Transformers) Hilltop Ring 21/22 ELS/2010/83 Operational Close R 2,000,000 Hilltop ring Shayamoya 11kv 11 ELS/2010/84 switchroom and R 2,850,000 feeders Ballito Main - 6 ELS/2010/87 Replace 3x33kV R 450,000 Cct. Breakers Driefontein - Refurb old 33kV 22 R 194,489 R 3,695,287 Feeder line (12km)
78 KwaDukuza Municipality Integrated Development Plan - 2011/16 Cartreff Substation Development New 33/11kV 21 ELS/2010/94 R 895,786 R17,019,927 S/S (Move Hilltop to new site - Dependant on Cartreff) Dukuza 132/33kV, 2 x 22 80MVA Bulk R 2,239,145 R 20,152,306 R20,152,306 R2,239,145 Supply Substation Establish Ballito Substation: 6 Replace 33kV Surge Arresters Shakaskraal 132/33kV Bulk Supply 7 ELS/2010/79 Substation, R 2,071,442 upgrade Transformers to 2 x 80MVA Bulk Supplies in the Southern 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Section Ballito Substation: 6 R 360,906 Replace 33kV Surge Arresters Imbonini Substation 3rd 10MVA 22 R 516,741 R 9,818,088 Transformer (Use Transformer from Sheffield?) Sheffield Substation, 22 Upgrade R 1,096,777 R 20,838,760 Transfomers to 2 x 20MVA Shakaskraal 132/33kV Bulk Supply 7 ELS/2010/79 Substation, R 18,642,975 R 18,642,975 R 2,071,442 upgrade Transformers to 2 x 80MVA Dukuza Substation, 22 R 440,320 2nd 10MVA Transformer Cartreff Substation 21 2nd 10MVA Transformer Bulk Supplies in the Southern 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Section Ballito Main 6 ELS/2010/81 -Replace 9x33kV Gang Links Dukuza Substation, 22 R 8,366,089 2nd 10MVA Transformer Cartreff Substation 21 R 494,744 R 9,400,137 2nd 10MVA Transformer Zimbali Substation 22 R 823,607 R15,648,540 3rd 10MVA Transformer
79 Shakaskraal to 7/22/23 Sheffield 3rd R 1,749,988 1 x 95mm Cable UMhlali CBD- 22 ELS/2010/85 Switch room / Feeders Bulk Supplies in the Southern 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Section Ballito Main 6 ELS/2010/81 -Replace 9x33kV Gang Links Shakaskraal to 7/22/23 Sheffield 3rd 1 x R 33,249,777 95mm Cable Shakaskraal Substation: 7 R 929,281 Replace 33kV Surge Arresters Chakas Rock Substation: 22 R 626,841 Replace 33kV Surge Arresters Ballito Substation: Replace 33kV 6 R 201,234 Surge Arresters , 08 - Transformer Bay 3 Ballito Substation: 6 Replace HV Breaker , 07 - Transformer Bay 2 Ballito Substation: Replace 33kV 6 R 134,351 Busbar , 05 - Ballito 33kV Busbar
80 KwaDukuza Municipality Integrated Development Plan - 2011/16 Electrification Projects (2011/2012 – 2015/2016)
WARD IDP DESCRIPTION Future Budgets ALL DME Electrification 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 KWADUKUZA ALL ELS/2010/124 R 678,400 R 719,104 R 762,250 R 807,985 R 856,464 INFILLS Ten Acre Self Build 10,11,12 ELS/2010/121 Housing Project (incl R 3,840,000 Dube Village) Nonoti Mouth (500 11 ELS/2010/131 R 920,000 R 920,000 R 920,000 R 920,000 R 920,000 units) Groutville Priority 5 14/24 ELS/2010/116 R 1,840,000 R 1,840,000 R 1,840,000 (1000 units) 10 & 24 ELS/2010/117 Aldinville (600 units) Groutville Priority 14/24 ELS/2010/118 1 Phase 2,3 and 4 R 4,600,000 R 4,600,000 R 4,600,000 R 4,600,000 R 4,600,000 (3000 units) Groutville Priority 14/24 1 Phase 5,6 and 7 R 4,600,000 R 4,600,000 (3000 units) 5 & 17 ELS/2010/121 Lindelani (303 units) R 2,787,600 Shakaville Extension 5 & 18 (150 Units) Melville Gledhow 14/24 Compound (1500 R 4,600,000 R 4,600,000 R 4,600,000 Units) Mgigimbe (500 9 ELS/2010/128 R 2,300,000 R 2,300,000 units) Charlottedale (2000 10 & 11 ELS/2010/130 R 4,600,000 R 4,600,000 R 4,600,000 R 4,600,000 units) Thornhill (2300 19 ELS/2010/132 R 2,760,000 R 4,600,000 R 4,600,000 R 4,600,000 R 4,600,000 units) Steve Biko Extension 16 ELS/2010/133 R 2,300,000 R 2,300,000 2 (1500 units) Mbozamo 5 & 18 ELS/2010/137 R 837,200 R 837,200 R 837,200 Extension(272 units) Rocky Park (1000 16 & 19 ELS/2010/138 R 2,300,000 R 2,300,000 R 2,300,000 R 2,300,000 units) Etete Phase 4 (1800 7 ELS/2010/139 R 4,140,000 R 4,140,000 R 4,140,000 R 4,140,000 units) Eskom Area (not included in Council R 4,000,000 R 16,000,000 R 16,000,000 R 20,000,000 R 12,000,000 Budget. Use to Secure DoE Funding) Sokesimbone (1000 1 ELS/2010/145 units) Nyathikazi (1000 2 ELS/2010/146 R 2,000,000 R 2,000,000 R 2,000,000 R 2,000,000 units) Sakhamkhanya 3 ELS/2010/147 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 (2000 units) Sakhamkhanya 3 ELS/2010/147 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 Phase 2 (3000 units) Driefontein (1500 21 & 22 ELS/2010/148 R 4,000,000 R 4,000,000 R 4,000,000 units) Driefontein Wewe 21 & 22 R 2,000,000 R 2,000,000 R 2,000,000 R 2,000,000 (1000 units) Driefontein Phase 1 21 & 22 (5000 units) Esenembe Human 21 & 22 Settlement Project R 4,000,000 R 4,000,000 (2000 Units)
81 Electrification 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Projects KWADUKUZA ALL ELS/2010/124 R 907,852 R 962,323 R 1,020,063 R 1,081,267 R 1,146,143 INFILLS Ten Acre Self Build 10,11,12 ELS/2010/121 Housing Project (incl Dube Village) Nonoti Mouth (500 11 ELS/2010/131 units) Groutville Priority 5 14/24 ELS/2010/116 R 1,840,000 R 1,840,000 (1000 units) 10 & 24 ELS/2010/117 Aldinville (600 units) Groutville Priority 14/24 ELS/2010/118 1 Phase 2,3 and 4 R 4,600,000 (3000 units) Groutville Priority 14/24 1 Phase 5,6 and 7 R 4,600,000 R 4,600,000 R 4,600,000 R 4,600,000 (3000 units) 12 ELS/2010/119 Ethafeni (850 units) Thornhill (2300 19 ELS/2010/132 units) Steve Biko Extension 16 ELS/2010/133 R 4,600,000 R 4,600,000 2 (1500 units) Mnyundwini (1000 9 ELS/2010/142 units) Eskom Area (not included in Council R 12,000,000 R 12,000,000 R 4,000,000 R 4,000,000 R 4,000,000 Budget. Use to Secure DoE Funding) Sokesimbone (1000 1 ELS/2010/145 units) Nyathikazi (1000 2 ELS/2010/146 units) Sakhamkhanya 3 ELS/2010/147 (2000 units) Sakhamkhanya 3 ELS/2010/147 R 4,000,000 R 4,000,000 Phase 2 (3000 units) Driefontein (1500 21 & 22 ELS/2010/148 units) Driefontein Wewe 21 & 22 (1000 units) Driefontein Phase 1 21 & 22 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 (5000 units) Esenembe Human 21 & 22 Settlement Project R 4,000,000 R 4,000,000 (2000 Units) Electrification 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Projects KWADUKUZA ALL ELS/2010/124 R 1,214,911 R 1,287,806 R 1,365,074 R 1,446,979 R 1,533,797 INFILLS Ten Acre Self Build 10,11,12 ELS/2010/121 Housing Project (incl Dube Village) Mnyundwini (1000 9 ELS/2010/142 units) Eskom Area (not included in Council R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 Budget. Use to Secure DoE Funding) Sokesimbone (1000 1 ELS/2010/145 units) Driefontein Wewe 21 & 22 (1000 units) Driefontein Phase 1 21 & 22 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 (5000 units)
82 KwaDukuza Municipality Integrated Development Plan - 2011/16 Esenembe Human 21 & 22 Settlement Project (2000 Units) Electrification 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Projects KWADUKUZA ALL ELS/2010/124 INFILLS Ten Acre Self Build 10,11,12 ELS/2010/121 Housing Project (incl R 1,625,825 R 1,723,375 R 1,826,777 R 1,936,384 R 2,052,567 Dube Village)
Private Township Projects (Refunds)
WARD IDP DESCRIPTION Future Budgets 9.1 Northern Section 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Prince’s Grant 3 ELS/2010/149 – Electricity R 307,018 R 307,018 R 307,018 Reticulation Doctorskop : Phase II 16 ELS/2010/151 R 0 R 307,018 R 307,018 : Extension 31 9.2 Southern Section R 1,140,351 R 921,053 R 614,035 R 0 R 0 6 ELS/2010/152 Avondale R 307,018 R 307,018 22 ELS/2010/153 Zimbali R 307,018 R 307,018 R 307,018 Extension 5 Ballito 6 ELS/2010/154 R 307,018 R 307,018 R 307,018 (Seaward Estate) 6 ELS/2010/156 Extension 5 Phase 1 R 219,298 Private Township 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Projects Prince’s Grant 3 ELS/2010/149 – Electricity R 307,018 R 307,018 Reticulation Doctorskop : Phase II 16 ELS/2010/151 R 307,018 R 307,018 : Extension 31 9.2 Southern Section R 0 R 921,053 R 614,035 R 0 R 0 6 ELS/2010/152 Avondale R 307,018 22 ELS/2010/153 Zimbali R 307,018 R 307,018 Extension 5 Ballito 6 ELS/2010/154 R 307,018 R 307,018 (Seaward Estate) 6 ELS/2010/156 Extension 5 Phase 1 Private Township 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Projects Prince’s Grant 3 ELS/2010/149 – Electricity Reticulation Doctorskop : Phase II: 16 ELS/2010/151 Extension 31 9.2 Southern Section 6 ELS/2010/152 Avondale 22 ELS/2010/153 Zimbali Extension 5 Ballito 6 ELS/2010/154 (Seaward Estate) 6 ELS/2010/156 Extension 5 Phase 1
83 KwaDukuza Municipality Electricity Services
Ward IDP Description Future Budgets A Electricity Services 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 All 1 Administration R 1,281,613 R 685,062 R 751,341 R 803,176 R 780,142 All 2 Streetlighting R 1,048,145 R 1,111,033 R 1,177,695 R 1,248,357 R 1,323,258 All 3 Upgrades LT mains R 639,474 R 170,877 R 179,726 R 0 R 0 Upgrades MV All 4 R 3,104,484 R 2,156,040 R 2,285,402 R 2,422,527 R 2,567,878 Networks All 5 Upgrade Substations R 1,164,912 R 788,491 R 835,801 R 885,949 R 939,106 All 6 Bulk Supplies R 134,211,301 R 53,463,727 R 127,910,531 R 51,444,921 R 45,608,097 All 7 Pole Replacement R 148,773 R 157,700 R 167,161 R 177,191 R 187,823 All 8 Electrification Projects R 18,723,200 R 29,616,304 R 31,499,450 R 35,307,985 R 28,456,464 Private Township All 9 R 1,447,368 R 1,535,088 R 1,228,070 R 0 R 0 Projects Department Total R 161,769,270 R 89,684,322 R 166,035,179 R 92,290,106 R 79,862,769 KwaDukuza Municipality 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Electricity Services All 1 Administration R 826,951 R 876,568 R 929,162 R 984,912 R 1,044,006 All 2 Streetlighting R 1,402,654 R 1,486,813 R 1,576,022 R 1,670,583 R 1,770,818 All 3 Upgrades LT mains R 0 R 0 R 0 R 0 R 0 Upgrades MV All 4 R 1,939,363 R 2,055,725 R 2,179,068 R 2,309,812 R 2,448,401 Networks All 5 Upgrade Substations R 995,452 R 1,055,179 R 1,118,490 R 1,185,599 R 1,256,735 All 6 Bulk Supplies R 99,229,825 R 113,670,236 R 28,019,363 R 83,183,238 R 37,810,950 All 7 Pole Replacement R 199,092 R 211,038 R 223,700 R 237,122 R 251,349 All 8 Electrification Projects R 16,547,852 R 12,002,323 R 5,620,063 R 5,681,267 R 1,146,143 Private Township All 9 Projects Department Total R 121,141,189 R 131,357,882 R 39,665,867 R 95,252,532 R 45,728,402 KwaDukuza Municipality 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 Electricity Services All 1 Administration R 1,106,647 R 1,173,046 R 1,243,428 R 1,318,034 R 1,397,116 All 2 Streetlighting R 1,877,067 R 1,989,691 R 2,109,073 R 2,235,617 R 2,369,754 All 3 Upgrades LT mains R 0 R 0 R 0 R 0 R 0 Upgrades MV All 4 R 2,072,503 R 1,462,578 R 962,559 R 1,020,313 R 1,081,532 Networks All 5 Upgrade Substations R 1,332,139 R 1,412,068 R 1,496,792 R 1,586,599 R 1,681,795 All 6 Bulk Supplies R 71,541,344 R 40,099,761 R 72,380,207 R 4,339,861 R 20,048,417 All 7 Pole Replacement R 266,430 R 282,416 R 299,361 R 317,322 R 336,362 All 8 Electrification Projects R 1,214,911 R 1,287,806 R 1,365,074 R 1,446,979 R 1,533,797 Private Township All 9 R 0 R 1,535,088 R 1,228,070 R 0 R 0 Projects Department Total R 79,411,041 R 49,242,453 R 81,084,564 R 12,264,725 R 28,448,773 KwaDukuza Municipality 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Electricity Services All 1 Administration R 1,480,943 R 1,569,800 R 1,663,987 R 1,763,827 R 1,869,656 All 2 Streetlighting R 2,511,939 R 2,662,656 R 2,822,415 R 2,991,760 R 3,171,266 All 3 Upgrades LT mains R 0 R 0 R 0 R 0 R 0 Upgrades MV All 4 R 445,676 R 472,416 R 500,761 R 530,807 R 562,655 Networks All 5 Upgrade Substations R 1,782,703 R 1,889,665 R 2,003,045 R 2,123,228 R 2,250,621 All 6 Bulk Supplies R 83,357,639 R 26,434,378 R 201,234 R 500,031 R 2,706,068 All 7 Pole Replacement R 356,543 R 377,936 R 400,612 R 424,649 R 450,128 All 8 Electrification Projects R 1,625,825 R 1,723,375 R 1,826,777 R 1,936,384 R 2,052,567 Private Township All 9 R 0 R 0 R 0 R 0 R 0 Projects Department Total R 91,561,268 R 35,130,225 R 9,418,832 R 10,270,685 R 13,062,962
84 KwaDukuza Municipality Integrated Development Plan - 2011/16 7.9. Sports and Recreation Backlog
KwaDukuza municipality regards sport as an important contributor towards building a social cohesion as well as a social capital among young people and adults within communities of KwaDukuza area. Like in all communities around the globe, KwaDukuza municipality has over the years used sport as a practical tool to unite, organize, mobilize and engage the young people in their communities through sporting events, resulting in higher levels of participation, leadership, community engagement and altruism among young people. Sport has further been used to bridge the gender, ethnical and racial divides amongst the people of KwaDukuza through offering equal opportunities to sport programmes regardless of gender, ethnicity and race.
