Umlalazi Local Economic Development Strategy Review 2018-2023

UMLALAZI LOCAL ECONOMIC DEVELOPMENT

STRATEGY REVIEW 2018-2023

STRATEGIC FRAMEWORK REPORT – June 2018

SUBMITTED TO: SUBMITTED BY:

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

TABLE OF CONTENTS

TABLE OF CONTENTS ...... 1 LIST OF FIGURES ...... 3 LIST OF TABLES ...... 3 1 INTRODUCTION ...... 6

1.1 BACKGROUND ...... 6 1.1 PROJECT RATIONALE ...... 6 1.2 THE MAIN AIM OF THE PROJECT ...... 7 1.3 OBJECTIVES OF THE PROJECT ...... 8 1.4 GUIDING PRINCIPLES ...... 8 1.4.1 EQUALITY ...... 8 1.4.2 EFFICIENCY ...... 8 1.4.3 VERTICAL AND HORIZONTAL INTEGRATION ...... 9 1.4.4 FAIR AND GOOD GOVERNANCE ...... 10 1.4.5 SUSTAINABILITY ...... 10 1.5 UNDERSTANDING LED ...... 10 1.6 METHODOLOGY ...... 11 1.6.1 SHARED AND SECTORAL SPATIAL APPROACH ...... 11 1.6.2 DIAGRAMMATIC METHODOLOGY ...... 12 1.7 REPORT STRUCTURE ...... 15 2 LED POLICY ENVIRONMENT ...... 17

2.1 REVIEW OF NATIONAL POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ...... 17 2.1.1 NATIONAL DEVELOPMENT PLAN 2035 ...... 17 2.1.2 NATIONAL FRAMEWORK FOR LOCAL ECONOMIC DEVELOPMENT IN SOUTH AFRICA (2014 – 2019) . 18 2.1.3 NEW GROWTH PATH ...... 20 2.1.4 REGIONAL INDUSTRIAL DEVELOPMENT STRATEGY (RIDS) ...... 21 2.1.5 INDUSTRIAL POLICY ACTION PLAN (IPAP) ...... 22 2.1.6 MICRO-ECONOMIC REFORM STRATEGY ...... 23 2.2 REVIEW OF PROVINCIAL POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ...... 23 2.2.1 KZN OPERATION PHAKISA ...... 23 2.2.2 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY (PGDS) 2035 ...... 25 2.2.3 PROVINCIAL SPATIAL ECONOMIC DEVELOPMENT STRATEGY (PSEDS) ...... 26 2.2.4 KWAZULU-NATAL INDUSTRIAL DEVELOPMENT STRATEGY (IDS) ...... 27 2.2.5 KZN INVESTMENT STRATEGY ...... 28 2.2.6 KZN EXPORT STRATEGY ...... 29 2.2.7 KZN SMALL ENTERPRISE DEVELOPMENT STRATEGY ...... 30 2.2.8 PROVINCIAL TOURISM MASTER PLAN ...... 31 2.2.9 RADICAL AGRARIAN SOCIO ECONOMIC TRANSFORMATION (RASET) ...... 32 2.3 REVIEW OF DISTRICT POLICIES, STRATEGIES AND FRAMEWORK DOCUMENTS ...... 33 2.3.1 DISTRICT GROWTH AND DEVELOPMENT PLAN (DGDP): KING CETSHWAYO DISTRICT ...... 33 2.3.2 KING CETSHWAYO DISTRICT INTEGRATED DEVELOPMENT PLAN (IDP) 2017 ...... 34 2.3.3 KING CETSHWAYO SPATIAL DEVELOPMENT FRAMEWORK 2015 ...... 35 2.3.4 KING CETSHWAYO DISTRICT INVESTMENT PROMOTION AND FACILITATION STRATEGY ...... 36 2.3.5 AGRI-PARKS MASTER PLAN ...... 37 2.3.6 REVISED TOURISM STRATEGY FOR UTHUNGULU DISTRICT MUNICIPALITY, 2009 ...... 38 2.3.7 KIND CETSHWAYO DISTRICT MUNICIPALITY LED STRATEGY ...... 39 2.3.8 CETSHWAYO AGRICULTURAL DEVELOPMENT PLAN REVIEW ...... 40 2.4 REVIEW OF LOCAL DOCUMENTATION ...... 41 2.4.1 UMLALAZI INTEGRATED DEVELOPMENT PLAN (IDP) 2017 ...... 41

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

2.4.2 UMLALAZI SPATIAL DEVELOPMENT FRAMEWORK ...... 42 2.5 ROLES OF GOVERNMENT IN LED ...... 43 2.5.1 NATIONAL GOVERNMENT ...... 43 2.5.2 PROVINCIAL GOVERNMENT ...... 44 2.5.3 LOCAL GOVERNMENT ...... 44 3 REVIEW OF THE 2013 LED STRATEGY ...... 47

3.1 UMLALAZI STRATEGY PROJECTS (2013) ...... 47 3.2 IDENTIFIED CHALLENGES RELATED TO LED PROJECTS’ IMPLEMENTATION ...... 49 4 UMLALAZI SPATIAL DYNAMICS ...... 51

4.1 PRIMARY CORRIDORS ...... 52 4.2 SECONDARY CORRIDORS ...... 53 4.3 TERTIARY CORRIDORS ...... 53 4.4 DEVELOPMENT CENTRES ...... 54 4.4.1 ESHOWE ...... 54 4.4.2 GINGINDLOVU ...... 54 4.4.3 MTUNZINI ...... 55 4.5 LOWER SECONDARY CENTRES ...... 55 4.6 TERTIARY CENTRES ...... 56 4.7 OTHER AREAS OF POTENTIAL GROWTH ...... 58 4.8 BROAD LAND USES ...... 58 4.8.1 LAND OWNERSHIP ...... 59 4.8.2 LAND CLAIMS ...... 59 4.9 ENVIRONMENTAL ANALYSIS ...... 60 4.9.1 HABITATS ...... 60 4.9.2 KEY HYDROLOGICAL FEATURES ...... 60 4.9.3 PROTECTED AREAS ...... 61 4.9.3.4 UMLALAZI COASTAL NATURE RESERVE ...... 62 4.9.4 BIODIVERSITY ...... 62 4.9.5 CLIMATE CHANGE ...... 63 5 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE ...... 65 5.1 DEMOGRAPHY ...... 65 5.1.1 ETHNIC GROUPS...... 65 5.1.2 GENDER GROUPS ...... 66 5.1.3 AGE GROUPS ...... 66 5.1.4 LEVEL OF EDUCATION ...... 67 5.1.5 HEALTH FACILITIES ...... 68 5.2 ACCESS TO SERVICES ...... 72 5.2.1 HOUSING AND DWELLING TYPES ...... 72 5.2.2 SOURCE OF ENERGY FOR LIGHTING ...... 73 5.2.3 SOURCE OF WATER FOR DRINKING ...... 74 5.2.4 SANITATION ...... 75 5.2.5 REFUSE DISPOSAL ...... 75 5.2.6 MEANS OF COMMUNICATION ...... 76 5.3 SECTORAL CONTRIBUTION TO GVA AND EMPLOYMENT ...... 77 5.3.1 SECTORAL CONTRIBUTION TO GVA ...... 77 5.3.2 SECTORAL CONTRIBUTION TO EMPLOYMENT ...... 78 5.3.3 EMPLOYMENT AND UNEMPLOYMENT TRENDS ...... 78 5.3.4 RICHARDS BAY INDUSTRIAL DEVELOPMENT ZONE (RBIDZ) IMPACT ...... 79 6 UMLALAZI IN-DEPTH SECTOR ANALYSIS ...... 82 6.1 AGRICULTURE ...... 82 6.2 TOURISM ...... 84

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

6.3 MANUFACTURING ...... 88 6.4 MINING ...... 89 6.5 SERVICES ...... 90 6.6 TRANSPORT ...... 91 6.7 RETAIL SECTOR OR TRADE AND COMMERCE ...... 91 6.7.1 SMALL MEDIUM AND MICRO ENTERPRISES (SMMES) ...... 92 6.7.2 THE INFORMAL SECTOR ...... 92 7 SWOT ANALYSIS ...... 95 7.1 STRENGTHS ...... 95 7.2 WEAKNESSES ...... 96 7.3 OPPORTUNITIES ...... 97 7.4 THREATS...... 98 8 STRATEGIC FRAMEWORK ...... 101

8.1 THE VISION ...... 101 8.2 MISSION STATEMENT ...... 102 8.3 GOALS, STRATEGIES AND PROJECTS ...... 102 8.3.1 GOAL 1: THE AGRICULTURAL SECTOR SUPPORT ...... 103 8.3.2 GOAL 2: SUPPORTING THE MANUFACTURING SECTOR ...... 105 8.3.3 GOAL 3: IMPROVE THE TOURISM SECTOR ...... 106 8.3.4 GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY ...... 108 8.3.5 GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE ...... 109 8.3.6 GOAL 6: SUPPORT SMALL ENTERPRISES ...... 112 8.3.7 GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR...... 113

List of Figures

FIGURE 1: INTEGRATED AND IMPLEMENTABLE LED ...... 11

FIGURE 2: SHARED AND SECTORAL SPATIAL APPROACH ...... 12

FIGURE 3: DIAGRAMMATIC METHODOLOGY ...... 13

FIGURE 4: LED POLICY ALIGNMENT ...... 17

FIGURE 5: PILLARS OF LOCAL ECONOMIC DEVELOPMENT ...... 19

FIGURE 6: ETHNIC GROUPS ...... 65

FIGURE 7: GENDER GROUPS ...... 66

FIGURE 8: ESHOWE HOSPITAL ...... 69

FIGURE 9: SECTORAL CONTRIBUTION TO GDP ...... 77

FIGURE 10 : SECTORAL CONTRIBUTION TO EMPLOYMENT ...... 78

List of tables

TABLE 1: UMLALAZI 2013 LED STRATEGY PROJECTS ...... 47

TABLE 2: LAND TRENDS ...... 60

TABLE 3: POPULATION TRENDS...... 65

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

TABLE 4: AGE GROUPS ...... 67

TABLE 5: LEVELS OF EDUCATION ...... 67

TABLE 6: HIV AND DEATH TRENDS ...... 70

TABLE 7 : DWELLING TYPES ...... 72

TABLE 8: SOURCE OF ENERGY ...... 73

TABLE 9: SOURCE OF WATER...... 74

TABLE 10: SANITATION TRENDS ...... 75

TABLE 11: REFUSE REMOVAL TRENDS ...... 76

TABLE 12: MEANS OF COMMUNICATION ...... 76

TABLE 13: EMPLOYMENT & UNEMPLOYMENT TRENDS ...... 78

TABLE 14: LAND CAPACITY FOR AGRICULTURE ...... 83

TABLE 15: STRATEGIC FRAMEWORK SUMMARY ...... 115

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Chapter 1 Introduction

1.1 Background 1.2 Project Rationale 1.3 The Main Aim of the Project 1.4 Objectives of the Project 1.5 Guiding Principles 1.6 Understanding LED 1.7 Methodology 1.8 Report Structure

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

1 INTRODUCTION

1.1 Background uMlalazi Local Municipality has an LED Strategy that was compiled in 2013. In view of the requirements for local government to have a credible LED strategy in place, the current LED Strategy needs to be reviewed to reflect the most recent local and regional development dynamics and include an implementation plan. Reviewing the strategy will enable the municipality to determine how its LED strategy is progressing and identify any recent developments that may hinder or assist in the implementation of the strategy. The intention of this review is to provide an analysis of recent socio-economic and demographic trends within the Municipality, in order to reflect changes in the local economy and lessons learnt from the implementation of the LED Strategy developed in 2013, in order to provide direction and guide the Municipality in undertaking successful economic development initiatives based on the current local economic situation.

The municipality, through its Integrated Development Plan (IDP) has identified and prioritized key development issues which includes poverty eradication, unemployment, skills shortage etc. It has developed programs to improve the standard of living for the local communities and create an environment conducive to private and public-sector investment. It adopts a nodal and service centre approach which seeks to focus attention to specific areas while also addressing municipal wide service backlogs. This approach to development is established in the IDP and outlined in detail in the Spatial Development Framework (SDF).