It is important to note that KwaDukuza municipality shall integrate sport development to its youth development programme. Sport is generally used as an attractive activity for young people, and it is often used as a draw card to recruit children and young people to health and education programmes, and it is the intention of KwaDukuza to use sport a tool to promote healthy living styles and for fighting diseases such as tuberculosis and HIV & AIDS. Sport will therefore be used as a means to deliver educational messages to both participants and spectators. This will therefore require that KwaDukuza municipality completes strengthens its HIV & AIDS policy amongst other things.
Indoor Center Outdoor (Basketball, Combo Court Swimming Pool Badminton, (Netball, Football / School sports Athletics Cricket Oval (Standard / Gymnastics, Volleyball, Rugby Fields facilities Heated) Boxing, Table Basketball, Tennis Etc) Tennis Etc) KwaDukuza Darnall KwaDukuza KwaDukuza Shakaskraal Ward 12 – Nonhlevu High Central Sokesimbone Recreational Recreational EThembeni School Sakhamkhanya Grounds Grounds Etete Iziphozethu High Nyathikazi (Upgrade Shakaskraal KwaDukuza CBD School (Combo Lindelani Sokesimbone Driefontein Court and Netball Madundube/ Court) Shakaville Darnall (Upgrade) Ashville Darnall Primary Mdoniville Sakhamkhanya School Sports Stanger Manor Nyathikazi Complex Glenhills Lindelani Ntshawini (Upgrade) Chris Hani Shakaville Aldinville (Upgrade) Etete Mdoniville Chapter 7 Shayamoya Glenhills Shakashead Chris Hani Driefontein Aldinville Madundube/ Etete Ashville Shayamoya Rocky Park Madundube/ Ashville Gledhow Rugby Field (Upgrade) Nkobongo
85 7.10. Housing Backlog
KwaDukuza is the economic hub of the Ilembe district and because of this reason that most people from other parts of the Ilembe district find it to their advantage to come and settle in KwaDukuza in pursue of both housing and job opportunities. The current low income housing backlog in KwaDukuza is 37 000 units, but the Municipality is in the process of finalizing the delivery of approximately 9000 units. The natural growth in the area is in the region of 4%, and together with relatively small average household sizes, it leads to a situation where demands for new housing units are ever increasing.
If housing delivery continues at its current pace, then #" There are landowners, who have regarded shack farming the backlog will remain over a period of 10-15 years, as an income generating activity. These landowners do so and increase dramatically thereafter if delivery is not without providing basic services like water, sanitation, roads, significantly increased. KwaDukuza Housing Demand etc. In most instances, these people are living in very squalor Database suggests that the total housing backlog in conditions. This then necessitates KwaDukuza Municipality KwaDukuza is sitting at 68000. This number is made out to become proactive in providing decent living conditions for of: these people.
#" 37 000: for low income housing; To service just the current projects on the #" 16 000: or affordable housing; #" human settlement programme will require 10 000: for both social housing and community the following financial injections: residential units; #" 5 000: for old age rental accommodation. a. Land acquisition = R59 million rand over the next 4 to 5 financial years; and KwaDukuza is committed at building vibrant communities b. Bulk, link and internal reticulation services to the value throughout its area of jurisdiction. A lot has been done of over R2.5 billion rand. This equates to approximately in as far as the provision of housing is concerned, but R69 000 per low income housing unit at today’s prices. there are number of factors that make the addressing It is especially notable how big the component of of housing far from over. The following are some of the Municipal Contributions is in this equation. challenges that KwaDukuza Municipality is faced with in c. The current anticipated housing supply rate of as far as housing is concerned: KwaDukuza Municipality is expressed in the information provided in the table and graph below for each of the #" There is a scarcity of land to build houses or in cases categories of low income and affordable human where land is available, the landowners are asking settlement that qualify for assistance in terms of for extremely high prices. the Integrated Human Settlement Policy and FSC Policies of Government.
86 KwaDukuza Municipality Integrated Development Plan - 2011/16 Housing Housing Affordable supply Rural Housing Year supply low Old Age / Middle affordable Supply income Income income 2011 720 168 125 2012 3053 600 125 2013 4100 872 2014 5700 1050 200 2015 3700 1050 200 600 2016 3800 1950 200 600 2017 2700 1750 100 500 2018 2200 1600 400 2019 1600 1400 295 2020 1100 1200 2021 500 1100 2022 200 1100 2023 500 Total 29373 14340 250 500 2595
KwaDukuza Municipality Integrated Human Settlement Development Plan has identified various housing projects and these projects are in different phases of development.
Ward Project Name Short Term Medium Term Long Term Land Acquisition Funding to be Tranche 1 Approval PDA or DFA Approval. provided. Installation of services followed 11 Charlottedale by houses construction and transfers. Driefontein Land Acquisition Funding to be PDA Approval Tranche 2 Installation of Services followed 21 (Three additional provided. Approval by houses construction and hand properties) over Land Acquisition Funding to be Tranche 1 Approval PDA Installation of services followed provided. Approval by the construction of houses 20 eTete Phase 4 transfers of properties to potential beneficiaries. Gledhow Land Acquisition Funding to be Sale administration process. Transfers of properties to 15 Compound provided. Repairs or removal of properties potential beneficiaries. Land Acquisition Funding to be Tranche 1 Approval PDA or DFA approval. Installation provided. of services followed by houses 9 Mgigimbe construction and transfers of properties to potential beneficiaries. Chapter 7 Land Acquisition Funding to be Tranche 1 Approval PDA / DFA Approval. Tranche provided. 2 & 3 approvals. Infrastructure installation to be followed by 3 Nyathikazi construction of houses and transfers of properties to potential beneficiaries Land Acquisition Funding to be Infrastructure installation. Construction of Houses and Sakhamkhanya 1 provided. Tranche 3 Approval transfers of properties to potential Phase 1 beneficiaries 13 Land Acquisition Funding to be Tranche 1 Approval PDA / DFA Approval. Tranche provided. 2 & 3 approvals. Infrastructure installation to be followed by Steve Biko Phase 2 construction of houses and transfers of properties to potential beneficiaries
87 Land Acquisition Funding to be Tranche 1 Approval PDA / DFA Approval. Tranche provided. 2 & 3 approvals. Infrastructure installation to be followed by 27 Madundube construction of houses and transfers of properties to potential beneficiaries
KwaDukuza Integrated Human Settlement Development Projects that are about to obtain Conditional Approval:
Land Acquisition Funding to be PDA / DFA Approval. Tranche 2 Infrastructure Installation. provided. Tranche 1 Approval. Approval Tranche 3 Approval followed 11 Charlottedale by construction of houses and transfers of properties to potential beneficiaries. Land Acquisition Funding to be PDA Approval Tranche 2 Tranche 2&3 approval. provided. Approval Infrastructure Installation 7 Steve Biko Phase 2 followed by construction of houses and transfers of properties to potential beneficiaries.
KwaDukuza Integrated Human Settlement Development Projects that are about to obtain Tranche 1 Approval:
Tranche 1 & 2 Approvals. Infrastructure installation. Construction of houses and 22 Mellowood Park transfers of properties to potential beneficiaries. Tranche 1 Approval. PDA /DFA Tranche 2 Approval. Tranche 3 approval to be followed Approval Infrastructure installation. by the construction of houses and 3 Nonoti Mouth transfers of properties to potential beneficiaries. Tranche 1 & 3 Approvals. Infrastructure installation to be Construction of houses for Phase 1 Sokesimbone followed by the construction of 2. houses. KwaDukuza Municipality Projects that are about to obtain Planning and Tranche 2 Approvals: DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 24 Chris Hani Approval Tranche 3 Approval transfers. DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 21 Driefontein Approval Tranche 3 Approval transfers. DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 14 Lloyds Approval Tranche 3 Approval transfers. DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 26 Ntshawini Approval Tranche 3 Approval transfers. DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 19 Rocky Park Approval Tranche 3 Approval transfers. Sakhamkhanya DFA/PDA Approval. Tranche 2 Infrastructure Installation. Construction of houses and 1 Phase 1 Approval Tranche 3 Approval transfers. Shakaville DFA/PDA Approval. Infrastructure Construction of houses and Project completed 18 Extension Installation. transfers. KwaDukuza Municipality Projects that are about to commence with infrastructure installation 9 Groutville Priority 2 Infrastructure Installation. Construction of houses Transfers of properties 11 Groutville Priority 5 Infrastructure Installation. Construction of houses Transfers of properties Private Developments within KwaDukuza Municipality that have already obtained approval and waiting for bulk services assistance. Infrastructure Installation. Construction of houses followed Construction of houses followed 11 Blythedale Estate by transfers of properties by transfers of properties Hyde park Sugar Infrastructure Installation. Construction of houses followed Construction of houses followed 11 Estate by transfers of properties by transfers of properties Infrastructure Installation. Construction of houses followed Construction of houses followed 11 Rocky Ridge by transfers of properties by transfers of properties Infrastructure Installation. Construction of houses followed Construction of houses followed 19 Thorn Hill by transfers of properties by transfers of properties Private Developments within KwaDukuza Municipality that are at planning stage: DFA/ PDA Approval Infrastructure Installation. Construction of houses followed Etulele Estate by transfers of properties
88 KwaDukuza Municipality Integrated Development Plan - 2011/16 Greater Driefontein Construction of houses followed 21 DFA/ PDA Approval Infrastructure Installation. Development by transfers of properties Construction of houses followed 9 Riverside Estate DFA/ PDA Approval Infrastructure Installation. by transfers of properties uShukela Estate Construction of houses followed 5 DFA/ PDA Approval Infrastructure Installation. Development by transfers of properties Doctorskop Construction of houses followed 16 Middle Housing DFA/ PDA Approval Infrastructure Installation. by transfers of properties Development KwaDukuza Municipality Projects that are at Implementation stage: Construction of 144 remaining Sale Administration for phase 2 Construction of houses. 10 Aldinville houses 9; 10; Construction of 130 remaining 12; 14; Chief Albert Luthuli Sale Administration for phase 2 Construction of houses. houses 15 & 26 One house remaining to be 12 Dube Village Project Completed Project Completed constructed 159 houses remaining to be 12 Ethafeni Project Completed Project Completed constructed.
Private Developments within KwaDukuza Municipality that are at planning stage:
53 Properties to be transferred to 5 Extension 36 Project Completed Project Completed potential beneficiaries. 24 Groutville P1 Project close-out to be completed. Project Completed Project Completed 16 Properties to be transferred to 7 Etete Phase 2 Project Completed Project Completed potential beneficiaries. 1096 Properties to be Zinkwazi- Township Establishment process 2 transferred to potential Project Completed Siyembezi P2 to be completed beneficiaries. 23 houses to be constructed. Properties to be transferred to 4 Shakashead P2 Township Establishment to be Project Completed potential beneficiaries. finalized Properties to be transferred to 8 Nkobongo P1 & P2 Project Completed Project Completed potential beneficiaries 6 houses remaining to be built 23 Shayamoya P2 and transferred to potential Project Completed Project Completed beneficiaries 8 Properties to be transferred 13 Steve Biko P1 Project Completed Project Completed to potential beneficiaries Sale Administration for 60 60 Properties to be remaining beneficiaries to be 18 Senzangakhona transferred to potential Project Completed finalized. Construction of 60 beneficiaries remaining houses. Chapter 7
89 90 Financial Planning & Budget
91 Chapter 8 Financial Planning & Budget
8.1 Introduction
The five year plan reflects the municipality’s ongoing is still awaiting approval of the tariff structure. effort to provide the highest quality of service in daily Overall, the Council proposes a 20, 38% increase in operations. Thus the municipality recognized that in order the Electricity tariffs. for the services to be provided at the best level possible the Integrated Development Plan (IDP) must be linked to a #" The municipality will be implementing the inclining financial plan. Furthermore, it was recognized that without block tariff structure the financial plan, the IDP would be incomplete since the financial plan will give an indication of the financial ability #" Bulk purchases for electricity has increased by of the municipality. The financial plan together with the IDP 26,71% in 2011/2012 is reviewed annually as per S21 of the Municipal Finance Management Act no 32 of 2000 and in terms of S34 of the #" Supply and distribution of electricity will continue Municipal Systems Act no 32 of 2000 taking into account under the municipal license over duration of the the realistic revenue and expenditure projections for future MTREF years. This annual review is as a result of the relevant regulations and the financial commitments and priorities #" Refuse removal tariff increases as follows: which differ from year to year. #" 6,5% in 2011/2012 #" 6,0% in 2012/2013 8.2 Operating and Capital #" 7,0% in 2013/2014 Budget Estimates The five year financial plan includes an Operating Budget #" Provision for a 6,0% increase for all staff and the Capital Investment Programme per source of remuneration costs, including MSA Section 57 funding for the Medium Term Revenue and Expenditure employees 6%15*M(%G" */4$/=" I-/*" `a\j" [b" :*1%)" ).1%.$/=" ;%(5" 2011/2012 to 2015/2016). The estimates are guided by a #" Partnership programmes with the National and National Treasury Gazette and Priorities from IDP. Provincial Government, the Development Bank of South Africa 8.3 Budget Assumptions: #" Primary Health Care function remains within the In the compilation of the MTREF, the following influencing Council of KDM over the MTREF factors were taken into account: #" It must be mentioned, however, that on the #" Normal inflationary increases and economic list of provincial allocations to municipalities pressures, especially no allocations were made in terms of the #" Higher fuel prices Health Subsidy for 2011/2012, 2012/2013 and #" Higher unemployment rate 2013/2014 Your attention is drawn to the section “Significant #" The assumption is, therefore, that the function X/2*%.1$/.$*) >"1)"2(/.1$/*4"$/".3*"C(-/2$,"$.*5>"$/" will no longer be a responsibility of Council, which fuel prices are stated as an uncertainty. however provision has been made to cover such costs. #" Zero-based and incremental budgeting for 2011/2012 #" There will be no major revisions to the current #" Zero-based budgeting is defined as a process organogram during the budget year, 2011/2012 where every department function is reviewed comprehensively and each expenditures must #" There will be no changes made to the present be approved, rather than increased powers and functions of the KDM during the budget #" It requires the budget request to be justified in year, 2011/2012 with exception of ward 27 being complete detail by each department rather than demarcated from Ndwedwe Municipality. just increasing its expenditure from the previous year #" The average long-term cost of borrowings is 12,66%
#" Property rates increase of: #" The impact of the global economic crisis will be short #" 4,0% in 2012/2013 to medium term for KwaDukuza #" 5,8% in 2013/2014 #" The municipality is able to maintain its current high #" Effect of ring-fencing of the Electricity Services debt collection rates.
#" Electricity tariffs for Revenue are based on submissions lodged with NERSA and the municipality
92 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.4 Significant External Factors 8.5 Basis and Methodology for Forecasting Budget Projections #" There is a slow recovery from the recession In terms of Chapter 4, Section 16, of the MFMA, the #" Increasing fuel prices, with high Brent crude oil operational and capital budgets for the 2011/2012 financial prices year, and the two subsequent years, attached hereto have been prepared according to the Municipal Budget and #" Strong commodity demand and general investor Reporting Regulations as gazetted in Government Gazette reallocation No. 32141 published on 17 April 2009. #" The repo-rate has decreased periodically during 8.6 Alignment with GRAP 2010/2011 The draft MTREF is in line with the requirements of the #" Currency fluctuations GRAP standards. #" Household consumption estimates in the MTREF 8.6.1 Benchmarks for Key Performance Indicators #" GDP estimates in the MTREF These are benchmarks for the MTREF:
KZN292 KwaDukuza - Performance indicators and benchmarks 2011/12 Medium Term Revenue & Expenditure Framework Description of financial indicator Budget Year Budget Year +2 Budget Year +1 2012/13 2011/12 2013/14 Borrowing Management Borrowing to Asset Ratio 20.0% 28.4% 34.3% Credit Rating Capital Charges to Operating Expenditure 5.3% 6.6% 7.9% Borrowed funding of ‘own’ capital expenditure 123.1% 113.4% 156.6% Safety of Capital Debt to Equity 53.4% 71.1% 85.9% Gearing 256.6% 1140.8% 1816.4% Liquidity Current Ratio 1.3% 0.9% 0.6 Current Ratio adjusted for aged debtors 1.3% 0.9% 0.6 Liquidity Ratio 0.7% 0.2% 0.2 Revenue Management Annual Debtors Collection Rate 95.9% 99.2% 96.7% (Payment Level %) Outstanding Debtors to Revenue 10.9% 11.7% 7.2% Longstanding Debtors Recovered 100.0% 100.0% 100.0% Creditors Management Creditors System Efficiency 100.0% 100.0% 100.0% Funding of Provisions Provisions not funded - % 0.0% 0.0% 0.0% Other Indicators Electricity Distribution Losses (2) N/A N/A N/A Water Distribution Losses (2) N/A N/A N/A Employee costs 22.8% 23.5% 23.3% Remuneration 24.6% 25.3% 25.1%
Repairs & Maintenance 0.0% 0.0% 0.0% Chapter 8 Finance charges & Depreciation 7.9% 9.4% 9.7% IDP regulation financial viability indicators i. Debt coverage 14.5 12.4 13.3 ii.O/S Service Debtors to Revenue 13.0% 13.7% 8.4% iii. Cost coverage 2.2 0.7 0.5
93 8.7 Budget Estimates
0*,(M"$)".3*"L9*%1.$/="0-4=*."D).$51.*";(%"1";$<*":*1%"9*%$(4").1%.$/=";%(5"a\"I-,:"`a\\".("ca"I-/*"`a\dO"
2011/12 Medium Term Revenue & Expenditure Framework ESTIMATES Description Budget Year Budget Year +1 Budget Year +2 Budget Year +3 Budget Year +4 2011/12 2012/13 2013/14 2013/14 2014/15 Property rates 219,858,998 234,010,538 248,037,173 261,679,217.60 276,071,574.56 Property rates - penalties & collection 7,000,000 7,560,000 8,164,800 8,613,864.00 9,087,626.52 charges Service charges - electricity revenue 405,405,351 437,810,623 471,907,282 497,862,182.27 525,244,602.30 Service charges - water revenue - - - -- Service charges - sanitation revenue - - - -- Service charges - refuse revenue 37,806,548 40,074,941 42,880,187 45,238,597.33 47,726,720.18 Service charges - other 530,000 572,400 618,192 652,192.56 688,063.15 Rental of facilities and equipment 1,630,989 1,757,652 1,894,219 1,998,400.90 2,108,312.95
Interest earned - external investments 16,239,668 17,375,989 18,595,673 19,618,434.54 20,697,448.44 Interest earned - outstanding debtors 1,600,000 1,728,000 1,866,240 1,968,883.20 2,077,171.78 Dividends received - - - -- Fines 3,409,266 3,682,008 3,976,568 4,195,279.54 4,426,019.91 Licences and permits 6,535,777 6,929,339 7,346,628 7,750,692.90 8,176,981.01 Agency services - - - -- Transfers recognized - operational 89,923,520 79,762,000 82,972,000 87,535,460.00 92,349,910.30 Other revenue 23,265,947 25,121,310 26,655,390 28,121,436.64 29,668,115.65 Gains on disposal of PPE - - - --
Total Revenue (excluding capital 813,206,065 856,384,799 914,914,352 965,234,641 1,018,322,547 transfers and contributions) Expenditure - Standard Governance and administration 118,051,104 128,923,450 142,008,709 149,819,188 158,059,243 Executive and council 46,699,970 54,402,752 62,896,371 66,355,671.68 70,005,233.63 Budget and treasury office 41,829,863 43,051,127 45,813,615 48,333,363.62 50,991,698.62 Corporate services 29,521,271 31,469,572 33,298,723 35,130,152.54 37,062,310.93 Community and public safety 132,311,666 143,630,894 152,356,046 160,735,628 169,576,088 Community and social services 15,586,770 16,826,796 17,848,786 18,830,469.47 19,866,145.29 Sport and recreation 46,381,345 50,883,918 53,973,445 56,941,984.60 60,073,793.75 Public safety 51,818,852 55,943,432 59,346,114 62,610,150.21 66,053,708.47 Housing 5,338,664 5,937,574 6,298,417 6,644,830.09 7,010,295.75 Health 13,186,034 14,039,175 14,889,283 15,708,193.76 16,572,144.42 Economic and environmental 103,497,616 104,798,293 107,801,396 113,730,473 119,985,649 services Planning and development 52,272,061 47,736,704 47,243,086 49,841,455.81 52,582,735.88 Road transport 51,225,555 57,061,589 60,558,310 63,889,017.03 67,402,912.97 Environmental protection - - - -- Trading services 459,303,475 479,008,891 512,720,642 540,920,278 570,670,893 Electricity 408,354,158 424,667,454 454,599,793 479,602,781.68 505,980,934.68 Water - - - -- Waste water management - - - -- Waste management 50,949,317 54,341,436 58,120,849 61,317,496.09 64,689,958.37 Other - - - --
Total Expenditure - Standard 813,163,862 856,361,527 914,886,793 965,205,567 1,018,291,873 Surplus/(Deficit) for the year 42,203 23,272 27,559 29,075 30,674
94 KwaDukuza Municipality Integrated Development Plan - 2011/16 Table 3: Capital Budget estimated – Funding by standard classification – 2010/11 – 2012/13
Budget Year +1 Budget Year +2 Description Budget Year 2011/12 2012/13 2013/14 Capital Expenditure – Standard Governance and administration 11,389,847 2,307,947 309,385 Executive and council 130,000 20,000 30,000 Budget and treasury office 4,303,847 937,947 229,385 Corporate services 6,956,000 1,350,000 50,000 Community and public safety 19,931,716 46,907,726 32,583,264 Community and social services 11,074,400 9,626,620 8,199,970 Sport and recreation 3,344,316 6,439,106 6,683,294 Public safety 4,433,000 30,342,000 7,200,000 Housing 15,000 - - Health 1,065,000 500,000 10,500,000 Economic and environmental services 198,483,232 113,360,340 156,645,527 Planning and development 81,400,000 48,080,000 55,000,000 Road transport 117,083,232 65,280,340 101,645,527 Environmental protection - - - Trading services 161,047,742 196,304,274 174,149,346 Electricity 158,157,742 186,334,274 171,599,346 Water - - - Waste water management - - - Waste management 2,890,000 9,970,000 2,550,000 Other - - - Total Capital Expenditure - Standard 390,852,537 358,880,287 363,687,522
Figure 1: IDP strategic objective and the capital budget – 2011/12
Financial Year 2011 / 2012 Chapter 8
95 Figure 2: Budgeted Funding per Department – 2011/12
Draft Budget 2011 / 2012
8.8 Debt Management Framework
Table 3: Debt Management Framework from 2010:2012 Financial Year Financial Year +1 Financial Year +2 2011/12 2012/13 2013/14 RRR OPENING BALANCE 78,349,786 321,570,795 473,130,835 Add: Electricity Loan - Energy Master Plan 143,728,241 127,712,347 107,221,658 Add: Roads Master Plan 58,020,000 - 43,430,000 Add: P445 Road Interchange 46,000,000 40,000,000 35,000,000 Add: other 15,907,986 16,500,000 - Total 342,006,013 505,783,142 658,782,493 Repayments (20,435,218) (32,652,307) (44,177,690)
Closing Balance 321,570,795 473,130,835 614,604,803
96 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.9 Grants
Some of the KwaDukuza Municipality’s objectives are funded in the form of grants and subsidies. The Division of Revenue Bill outlines the equitable division of revenue raised nationally among the national, provincial and local spheres of government for the 2011/12 financial year onwards.