1.1 Project Rationale

The uMlalazi Municipality has a Local Economic Development Strategy that was compiled in 2013. In view of the requirements for local government to have a credible LED Strategy in place, the current Economic Development Strategy needs to be reviewed to reflect the most recent local and regional development dynamics. The intention of this project is to provide an analysis of recent socio-economic and demographic trends within uMlalazi Municipality and reflect any changes within the new Strategy for LED. This process is intended to assist in the undertaking of successful economic development initiatives based on the current local economic situation. This study is designed to assist the uMlalazi Municipality review the implementation of LED in uMlalazi in an integrated manner; building upon the strengths and identifying areas requiring additional support. This is most notably done so to grow the key nodes within Eshowe, Gingindlovu

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 and Mtunzini. Importantly, the LED will take its lead from the new opportunities within the sphere provincial economic development policy as set out in the Provincial Growth and Development Strategy as well as being closely aligned to the developed National Framework for Local Economic Development in South Africa 2014 - 2019. This review will also take close cognisance of the uMlalazi Integrated Development Plan (IDP), Spatial Development Framework (SDF), etc. The review is intended to strengthen LED locally, and assist the municipality fulfil its mandate to improve the overall economic and social conditions prevailing in uMlalazi, and to bring sustainable economic change that benefits all.

The purpose of this document is to present a review of internal LED structures within the uMlalazi Municipality, as well as an assessment of the current LED Strategy and its implementation. This document is combined with a situational analysis highlighting key sectors and population dynamics in the Local Municipality.

The Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis undertaken in this document shall inform the development of the new LED Strategy and project prioritization.

1.2 The Main Aim of the Project

The proposed strategic document aims to assist municipality with the development and review of LED strategies. It is important to note that: o LED strategy should be linked to the Spatial Development Framework of the Municipality; o LED strategy provide strategic direction for the development of Integrated Development Plan (IDP), and that the LED strategy development process should therefore be synergized with the IDP development/review process for this to happen; o LED strategic planning offers communities the opportunity to work together to improve the local economy and enhance competitiveness, thereby encouraging sustainable and inclusive pro-poor growth; o LED incorporates many municipal and private sector functions such as environmental planning, spatial planning, town planning, business development, infrastructure provision, property development, finance and marketing; o LED strategy should therefore be equally understood and owned by all relevant internal and external stakeholders in the municipality; o LED strategy should be adopted by Council and should have support for senior political and administrative champions for successful implementation. It should therefore be user- friendly document that was developed by stakeholders themselves, with the role of

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

external consultants, if at all required, limited to specific technical work that might be required.

1.3 Objectives of the Project

The overall objective of the project is to review the LED strategy that will among other things; guide local economic development, integrate existing projects, promote participatory LED, initiate local economic development initiatives, establish partnerships and empower local communities. To this end, the following will be undertaken during the Strategy Review process:

o To undertake a review of the Strategy in order to assess the extent to which the LED Strategy has been implemented within the area. o To incorporate changes in demographics and other socio-economic developments and trends that have taken place within the local and regional economy. o To ensure the alignment of local municipal Programmes, plans, strategies and initiatives with those of the district, provincial and national governments. o To also reflect on new studies and projects that have been funded in the local area that have an impact on the economic potential and development of uMlalazi Municipality. o To ensure that the strategy imperatives is appropriately aligned with the Municipality’s Integrated Development Plan (IDP). o To identify implementable LED projects within the municipal area. o To develop a detailed implementation plan for the 2018 – 2023 uMlalazi LED Strategy. o To develop a Monitoring and Evaluation Framework to systematically track the implementation of the 2018 – 2023 uMlalazi LED Strategy and; o To develop a funding model/ mechanism for the prioritized projects within the strategy.

1.4 Guiding Principles

1.4.1 Equality

The principle of equality entails that everyone affected by the LED strategy review must enjoy equal protection and benefits, and no unfair discrimination should be allowed at all.

1.4.2 Efficiency

The efficiency principle requires that the desired result of LED strategy review must be produced with the acceptable minimum expenditure of resources. This principle aims to achieve efficiency in institutional arrangements and operations.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

1.4.3 Vertical and Horizontal Integration

The principle of integration requires that the separate and diverse elements involved in the local economic development (LED) should be combined and coordinated into a complete or harmonious whole, reflects the need to integrate systems, policies and approaches in LED and other development spheres.

Vertical Dimensions

The vertical dimensions are based on the national economic development policies and program, based on the provincial growth and development policies and programs and lastly based on the district IDP, LED Strategy and other Sector Plans.

Horizontal Dimensions

Local Sector Communities Stakeholders Municipalities Departments

The horizontal dimensions are based on the local municipality policies and by-laws, sector departmental policies and plans, community structures and stakeholders’ involvement and participation.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

1.4.4 Fair and Good Governance

The principle of fair and good governance requires that LED must be democratic, legitimate and participatory. LED is the critical component of the government function which directly affects people’s lives in many ways. Thus, it is critical that it is characterized by fairness and transparency and that the local people be afforded a meaningful right to participate in decisions. It is imperative that when authorities formulate or review plans, they must put in place processes that actively involve citizens, interest groups, stakeholders and others.

1.4.5 Sustainability

The principle of sustainability requires that the sustainable management and use of resources making up the natural and built environment. The life cycle costs of LED strategy development and its likely side effects on the environment, community and the economy need to be understood and taken into account to sustain its benefits, while minimizing or mitigating any likely negative impacts.

1.5 Understanding LED

In developing Local Economic Development Plans, Programmes and Strategies, there is a need for an emphasis on the inclusivity, integration and usability of such documents. Local Economic Development is multi-dimensional and cross-sectoral. LED also fulfils a range of functions ranging from creating an enabling environment for business and economic development, to promoting social and equitable growth through Poverty Eradication Programmes and Training and Capacity Building Projects. LED therefore incorporates a range of different aspects of development in order to enhance job creation, eradicate poverty, promote social equity and provide necessary support to strategic sectors.

Local Economic Development

The spatial aspects of economic development are fundamental as the characteristics of the local economy drive the viability and sustainability of LED projects and programmes. In order for sustainable and implementable strategies and projects to be developed, a keen understanding of the local environment, internal structural dynamics, economies and population is required. LED strategies that take cognisance of the local environment, entrenched spatial dynamics and provide strategic and cross-sectoral infrastructure planning are more likely to be integrated and implementable strategies.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Figure 1: Integrated and Implementable LED

Employment creation

Sustainable Promotion of Developmen social equity t Integrated & Implementable LED Spatial Key Sector Equity and Nodal Support Developmen t Integrated Infrastructur e Planning

This understanding of Local Economic Development is closely aligned with National and Provincial Policies, Plans and Strategies.

1.6 Methodology

1.6.1 Shared and Sectoral Spatial Approach

There are a range of spatial considerations, including access to transport networks and services that need to be considered in the spatial planning for LED. It is critical to understanding the spatial identity of each unique area/node in order to understand uMlalazi in its entirety. In essence, this approach allows for the integration of a range of key components included in the figure below:

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Figure 2: Shared and Sectoral Spatial Approach

Private and Economic public sector inclusivity partnering

LED Spatial integration economy into Municipal Planning

Shared New policy Sectoral Sector focus and Spatial Support LED

1.6.2 Diagrammatic Methodology

The figure below is a diagrammatic representation of the project methodology and highlights the phases within which this report falls (Phases 2 and 3). The diagram also highlights the consultative process that has been undertaken in the formulation of this document. Meetings and discussions were held with uMlalazi LED Officials whereby the critical areas of constraint and excellence were determined. Sectoral reviews were also undertaken during this Phase and key stakeholders and associations were engaged.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Figure 3: Diagrammatic Methodology

Inception Stakeholders Situational Desktop Review Report Identification Analysis

Stakeholders Socio- Packaging of Engagement/ economicl SWOT Analysis Projects PSC Meetings Analysis

Implementation Revised LED Council Framework and Strategy Adoption M & E Tool

Phase 1: Inception The focus here was reaching a firm consensus on the terms of reference, agreeing on the expected outcomes, the manner of engagement and reporting. This process required compiling the inception report to record all areas and terms of engagement.

Phase 2 and Phase 3: LED Review and Socio-Economic Status The focus of Phase 2 is to assess the state of LED in uMlalazi by reviewing the implementation of LED projects identified in the 2013 LED as well as the LED projects budgeted for in the Integrated Development Plan; examining the capacity of the municipality in order to identify key issues and training requirements as well as gaps in support mechanisms both internal and external to the municipal structures.

Phase 3 includes conducting a local economic resource audit by collecting and analysing information. A preliminary assessment will determine available quantitative and qualitative information on the sources, structures and trends in production and employment, skills, and other LED resources and will identify gaps within this body of information. A local economic resource assessment will serve to fill in the information gaps highlighted by the preliminary assessment and provide the foundation for successful LED strategy development. This information will point towards projects and programmes that will strengthen the economic base of uMlalazi. A review of relevant

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 policies and a detailed analysis of sector performance will be undertaken. All findings will be reviewed in a SWOT Analysis to identify interventions.

Phase 4: Strategic Development Framework This step focuses on the carrying through of the LED vision, which should be a clear and unequivocal description of the stakeholders preferred economic future for the community, that is, where the community of uMlalazi wishes to be in the future (usually three, five and eight years). It is on the basis of the vision that goals, objectives, programmes and project action plans will be developed. A vision statement will be developed or reviewed and agreed upon by all stakeholders. Only with such stakeholder “ownership” will the vision act as a strategy guide, steering the actions of the different stakeholders in the same direction. In addition, a workshop identifying the key alignment and synergy points to KZN and uMlalazi directives will assist in formulating the criteria for a project identification and prioritisation matrix.

Phase 5: Programme and Projects Prioritisation The focus here will be to facilitate the identification of key programmes that will become the core of the LED strategy. Many programme options are in use by communities today and usually the programme options typify core choices. It will be important to consider the level of hard and soft infrastructure provision to ensure that an appropriate strategy is developed that includes relevant programmes. In selecting LED programmes, uMlalazi will be presented with a range of both problems and opportunities to tackle. One of the most effective ways of facilitating job creation is to develop LED programmes that improve the local business enabling environment and support the development of small, medium and micro enterprises (SMMEs) especially in the agricultural and tourism sectors. Thereafter, the selection will be dependent upon the results of the local economic resource audit. Within each programme area, projects shall be proposed and selected on the basis of clear criteria. Each potential LED project will be assessed to determine whether it meets the broader LED goals, objectives and priorities that were discussed and agreed by the stakeholders.

Cost-benefit analysis is an important tool for prioritisation, more especially in catalytic projects. The timing for achieving these impacts is a critical issue in the prioritising of projects. This leads directly into the Implementation Framework in Phase 6. The approval of the programmes/projects by the PSC and identification of interventions per sector programme will allow the project team to develop a database of all LED programmes and projects.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Phase 6: Implementation Framework Implementation planning takes into account ‘early-win’ projects that can quickly achieve visible and tangible impacts in the short-term and will be fundamental to the overall LED strategy. Complex projects with larger resource requirements and a longer timeframe will go through a more rigorous selection process and would include an initial viability assessment, feasibility studies, design review, business plan preparation and tailored monitoring and evaluation program.

Phase 7: Close Out This phase sees the drawing together of the Draft LED Strategy Report for presentation and consideration by the uMlalazi LED Project Steering Committee and Council adoption. Comments will be incorporated into the final LED Report document, which will also include: a business opportunity database, an informal sector plan, a consultation processes report, a business plan for catalytic projects, spatial alignment for LED interventions, identification of infrastructure requirements and LED support mechanisms.