Table 4: Division of Revenue Act Allocations (DORA) from 2011:2012 Below are grants which have been allocated to KwaDukuza Municipality by National, Provincial Treasury and other Government departments. Housing Grant can only be claimed when all housing related processes are met. Included are grants which rolled over from the 2010/11 financial year. KZN292 KwaDukuza - Transfers and grant receipts
Description 2011/12 Medium Term Revenue & Expenditure Framework R thousand Budget Year 2011/12 Budget Year +1 2012/13 Budget Year +2 2013/14 RECEIPTS: Operating Transfers and Grants National Government: 72,477,000 78,286,000 80,071,000 Local Government Equitable Share 65,237,000 72,636,000 77,471,000 Finance Management 1,450,000 1,500,000 1,750,000 Municipal Systems Improvement 790,000 800,000 850,000 NDPG 5,000,000 3,350,000 Provincial Government: 6,490,000 1,476,000 2,901,000 Health subsidy 4,589,000 - - Provincialization of Libraries 1,220,000 1,281,000 2,690,000 Musuem Services 181,000 195,000 211,000 Thusong Centre 500,000 - - District Municipality: Ilembe- Property Rates --- Other grant providers: Rates, Museum and Libraries --- Total Operating Transfers and Grants 78,967,000 79,762,000 82,972,000 Capital Transfers and Grants Municipal Infrastructure Grant (MIG) 28,975,000 35,231,000 37,169,000 Integrated National Electrification Programme 2,000,000 - - NDPG 15,000,000 8,000,000 - Provincial Government: 761,000 101,000 106,000 Provincial Security MPCC 665,000 - - Community Library Services Grant 96,000 101,000 106,000 New Library --- District Municipality: --- Other grant providers: -- 20,000,000 Rates, Museum and Library 20,000,000 Total Capital Transfers and Grants 46,736,000 43,332,000 57,275,000 TOTAL RECEIPTS OF TRANSFERS & GRANTS 125,703,000 123,094,000 140,247,000
97 98 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.10 Financial Strategy
The financial policy of KwaDukuza Municipality is to provide a sound financial base and the resources necessary to sustain a satisfactory level of the municipal services for the community of KwaDukuza. It is the goal of the Municipality to achieve strong financial position with the ability to withstand local and regional economic impacts, adjust effectively to the community’s changing service requirements, and manage the municipality’s budget and cash flow to the maximum benefit of the community and provide high level of protective services to assure public health and safety.
KwaDukuza Municipality’s financial policies will address the following goals:
#" To keep the municipality in a fiscally sound position in both long and short term; #" Maintain sufficient financial liquidity through regular reviews and adjustments to meet normal operating and contingent obligations; #" Apply credit control policies which maximizes collection while providing relief for the indigent; and #" Credit policy that recognizes the basic policy of customer care and convenience. #" Maintaining existing infrastructure and capital assets
8.11 General Strategies 8.11.1 Social Responsibility The social responsibility focuses on the empowerment and transformation of the public. For example when the municipality is awarding tenders, they will enter into agreements with suppliers/partners who will demonstrate a significant and continuing contribution to the empowerment of the previously disadvantaged local communities. A customer complaint, suggestions and compliments programme that was introduced in the 2007/08 year is still running and is consistently monitored. This is to ensure the municipality is reaching out to its community in every possible way.
8.11.2 Increasing the Level of Confidence in Investors For any investors to have their monies invested in any area, they need to see the ability that the municipality is financially disciplined. They want to see that their investments will be protected and then obviously profitable. This includes adherence to statutory requirements, the assurance that the financial statements are prepared timeously and a
good record of unqualified reports. Indeed KwaDukuza Chapter 8 Municipality has displayed all of these and for five years in a row has produced financial statements which has lead to five unqualified reports (2005/06, 2006/07, 2007/08, 2008/09 and 2009/10). This Municipality is confident that for the 2010/11 financial year as well they will indeed be going for another unqualified report.
99 8.11.3 Financial Framework Knowledge of the resources of funds will illustrate The following are the financial resources for the Municipality’s position more accurately. operating and capital budget for the 2011/12 #" financial year: Cash/Liquidity Position Cash management is crucial for the Operating budget: Revenue short and long-term survival and good #" Property Rates management of the organization. To assess #" Property Rates – penalties imposed and the financial standing of the municipality, a collection charges current ratio will be used which expresses #" Service charges – electricity revenue the current assets as a proportion to current #" Service charges – refuse revenue liabilities. A current ratio of more than 2:1 #" Service charges - other is considered to be healthy. At the moment #" Rental of facilities and equipment the municipality is currently sitting at 2:1 #" Interest earned – external investments #" #" Interest earned – outstanding debtors Sustainability #" Fines The municipality should ensure that the #" Licenses and permits budget is balanced – revenue is greater #" Transfers recognized – operation than the expenditure. Services provided #" Other revenue at all levels should be affordable. However, #" Gains on disposals of PPE subsidies need to be made available to the indigent who cannot even pay for a quarter Operating budget: Expenditure of their service costs so that they can have #" Standard Classification access to at least basic services. #" Executive and council #" #" Budget and treasury office Accountability, Transparency and #" Corporate services Good Governance #" Community and social services KwaDukuza Municipality is responsible to #" Sport and recreation the people who provide the resources, for #" Public safety what they do with those resources. The #" Health budget process and other financial decisions #" Planning and development should be open to the public participation. #" Road transport Also, it is critical that the accurate #" Electricity information is produced within acceptable #" Waste management time-frames. KwaDukuza should also refer to the Local Government Turnaround Capital budget: Strategy to enhance its accountability. #" Grant funding/ Public contributions #" #" Internal Funding (Council Funding) and Equity and Redistribution #" External Funding (Loans) KwaDukuza Municipality must treat people #" Other Funding Source fairly and justly when it comes to the provision of services. In the same way that 8.11.3.1. Revenue Adequacy and Certainty KwaDukuza Municipality should be treated, equitably by the national and provincial It is of vital importance that the municipality has government when it comes to the inter- adequate sources of revenue, from both its own governmental transfers. KwaDukuza must operations and intergovernmental transfers, to ensure that redistributions are in line with enable it to carry out its functions. The Division the IDP as being reviewed for the provision of Revenue Act (DORA) has laid out the level of of services. funding from National Government that will be received for the 2010/11 to 2012/13 financial years.
100 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.12 Asset Management Strategies 8.13.1 Borrowing Costs Maximum average borrowings ratio is 12.66 % The Municipality must ensure that the asset management inclusive of projects for the next three years. The system is fully implemented and functional. There is a need funding is earmarked for 5 directorates with a for the municipality to identify all the unutilized assets so that they can be disposed of. The status of the asset funding of approximately R58m in respect of the register review process and asset verification will start in upgrade of roads in all 27 roads to implement the March for the 2009/10 financial year. This is an ongoing Roads master plan in the civil department. The process done by KwaDukuza Municipality and consultants amount of R145, 6m is for Technical Services’ and from Ducharm Consulting (Pty) to ensure we comply with it will be used for electricity infrastructure upgrade required standards. The municipality plan to appoint the in terms of the electricity master plan and R3m asset accountant at the end of this financial year (being earmarked for council fleet in Municipal services. 2010/11) to ensure full compliance with the MFMA and Included is amount of R46mto be acquired for the GRAP/GAMAP standards. construction of the P445 which is already under construction. For the next three years the total for The Municipality is utilizing computerized asset external loans will be R 614 million and according management software and already in the process of to the IDP and the MTREF the internal funding will investigation, identification and implementation of the suitable integrated asset management system. This will be approximately R230, 1m on capital allocation. also include the capture of all assets onto the system, the maintenance of this system and the production of 8.13.3 Budgets a complete asset register in terms of GRAP/GAMAP National Treasury published draft budget requirements. regulations in accordance with the relevant provisions of the MFMA and this resulted in the organogram changes of finance directorate 8.13 Financial Management Strategies in order to effectively deal with these budget The following are some of the more significant programmes regulations, which KwaDukuza Municipality that have been identified and some are in place already: started complying with during the 2009/10 financial year. KwaDukuza Municipality complied #" Budget and community consultation processes with the National Treasury Budget and Regulation #" Review and implementation of internal process in format on its 2010/11 Budget. relation of GRAP/GAMAP #" Review and update of asset and accounting policies 8.13.4 Financial Statements and procedures With effect from 2008/09 financial year, #" Acquisition of an asset management software #" KwaDukuza Municipality as a High Capacity Training and development of finance and other staff Municipality has to fully comply with the standards eg. Customer care training – this will help obtain the of GRAP. In order to show effective compliance with required skills to ensure cost effective and efficient these and other standards will also necessitate an service to the community of KwaDukuza. amendment to the finance organogram. Finance #" Financial Management Internship Programme #" department is planning to appoint a Director: Revenue Protection Unit to ensure the municipality’s Budget and Financial Statements to allow full revenues are collected to its maximum ability. compliance to GRAP standards. Chapter 8
101 8.14. Financial Management Policies 8.14.4 Tariff Policy The purpose of this policy is to ensure that a uniform tariff 8.14.1 Budget Policy is applied to the municipal area of jurisdiction. The annual budget is the central financial planning document that entails all revenue and expenditure decisions. It establishes the level of services to be provided 8.14.5 Rates Policy by each department. The accounting officer confirms the This has been implemented with the Municipal Property municipal’s priorities in the formulation of the draft and the @1.*)"#2."M$.3"*;;*2.";%(5"\"I-,:"`aakO""+(,$2:"31)".("7*" final budget document proposal. A budget, as per S71 of reviewed annually when the draft budget is submitted. the MFMA, is subject to monthly control and be reported to Council with recommendations of action to be taken to 8.14.6 Long Term Financial Planning Policy achieve the budget’s goals. The budget is also subject to Purpose a mid-term review which might result in a revised budget, To determine the long term financing on needs of thereby resulting in the adjustments budget, which is in KwaDukuza Municipality and identify how the Integrated terms of S28 of the MFMA. Unfinished capital project Development Plan will be financed so that there will be budgets shall not be carried forward to future fiscal years sound and sustainable development. unless the project expenditure is committed or funded from grant funding, which will require the rolling over of Objective those funds together with the project. Determination of sources of funding for capital and operating budget in the long term which may be as 8.14.2 Credit Control and Debt Collection following: Policy This policy together with the relevant work procedure Financial Resources manuals provides direction in areas of credit control, Sources of Funding for Capital Expenditure are: collection of amounts billed to customers, procedures a) National Government for recovery of arrear accounts. KwaDukuza Municipality b) Provincial Government approved the credit control in February 2008 and amended c) External Loans Credit Control Policy has to be tabled to council annually. d) Own Funding e) Public Private Partnerships The principles supported in this policy are: #" An administrative integrity of the municipality must Sources of Funding for Operational be maintained at all costs. The democratically elected Expenditure are: councilors are responsible for policy making, while a) Government Grants it is the responsibility of the Municipal Manager to b) Rates and Service Charges ensure the execution of these policies. c) Investment Income #" Consumers are required to fill in an application form, d) Fines and Penalties requesting the municipality to connect them to service e) Licensing & Testing supply lines. This is a new policy introduced by National Treasury for the 2011/12 financial year. KwaDukuza Municipality has 8.14.3 Indigent Policy complied with such requirement with respect that this will The criterion for benefits under this scheme is part of the be improved in the future. credit control policy. An indigent is kept up to date in a form of a monthly register and a separate indigent policy Funding and Reserves Policy has been developed in line with this. The survey forms Objective to qualify for the indigent support must be completed This policy intends to set out the assumptions and annually. The Municipality may annually as part of its methodology for estimating the following: budgetary process, determine the municipal services and levels thereof which will be subsidized in respect of (a) Projected billings; collections & all direct indigent customers in accordance with the national policy revenues but subject to principles of sustainability and affordability. (b) The provision for revenue that will not be An indigent customer shall automatically be deregistered collected if an audit or verification concludes that the financial (c) The dividends the Municipality can expect to circumstances of the indigent customer have changed to receive from Municipal Entities the extent that he/she no longer meets the qualifications. (d) The proceeds the Municipality can expect to The indigent customer may at any time request de- receive from the transfer / disposal of assets registration. (e) The Municipality’s borrowing requirements (f) The funds to be set aside in reserves
102 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.14.7 Guiding Principles
KwaDukuza Municipality’s Funding & Reserves Policy is based on the following principles: (a) Affordability (b) Financial Sustainability (c) Equity (d) Efficacy
8.14.8 Free Basic Services Indigent households receive 75 KWH of electricity free each month. Refuse for these low income areas are raised and credited from equitable share. Rates on properties below a certain value receive a 100% rebate.
8.14.9 Payment Points Payment can be made electronically by debit orders, internet and stop orders. Payments can be made at any point where there is an easy pay sign, using the deposit slip on the statement to pay at any First National Bank and the post office. KwaDukuza and Ballito municipal offices are also used Chapter 8 as pay points as well.
103 8.15 Investment Policies 8.16 Borrowing Framework Policy & Every municipal council and its body is in terms of Guidelines Section 13(2) of the Municipal Finance Management Act The objective of the policy is to maintain interest rate and (MFMA) no 56 of 2003 is required to draft the Municipal’s credit risk exposure to maintain debt within specified limits investment regulations. and ensure adequate for the repayment of debt and to ensure compliance with all Legislation and council policy The primary objective of the investment policy is to gain governing borrowings of funds. The primary goal in the the highest possible return, without unnecessary risk, borrowing of funds is obtained at the lowest possible during periods when excess funds are not being used. interest rates at minimum risk, within the parameters of For this to be achieved, it is essential to have an effective authorized borrowings. cash flow management program. Before any monies can be invested, the Chief Financial Officer or his/her delegate The scope of the policy includes: must determine whether there will be surplus funds a) Risk – The need to manage interest rate risk, available during the term of the investment. The term of credit control credit risk exposure and to the investment should be fixed and in order to do this it is maintain debt within specified limits. essential for the cash flow estimates to be drawn up. b) Cost of Borrowings - should be structured to obtain the lowest possible interest rate, on the Investment shall be made with care, skill, prudence and most advantageous terms and conditions. diligence. Investment officials are required to adhere to c) Prudence - Borrowings shall be made with care, written procedures and policy guidelines, exercise due skill, prudence and diligence. diligence and exercise strict compliance with all legislation. d) Ownership - All loans must be in the name of KwaDukuza Municipality will not invest more than 30% of KwaDukuza Municipality. available funds with a single institution. The relevant Legislation and regulations in terms of which The Minister of finance may identify by regulation in terms borrowing decisions are governed is Local Government of Section 168 of the MFMA instruments or investments Municipal Finance Management Act, No 56 of 2003. other than those referred to below in which the Municipality ?:9*" (;" ,(1/)" $/2,-4*4" $/" .3*" 9(,$2:" $)" <1/$,,1 " ,(1/)>" may invest: structured finance loans and bonds. KwaDukuza has not issued any bonds. KwaDukuza Municipality’s external #" Deposit with banks registered in terms of the Banks borrowings have been mainly sourced from the following Act, 1990 (Act No.94 of 1990); Institutions: #" Securities issued by the National Government; #" Investments with the Public Investment Commissioners #" South African Registered Banks as contemplated by the Public Deposits Act, 1984 #" Development Bank of Southern Africa Limited (Act No. 46 of 1984); #" Infrastructure Finance Corporation Limited #" A Municipality’s own stock or similar type of debt; #" Internal funds of a Municipality which have been KwaDukuza Municipality may incur long term debt only established in terms of a law to pool money available for the purpose of Capital expenditure on infrastructure, to the Municipality and to employ such money for the property, plant or equipment to be used for the purpose granting of loans or advances to departments within of achieving the objects of Local Government as set out a Municipality, to finance capital expenditure. in Section 152 of the Constitution. The Municipal Finance #" Bankers, acceptance certificates or negotiable Management Act provides that the Municipality may certificates of deposits of banks; provide security for any of its debt obligations, including the #" Long term securities offered by insurance companies giving of a lien, pledging, mortgaging or ceding an asset, in order to meet the redemption fund requirements of or giving any other form of collateral. The Municipality Municipalities; and has a bank overdraft facility. However, due to its sound #" Any other instrument or investments in which a financial position, this facility is not utilized. Municipality was under a law permitted to invest before the commencement of the Local Government Section 46 of the Municipal Finance Management Act Transition Act, 1996: Provided that such instruments stipulates that the Municipality may incur long-term debt shall not extend beyond the date of maturity or only if a resolution of the Council, signed by the Mayor, redemption thereof. has approved the debt agreement and the Accounting Officer has signed the agreement or other document which acknowledges the debt.
104 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.17 Policy on Infrastructure to all departments, in regard to the control of or Investments and Capital Projects safekeeping of the municipality’s fixed assets.
This Policy is hereby adopted to guide KwaDukuza #" All fixed assets shall be carried in the fixed asset Municipality’s’ Infrastructure investments and Capital register, and appropriately recorded in the annual Projects. The environment is dynamic and the policy will financial statements at their original cost or fair value have to be reviewed and refined as and when required to less any accumulated depreciation. give effect to changing circumstances. Sources of funding are generally scarce and needs are unlimited which will #" Heritage assets are not depreciated as they are always result in prioritization of projects. regarded as having an infinite life.
#" Every head of department shall at least once during 8.18 Asset Management Policy every financial year, and in compliance with the relevant written directives issued by the chief financial The objective of the asset management policy is to prescribe officer, undertake a comprehensive verification of all the accounting and administrative policies and procedures fixed assets controlled or used by the department relating to property, plant and equipment (PPE), which are concerned. fixed assets of KwaDukuza Municipality. #" Assets are eliminated from the Statement of Financial A summary of principles supported in this policy are: Position on disposal or retirement. The difference between the net book value of assets (cost less #" A fixed asset is defined in GAMAP 17 as a tangible accumulated depreciation) and the sales proceeds item of property, plant or equipment held by the is reflected as a gain or loss in the statement of the municipality for use in the production or supply of financial performance. goods or services and which is expected to be used during more than one reporting period (financial With the verification process in running, this policy is year). Thus a fixed asset is an asset either movable currently under review and will be updated as soon as it or immovable owned by or under the control of is finalized. the municipality or from which the municipality reasonably expects to derive economic benefits, or reasonably expects to use in service delivery, over a period extending beyond one financial year.
#" The fixed asset register shall be maintained in the format determined by the chief financial officer, which format shall comply with the requirements of generally recognized accounting practice (GRAP) and generally accepted municipal accounting practice (GAMAP) and any other accounting requirements which may be prescribed.
#" Fixed assets are classified under the following headings: Land (not held as investment assets) Infrastructure assets (assets which are part of a network of similar assets) Heritage assets (culturally significant resources) Community assets (resources contributing to the well being of the community) Investment assets (resources held for operational or capital gain) Other assets (ordinary operational resources)
#" Every head of department shall be directly responsible
for the safekeeping of any fixed assets controlled Chapter 8 by the department in question. In exercising this responsibility, every head of department shall adhere to any written directives issued by the chief financial officer to the department in question, or generally
105 8.19 Accounting Policies
The following are the main accounting principles adopted #" Conditional grants and receipts: in the preparation of the financial statements: They are recognized as revenue and the municipality must comply with the terms of the agreement. #" Basis of presentation: The annual financial statements are prepared on an #" Cash and cash equivalents: accrual basis of accounting and are in accordance Includes cash and cash on hand with the registered with historical cost convention. The annual financial banking institutions statements are prepared in accordance with Generally Accepted Municipal Accounting Principles #" Unauthorized expenditure: (GAMAP) and Generally Recognized Accounting An expenditure that has not been budgeted for Practice (GRAP). #" Irregular expenditure: #" Presentation Currency: An expenditure that is in contravention with the The annual financial statements are presented in requirements of the Municipal Finance Management South African Rand. Act no 56 of 2003, Municipal Systems Act, Public Bearers Act no 20 of 1998 and the supply chain #" Going Concern Assumption: management policy. The annual financial statements are prepared on the going concern basis. #" Fruitless and wasteful expenditure: An expenditure that was made in vain and would #" Property, plant and equipment (PPE): have been avoided had reasonable care had been PPE is stated at cost less accumulated depreciation exercised. also taking into account accumulated disposals, transfers of investment properties and infrastructure #" Comparative information: assets and work still under construction. Annual financial statements are prepared comparatively taking into account the current year #" Investments: and the prior year. The accounting policies for investment include the financial instruments. #" Value added tax: VAT is payable on the receipt basis. Only once the #" Inventories: payment is received from the debtors is VAT paid to Periodically, physical stock counts are carried out and South African Revenue Services (SARS). any obsolete and redundant items are identified and written off under Council authority. #" Unspent conditional grants: They are reflected on the Statement of Financial #" Accounts receivables: Performance as a creditor. They are carried at net realizable value. #" Intangible assets: #" Trade creditors: They are recorded at a cost price and amortized over They are stated at their nominal value. their expected useful life.
#" Revenue recognition: The municipality’s revenue is recognized from the following: #" Property rates #" Property rates – penalties imposed and collection charges #" Service charges #" Rental of facilities and equipment #" Interest earned on investments #" Interest earned on outstanding debtors #" Fines #" Licenses and permits #" Government grants and subsidies
106 KwaDukuza Municipality Integrated Development Plan - 2011/16 8.20 Supply Chain Management Policy Section 111 of the Local Government Municipal Finance #" Selection of external mechanisms for the Management Act (MFMA) requires municipalities to provision of municipal services in circumstances develop and implement the supply chain management contemplated in section 83 of the Local policy. The principle objective of the legislation has been Government: Municipal Systems Act. to comply with Section 217 of the Constitution, which among other things states that when contracting for #" Disposal of assets or goods no longer required. goods and services the system must be fair, equitable, transparent, competitive and cost effective. Supply Chain #" Letting or sale of Municipal property. Management (SCM) generally refers to the management of activities along the supply chain including the supplier, #" KwaDukuza Municipality updated and approved its manufacturer, wholesaler, retailer and consumer. The Supply Chain Management Policy in March 2011. MFMA and its relevant regulations also identify processes which must be included in a SCM policy. The supply chain #" The Supply Chain Management Policy is reviewed management system is applicable for the: annually to meet the updated regulations from national Treasury and other Government #" Procurement by KwaDukuza Municipality of all goods legislations. and services works.
#" Selection of contractors to provide assistance in the provision of municipal services. Chapter 8
107 108 KwaDukuza Performance Management System
109 Chapter 9 KwaDukuza Performance Management System
9.1. Accounting Policies #" Set targets, monitor and review performance The Constitution of the Republic of South Africa, Chapter 7 based on indicators linked to the Integrated of Act 108 (1996), deals exclusively with the local sphere of Development Plan (IDP). government and lists the objects and developmental duties of municipalities. The Municipal Structures Act Section #" Publish an annual report on performance 19(1) states: “A municipal council must strive within its management for the councilors, staff, the public capability to achieve the objectives set out in Section 152 and other spheres of government. (;" .3*" C(/).$.-.$(/ " 1/4" E*2.$(/" \][`_" (;" .3*" )15*"#2." #" Incorporate and report on a set of general stipulates: “A municipal council must annually review its indicators prescribed nationally by the Minister overall performance in achieving the objectives referred responsible for local government. .("$/")-7)*2.$(/"[\_ O"?3*"M1:".31.",(21,"=(<*%/5*/."21/" manage and ensure that its developmental objectives have #" Conduct an internal audit on performance been met, is thus through the performance management before tabling the report. system. Government, within this governance framework, gives us the tools to execute the above objects and #" Have the annual performance report audited by developmental duties. the Auditor-General.
The White Paper on Local Government, March 1998, #" Involve the community in setting indicators and refers: “Integrated development planning, budgeting and targets and reviewing municipal performance. performance management are powerful tools which can assist municipalities to develop an integrated perspective Furthermore, the MFMA obligates a Service Delivery and on the development in their area. It will enable them to Budget Implementation Plan (SDBIP) to be based on focus on priorities within an increasingly complex and specific targets and performance indicators derived from diverse set of demands. It will enable them to direct the IDP, thus linking the IDP, the performance management resource allocation and institutional systems to a new set system and the budget. Section 67 of the MSA regards (;"4*<*,(95*/."(7U*2.$<*)O the monitoring, measuring and evaluating of performance of staff as a platform to develop human resources and to It is thus an integrated system that is best described in develop an efficient and effective culture. Chapter 6 of the MSA, which specifically emphasizes that the municipality must implement a performance In other words, good corporate citizenship is all about management system that is in line with the priorities, how the municipalities set their priorities through objectives, indicators and targets contained in the the performance management system as per the IDP, V8+O" ?3*" )1:$/=" M31." :(-" 5*1)-%*" :(-" 7*2(5* " conduct their business as per the SDBIP and relate to the is appropriate because it is only in the course of community they serve through community input and public performance management that a municipality will participation. The purpose of the IDP is to ensure that the know whether it achieves its priorities through an resources available to the municipality are directed at the integrated planning and implementation process. delivery of projects and programmes that meet agreed Thus, Chapter 6 of the MSA requires local government municipal development priorities. to:
#" Develop a performance management system.