1.7 Report Structure

Section 1: Introduction Section 2: LED Policy Environment Section 3: uMlalazi 2013 LED Review Section 4: uMlalazi Spatial Dynamics Section 5: Demographic and Socio-Economic Profile Section 6: Economic Sector Analysis Section 7: SWOT Analysis

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 2 Policy Environment

2.1 Review of National Policies, Strategies and Framework Documents 2.2 Review of Provincial Policies, Strategies and Framework Documents 2.3 Review of District Policies, Strategies and Framework Documents 2.4 Review of Local Documentation 2.5 Roles of Government In LED

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

2 LED Policy Environment

The uMlalazi Local Municipality’s LED is aligned with National, Provincial, District and Local policies, strategies and Framework’s for development and growth.

Figure 4: LED Policy Alignment

• NDP • PGDS/P • Toursim • LED • Investment • DGDP • Nodal • NGP Development RSA KZN • Export KCDM • IDP ULM • MRS • IDP • Tourism • SDF • IPAP

2.1 Review of National Policies, Strategies and Framework Documents 2.1.1 National Development Plan 2035 The National Development Plan (developed by the National Planning Commission in 2011) seeks to eliminate poverty and to sharply reduce inequality by 2035, while at the same time create 11 million new jobs by providing a supporting environment for growth and development, while promoting a more labour-absorptive economy. Strategic Objectives of the NDP include the elimination of poverty, the encouragement of economic growth and opportunities, as well as an increase in the living standards of South Africans. Apart from this, a strong focus is also placed on a more inclusive, dynamic economy, skills development, increased investment, and acceleration of the growth of the economy.

The National Development Plan priorities as follows: 1. Create jobs 2. Expand infrastructure 3. Use resources properly 4. Inclusive planning 5. Quality education 6. Quality healthcare 7. Build a capable state 8. Fight corruption 9. Unite the nation

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The National Development Plan proposes to create these jobs by: 1. Realising an environment for sustainable employment and inclusive economic growth 2. Promoting employment in labour-absorbing industries 3. Raising exports and competitiveness 4. Strengthening government’s capacity to give leadership to economic development 5. Mobilising all sectors of society around a national vision

Transforming the economy and creating sustainable expansion for job creation means that the rate of economic growth needs to exceed 5% a year on average. To bring this about the NDP proposes to increase exports through mining, construction, mid-skill manufacturing, agriculture and agro-processing, higher education, tourism and business services. In this regard the NDP also highlights the need for infrastructure development, reducing the cost of regulatory compliance, a more effective innovation system, and support for SMMEs, skills development, better access to finance and higher rates of investment.

Implications for uMlalazi LED  Emphasis on inclusivity and job creation across all skills levels within the economy.  Need for the identification of key sectors of influence.  The creation of jobs through investment in key sectors.  Inward and outward strategies to enhance inter-regional trade and investment.  Beneficiation and agro-processing (developing on existing strengths).  Transformation of rural and urban areas through LED interventions.  Building the capacity of Municipalities to implement LED plans and programmes.

2.1.2 National Framework for Local Economic Development in South Africa (2014 – 2019) The newly developed National Framework for Local Economic Development in South Africa provides a detailed understanding of Local Economic Development as a HOLISTIC SYSTEM comprising of a number of interdependent pillars.

The 2014–2019 National Framework for Local Economic Development (LED) is intended as a strategic coordination, planning and implementation guide that provides and enhances a commonly shared understanding of LED in South Africa. Key challenges for LED in South Africa are identified as: 1. Lack of agreement on the meaning of Local Economic Development. 2. Poor intergovernmental relations in Local Economic Development. 3. Inabilities to develop productive partnerships to maximise local competitiveness.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4. A lack of clear communication and knowledge sharing. 5. Local Governmental capacity constraints. 6. Differentiated approaches to LED Support between large cities and poorer and smaller municipalities. 7. Funding for Local Economic Development Projects, particularly in municipalities that struggle for resources. 8. Poor Investment in Economic Information and identifying the strategic competitiveness of regions. 9. Lack of a dedicated focus on supporting the “Second Economy”.

LED is not one dimensional and nor is it sector-specific. The National Framework presents the following five pillars for sustainable Local Economic Development. These pillars are as follows: 1. Building a Diverse Economic Base. 2. Developing Learning and Skilful Local Economies. 3. Developing Inclusive Economies. 4. Enterprise Development and Support. 5. Economic Governance and Infrastructure. These pillars are deconstructed and explain in the figure below: Figure 5: Pillars of Local Economic Development

Source: National Local Economic Development Framework (2014 – 2019)

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Implications for uMlalazi LED  Multi-faceted and multi-dimensional LED Focus.  A more aggressive focus to infrastructure development and basic service delivery.  Importance of the informal / second economy in development.  Inclusive rural economies.  Skills development and training programmes.  Diversification while building upon existing competitive advantages.  Marketing of uMlalazi as an investment friendly region.  Building stronger partnerships with the private sector. 2.1.3 New Growth Path The New Growth Path’s main focus areas are to create decent work opportunities, reducing inequality and to end poverty in South Africa. Government aims to achieve this through a New Growth Path founded on a restructuring of the South African economy to achieve labour absorption and a steady economic growth rate.

Government is committed to forging such a consensus and leading the way by: 1. Identifying areas where employment creation is possible on a large scale as a result of substantial changes in conditions in South Africa and globally. 2. Developing a policy package to facilitate employment creation in these areas, through: 3. A comprehensive drive to enhance both social equity and competitiveness; 4. Systemic changes to mobilise domestic investment around activities that can create sustainable employment; and 5. Strong social dialogue to focus all stakeholders on encouraging growth in employment- creating activities.

The New National Growth Path incorporates the Industrial Policy Action Plan and various other policies, programmes and strategies. The aim of the New Growth Path is to ultimately create a more developed, democratic, cohesive and equitable economy and society in South Africa.

Achieving the New Growth Path requires that certain key trade-offs’ be addressed. This will put emphasis on government’s prioritisation to support employment creation, equity and the directions business must move to facilitate a growing economy.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Some key trade-offs include: 1. Between present consumption and future growth, since that requires higher investment and saving in the present; 2. Between the needs of different industries for infrastructure, skills and other interventions; 3. Between policies that promise high benefits but also entail substantial risks, and policies that are less transformative and dynamic but are also less likely to have unintended consequences; 4. Between a competitive currency that supports growth in production, employment and exports and a stronger Rand that makes imports of capital and consumer goods cheaper; and 5. Between the present costs and future benefits of a green economy.

Implications for uMlalazi LED  Creation of decent work opportunities.  Reducing inequality and poverty eradication.  Transformation and equity combined with enhanced competitiveness.  Importance of tourism and high-level services in job creation and economic growth.  Importance of agricultural value chain – increasing agro-processing.

2.1.4 Regional Industrial Development Strategy (RIDS) The Regional Industrial Development Strategy (RIDS) presents a comprehensive framework for industrial development in South Africa and builds on the outcomes of the National Spatial Development Perspective (NSDP). The NSDP acknowledges the fact that the landscape of economic development is not equal across all regions in the country and emphasises the need for focused growth based on proven economic development potential.

The main intentions of RIDS are to: 1. Help to achieve the national industrial development objectives as set out in the National Spatial Development Plan. 2. Conform to the principles of the Integrated Manufacturing Strategy, the Micro-economic Reform Strategy and the current draft National Industrial Policy Framework. 3. Enhance the capacities and potentials identified in the Urban Spatial Competitive Framework and the Local Economic Development framework. These seek to address spatial constraints and opportunities related to industrial development in municipalities. 4. Conform to principles of enterprise development and Black Economic Empowerment.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5. Conform to the government’s environmental and other relevant policies.

Implications for uMlalazi LED  Cognisance of spatial economy  Equity in spatial development  Area-specific LED programmes and policies tackling spatial challenges and concerns

2.1.5 Industrial Policy Action Plan (IPAP) In January 2007 Cabinet adopted the National Industrial Policy Framework (NIPF) which sets out Government’s broad approach to industrialisation. Implementation of industrial policy was set out in the Industrial Policy Action Plan (IPAP), which was later revised to incorporate a longer-term 10 year view of industrial development, to form the IPAP 2. The analysis indicated that seven sets of policies are critical to achieve a scale-up of industrial policy and a shift towards strengthening the productive side of the economy in general. These policies are: 1. Stronger articulation between macro and micro economic policies; 2. Industrial financing channelled to real economy sectors; 3. Leveraging public and private procurement to raise domestic production and employment in a range of sectors, including alignment of BBBEE and industrial development objectives, and influence over private procurement; 4. Developmental trade policies which deploy trade measures in a selected and strategic manner, including tariffs, enforcement and SQAM (standards, quality assurance and metrology) measures; 5. Competition and regulation policies that lower costs for productive investments and poor and working class households; 6. Skills and innovation policies that are aligned to sectoral priorities; and 7. Deploying these policies in general and in relation to more ambitious sector strategies, building on work already done.

Implications for uMlalazi LED: uMlalazi does not have a strong manufacturing base and as such, the LED Strategy should ensure that the following key focus areas are addressed and incorporated:  Financing is made available for the expansion of real economic sectors;  Leveraging of both public and private procurement; and  Alignment of skills towards sectoral priorities and industry demand.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

2.1.6 Micro-Economic Reform Strategy The Micro-Economic Reform Strategy (MRS) represents the integrated action plan of the economic, investment and employment cluster and seeks to improve the business environment for firms at the microeconomic level.

The MRS suggests specific measures for improvement in the areas of: Crosscutting issues: Technology, human resource development, access to finance and infrastructure. Competitive input sectors: Transport, telecommunications and energy. Prioritised growth sectors: Export sectors, investment, and agriculture. Equity and growth: BEE, small business development, employment and geographic spread.

In order to implement microeconomic reform certain sectors are prioritised at national and regional levels. At the national level the sectors prioritised at present are as follows. 1. Clothing and textiles. 2. Automotives, components and transport equipment 3. Agro-processing. 4. Mining, metals and minerals beneficiation. 5. Chemicals and biotechnology. 6. Crafts. 7. Information and Communication Technologies.

Implications for uMlalazi LED:  Micro-economic focus.  Importance of agriculture and agro-processing.  Small-scale, bottom-up development.  Self-sustainability at the micro-level.

2.2 Review of Provincial Policies, Strategies and Framework Documents 2.2.1 KZN Operation Phakisa

The KZN Phakisa programme was launched on the 19th of July 2014 as an innovative programme that brings together many stakeholders to plan on major economic projects. The journey towards prosperity and job-creating growth involves radical change in the manner in which planning, implementation and monitoring processes are undertaken. To achieve a growth target of five percent by 2019, there is a need for new and faster ways of doing things, and Operation Phakisa

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 represents that new spirit of moving faster in meeting the targets. Operation Phakisa is an adaptation of the Big Fast Results Methodology of Malaysia. Phakisa is a Sesotho word meaning expediency. Operation Phakisa aims to accelerate execution of the National Development Plan by reducing poverty, inequality and unemployment. The operation Phakisa has four main areas including the following:  Marine transport and manufacturing,  Offshore oil and gas exploration,  Aquaculture as well as  Marine protection services and ocean governance.

The first workstream: Marine Transport and Manufacturing focuses on South Africa’s strategic location, infrastructure and skills base to accelerate growth of the maritime and manufacturing sector. The second workstream: Offshore Oil and Gas Exploration, has indicated that South Africa’s coast and adjoining waters have possible resources of approximately nine billion barrels of oil that can be used to enhance the economy.

The Aquaculture workstream has underlined the high growth potential of South Africa’s aquaculture sector due to increasing demand for fish.

The last workstream is that of Marine Protection Services and Ocean Governance looked at South Africa’s jurisdiction over a very large Exclusive Economic Zone, with an extent of one and a half million square kilometres.

Implications for uMlalazi LED:  Importance of using Phakisa model to fast-track the implementation of LED projects through communication between all stakeholders;  Alignment and replication of the four provincial Phakisa workstreams to the vision of the Municipality;  Alignment of the LED to Phakisa Model to reduce poverty, inequality and unemployment while creating opportunities for economic growth.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

2.2.2 Provincial Growth and Development Strategy (PGDS) 2035 This PGDS and PGDP provides KwaZulu-Natal with a reasoned strategic framework for accelerated and shared economic growth through catalytic and developmental interventions, within a coherent equitable spatial development architecture, putting people first, particularly the poor and vulnerable, and building sustainable communities, livelihoods and living environments.

Attention is given to the provision of infrastructure and services, restoring the natural resources, public sector leadership, delivery and accountability, ensuring that these changes are responded to with resilience, innovation and adaptability. This will lay the foundations for attracting and instilling confidence from potential investors and developing social compacts that seek to address the inter-connectedness of the Provincial challenges in a holistic, sustainable manner, whilst nurturing a populous that is productive, healthy and socially cohesive.

The PGDS aligns itself to the National Development Plan (NDP), as well as various other national policies and strategies. It identifies seven strategic goals, all of which have a direct bearing on economic development. They are:

Goal 1: Inclusive Economic Growth; Goal 2: Human Resource Development; Goal 3: Human & Community Development; Goal 4: Strategic Infrastructure; Goal 5: Environmental Sustainability; Goal 6: Governance and Policy; and Goal 7: Spatial Equity.

Strategic Goal 1, Inclusive Economic Growth, deals directly with local economic development, and is of particular importance to the purposes of the current analysis. The key strategic objectives within this goal are:

1. Unleashing the agricultural sector; 2. Enhancing sectoral development through trade and investment; 3. Improvising the efficiency of government-led job creation programmes; 4. Promoting SMME and entrepreneurial development; and 5. Developing the knowledge base to enhance the knowledge economy.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

In addition, other cross cutting goals and objectives relate to the development of strategic infrastructure such as roads and rail, ensuring demand-driven skills development and training, ensuring efficient coordination between all developmental stakeholders, and promoting spatial equity through spatial concentration.

Implications for uMlalazi LED: To this end, the uMlalazi LED needs to ensure:  A focus on development of key economic sectors (agriculture, manufacturing, tourism, SMME & informal sector and services);  Advancement of investment promotion and facilitation as a means to stimulate economic development;  Development of SMMEs and promotion of entrepreneurship;  Industry-driven skills development and training;  Development of spatial concentration through use of nodal and corridor development;  Enhanced coordination between all stakeholders.

2.2.3 Provincial Spatial Economic Development Strategy (PSEDS) The PSEDS provides a strategic framework, sectoral strategies and programmes aimed at a rapid improvement in the quality of life for the poorest people of the Province. It sets out to address the developmental challenges posed by these socio-economic contexts through a ten year development plan. The PSEDS specific programmatic interventions are built around the particular nature of inequality and poverty in the KZN. It should be noted that through the PSEDS, the province seeks to identify the key driving commercial activity within the province and map this spatially. This will allow for a view of what economic concentration exists in uMlalazi within the provincial context. The successful implementation of the PSEDS is dependent on the implementation at local level

Implications for uMlalazi LED:  promoting development of sectoral strategies and programmes aimed at a rapid improvement in the quality of life for the poorest people of the Municipality  diversifying pragmatic interventions that fall on a priority transport corridor (N2) between the Richard’s Bay and Durban Port

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

2.2.4 KwaZulu-Natal Industrial Development Strategy (IDS)

The IDS aims at developing KZN’s manufacturing industry and related services. In doing so it sets out the short to medium term programmes that have been identified by the Department of Economic Development, Tourism and Environmental Affairs (EDTEA) to address these issues. Through the Strategy, it was identified that the Province needs to:

1. Pursue policies designed to ensure macroeconomic stability, growth, low inflation and high employment to the extent possible; 2. Increase emphasis on investment; 3. Increase effective delivery of - skills, infrastructure, research and development, and innovation - especially vocational and scientific/technical education; 4. Continue with its active industrial policy to protect and enhance modern manufacturing capacity but should also focus heavily now on re-organisation of agencies and resources in partnership with business and labour, for significant improvements in the speed and quality of implementation; 5. Ensure that funds be made available and administered appropriately, to fund the training and retraining of workers who have been made redundant or whose skills need updating.

The strategy seeks to increase the level of development diversity in the provincial economy. The strategy identifies two critical issues which must form the overall focus of the Province in achieving industrial development, namely, productive growth and job creation. In order to achieve this, the human capital potential of the provincial economy will need to be further enhanced, thus sustainable sector development in less developed and rural areas is a priority.

Implications for uMlalazi LED: In order for the uMlalazi LED to ensure alignment with the IDS, a number of strategies presented within the four key clusters, relevant to this LED Strategy, must be adhered to. These clusters and the strategies relevant to LED in uMlalazi are detailed below:

Cluster 1 - Infrastructure development  Road infrastructure (particularly development of connecting rural roads);  Broadband roll-out;  Spatial planning and identification and zoning of industrial land;  Development of specific industrial parks and hubs;

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Cluster 2 - Skills development  Development of agribusiness incubators;  The development, with the private sector, of a vocational lifelong training and education;  Development of a re-skilling programme in the Clothing and Textiles sector;  The implementation of technical centres and hubs to improve local R&D and entrepreneur development in R&D (i.e.: textile technology);  The development of highly focussed and targeted SMME training in partnership with the private and public sector procurement programmes;  With Transnet, Eskom and Water Utilities, re-instate artisanal training centres. Cluster 3 - Sustainable jobs and entrepreneurial development  Focus attention on community and small grower schemes;  Recycled paper and waste paper recovery;  Implement a hawkers cooperative for those who collect waste paper and formalise supply arrangement to large firms;  Develop linkages between agro process activities in rural areas and larger wholesalers Cluster 4 - Productive growth  Develop and implement investment plan for alternative energy;  Upgrading of the KwaZulu-Natal white-goods industry to increase production and grow exports;  Investment and production roll out plan for solar water heater manufacturing;  Development of small-scale maize milling plants at rural hubs;  Investigate the production of specific high value niches for textile and clothing production.

2.2.5 KZN Investment Strategy The KZN Investment Strategy was developed as a tool to all stakeholders to assist in attracting and facilitating foreign and domestic investment in KwaZulu-Natal. The objective of the Strategy is to enable all stakeholders in the province to work together in promoting, attracting and facilitating foreign and domestic investment, both of a public and private sector nature, into productive industries (income and asset creation), driven by the comparative advantages of the province in order to stimulate job creation and income generation. The key areas of focus of the strategy are:

1. Improving structures and systems of investment promotion and facilitation, and working together; 2. Attracting investment to meet job targets;

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

3. Channelling resources to where they have the greatest impact (i.e.: foreign countries, geographic areas, economic sectors); 4. Ensuring that competitive advantages are utilised to the fullest and building on these; 5. Alignment and integration with national, provincial and local policies, strategies and programmes (including Richards Bay IDZ, DTP); 6. Maximisation of job creation and retention through business retention & expansion; 7. Gaining optimal benefit from incentives such as DTI sector-based incentives and service & utility incentives; 8. Public sector investment into infrastructure to lead the private sector (including rural and small towns).

Implications for uMlalazi LED: The LED strategy for uMlalazi must be developed with the above principles in mind, i.e.: ensuring that the municipality creates an environment which is conducive to effective promotion and attraction of investment, as well as efficient facilitation of investment. To this end, the LED strategy must:  Make suggestions towards improving the business environment in uMlalazi;  Seek to improve coordination between key stakeholders who are required to work together to promote and facilitate investment;  Identify key sectors and focus areas for inward investment (based on comparative advantages);  Promote the sharing and development of research and information.

2.2.6 KZN Export Strategy A Provincial Export Strategy was undertaken to identify the major challenges facing the province in terms export promotion and present implementable solutions to these challenges. The following are requirements identified by exporters as key to ensuring growth within the export market:

1. Good communications; 2. Cost-effective and reliable transport; 3. Certainty that goods will be efficiently delivered across international borders to customers; 4. Competitive pricing of the goods at destination through assistance with constraints; 5. Efficient payments to exporters and access to finance for exports; 6. Minimising of “red tape” associated with exports; 7. Skilling for exports and training in reducing input costs;

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

8. Smart export development, including spatial export development.

The strategy incorporates these elements into targeted programmes to provide exporters with assistance in the challenges they face. However, in order to successfully overcome these challenges and achieve the goals of the strategy, buy-in from all export stakeholders is required, along with a recognition of the vital role external bodies such as national government and export councils play in creating an enabling environment for trade.

In response to this, the Strategy presents five key programmes: 1. Programme No. 1: Enhancing the Export Climate and Competitiveness; 2. Programme No. 2: Improving Market Penetration; 3. Programme No. 3: Exporter Development; 4. Programme No. 4: Export Promotion; 5. Programme No. 5: Export Strategy Performance Measurement, Management & Review.

Implications for uMlalazi LED: In order to ensure the uMlalazi LED is aligned with the relevant strategic programmes identified in the export strategy, the following key areas are of importance:

 Ensuring the there is a conducive business environment (minimise red-tape);  Provision of the required bulk infrastructure;  Efficient road and rail network;  SMME and business development;  Skills development and training;  Promotion and facilitation of local exporters.

2.2.7 KZN Small Enterprise Development Strategy The purpose of the Small Enterprise Development Strategy is to formulate a provincial wide framework that will assist in coordinating, orientating and guiding all small enterprise development programmes and related activities in the province of KwaZulu-Natal. Through this strategy, all stakeholders will be able to align their programmes and actions and therefore support and add value to the development of emerging small enterprises.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The key objective of the strategy is the implementation of a comprehensive and integrated programme for the development and growth of small enterprises in the province. This will be achieved by: 1. Developing entrepreneurship skills; 2. Facilitating easy access to local and international markets; 3. Facilitating access to finance; 4. Providing relevant and effective training to small enterprise operators; and 5. Facilitating a mentoring and incubation programme for all small enterprises in KZN.

Implications for uMlalazi LED: In this regard, the uMlalazi LED must ensure a focus on:  Ensuring that entrepreneurial skills are developed;  Providing assistance and support to SMMEs in terms of access to finance and markets;  Training and skills development of small enterprises.

2.2.8 Provincial Tourism Master Plan

The Provincial Tourism Master Plan has recently been by Cabinet. Its main focus is the promotion of the Province through experiences, which are classified along the Province’s tourism geographical regions. The vision of the tourism master plan is that “by 2030 KwaZulu-Natal will be globally renowned as Africa’s top beach destination with a unique blend of wildlife, scenic & heritage experiences for all visitors”.

As part of its mission, the tourism master plan aims to ensure that tourism development is guided by the following principles;

1. A geographic spread of the tourism benefits throughout the province. 2. A growth of visitor numbers and visitor yields. 3. Focused (prioritised) tourism development growing from the core of beach & Durban. 4. Superlative customer experiences – quality, authenticity and service excellence. 5. Public and private sector collaboration. 6. Demand-led development, meeting market potential and needs. 7. Responsible tourism ensuring sustainability & benefits for all.

Implications for UMlalazi LED:  Recognition of the importance of tourism within the context of LED

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 Prioritised tourism development  Tourism as a means of developing the most marginalised sectors of society  Engagement with private sector for tourism development  Sustainability and green tourism

2.2.9 Radical Agrarian Socio Economic Transformation (RASET)

RASET is a programme for Previously Disadvantaged Individuals (PDI) to participate in the production, processing and distribution of food within the various food value chains. Some of the projected benefits arising from the programme are listed below.  Inclusive growth.  Job creation.  Poverty alleviation.  Redress of inequality.  Harnessing the use of resources among government departments and entities.  Maximization of the economic activities of PDI communities.  Lowering of the average unit cost of food stuffs in general.  Activation of underutilized and unused government facilities.  Harnessing cooperation between public and private institutions.