110 KwaDukuza Municipality Integrated Development Plan - 2011/16 Once a municipality starts to implement monthly reports, and evaluated through the annual report its IDP it is important to monitor that: process.
#" The delivery is happening in the planned manner Municipal Performance Regulations for Municipal #" The municipality is using its resources most efficiently Managers and Managers directly accountable to the #" It is producing the quality of delivery envisaged Municipal Manager, published in 2006 seek to set out how the performance of municipal managers will be uniformly To comprehend the relationship between IDP review and directed, monitored and improved. The regulations address performance management, the following quotation from both the employment contract of a municipal manager the Performance Management Guide for Municipalities, and the managers directly accountable to the municipal DPLG, 2001 (draft 2, page 16) becomes relevant: “The manager (Section 57 managers). A good performance IDP process and the performance management process management model will therefore align the processes of should appear to be seamlessly integrated. Integrated performance management to the IDP processes of the development planning fulfils the planning stage of organization. It will ensure that the IDP is translated into performance management. Performance management scorecards and performance plans that will be monitored fulfils the implementation management, monitoring and and reviewed. *<1,-1.$(/"(;".3*"V8+"9%(2*)) O The categories of key performance areas provided by a Although the IDP is a five-year plan, it has to be renewed model should relate directly to the identified priority areas annually as prescribed in Section 34 of the MSA. The IDP of the IDP. This process is illustrated by Diagram 30. As is has to be handled at the highest level, hence the allocation indicated, the KwaDukuza Municipality’s is following a of the responsibility to the mayor to manage the IDP comprehensive and integrated approach that is initiated process and to assign responsibilities to the municipal by the approval of the IDP and Budget process plan, manager. As head of the administration, the municipal followed by an intense analysis and priority setting phase. manager in turn is responsible and accountable for the The departments respond to the priorities and strategies formation of an efficient and accountable administration through the development of business plans and detail to give effect to the IDP. project plans as facilitated by the PMS unit. After the interrogation of both business and project plans, a draft The SDBIP is a key management, implementation and IDP and budget is put through a transparent consultative monitoring tool, which provides operational content to process before submission to and approval by Council. The the end-of-year service delivery targets, set in the budget approval of the IDP and budget initiates the development and IDP. It determines the performance agreements for and submission of a SDBIP that culminates into a the municipal manager and Section 57 managers, whose monitoring and reporting process on a monthly, quarterly performance can then be monitored through Section 71 and annual basis. Chapter 9
111 9.2. OVERVIEW OF POLICIES GUIDING #" What transformational initiatives will be undertaken by the institution; PERFORMANCE MANAGEMENT IN #" THE KWADUKUZA MUNICIPALITY Which strategic projects will be implemented to achieve the delivery priorities and objectives; #" What financial resources will be used to realize the 9.2.1. Policy Framework priorities? On 27 May 2009 the Council adopted a Performance #" How KwaDukuza Municipality will measure the Management Framework regulating the performance achievement of the objectives through clear indicators. management system in the municipality. The framework provides guidelines on the development and implementation The National Key Performance Indicators are prescribed in of the organizational performance management system. Section 43 of the MSA and must therefore be included in An employee performance management policy was KwaDukuza Municipality’s IDP. subsequently submitted to Council and is to be resubmitted They include: to the Executive Committee and Council for approval and a reviewed performance management framework and #" The percentage of households with access to basic procedure manual are still in development stage. level of water, sanitation, electricity and solid waste removal a) Planning for Performance Management #" The percentage of households earning less than R1 In planning for performance management and in the 100 per month with access to free basic services process of reviewing its policy, KwaDukuza Municipality #" The percentage of the municipality’s capital budget has aimed to ensure that the system complies with all the actually spent on capital projects identified for a requirements set out in legislation with specific reference particular financial year in terms of its IDP. to the 2001 Regulations. Amongst others the KwaDukuza #" The number of jobs created through the municipality’s Municipality aims to: local economic development initiatives including #" capital projects. Show how it is going to operate and manage the #" The number of people from employment equity system from the monitoring up to the stages of target groups employed in the three highest levels performance reporting evaluation and review; #" of management in compliance with KwaDukuza Indicate how the various stakeholders and role- Municipality’s approved employment equity plan. players including the community will be included in #" The percentage of the municipality’s budget actually the implementation and functioning of the system; #" spent on implementing its workplace skills plan. Clarify how it will implement the system within #" Financial viability which looks at debt coverage, the framework of the IDP process, including any outstanding debtors to service revenue, and cost procedures to be followed; coverage #" Address the matter of how often reporting will take place and to whom; and #" The KwaDukuza Municipality reviews its other key Link the organizational performance management performance indicators annually as part of the performance system to the employee performance management review process. This is initiated through the review of the system. IDP, SDBIP and budget annually, and filters through to the individual performance plans. KwaDukuza Municipality is in the process of ensuring better alignment between the IDP and the performance c) Setting Targets management processes and systems. Through the The KwaDukuza Municipality continuously aims to ensure IDP, KwaDukuza Municipality plans for performance that its targets comply with the Performance Management management, and through performance management Regulations (Chapter 3, Regulation 12, 2001). KwaDukuza Municipality manages monitors and evaluates Therefore the targets set in the IDP have to: the achievement of the IDP. #" Be practical and realistic; b) Priority Setting #" Measure how effective and efficient the KwaDukuza Through consultation with the community and other key Municipality is, as well as what the impact it is stakeholders, the IDP process helps to define: making; 130 #" #" Clearly indicate who (which department) will deliver What the delivery priorities and objectives are. The a target; objectives clearly identify the developmental priorities #" Have corresponding resources; of the KDM. The institution expanded on the roll-out #" Include the budget; plan in the SDBIP to ensure that it is tangible and #" Relate to the priorities and objectives for development measurable;
112 KwaDukuza Municipality Integrated Development Plan - 2011/16 as in the IDP; and #" Provides for reporting to the municipal council as per #" Update targets against achievement, community legislative requirements priorities, available resources and the national #" Is designed in a manner that enables the municipality d) Performance monitoring to detect early under-performance (organizational Monitoring is the regular observation and recording of and employee performance management) activities taking place in a project or a programme, or of a key performance indicator. It is a process of routinely #" Provides for corrective measures where under- gathering information on all aspects of the strategic performance has been identified (organizational and objective, key performance area, programme or project. employee performance management). Monitoring also involves giving feedback about the progress of the project to the donors, implementers and #" Compares current performance with performance beneficiaries of the project. Once a municipality has during the previous financial year and baseline developed outcomes, outputs, targets and performance indicators indicators in the IDP, SDBIP and Individual Performance Plans, it must set up mechanisms and systems to monitor #" Re-directs the performance management system to the extent to which objectives, projects and processes are make available accessible management information realized. data for better decision-making
The 2001 Regulations Chapter 13 reads: e) The Performance Measurement Framework @AB" >" +&)('(,3-(0/" +&809" 340$5" '.)8&-030(.)" 6(02" The Scorecard Model was adopted by the KwaDukuza 02$" -.'3-" '.++&)(0/9" %$;$-.," 3)%" (+,-$+$)0" Municipality and is aimed at measuring performance across +$'23)(8+89" 8/80$+8" 3)%" ,5.'$88$8" 4.5" 02$" The 5 National KPA’s: +.)(0.5()*9" +$38&5$+$)0" 3)%" 5$;($6" .4" performance in respect of the key performance #" Basic Service Delivery indicators and performance targets set by it #" Institutional Development and Transformation #" Local Economic Development @CB" D2$" +$'23)(8+89" 8/80$+8" 3)%" ,5.'$88$8" 4.5" #" Financial Viability and Management monitoring in terms of sub regulation (1) must: #" Good Governance and Public Participation (a) Provide for reporting to the municipal council at least twice a year. (b) Be designed in a manner that enables the municipality to detect early indications of &)%$5,$54.5+3)'$9"3)% @'B" E5.;(%$" 4.5" '.55$'0(;$" +$38&5$8" 62$5$" &)%$5: performance has been identified.
The performance monitoring is an ongoing process that runs parallel to the implementation of the agreed IDP. A municipality must develop a monitoring framework that identifies the responsibilities of the different role-players in monitoring and measuring its performance and allocate specific tasks in respect of the gathering of data and submission of reports.
#" It is an ongoing process that runs parallel to the implementation of the approved IDP. It identifies the roles of the different role players in monitoring, reporting and evaluating the municipality’s performance measurement.
#" Ensures that specific tasks are allocated to the gathering of data and submission of reports
#" Ensures that procedures are in place to collect, store, verify and analyze data and to produce reports. Chapter 9
113 f) Conducting Performance Reviews A municipality must review it performance management system annually in order to:
#" Identify the strengths, weaknesses, opportunities and threats of the municipality in meeting the key performance indicators and performance targets set by it, as well as the general key performance indicators prescribed by the Municipal Systems Act 32 OF 2000, Section 43.
7 General KPIs): Review the key performance indicators set by the municipality in terms of Local Government Management Regulations 2001 input, output, outcome indicators);
Through the review process it is established whether objectives, key performance indicators, targets and projects have been achieved or where changes should be made where the municipality did not achieve on its objectives, key performance indicators, targets and projects and thereby ensures that it delivers on its service delivery and complies with legislation. The review process starts with the review of the IDP where strategies, objectives, outcomes, outputs, targets and performance indicators are reviewed. Flowing from the review of the IDP, the SDBIP and Individual Performance Plans are reviewed to ensure that the IDP is implemented on operational level and is monitored, assessed, reported, evaluated and reviewed on quarterly basis. Performance review is a process whereby the organization, after measuring its own performance, assesses whether it is doing the right thing by:
#" Analyzing the information to see whether targets have been met and whether the future targets will be realized. #" Benchmarking to compare the performance of the Municipality with other similar Municipalities #" Surveys to obtain feedback from the community about their views of the performance of the municipality
The review takes place simultaneously with the IDP review and adjustment budget phases. The KwaDukuza Municipality has to date applied all methods in assessing its performance, and is continuously seeking ways to improve assessment of its performance.
g) Reporting on Performance Reporting requires that the municipality takes the priorities of the organization, its performance objectives, indicators, targets, measurements and analysis, and presents this information in a simple and accessible format, relevant and useful to the specific target group, for review. The Service Delivery and Budget Implementation Plan (SDBIP) is the basis for the Municipality’s reporting. Generally four reports are submitted per annum to Council.
114 KwaDukuza Municipality Integrated Development Plan - 2011/16 Report Type Description Quarterly IDP and The SDBIP is a key management, implementation and monitoring tool, which SDBIP reporting provides operational content to the end-of-year service delivery targets, set in the budget and IDP. It determines the performance agreements for the munici- pal manager and all top managers, whose performance can then be monitored through Section 71 monthly reports, and evaluated through the annual report process. The SDBIP information on revenue will be monitored and reported monthly by the municipal manager in terms of Section 71(1)(a) and (e). For example, if there is lower than anticipated revenue and an overall cash shortage in a particular month the municipality may have to revise its spending downwards to ensure that it does not borrow more than anticipated. More importantly, such information requires the municipality to take urgent remedial steps to ensure it improves on its revenue collection capacity if the municipality wants to maintain its levels of service deliv- ery and expenditure. Section 1 of the MFMA, Act 56 of 2003 states that the SDBIP as a detailed plan approved by the mayor of a municipality in terms of service delivery should make projections for each month of the revenue to be collected, by source, as well as the operational and capital expenditure, by vote. The service delivery targets and performance indicators need to be reported on quarterly (MFMA, 2003).
Mid-year budget and Section 72 of the MFMA requires the accounting officer to prepare and submit a DPLG report report on the performance of the municipality during the first half of the financial year. The report must be submitted to the mayor, National Treasury as well as the relevant Provincial Treasury. As with all other reports this is a crucial report for the Council to consider mid-year performance and what adjustments should be made, if necessary. Performance report Section 46 of the Municipal Systems Act states that a municipality must prepare for each financial year, a performance report that reflects the following:
#" The performance of the municipality and of each external service provided #" during that financial year; #" A comparison of the performances referred to in the above paragraph with #" targets set for and performances in the previous financial year; and #" Measures to be taken to improve on the performance
The performance report must be submitted at the end of the financial year and will be made public as part of the annual report in terms of chapter 12 of the MFMA. The publication thereof will also afford the public the opportunity to judge the performance of the municipality against the targets set in the various planning instruments. Annual report Every municipality and every municipal entity under the municipality’s control is required by Section 121 to prepare an annual report for each financial year, which must include: #" the annual financial statements of the municipality or municipal entity as #" submitted to the Auditor-General for audit (and, if applicable, consolidated #" annual financial statements); #" the Auditor-General’s audit report on the financial statements; #" an assessment by the accounting officer of any arrears on municipal taxes #" and service charges; #" particulars of any corrective action taken or to be taken in response to issues raised in the audit reports; #" any explanations that may be necessary to clarify issues in connection with the financial statements; Chapter 9 #" any information as determined by the municipality, or, in the case of a #" municipal entity, the entity or its parent municipality; #" any recommendations of the municipality’s audit committee, or, in the case of a municipal entity, the audit committee of the entity or of its parent municipality
115 #" an assessment by the accounting officer of the municipality’s performance #" against the measurable performance objectives for revenue collection and for each vote in the municipality’s approved budget for the relevant financial year; #" an assessment by the accounting officer of the municipality’s performance against any measurable performance objectives set in terms the service delivery agreement or other agreement between the entity and its parent municipality; #" the annual performance report prepared by a municipality; and #" any other information as may be prescribed.