The strategic objectives of the RASET Implementation Plan are as follows: 1. To quantify and consolidate demand of Government Departments and present it in planning- friendly matrices. 2. To quantify and consolidate supply of PDI producers and present it in planning friendly matrices. 3. To facilitate the implementation of a dynamic and integrated systemic infrastructure that has the capacity of handling financial and logistical transactions in the most effective and efficient manner which also has the capability of carrying out various activities. 4. To organize PDI suppliers in terms of existing legislation and gearing them up to access and service continuously at least 30% of the market of all food consumed by Government beneficiaries in KwaZulu-Natal by 2023 as well as ensure compliance and viability of farms by any measure. 5. To facilitate the identification of opportunities for the rationalization of government resources for the purpose of supporting the objectives of the RASET Programme as well as solving the economic problem of the majority of the population of KwaZulu-Natal.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

6. To consolidate various capacity building programs from individual Departments into a concerted series of progressive competency acquisition modules and facilitate their institutionalization in favour of PDI enterprises, entrepreneurs, agents, and operators of government assets for the purpose of achieving the following results. 7. Securing capital for running the operations of the RASET Programme.

Implications for uMlalazi LED:  Recognition of the importance of Previously Disadvantaged Individuals (PDI) to participate in the local economic activities within the context of LED;  Prioritising equality when implementing economic projects;  Ensuring the maximization of the economic activities of PDI communities in LED;  Ensuring that procurement process are taking into consideration the existence of PDI enterprises and entrepreneurs.

2.3 Review of District1 Policies, Strategies and Framework Documents

2.3.1 District Growth and Development Plan (DGDP): King Cetshwayo District

The District Municipality’s DGDP was developed to translate the Provincial Growth and Development Plan into a detailed implementation plan at a district level, inclusive of clearly defined targets and responsibilities for the next 20-years. The overall objectives of the District Growth and Development Plan can be summarised as follows:  Set a long term (20 year+) vision and direction for development in the District;  Serve as an overarching strategic framework for development in the district and it family of local municipalities applying the 80/20 principle (it is not intended to be a detailed inventory of all potential projects and actions);  Provide a spatial context and prioritisation for these strategic interventions;  Guide the activities and resource allocation of the district and other spheres of government, business sectors, organised labour and other role players from civil society that can contribute to development in the district by defining a clear set of priority objectives and implementation targets;  Identify institutional arrangements to secure buy-in and ownership in the formulation and implementation of the plan;

1 Some of the documents in this section were developed prior to the change in name from uThungulu to King Cetshwayo District Municipality. For ease of understanding uThungulu has been changed to King Cetshwayo but the title of the document has been left unchanged.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 To facilitate alignment and integration of the DGDP objectives with Departmental strategic plans, municipal IDP's, and sector strategies and plans;  Provide a common platform for resource commitments and budget alignment of departments and municipal entities through the agreed set of objectives and targets of the DGDP.

The primary aim of the DGDP is to give effect to the intentions of the PGDP at a district level. The basic point of departure in formulating overall strategic goals for the DGDP is thus to keep to the structuring framework that is consistent with the overall goals is identified in the PGDP.

2.3.2 King Cetshwayo District Integrated Development Plan (IDP) 2017

The IDP sets out a development plan for the area for the next five years (2017/22) and it does so by taking into account all aspects namely economic, physical infrastructure, social, economic and environmental, to ensure truly integrated development.

This includes creating an environment conducive to the development and growth of economic investments. The IDP allocates resources both financial and human to projects that need to be implemented in the municipality which is updated on an annual basis.

The IDP vision is; ‘An economically viable district with effective infrastructure that supports job creation through economic growth, rural development and promotion of our heritage’

In order to achieve this vision the district prioritises the ‘growth and development of the economy through private sector initiatives and investment to maximize employment creation and income generation’. It also states that a strong and rapidly growing economy will assist with addressing service backlogs.

The IDP also prioritises the need for an enabling environment to be created in which the private sector could be empowered to compete effectively in international markets. Other approaches to development include protection and management of the natural environment in accordance with international standards and practices to ensure that long term sustainability of the communities, tourism and manufacturing practices. In addition, community capacity building and health care provision is prioritized for socio-economic development. The strategic priorities identified include:  Governance and Institutional Development,

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 Strategic Infrastructure Development (including roads, airport, ICT Infrastructure, rail networks, harbour, etc.  Basic Services,  Employment and job creation through economic growth,  Human Resource Development,  Rural Development and Food Security,  Sustainable Human Settlement and Land Management,  Community Development and Social Services,  Environmental and Resource Management.

The IDP states that manufacturing is the main economic sector and the comparative advantages are; the broad-based tourism appeal, from unique bird watching through to luxury accommodation and cultural happenings, the agricultural sector dominates the district’s economy with key products being sugar cane and timber production. Animal husbandry (cattle) and citrus farming are also significant commercial ventures, the agricultural sector impacts significantly on employment, income generation, economic linkages, land tenure and land reform and environmental considerations in the district. Another comparative advantage is that the District is strategically located on main transportation routes such as the N2 Highway, the R34 and the R66.

Implications for uMlalazi LED Looking carefully at the strategic advantages identified for the District Municipality, it is clear that some of the District’s competitive advantages fall within uMlalazi. Key goals are related directly to uMlalazi Local Municipality and its strategic location within District Municipality.  Building upon strategic location.  Export focus.  Cultural and heritage tourism opportunities.  Importance of the Green Economy (sustainable energy production).

2.3.3 King Cetshwayo Spatial Development Framework 2015

The Spatial Development Framework (SDF) provides an overarching master plan for spatial development within the District Municipality. The vision for the municipality confirms the intension of creating a community-orientated local authority committed to sustainable development and affordable service provision. This is the basic guide to actions and strategies proposed in this SDF in working towards realising the vision.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The Spatial Development Framework is governed by the following spatial principles formulated as part of the Spatial Planning and Land Use Management (SPLUMA) as listed below:  Spatial justice.  Spatial sustainability.  Spatial efficiency.  Spatial resilience.

The spatial vision for the District is to achieve a spatial structure which promotes the sustainable utilisation of the Districts infrastructural, social and economic resources with the aim of equitable service delivery within the urban as well as rural areas.

Implication to uMlalazi LED:  The SDF highlights spatially the importance of key features that form part of the district’s investment Framework.  The N2 development corridor in the district plays a particularly vital role in terms of investment strategy due to the link that it has with surrounding development zones and centres.

2.3.4 King Cetshwayo District Investment Promotion and Facilitation Strategy

The investment promotion and facilitation strategy for uThungulu identified the following key barriers to investment.  Declining agricultural industry: due to labour costs and mill agreements, also due to land reform processes,  Difficult to drive investment in all areas due to lack of potential and distance from main corridors,  Diverse economy can provide a challenge as each sector needs to be marketed intensely,  Unemployment and job losses,  Existing businesses not looking to reinvest (lack of business retention and expansion),  Funding, unemployment and crime,  Lack of new foreign investment in areas other than Richards Bay,  The perception of corruption impacts on profitability.

The barriers stated above will need to be overcome to create an enabling environment for economic development. In order to address these barriers, the investment promotion and facilitation strategy endorses the following strategic objectives:

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 Investment promotion and marketing  Business development, retention and expansion  Knowledge management  Institutional capacity development and coordination  Infrastructure development, land access and spatial planning  Strategic sectoral development

Implication to uMlalazi LED:  Focus on the promotion and facilitation of investment in uMlalazi.  The importance of developing a detailed marketing strategy to target specific sectors and attract investment.  Equal emphasis must be placed on after-care services to ensure that investments remain within the Municipality.  Monitoring and evaluation is essential in order to refine policies and programmes that are implemented.

2.3.5 Agri-Parks Master Plan

There are a significant number of projects that have been initiated by the department to enhance agricultural development in the District. These projects are situated in all municipalities making the King Cetshwayo District Municipality.

Although a large number of commodities can be grown within this area, selected commodities that are consumed in large quantities within the province would have a definite offset market. The commodities identified includes the following:

 Vegetables  Poultry o Livestock o Cattle o Pigs o Sheep  Crops: o Maize o Sugar cane  Forestry

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The Agri-Parks Master Plan has identified the Eshowe as the main Hub, within the King Cetshwayo District. The location is viewed as the central point for the five (5) local municipalities in the district.

Agri-Hub location

Implication to uMlalazi LED:  Focus on farmers production support;  Promoting the agricultural sector within the area;  Ensuring that agro-processing activities are being implemented within the Municipality. 2.3.6 Revised Tourism Strategy for uThungulu2 District Municipality, 2009

A Tourism Plan developed in 2003 for the then known as UThungulu District (now known as King Cetshwayo District) and later reviewed in 2009 provides clear guidelines to achieve sustainable tourism development within King Cetshwayo area by setting and achieving implementable, realistic goals and objectives as well as tourism project implementation plans. Tourism strategies as identified in the plan are focused on the improvement of tourism products which will add value to tourism within the district. Projects as identified from the strategies are in line with National and Provincial strategies and programmes and will assist economic development and investment in King Cetshwayo.

The main project findings and tourism vision suggested an agreement to the principle to develop King Cetshwayo, manage, brand and market the areas as a “unique tourism destination” within

2 This document was prepared prior to the change in name from uThungulu to King Cetshwayo District Municipality. For ease of understanding uThungulu has been changed to King Cetshwayo but the title of the document has been left unchanged.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 the existing provincial tourism branding, thereby increasing the number of domestic and foreign tourism visits.

The strategy is guided by the following vision:

“To develop and market holistic tourism products that utilise the competitive advantages that uThungulu (King Cetshwayo) District enjoys in ecological/wildlife and cultural/heritage attractions in such a way as to appeal to a broad, and international in scope, tourism market, creating new flows of tourists in the region and also capturing a substantial share of the existing tourism trade which currently passes through the district and to ensure that tourism contributes toward local economic development though the active involvement of communities in tourism projects and the strengthening of linkages with the SMME Sector”.

Achieving the King Cetshwayo District tourism vision requires that several intermediate objectives be targeted. These objectives have been identified as follows:

 Increase tourist footfall in King Cetshwayo District.  Appeal to high spending tourist market segments and encourage increased spend.  Enhance linkages with established tourism attractions in the region.  Create an easily recognisable tourism brand identity for King Cetshwayo District.  Maximise the community benefit of tourism in the district.

The King Cetshwayo Municipality Tourism Development Plan prepared in August 2003 listed strategic projects key to achieving the tourism development objectives of the municipality.

Implication to uMlalazi LED:  The projects from the tourism strategy have the potential to maximise the district’s tourism potential with the economic spinoff in uMlalazi.  These strategies set the foundations on which specific local tourism initiatives can be built upon.

2.3.7 Kind Cetshwayo District Municipality LED Strategy The Kind Cetshwayo District Municipality identifies local economic development (LED) as one of its key performance areas (KPAs), and a strategic area of intervention. The Kind Cetshwayo LED

Strategy includes the following local economic development goals.15  Grow tourism  Grow manufacturing  Support agricultural development  Enhance the ICT sector  LED support mechanisms

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The Kind Cetshwayo LED plan highlights agriculture as one of the region’s comparative advantages, with the agriculture sector playing a strong role in the district’s economy. Sugar cane and timber production are the dominant production products, with cattle and citrus farming also providing significant commercial ventures. Agriculture is therefore cited as a sector that impacts significantly on employment, income generation land tenure, land reform and environmental considerations in the region.

Implications for uMlalazi LED 1. Alignment with other District Projects 2. Partnership with District Development Agency (Enterprise iLembe) for implementation 3. Long Term as well as Short Term focus for projects

2.3.8 Cetshwayo Agricultural Development Plan Review

The objective of the Agricultural Development Plan was to identify specific programmes and projects to address rural poverty and stimulate job creation. The Kind Cetshwayo agricultural development plan has recently been reviewed, and has the following vision: “To develop the agricultural potential of Kind Cetshwayo through “climate-smart”, ecologically sustainable policies, practices and financing at the levels of food security production, small farmer and commercial agricultural production, processing and marketing, so that agriculture regains its position as an essential contributor to economic and social stability within the district.” To support the achievement of the vision, the Reviewed Agricultural Development Plan has the following objectives:  To create an enabling policy and institutional environment at local level to facilitate climate-smart and ecologically sustainable agriculture;  To encourage the adoption of agricultural systems and practices that are responsive to the challenges of climate change and the need for environmental and ecologically sustainable futures;  To investigate financial and investment opportunities and mechanisms that will assist farmers at all three levels of production to adopt climate-smart and ultimately financially and economically smart agricultural practices;  To promote training, capacity building and mentorship in order to improve skills levels in agriculture amongst farmers, extension officers and all other relevant stakeholders with the aim of optimising information, understanding and knowledge of environmentally, ecologically and socially sustainable agricultural practices;  To promote processing and marketing of produce in Kind Cetshwayo: and

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 To facilitate access to production inputs and transport for farmers at all three levels of production To achieve these objectives and ultimately the Kind Cetshwayo District Municipality Agricultural Development Plan vision, programmes of work have been identified. These include putting in place an institutional Framework for agriculture in the district, and developing climate smart, sustainable agriculture in the region. Each programme of work is supported by a package of projects. The Kind Cetshwayo district is proceeding with the establishment of their Agricultural Development Forum, which aims to improve service delivery, communication and liaison across the district on agriculture, with the ultimate goal of ensuring the implementation of the Reviewed Kind Cetshwayo Agricultural Development Plan.

Implications for uMlalazi LED 1. Alignment with other agricultural projects 2. Partnership with the Department of Rural Development and Land Reform to establish the farmers production support units (FPSUs) in the Municipality

2.4 Review of Local Documentation 2.4.1 uMlalazi Integrated Development Plan (IDP) 2017 The uMlalazi Municipality in an effort to align with the national and provincial plans has adopted a vision geared towards 2035 which is “To provide sustainable services and development to all communities by 2035 with emphasis on infrastructure, social and economic development in a safe and healthy environment managed by visionary and ethical leadership”. The vision aims to assist in guiding the municipality toward decisions that will be made and actions that will be taken.

During the municipal annual strategic planning session which was held in Durban from the 24th to the 27th of October 2016, management as well as the chairperson’s of the portfolio committee resolved to amend the existing municipal vision so as to revitalize and breathe new life into the municipality’s commitment to bettering the lives of the communities within uMlalazi Municipality. Hence, the proposed revised vision is as follows;

Municipal Vision: “A model municipality for community empowerment and provision of services by a transformed institution in an area where everyone lives in harmony by 2035”

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

As part of the revision of the long term vision for the municipality, inevitably the mission will also be amended to be in line with the new proposed vision. Below are the commitments, in the form of mission statements, in which the municipality proposes to adopt;

The uMlalazi municipality in partnership with its community will strive to:

• Create sustainable and better services for all; • Ensure a skilled, motivated and committed workforce; • Create mutual trust and understanding between the municipality and the community through effective communication • Emphasize better usage of resources; • Provide infrastructure and build investor confidence; • Enhance Batho - Pele principles and B2B pillars; • Create a safe environment for all; • Improve the Green Economy of our community by partnering with all stakeholders to create clean & safe place where people live and work; • Ensure effective land use management that take cognizance of sound environmental practices; • Enhance good governance through leadership excellence & community participation; • Facilitate institutional transformation; • Ensure continued sound financial management;  Provide services to the entire community with diligence and empathy; and  Apply good and transparent corporate governance to promote community prosperity.

Implications for uMlalazi LED  Planning around key and strategic projects.  Nodal development and linkages.  Sustainable development and the green economy.  Tourism and a strategic sector for intervention.  Cognisance of spatial equity in development.

2.4.2 uMlalazi Spatial Development Framework uMlalazi Spatial Development Framework was developed with the intention of providing a widely agreed strategic direction of the future development of the Municipality. The SDF started by: o Understanding the present status of development, o Analysing the wider context,

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

o Establishing a spatial development vision, o Identifying principles, concepts and strategies, o The development framework, o Implementation guidelines.

Further the framework has set up a number of strategies including the following: o Properties - Ensure proper control exercised over all properties registered in Council’s name and all properties under Council’s jurisdiction (acquisitions, alienation’s, street closures, subdivisions, consolidations). o Town Planning: improve town planning to be proactive in the development of uMlalazi not only application responsive. o Ensure the execution of integrated development planning. o Establish an effective Land Use Management systems that is in line with the SPLUMA.

It should be noted that SDF has highlighted the primary and secondary investment nodes and corridors based on the local opportunities of the area.

Implications for uMlalazi LED  The areas of higher agricultural potential within uMlalazi should be used for agricultural purpose. Primary goods are costly to transport and this significantly impacts on profit margins. The importance of value-adding cannot be understated. The uMlalazi LED and Strategy needs to identify and focus on a number of niche value-adding markets for the municipality.  Service delivery at key nodes needs to be focussed on an improved there needs to be a greater variety of services at these nodes.  Linkages between key nodes need to be strengthened.  There needs to be a focus on LED planning that is area-specific.  Environmental tourism is key and therefore cognisance needs to be taken of the importance of preserving the natural environment for tourism development.

2.5 ROLES OF GOVERNMENT IN LED 2.5.1 NATIONAL GOVERNMENT The roles of the National Government in LED are:

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 To create a National LED Forum, which is a coordinating and facilitating body that oversees and encourages coordination of resources in a non-prescriptive and creative way;  To co-ordinate and facilitate policies and programs that have an impact on LED;  To continually review the effects of laws and regulations that either directly or indirectly impact on LED and of the growth and survival of small enterprises;  To create a monitoring and evaluation system on the successes and failures of LED interventions.

2.5.2 PROVINCIAL GOVERNMENT The KwaZulu-Natal Provincial Government facilitates LED implementation by:  Planning and supporting for LED in a coordinated manner;  Ensuring that municipal IDPs combine to form a viable development framework across the province (i.e. KwaZulu-Natal) and that they are vertically integrated with the Provincial Growth and Development Strategy (PGDS);  Ensuring that high-quality PGDS plans are prepared, rather than that the sectoral plans of provincial departments and parastatals are detached from the perceived needs of the municipalities as indicated in their IDPs.

2.5.3 LOCAL GOVERNMENT Local government is at the forefront of the campaign to create vibrant local economies. It is working together with its components, namely district municipalities, metros, local municipalities and wards to provide the necessary leadership to ensure that the process runs smoothly. Their roles in LED are all stated below:

Local government must:  Create well-structured LED support and permanent information and monitoring bodies, which are directly responsible to the executive council and municipal managers;  Ensure that the LED component of IDPs is strengthened through a participatory process, which involves stakeholders from the public and private sectors. The latter includes NGOs and target communities. This process should be undertaken in close consultation with the PGDS process and the provincial government departments and parastatals involved in LED processes;  Encourage public and private stakeholders (including NGOs and CBOs) and producer groups to form partnerships. Provided they wish to form economic development agencies

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

or other forms of an implementing body, then local government should provide advice and technical assistance on the best way to achieve and operate such institutional arrangements;  Take the lead in the Developmental LED process. This process requires innovative thinking and ability to search for new ways of addressing development challenges on the part of local actors. It is focused on the initiative of local actors and the mobilisation of local resources, as opposed to heavy dependence on external investment and assistance;  For the success of the participatory process and to ensure that opportunities are available for the majority of community to be involved in the identification of sustainable opportunities, local governments must form their own LED forum, appoint local officers to be in charge of community outreach; and stimulate the local population to participate in the identification and exploitation of the opportunities.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 3 Review of the 2013 LED Strategy

3.1 UMLALAZI STRATEGY PROJECTS (2013) 3.2 IDENTIFIED CHALLENGES RELATED TO LED PROJECTS’

IMPLEMENTATION

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

3 REVIEW OF THE 2013 LED STRATEGY

3.1 UMlalazi STRATEGY PROJECTS (2013)

The following table lists the projects identified in the previous uMlalazi LED Strategy in 2013.

Table 1: UMlalazi 2013 LED Strategy Projects

SECTOR PROJECT NAME STATUS Completed In progress Develop a formal platform for engagement between Not done Agricultural Association, Municipal officials, DAEA, AFASA and ADA Establish a consolidated database of commercial and Partially emerging farmers as well as their products done Identification of commercial farmers willing to provide Not done mentorships and identification of emerging farmers willing to Agriculture commit to mentorships Coordinate with KCDM’s project of establishment of formal Completed fresh farmers markets for emerging and small-scale farmers Study investigating the replication of successful specialised In progress crops like tea, medicinal plants and essential oils in partnership with KCDM, EDTEA and DTI Agro-Processing Plant for the citrus industry Not done Bio-fuel plant District but failed Action plan to support establishment of business and event Not done tourism like a municipal guidelines pack for tourism events that can guide event organisers Diversification of the tourism sector by promoting the Planned development of adventure tourism and township tours This will be combined Promote the expansion of the cultural tourism offerings with township tourism Tourism Establishment of a one-stop information centre and craft hub Planned that can serve as a meeting point for tourism guides Marketing of the region at national and international shows and Ongoing exhibitions in conjunction with TiKZN Identification and lobbying for funding for new tourism signage Ongoing Upgrade and maintain the Old Fort Building Museum (Fort Planned Nonqayi) Upgrade and maintain the caravan park ablution block Planned Develop walkways and fencing around the Mpushini Waterfalls Not done in uMlalazi Expansion and Coordinate with existing programmes like EPWP Working for Ongoing development Roads for the upgrading of the road network

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

SECTOR PROJECT NAME STATUS of strategic Determine the needs of manufacturers in terms of a rail line for Not done economic freight cargo and coordinate with Transnet infrastructure Coordinate with existing programmes for the development of Ongoing infrastructure (water provision; electricity supply) in conjunction with EDTEA, DPW and DWA Undertake an informal economy strategy to identify key Completed challenges and implementation recommendations including: Develop a registration and permit allocation system for informal businesses; Establish a dedicated location for informal trade with supporting facilities; Establish an association for informal Informal sector businesses to aid movement into the formal sector economy Establish an SMME and cooperatives database and promote to Completed large businesses and ZCCI Registering of SMMEs on municipal database systems Completed Establish an annual small business innovation fair in conjunction Completed with KCDM and EDTEA that can be run in conjunction with the Eshowe Heritage Fair Develop a manufacturing sector expansion and diversification Not done plan outlining the vision of the sector Identify, promote and assist manufacturers in accessing In progress national incentives that are available (particularly for new internal Supporting technology and renewable energy products) manufacturing Identification of future potential industrial nodes In progress sector Assist SMMEs in packaging funding applications to existing funds Completed for manufacturing opportunities Determine suitable incentives for manufacturers that offer In progress apprenticeship and internship opportunities Establishment of an LED Forum Not done Encourage the improvement of intergovernmental relations (all Ongoing spheres of government, SOEs, NGOs and traditional authorities) through information sharing and project feedback Building LED capacity in the Municipality through strategic Completed partnerships with KCDM, EDTEA and COGTA Institutional Compile a database of all potential funding sources for LED Ongoing implementation as well as previous examples of funding applications Roll-out of a Business Retention and Expansion programme that Not done is run between the municipality, ZCCI and TIKZN Targeted reduction of red-tape and municipal administrative Completed processing times Facilitate an SMME business skills programme (SEDA or EDTEA Ongoing programme) Facilitate training for informal businesses (SEDA or EDTEA Ongoing programme) Training Promote trades as employment opportunities to young people Ongoing /Capacity (like hairdressers, carpenters, electricians, plumbers, etc.) Building through linkages with FET college Establish a platform for engagement between tertiary Not done institutions and business to ensure programmes are aligned with industry demand

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

SECTOR PROJECT NAME STATUS Investigate the establishment of additional higher education Not done campuses Development a marketing and retention programme in Not done conjunction with ZCCI that focusses on a quality of life promotion in order to retain skilled residents in uMlalazi Source: LED Strategy 2013

As indicated in the previous table, some of the LED projects have been implemented or are in the process of implementation. However, some have not made any progress thus far due to various challenges as discussed in the following section.