Section 127 prescribes the submission and tabling of annual reports. In terms of this section: 1) The accounting officer of a municipal entity must, within six months after the end of a financial year, submit the entity’s annual report for that financial year to the municipal manager of its parent municipality. 2) The mayor of a municipality must, within seven months after the end of a financial year, table in the municipal council the annual report of the municipality and of any municipal entity under the municipality’s sole or shared control. 3) If the mayor, for whatever reason, is unable to table in the council the an- nual report of the municipality, or the annual report of any municipal entity under the municipality’s sole or shared control, within seven months after the end of the financial year to which the report relates, the mayor must: (a) submit to the council a written explanation setting out the reasons for the delay, together with any components of the annual report that are ready; and (b) submit to the council the outstanding annual report or the outstanding components of the annual report as soon as may be possible. Oversight report The council of a municipality must consider the municipality’s annual report (and that of any municipal entity under the municipality’s control), and in terms of Sec- tion 129, within two months from the date of tabling of the annual report, must adopt an oversight report containing the council’s comments, which must include a statement whether the council:
(a) has approved the annual report with or without reservations; (b) has rejected the annual report; or (c) has referred the annual report back for revision of those components that can be revised.
In terms of Section 132, the following documents must be submitted by the accounting officer to the provincial legislature within seven days after the municipal council has adopted the relevant oversight report:
(a) the annual report (or any components thereof) of each municipality and each municipal entity in the province; and (b) all oversight reports adopted on those annual reports. It is important to note that the oversight committee working with these reports should be chaired by the opposition party.
116 KwaDukuza Municipality Integrated Development Plan - 2011/16 i) Individual Performance main areas of work will account for 80% and CCR’s will The best type of performance management system adopts account for 20% of the final assessment. The national 1"21)214$/="(%" %(,,$/= 4(M/ "(;"9*%;(%51/2*"(7U*2.$<*)" KPA’s which need to be measured and to which the KDM from top to bottom. The Department of Provincial and Objectives and KPA’s subsequently need to be aligned. It is Local Government (DPLG) Performance Management however important to note that 80% of the performance Guidelines for Municipalities (2001)(par.5.9) states: “The covered in the Section 57 contract (performance plan) performance of an organization is integrally linked to that must relate to the IDP of the municipality of staff. If employees do not perform an organization will fail. It is therefore important to manage both at the same b) Setting of measurable performance targets time. The relationship between organizational performance Performance targets are the planned level of performance and employee performance starts from the review of the or the milestones an organization sets for itself for each IDP that also correlates with the review of individuals on identified indicator – it is the desired level of service how well they have performed during the course of the delivery for the current financial year or specified period. 4$;;*%*/."9*%;(%51/2*"51/1=*5*/."931)*)O Baseline measurements, which are the measurement of the chosen indicator at the start of the period, must The Local Government: Municipal Performance be set. Baseline information defines the status quo. It is Regulations for Municipal Managers and Managers important to know how the organization is performing at Directly Accountable to Municipal Managers (2006) sets the current moment in order to determine, after a period of out the parameters on how the performance of Municipal time, if any positive progress was made. This step also tests Managers and their managers directly accountable to whether the chosen indicator is in fact measurable and them (Section 57 Employees) will be directed, monitored whether there are any problems. The targets need to be and improved. Firstly, an employment contract has to be realistic, measurable and be commensurate with available concluded between the Council and the S57 Managers resources and capability. on appointment and secondly, a separate Performance Agreement and Plan also has to be concluded annually. The setting of targets entails a two-way communication: #" The councilors need to give clear direction as 9.2.2. PHASE 1 – Performance Planning to the importance of the target and how it will address the public need. Targets should This is about jointly identifying individual performance be informed by the development needs of expectations and gaining the employee’s commitment communities and the development priorities of the municipality. in achieving these expectations. This also entails the #" identification of KPA’s and indicators, the establishment Line managers need to advise as to what a of year-end targets and the planning for the phasing in realistic and achievable commitment for a of the year-end target into quarterly targets (cumulatively 035*$0" (89" *(;$)" 02$" 3;3(-31-$" 5$8.&5'$8" 3)%" and quarterly). capability. Managers will need to advise on seasonal changes and other externalities that a) Setting of appropriate key performance should be considered in the process of target indicators (KPI’s) setting. There must be clear timelines related During the performance management process key to the set targets. performance indicators (KPI’s) must be identified for each of the Municipality Key Performance Areas (KPA’s). They are Planning for performance is directly related to resources; statements of measurement in terms of e.g. a percentage, a therefore performance targets can only be set once the number, an index or any other recognizable unit. Indicators available resources, especially the approved budgets, are used to indicate whether progress is being made in have been identified. Planning for best performance is achieving the CKPA’s. Indicators should be measurable, therefore directly related to the budget, IDP and SDBIP. simple, precise, relevant, adequate and objective. The However, constraints, risks and standards must also be choice of an indicator must be guided by the availability taken into consideration and must be well documented of data for its measurement and the capability to collect in advance. The targets identified in the IDP and SDBIP it. These indicators must be translated to the Performance must be translated to the Performance Plans of Top Plan’s of top management. The performance agreement Management The documented information must be taken provides for the method upon which the performance of into consideration during the reviewing phase of the the employee must be assessed. The Performance Plan performance management cycle. consists of two components and the employee must be assessed against both components. These components
are the Key Performance Areas (KPA’s) and the Core Chapter 9 Competency Requirements (CCR’s). KPA’s covering the
117 9.2.3. PHASE 2 – Performance Coaching #" The manager/supervisor should make his/her own notes This is the phase of continuously tracking and improving during the formal review meeting. All the criteria that performance, through feedback and reinforcement have been specified must be taken into consideration of key results and competencies. This is done with a Only those KPI’s relevant for the review period in view to timeously detect performance relapses and to question should be rated according to a five point scale. simultaneously introduce speedy remedial actions. A #" prescribed record sheet is used to record evidence and Only after the year-end review, do the manager / remedies. During this phase, on a quarterly basis, the supervisor and employee prepare and agree on an actual performance must be determined and be judged individual learning plan. against the quarterly obligation as well as the cumulative #" performance as well as other standards that have been The setting of new key performance areas which will set in advance. During this phase it is also important to link up to the KwaDukuza Municipality KPA’s and the document any evidence proving performance. Although identification of the concomitant indicators for the actual measurements are done each quarter, formal next financial year need to be concluded by the end coaching only has to be done half yearly provided the (;"I-/*"(;".3*"2-%%*/.":*1%O"h(M*<*%".3*"$4*/.$;$21.$(/" documented performance in the first and third quarter is of KPA’s forthcoming from the learning plans and the satisfactory. setting of targets, weights and dates can only be done after the year-end review has been concluded. 9.2.4. PHASE 3 - Reviewing The total score is determined once all the output and input This phase involves jointly reviewing actual performance KPI’s have been rated and scored. This is done with a view against expectations at the end of the performance cycle to establish if an employee is entitled to a notch increase or to review and document planned vs. actual performance. an accelerated salary progression or a non-financial award. Should an employee not be achieving the KPA’s in his/her The following guidelines are applicable for performance agreement the manager/supervisor should conducting a performance review: assist the employee by managing his/her performance more closely. It is not appropriate that the first time an #" The Executive Director to prepare ratings of his employee hears about his/her non-performance is at the performance against key performance indicators. formal performance review. Employees must be coached The rating is done by considering actual cumulative and given feedback throughout the year. organizational achievement as well, the portfolio of evidence which was documented during the coaching cycle, as well as any other relevant input. For an 9.2.5. PHASE 4 - REWARDING exposition of the five points scale and set criteria see the glossary of terms. A performance bonus ranging from 5%-14% of the all- inclusive remuneration package can be paid as follows: #" #" Manager/supervisor to ask employee to prepare for A score of 130%-149% is awarded a bonus of 5%- 9%; and formal appraisal by rating him/herself against the #" agreed key performance indicator A score of 150% and above is awarded a bon us of 10%-14%. #" #" Manager/supervisor and employee to meet to Rewarding of performance for Section 57 employees conduct a formal performance rating with a view is to be done after the tabling of the annual report. to conclude a final rating. The employee may request time to consider the rating. A second meeting may then be necessary. In the event of a disagreement, the manager/supervisor has the final say with regard to the final rating that is given.
#" After the ratings have been agreed upon the scores are calculated.
118 KwaDukuza Municipality Integrated Development Plan - 2011/16 9.3. CHALLENGES The municipality has a number of challenges in developing a monitoring framework: 9.3.1 Policy Framework #" The current system does not allow for the non-financial The following is still being improved in planning processes: planning of initiatives – i.e. for developmental a. To determine and review the strategic initiatives initiatives e.g. improving community skills, or focusing and targets during the IDP process on target groups such as the youth or women b. The integration of developmental targets with core business and departmental budget #" There are a number of Municipality c. Understanding and managing the setting of level databases that require developing. priorities for the various financial years in the MTEF and their KPI’s in the context of the 5 year #" The monitoring has to include ability to report on term of the IDP, i.e. managing the context of not only the Municipality’s priorities but also on inputs and the underlying assumptions of the National KPI’s or provincial indicators. This becomes inputs will achieve through processes on the challenging when the Municipality has a priority to output level. support people receiving an income of R1700 or d. Aligning input and output departmental less as indigents whereas the national regulations indicators to outcome indicators in the IDP make provision for R1100 – and reporting on the e. Integrated alignment between IDP, SDBIP, people that the Municipality is supporting is therefore LSDBIP, budget and individual performance narrower than required. management system f. To verify and validate numerous departmental Governance within the PMS indicators and to classify in terms of different type and category A performance audit committee (PAC) has been g. To start to develop business intelligence out established, and meets four times a year to review the of the data quarterly progress achieved. During the year, on an ongoing h. Ownership of congregated Key Performance basis the Internal Audit Department audits the portfolios Indicators of evidence maintained by the Section 57 managers and reports back to the PAC and to the Municipal Manager. ?3*%*"$)"1"/**4".("%*9(%."123$*<*5*/."1=1$/)."1" ;$Z*4 " target as opposed to the Municipality’s administrative reality of moving targets – this is best explained against an indicator such as % of households with access to basic or higher levels of service (NKPI). The households in a Municipality are not static and are continually increasing – therefore within a restricted resource allocation towards service delivery, it might look as if eradication of service delivery backlogs is slow – however the backlog might be growing as a result of unplanned for growth due to migration etc. When the number of households is annually increased as per growth figures, it creates tension on the reporting side. Targets are set in line with the established need in departmental business plans, which are to be included in the IDP. When the budget is finalized, however, the resource requests are not granted due to budgetary constraints – the impact of this is that sometimes the targets are not changed in the IDP. The KwaDukuza Municipality’s performance management policy under review makes provision for the review of organizational and individual performance. Chapter 9
119 Response to the findings of the Auditor-General for 20009/10
The following table shows the findings of the Auditor-General for the 2008/09 financial year on the Municipality’s PMS. The table also details the KwaDukuza Municipality’s comments and the action plan to respond to the findings.
Audit Finding Comments Inconsistently reported performance information The municipality has not reported throughout on its perfor- mance with regard to its targets as per the approved inte- grated development plan. Targets in respect of low income housing and the amnesty meter program were excluded from the service delivery budget and implementation plan. In addition, no evidence could be provided for the approval to infrastructure targets from the approved IDP
Reported performance information not relevant The targets relating to the housing programme were not specific in clearly identifying the nature and the required level of performance, measurable in identifying the required performance and time bound in specifying the time period or deadline for delivery Source information not accurate and complete The source information or evidence provided with regard to the housing programme did not adequately support the accuracy and completeness of the reported performance information
9.4. CONCLUSION Appropriate Key Performance Indicators must be established to serve as a yardstick for measuring individual Performance management is a process which stretches and organizational performance. These key performance right through the organization, from its vision and mission indicators should include outcomes and the impact of statement, to its objectives and eventually its staff. It a performance area with regards to a municipality’s applies to the performance of an organization as well as to development priorities and objectives as set out in its all persons related to it. Within the South African Municipal IDP. In light of the above, the KDM is well underway to environment this also includes the political figures who are following the intent and requirements of legislation and responsible for that organization. As indicated earlier, the will soon conclude a comprehensive approach on how the White Paper on Local Government (1997) states system can fulfill obligations to the fullest extent intended that key mechanisms to ensuring service excellence in by law. municipalities include integrated development planning, performance management and community participation. As a start there are things that a municipality simply must do.
It must:
a. Establish a performance management system that is commensurate with its resources, best suited to its circumstances and in line with its targets, priorities and objectives contained in its IDP. b. Promote a culture of performance management among its political structures, political office- bearers, councilors and administration. c. Administer its affairs in an economical, effective, efficient and accountable manner (Municipal Systems Act, 2000).
120 KwaDukuza Municipality Integrated Development Plan - 2011/16 Chapter 9
121
KwaDukuza Needs Analysis ANNEXURE A: KWADUKUZA NEEDS ANALYSIS
Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 1. Sports Field at 1. Additional classrooms 1. Housing 1. Cemeteries 1. Recreational Sokesimbone Area to the existing schools 2. Recreation facilities 2. Improving of the facilities 2. LED Projects 2. Satellite police station 3. Upgrading of gravel quality of water (Shakashead) 3. Grazing Fields 3. Cemetery -Zamani area. roads 3. Housing- awaiting 2. Storm water 4. Rural Housing Project 4. Resurfacing roads in 4. Maintenance of recently Planning approval systems 5. Fawsely Park/Wellvale / Darnall and Zinkwazi tarred roads 4. Sports field- currently (Shakashead Dendethu _ Housing / 5. new road to the 5. Upgrade of the existing under construction 3. Sanitation Roads /Water reservoirs bridge (KwaMlilo) 5. Improving of (Shakashead) 6. Upgrading of existing 6. Transfer electrical Sanitation 4. Access road recreational facilities service provider-Eskom 6. Water (Sinqobile) (Compensation- and new sporting to KwaDukuza 7. Multipurpose centre Ballito) facilities in Soweto 7. Library 8. Clinic 5. Tarring of existing 7. Upgrading for the 8. Permanent clinic 9. Police station roads basket project in 10. Upgrade of road 6. Railway station Zinkwazi (eTsheni) 7. Hospice 8. Storm water upgrades 11. Library 8. SMME support 9. Water piping to be 12. Play parks 9. High School upgraded in identified 13. LED projects areas and sanitation 14. Electricity (Infills) and 10. Toilets on beach and in transfer electricity to parks to be upgraded KwaDukuza 11. Bus Shelters 15. Improve Public 12. Tarring of roads transportation 13. I-/$(%"+%$51%:"E23((, 14. Youth Centre 15. Support Centre 16. Upgrade of existing Clinic 17. Market place to sell next R102
Ward 6 Ward 7 Ward 8 Ward 9 Ward 10 1. Standard branded 1. Crèche 1. Additional housing 1. Improving of 1. Sanitation directional signage and 2. Addressing illegal 2. Upgrading of sanitation 2. Street lights improved traffic signs dumping Stormwater 2. Bus route 3. Bush clearance 2. Storm water outfalls on 3. Roads tarring & 3. Upgrading of drainage 3. Upgrading of gravel (between Old Age beaches ( possible pier) maintenance system (Nkobongo & roads Home and BW 3. Finalised Tourism and 4. Electricity Shakaskraal) 4. Housing project Vilakazi School Marketing Strategy 5. Speed humps & traffic 4. Water and sanitation 5. Fencing of along R102 4. Construct Pedestrian calming (R102) 5. Upgrading of sports graveyards 4. Upgrading of Walkway down Ballito 6. SMME Development field 6. Extension of rural Groutville Market Drive, and upgrade 7. ABET 6. Primary school housing 5. Land for housing compensation Beach 8. Visible police patrol 7. Tarring of roads 7. Street lighting 6. Electricity Drive and Salt Rock 9. Water and sanitation 8. Resourcing of resource 8. Sports field 7. Tarring of roads pavements 10. Railway station centre 9. Cemetery (School road, 5. 11KV substation for 11. Recreational facility 9. Access staircases at 10. Multi-purpose centre KwaBukhosini, Ballito Village Node 12. Upgrade of existing Shisampama 11. Gravel roads KwaManqele) 6. 3 Taxi stops - Lifestyle, sports field (Nxumalo) 10. Cricket ground 12. Bus shelters 8. Resurfacing of the Ballito village and Salt 13. Electrical vendor 11. Sidewalks (Nkobongo 13. Play parks gravel roads rock 14. Verge maintenance 12. Health workers 14. Dipping tank 9. Upgrade of storm 7. Bus Service 15. Skips 13. Industries-job creation 15. Bridges water system ( BW 8. High School 16. Bus shelters (upgrade), 14. Community hall-Protea (Mahambebukwa) Vilakazi School) 9. Sewer line to be moved Bus service & street heights 10. Waste removal off Willard Beach lighting in bus stops 15. Banking facility 11. Worship sites 10. Demolish and 17. Mobile clinic 16. Electrical vendor 12. Desludging of reconstruct toilets at 18. Community hall (Nkobongo) toilets Salt rock and Thompson 19. Sportsfield (Shayamoya) 17. Old age home 13. Crime prevention Bay 20. Multi-purpose centre (Shakaskraal) and visibility of 11. Fencing of the 2 sites 21. Health workers 18. Tarring of Circle road police of conservation - 22. Dislodging of VIP toilets (Shakaskraal) 14. Business Centre Waterberry and Pigeon 23. High school 19. Shopping Centre 15. Community hall wood in Ballito 24. Storm water drainage (Nkobongo) (Groutville) 12. CCTV cameras on 25. Land for housing 20. Housing in Shakaskraal Promenade 26. Land for agriculture (low and middle 13. Visible 24 hour policing 27. Library income) throughout Ward 6 28. Street names 21. Road curbing (old age 14. Informal Trading Policy 29. Play park home –shell) and facilities for storage 30. Staircases 22. Speed humps R102 and vending for beach 31. Bridge (cemetery- 23. Police visibility vendors Shayamoya) 24. Kraal-Tourism 15. Removal of alien 32. Sidewalks vegetation 33. Water connections
124 KwaDukuza Municipality Integrated Development Plan - 2011/16 Ward 11 Ward 12 Ward 13 Ward 14 Ward 15 1. Tarring of 1. Planning for light 1. Housing 1. Sports field 1. Crèche/Pre/Primary uMkhanyakude, Congo industry development in 2. Upgrading of sports 2. High School /High Schools/ road, Mzimela- Chris eThembeni Area field 3. Tarring of the roads (Ntshawini area) Hani, Makhalathini,, 2. Waste removal 3. Building of combo 4. Road signage 2. Link road for eTsheni roads 3. Electricity (Ten Acre) courts in Glenhills 5. Crèche Gledhow station & 2. Multipurpose centre 4. Upgrading of roads 4. Completion of Glenhills 6. Desludging of the South 3. Extension of Nkukwini 5. Title deeds eThafeni Multi Purpose Centre toilets 3. Housing _ Gledhow Hall 6. Community hall Dube 5. Community Hall 7. Side walks station 4. Renovation of Melville Village for Shayamoya, 8. Storm water 4. Community Hall – Hall 7. Upgrading of the tunnel Mpongompongweni 9. Security at the hall/ Gledhow Station 5. Market facility Melville 8. Electricity Tem Acre and Steve Biko areas burglar guars 5. Link road _ 6. 6 Skips 9. V drains Dube toll gate 6. Library 10. Bus shelters Ntshawini – 7. Chief Albert Luthuli area 7. Post office Shayamoya Ward 13 high school 10. Ten Acre 2 tarring of 8. Public phones 6. Sports facilities/Play 8. Sports facilities road 9. Land for housing parks for children 9. Ward comm. Office 11. Fencing of the 10. Road (Steve Biko 7. Road infrastructure 10. Play parks community hall phase 2 8. Business Centre 11. Housing 12. Upgrade of Toll gate 11. Storm water 9. Sanitation & Water 12. Clinic market management 13. Satellite police station 13. Skips 14. Bridge –eThembeni- 14. Pedestrian bridge – Nkukhwini Dube village 15. Toilets at Tinley Manor 15. Vending machines Dube Beach Village
Ward 16 Ward 17 Ward 18 Ward 19 Ward 20 1. Stanger Heights bridge 1. Six road to be tarred 1. Sanitation 1. Upgrading of 1. Cemeteries 2. Sports facilities Doesberg 2. Skills centre recreational facilities 2. Upgrading of roads 3. Upgrade and general 2. Side walks 3. Housing 2. Upgrading of Road 3. Sanitation – Water maintenance 3. Extension of the 4. Upgrading of Youth infrastructure 4. Clinic 4. Road infrastructure community hall Centre into wellness 3. Upgrading of 5. Sports facilities 5. Overhead bridge by 4. Resurfacing and and fitness centre parking areas in the 6. Library Stanger Secondary dressing rooms at 5. Upgrading of Sports CBD 7. Parks 6. Extension of Mdoniville Lindelani sports field/ facilities 4. LED and job creation 8. Swimming pool Hall grand stands 6. Renovation of projects 9. Pay points 7. Road marking 5. Multipurpose center Shakaville Community 5. Town view rocky 10. High School A ANNEXURE 8. Extended housing 6. Crèche Hall park and CBD 11. Tinley manor school benefit scheme 7. Bus Shelters 7. Pedestrian bridges for electricity 12. Speed humps R102 9. Side walks 8. Combo courts Mbozamo River 6. Ablution facilities 13. Street names 9. Old age home 8. Speeds humps at C CBD 14. Sidewalks 10. Hospice/homes for the Section Lindelani 7. Containing of water 15. Fencing of hall disabled 9. Crèche facility – C flooding river side 16. Bus shelter 11. Craft centre Section & Mbozambo road _ Townview 17. Worship site 10. Dlambedlu pedestrian 8. Pedestrian crossing 18. Housing bridge to X 36 9. Pension payout 19. Security _ hall 11. Police patrol points (solution) 20. Upgrades of gravel 12. Road tarring Section C 10. Benches (town) road 13. Speed humps 21. Ward committee Mbozambo office equipment 14. Community hall 22. Pegging of the area Mbozambo 15. Bus shelters 16. Securing of municipal buildings
125 Ward 21 Ward 22 Ward 23 Ward 24 Ward 25 1. Clinic 1. Cleaning of Shakaskraal 1. Additional houses 1. Roads at Mphithiza 1. Toilets 2. Transport system town (population has 2. Bridge at Mphithiza 2. Grazing Camps (Buses) 2. Old age home increased) 3. Safe play lot for 3. LED Projects (Skills 3. Health Services (Shakaskraal) 2. Street names and children development) (Patients to be sent to 3. Tarring of Circle road Access route from Paki 4. Site currently used 4. Sun source Clinic Stanger Hospital not (Shakashead) to the local Cemetery by the Gledhow mill 5. Signage & Speed Osindisweni) 4. Housing in Shakaskraal place should be used for humps next to 4. Mobile Police Station (low and middle 3. Waterborne toilets community related Shekembula H. 5. I(7"L99(%.-/$.$*)"[A(21," income) 4. Road maintenance uses School people must get first 5. Road curbing (old age 5. Crèche & Pre-School 5. Upgrade of sports 6. Electricity at Kamu preference) home –shell) 6. Signage at Nkantini facility- tennis court 7. Ohlanga= Houses 6. Houses 6. Upgrading of drainage Area (Melville) Toilets, Electricity & 7. Basic Services system 7. Extension of Hall (for 6. Swimming pool Water 7. Removal of alien Cooking & other things) 7. Congo housing 8. Businesses Sites vegetation 8. Post Boxes project 9. Combo Courts at 8. Utilization of local Shekembula High labor for housing School project 10. Mobile Police 9. Awareness in Station terms forming 11. Upgrade of co-operatives to sports Facilities exploit sand mining (Equipments) opportunities 12. In route roads 10. Assistance with the between houses acquisition of sewing machines 11. Crèche 12. Crime at the compound (enkopholo) 13. Sewarage problems throughout the ward, especially at Barracks 14. Traffic calming measures on R102 15. Stormwater problems at Melville Primary School- channel blocked by sand mining trucks 16. Need to finalize ownership of houses at Barracks.
Ward 26 Ward 27 1. Roads 1. Housing 2. Housing 2. Land issue (security of 3. Toilets/sewerage tenure) 4. Water 3. Roads 5. Electricity 4. Sports facilities 6. Electrical vending 5. Clinic machine 6. Community hall 7. Play parks 7. Mabhodweni to Mkhambeni Bus route 8. Bus shelters 9. Mngezu Road 10. Mabhodweni to Thethwayo 11. Qaqeni road from Makhambeni 12. Mgwaba to Nyongo Rd 13. Madakeni Rd 14. Gcugcwa Rd 15. Maromeni to Monza Rd 16. Kotshi to Khuzwayo 17. Makhambeni to Monza 18. Mkhambeni to Myeza 19. Nsikeni Rd 20. Mthembu Rd 21. Nodunga sportsfield 22. Mbusiswa Rd 23. Ashville Rd 24. Oqaqeni sportsfield 25. Infills (ID Meer)
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