3.2 IDENTIFIED CHALLENGES RELATED TO LED PROJECTS’ IMPLEMENTATION

Some of the key challenges identified in discussions with the LED Manager, relating to the planning and implementation of LED projects, in uMlalazi are listed below:

 Difficulty in sourcing funding for the implementation of LED projects;  Lack of coordination between the private and public sector (especially provincial and national departments relevant to the project);  Shortage of skilled local government officials to act as facilitators of LED initiatives;  Difficulties in accessing land;  Correct appointment of contractors;  Low levels of skills development and training in LED in the wider community;  Stakeholder and community conflicts of interest; and  Lack of supporting bulk infrastructure making investment activities difficult.  Unavailability of Tourism and Agricultural Sector Plans.  Unavailability of Business Retention and Expansion Strategy for the Municipality.  Unavailability of local LED Forum to drive LED in the municipal area.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 4 uMlalazi Spatial Dynamics

4.1 MAJOR NODES 4.2 AREAS OF KEY POTENTIAL DEVELOPMENT GROWTH (NODES) 4.3 TERTIARY CENTRES 4.4 OTHER AREAS OF POTENTIAL GROWTH 4.5 BROAD LAND USES 4.6 ENVIRONMENTAL ANALYSIS

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4 UMLALAZI SPATIAL DYNAMICS

The uMlalazi Local Municipality (KZN284) is situated along the north eastern coast of Kwa Zulu Natal (KZNl), 140km north east of Durban. The eastern portion of uMlalazi Local Municipality lies on the N2 National and Provincial Development Corridor linking two major economic hubs of Richards Bay and Durban. uMlalazi Municipality is located within King Cetshwayo District, which comprises of five local municipalities namely;

o uMfolozi LM (KZ 281) o uMhlathuze LM (KZ 282) o uMlalazi LM (KZ 284) o Mthonjaneni LM (KZ 285) o Nkandla LM (KZ 286)

It is bordered by ILembe District Municipality (Mandeni Municipality to the south and Maphumulo Municipality to the southwest). Towards the western regions, the municipality borders Nkandla Municipality and Mthonjaneni Municipality, and is bordered north-westerly by Mthonjaneni Municipality and to the north, uMhlathuze Municipality.

The Municipality borders on the Indian Ocean on the eastern coastline which stretches approximately 19.35km, from Mandeni Municipality to uMhlathuze Municipality. In addition, the municipal area covers 2 217km2, one of the largest local authority areas in South Africa. There are 27 wards and 14 tribal authority areas. The uMlalazi Municipality is crossed by a number of important transportation routes, such as the N2 Motorway between Durban and Richards Bay, the R34 between Richards Bay/ Empangeni and Nkwaleni valley to the north of Eshowe, and the R66 from the N2 Motorway to Gingindlovu, Eshowe, Melmoth, Ulundi and Vryheid. The famous Zulu Heritage Route R66 has a lot of historical and cultural significance and is promoted a tourism route.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4.1 Primary Corridors

N2 Highway & R102 - The two routes are aligned parallel to each other in the south-eastern sector of the uMlalazi municipal area. It offers access to Richards Bay/Empangeni, as well as the three Secondary Centres (Gingindlovu, Mvutshini and Mtunzini).

The R66 - The R66 can be considered to be an as important transportation route within the uMlalazi Area as the N2 Highway. Emphasis is placed on the R66 in that it forms an almost central spine through the municipal area as well the location of the Primary Administrative Centre, two Secondary Centres and three Tertiary Centres on it. It is a road that links the uMlalazi Area with the rest of the KwaZulu Natal interior and with the N2 Highway which in turn links to Richards Bay/Empangeni to the north, and Durban to the south.

The R34 - This route is located in the north of the municipal area and is the current most effective link between The R66 (between Melmoth and Eshowe) and Richards Bay Empangeni. Only one Tertiary Centre has been identified in relation to this road (Nkwaleni). The reason is the fact that the area, within which this road is aligned through the uMlalazi Local Municipality, is dominated by commercial farming, which discourages nodal development. The importance of this road is in its link with the District Centre of Richards Bay/Empangeni.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 uMlalazi Local Municipality is anchored by three major nodes – Eshowe, Gingindlovu and Mtunzini. The municipal area has pockets of deep rural and densely settled communities. There are large areas of commercial farming, although sugar has been in decline in the region over the past decade and there are also significant areas under traditional agriculture.

4.2 Secondary Corridors

The P710 - This route is aligned along the western/south-western boundary of the municipal area. It links Mandeni to the south of Eshowe, with Mbongolwane, a Secondary Centre. Two other Tertiary Centres are located along the route. The road is presently gravel-surfaced, and has been identified in the uMlalazi IDP for upgrading by means of tarring. The route serves the farming areas alongside it as well as scattered human settlements.

The P50 - This route links Eshowe and Nkandla to the north-west of Eshowe. It also links Entumeni with Eshowe and Mbongolwane is on this route. This corridor services an agricultural area of considerable size and will become increasingly important with the implementation of the Mbambiswano/Entumeni Agricultural project. The route is aligned through areas of outstanding agricultural quality.

The P15 - This corridor establishes a road link between Kranskop and the P50. It is aligned through areas that accommodate the poorer section of the uMlalazi population. The road is generally in a poor condition and has a gravel surface. If improved to an acceptable standard, it will encourage traffic movement between the areas of Greytown/Kranskop and Eshowe, as it will shorten the traveling distance to a considerable extent. The route also serves farming areas and areas of human settlement.

4.3 Tertiary Corridors

The P230 - This is identified as a Tertiary Corridor for the present, but it is expected that this route, which is identified for upgrading will develop over the medium term into a Secondary Corridor. Not only the improved condition of the road will contribute to this, but also there are already two Secondary Centres (Ndlangubo and Nkume) and two Tertiary Centres (Ondini and Oquqeni), located along it. It is also a route, which is used extensively by tourists visiting the area. Added to this, it presents a shorter traveling distance between Richards Bay/Empangeni and Eshowe, when

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 compared to the R34. The alternative route is the R34, which is aligned to the north of the municipal area and has a tarred surface.

The D258 - This tertiary corridor links the R102 (Primary Corridor) with the P230 and is aligned through an area of agricultural production to the east of the Ongoye Forest. The importance of this corridor is the link it provides between the two aforesaid corridors.

The D356 - This tertiary corridor is aligned between Eshowe and the P710 and serves some scattered human settlements and areas of agricultural production.

4.4 Development Centres

4.4.1 Eshowe

Eshowe is the biggest node within uMlalazi. It serves as the administrative and services centre for the municipality due to its diverse economy and level of infrastructure and services. The uMlalazi IDP refers to Eshowe as the Primary Administration Centre.

Eshowe is located along the R66 in the centre of the municipality. It has an established town centre with surrounding residential suburbs as well as an industrial area to the north.

The town of Eshowe is of great historical significance in that it is the birthplace of King Cetshwayo, who was king of the Zulu’s during the Anglo-Zulu War of 1879. There are several tourist destinations around Eshowe including the Dlinza Forest.

4.4.2 Gingindlovu

Gingindlovu is a significantly smaller urban node which provides services to the immediate surrounding rural areas. The town is located at the intersection between the R102 and the R66, within close proximity to the N2.

According to the uMlalazi IDP it has a good level of infrastructure but social services are somewhat lacking. It is classified as an Upper Secondary Centre. The town is divided in two by the railroad with the residential area to the north and the business and manufacturing area to the south.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4.4.3 Mtunzini

Mtunzini is a small coastal town bordering the uMlalazi Nature Reserve. The town is situated adjacent to the N2 on the eastern end of the municipality.

A number of the residents commute to Richards Bay and Empangeni as few employment opportunities exist in Mtunzini. The centre is located in proximity to both the R102 and N2 Motorway, allowing significant mobility for commuters. The town is classified as an Upper Secondary Centre by the uMlalazi IDP. There is a strong emphasis on conservation among the residents of the town. However, the National Department of Minerals Resources have recently granted Tronox (formerly known as Exxaro) permission to mine Heavy Mineral Sands south of Mtunzini.

4.5 Lower Secondary Centres

Lower Secondary Centres: - are a number of smaller settlements within the Municipality which have developed as a result of population concentration. These minor centres service the adjacent rural areas and are complimented by basic engineering services/infrastructure and community facilities, transport nodes and basic public and administration facilities. The following areas are recommended as Lower Secondary Centres in the uMlalazi IDP 2017/2022 Review document. They include:

 Mbongolwane – is located approximately 25km to the west of Eshowe, on the P50. The P50 also links Eshowe and Nkandla, further to the north-west of Eshowe. The Mbongolwane area has a local hospital which serves the community of area and the near surrounding areas as well as other social-services such as a local police station, clinic, schools and a mission area. Mbongolwane is currently serviced by informal traders and local spaza shops.

 Nkume – situated along the R66, approximately 10km north of Eshowe. This settlement has grown rapidly over the past 5 years and certainly constitutes an emerging settlement. The proximity of this centre to the junction between the P230 and the R66 has influenced the development thereof. Proximity to Eshowe as the economic hub of the area makes the centre a popular destination in respect of residential accommodation.

 Mvutshini – is located in proximity to the R66 and N2 Motorway between Gingindlovu and Eshowe. It is a centre, which has developed as a result of proximity to both Gingindlovu and

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Mtunzini, where a higher level of services is available. The proximity to both the R102 and the N2 Motorway has also influenced the development of this area as a Secondary Centre.

 Ndlangubo - is located on the P230, between Empangeni and the R66. The P230 links with the R66 approximately 10km north of Eshowe. It is an important transportation route and is also an identified tertiary corridor. The importance of this route is that it shortens the traveling distance between Richards Bay/Empangeni and Eshowe, as it offers a more direct route than the R34 and R66. The R34 is a Primary Corridor and has a tarred surface.

 Khomo – Is located on the uMlalazi/Nkandla Local Municipality border and is closer to Nkandla than Eshowe. It is located in proximity to the P50, at the P15 and P50 split. The P50 is a Secondary Corridor from a transportation point of view.

4.6 Tertiary Centres

In general terms, the Tertiary Centres areas said to be emerging centres characterized by population densification, with basic administrative functions being available. There are localized services such as a primary school, a pension pay point, postal service, public phones, local (informal) markets, transport facilities and minor commercial enterprises. It is again of significance to note that the Tertiary Centres are also located on or near important transportation routes.

 Nkwaleni – Is located approximately 30km north of Eshowe between the R34 from Empangeni and the R66 between Eshowe and Melmoth. It is a highly accessible centre and according to the uMlalazi IDP development in and around it should be encouraged. It is surrounded by commercial farming areas.

 Nteneshane - Is located in the east of the municipal area on the D518, which links the R102 and the P230, both roads being tertiary transportation corridors. According to the IDP these roads have played a significant role in the establishment of this centre.

 Ondini - Is located on the P230, almost midway between Empangeni and Eshowe. The role that the P230 is fulfilling in the context of linking settlements again comes to the forefront. Development may be regarded as a result of proximity to Ndlangubo, a Secondary Centre.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 Danyini - is located on the D356, in relative close proximity to Eshowe. It can be expected that the growth rate will be slow, given the proximity to Eshowe and the proximity to Samungu, which is showing a faster growth rate.

 Oquqeni - it is a centre that is located on the P230, further underlining the importance of this transportation route as a functional route. The rate of development of this centre may also be regarded as a result of proximity to Nkume, a Secondary Centre.

 Samungu - Is located on the D356 approximately 88km to the south west of Eshowe town.

 Shayinga - Is also located on the P710 and is in relative close Eshowe town Shayinga. Shayinga is a rural area that falls within the jurisdiction of the uMlalazi local Municipality. Shayinga is currently being serviced with less formal trading shops and general stores with other community facilities such as schools.

 Imphaphala – Is located on the west of Eshowe town It is located to the west of Eshowe, on the P50, a secondary transportation corridor. It is located midway between Mbongolwane (Secondary Centre) and Eshowe (Primary Administrative Centre).

 Nkulisabantwana - Is located at the junction between the D356, a tertiary transportation corridor linking Eshowe with the P710, and the P710, a secondary transportation corridor to the west and south-west of Eshowe. The area is serviced by local tuck shops, general stores and other local shops.

 Ziphambanweni – This centre is emerging as a Tertiary Centre because of its locality on the R66, midway between Gingindlovu and Eshowe. Ease of access to both Eshowe (The Primary administrative Centre) and Gingindlovu (Secondary Centre) will popularize this centre. It is also located at the junction between the D884 and the R66, the first mentioned road linking the R102 and the R66.

 Nyanini - It is only a few kilometers to the south-east of Eshowe on the R66. Proximity to the Primary Administrative Centre will tend to slow the tempo of development in this centre.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4.7 Other Areas of Potential Growth

 Emlalazi - Emlalazi is a small rural village located in uMlalazi Municipality characterised by rural homesteads “imizi”, with the population that has been growing rapidly over the past years. The Emlalazi village falls in-between Nkwaleni village and Eshowe town along the R66, and spills on each end of the Eshowe-Babanango Tourism corridor. The area is currently being serviced by informal retail stores and spaza shops.

 King Dinuzulu Township - The King Dinuzulu Township is located approximately 5 km away from Eshowe town centre. King Dinuzulu has great potential for growth as and has been identified as a tertiary node in the uMlalazi Spatial Development Plan. King Dinuzulu is a local township of Eshowe densely populated with a few emerging informal trading areas.

 Mpumaze - Mpumaze is a rural village located approximately away 16km from Eshowe town. Mpumaze is currently being serviced by local primary schools and a high school the community has access to informal local shops, spazas and general stores.

 Ntumeni village - Is located at approximately 20km west of the Eshowe town. The Ntumeni village is serviced by local informal shops and other general stores.

 Zuma village - The Zuma Village is located within the jurisdiction of Nkandla Local Municipality and some portions fall under the uMlalazi Local Municipality and is said to the “Umlalazi- Nkandla Smart Growth Centre” which is currently being developed as part of the rural development programme.

4.8 BROAD LAND USES

The uMlalazi Area is dominated by a band of commercial farms covering an area from the west of Eshowe and along the R66 to Gingindlovu and northwards along the N2 Motorway to north of Mtunzini. One isolated area of commercial farming is located in the north of the municipal area and straddles the R34, and includes the Nkwaleni Valley. These areas are characterised by intensive agricultural practices, where land management is of the highest order.

Agricultural production is focused on sugar cane, some timber production and citrus farming occurs in the Nkwaleni Valley. The largest portion of the municipal area is covered by land in the ownership of the Ingonyama Trust Board and farming activities are extensive. This area is also

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 characterized by poor land management practices and presents a challenge in respect of the unlocking of the agricultural potential that exists. This area also accommodates scattered residential settlements posing considerable pressures in respect of the provision of basic services. The provision of water and sanitation is addressed in the uMlalazi IDP and the improvement of roads and accessibility also features prominently in the identified capital projects.

The uMlalazi Area features some important conservation areas that require careful management in the unfolding development pattern:  The Ongoye Forest is located in the east of the municipal area and is a nature reserve, attracting local and foreign visitors.  The Entumeni Nature Reserve, which is located to the west of Eshowe and is protected by Ezemvelo KZN.  The Mbongolwane Wetland, which is at present not demarcated, but will be protected. It will be identified as a Management Area in terms of the uMlalazi Land Use Management System.  The Dlinza Forest, which is located within the town of Eshowe and is a nature reserve.

One of the outstanding features in the uMlalazi Area is the coastal zone from north of Mtunzini to the Amatikulu River mouth. It covers an area of approximately 19.35 km in length. This coastline presents outstanding opportunities in respect of tourism and recreational facilities. The so-called Siyaya Coastal Park will be included as a Management Area in terms of the uMlalazi Land Use Management System. It must also be noted that there are mining rights allocated to areas south of Mtunzini.

4.8.1 Land Ownership There are isolated pockets of state land evident in the central parts and the northern parts of the Municipal Area. Further, as indicated previously, there are private commercial farms in the south- east, the central parts and the northern parts of the Municipal Area. The balance of the Municipal Area falls under the Ingonyama Trusts Board. (ITB).

4.8.2 Land Claims

Settled land claims constitute some 1.75% of the Municipal Area (or some 38.74km2). Land claims which have been gazetted but not yet settled affects some 2.66% (or 59.07km2) of the Municipal Area.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Table 2: Land Trends LAND CLAIMS STATUS KM2 % OF TOTAL GAZETTED % OF TOTAL LAND CLAIM AREA MUNICIPAL AREA Settled 38.74 39.61% 1.75% Not yet Settled 59.07 60.39% 2.66% Total Gazetted 97.81 100.00% 4.41% Total Municipal Area 2217.00 Source: IDP 2017

4.9 ENVIRONMENTAL ANALYSIS

4.9.1 Habitats

The following critical habitat types exist within the municipality: • Coastal Dune forest • Riverine / riparian and swamp forest • Secondary grassland • Wetland • Estuaries (uMlalazi and Siyaya) • Mangrove swamp and salt flats • Open space within the towns • Natural vegetation • Open woodland and forests

4.9.2 Key Hydrological Features

The UMLALAZI ESTUARY The estuary is easily accessible by road and lies below the Mtunzini Village. The river is approximately 54 km long with a catchment area of 492 sq. km. approximately 46% of the catchment land-cover of the uMlalazi system is agriculture and consists mainly subsistence farming, sugar cane and commercial forestry. About 1% of the catchment is urban comprising mainly the residential and industrial developments associated with of the coastal village of Mtunzini and the town of Eshowe further inland. The catchment does not appear to be degraded and about 53% of the catchment is natural. This natural vegetation is comprised of grassland, bush land and forest.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

There have however been reports of bank erosion as a result of ploughing close to the river’s edge. About 72 % of the catchment falls within traditional Ingonyama Trust Board area. The surrounds of the estuary however are owned by the state and managed by Ezemvelo KZN Wildlife.

THE MBONGOLWANE WETLANDS The Mbongolwane Wetlands has survived despite the fact that most wetlands within the municipal area have been drained to make land available for commercial agriculture and this wetland system is therefore particularly critical. Mbongolwane wetland is about 400 hectares and is a prime example of a read marsh and remains wet even through the dry season. The wetland is a source of reds used in the weaving of traditional mats. While a large majority of the wetland remains under natural vegetation certain parts of the wetland have been drained for cultivation of root vegetables.

4.9.3 PROTECTED AREAS

The Municipality has 4 proclaimed protected areas. These include the following:

4.9.3.1 DLINZA FOREST Established in 1947, this 250 ha forest is uniquely situated within the urban environment of Eshowe. The Dlinza Forest historically provided a burial site for the Zulu dead during the Anglo-Zulu War in Eshowe. The forest is best known for its birds, two species in particular, the Spotted Thrush and Delagorgues Pigeon are sought after by birdwatchers in the forest. Numerous other beautiful species such as Green Coucal, Grey Cuckoo Shrike, Narina Trogon, Trumpeter Hornbill, Red backed Mannikin, Green Twinspot and Crowned Eagle are found in the forest. Numerous tree plaques provide information of biological interest and describe Zulu medicinal use of the various trees.

4.9.3.2 ENTUMENI FOREST Established in 1970, this little-known 750 ha reserve consists largely of a gorge covered by forest. It can be found approximately 20 km from Eshowe on the Nkandla/Ntumeni Road. The Ntumeni Forest is located on a beautiful but strenuous terrain, and consists of a spectacular waterfall on the Ngoje stream. At this point the rare Longtailed Wagtails are often observed along the stream. Birding can be very rewarding with species such as Delagorgues Pigeon, Brown Robin, Yellow streaked Bulbul, Olive Woodpecker, Grey Cuckoo shrike and Black Cuckoo. As with the Dlinza Forest, both blue duiker and bushbuck occur in the forest. The grasslands in the reserve are home to a herd of zebra, and numerous grassland bird species such as the Lazy and Croaking Cisticola.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

4.9.3.3 ONGOYE FOREST Ongoye Forest is an exceptionally rare and diverse habitat. It is probably the most famous example of the extremely rare scarp forests. The Ongoye mountain range is well-drained by numerous fast-flowing streams such as the uMlalazi and its tributaries the Thondo and the Intuze arising from valley-head springs and is of great importance as a water catchment area. It has large array of rare and endemic tree and plant species which include magnificent giant umzimbeet, Millettia sutherlundii, forest mangosteen Garcinia gerrardii, forest water berry, Syzygium gerrardii and pondoland fig Ficus bizanae amongst others.

The cycads Encephalartos ngoyanus and Encephalartos villosus are also found here. Birding and hiking are also very popular all year round. There are about 130 bird species found on the reserve. The green barbet is endemic to the forest. Bushbuck, red duiker and red squirrel are also found. The giant Wood’s cycad, Encephalartos woodii, now extinct in the wild, but surviving at the botanic gardens in Durban only occurred here. In the past, Ongoye Forest was protected by the Zulu Royal household because of the medicinal value of the plants found there.

4.9.3.4 UMLALAZI COASTAL NATURE RESERVE This coastal reserve is situated one km from Mtunzini on the KwaZulu-Natal North Coast. UMlalazi was established as a protected area in 1948 and is 1 028 hectares in extent. Home of the palmnut vulture, which is one of the rarest birds of prey in South Africa. There is an easy walk through one of the best examples of mangrove swamps in South Africa, where several species of. Wildflowers and a great variety of bird life can be seen.

4.9.4 BIODIVERSITY The biodiversity resources of the country are considered to rank amongst the top ten nations with exceptionally high levels of biodiversity resources, and as such, the country is of global importance for biodiversity conservation, for a number of reasons, including the high levels of species-richness and the high levels of endemism present (Department of Environmental Affairs and Tourism, 2002).

The uMlalazi Municipality lies within the Maputaland Coastal Plain, and its biodiversity is of particular importance in a biodiversity-rich country, from a nature conservation perspective, for intrinsic reasons, and for the ecosystem services (as below) it provides, as it occurs within one of the two biodiversity hotspots.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Human-kind (and all other creatures) is dependent on biodiversity and the ecosystem services, or ecological goods and services, these provide. These biodiversity resources not only provide all food, fiber, and a range of natural products (including medicines derived from plants, but are also responsible for climate regulation, water production, and a range of social and spiritual benefits, such as tourism.

4.9.5 CLIMATE CHANGE

As a result of the 2010 Kwanaloga Summit on Rural Development and Climate Change and based on various international conferences of Parties to the United Nations Framework Convention on Climate Change, the King Cetshwayo District Municipality is addressing climate change issues by discussing how the recommendations of the Kwanaloga Summit on Rural Development and Climate Change can be implemented.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 5 Demographics & Socio-Economic Profile

5.1 DEMOGRAPHY 5.2 ACCESS TO SERVICES 5.3 SECTORAL CONTRIBUTION TO GVA AND EMPLOYMENT

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5 DEMOGRAPHIC AND SOCIO-ECONOMIC PROFILE

5.1 DEMOGRAPHY

UMlalazi is one of the populated municipalities of the King Cetshwayo District Municipality, accounting for 23.9% of the district’s population. The population of UMlalazi is estimated at 237 826 in an area that covers 2 217 km². The total number of households is 49638 ; the population density is 107 persons/km². The household density is 22 households/ km².

Table 3: Population Trends

Geography King Cetshwayo (DC28) uMlalazi (KZN284) Population 996594 237826 Households 220645 49638 Average household size 5 5 Square kilometre area 8213 2214 Population per square kilometre (density) 121 107 Household per square kilometre 27 22 Source: Quantec 2017

5.1.1 Ethnic Groups

The municipality is dominated by black people who account for more than 97.6% of the total population as shown in the following figure. This indicates the need for programmes and strategies that enhance the empowerment of black people. In addition, the municipality should strive towards developing the area to be attractive to all races. Figure 6: Ethnic Groups

97.6%

100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 0.6% 20.0% 0.5% 1.2% 10.0% 0.0% Black African Coloured Indian or Asian White people people

Source: Quantec 2017

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5.1.2 Gender Groups

The population of the uMlalazi Municipality is slightly imbalanced in terms of gender. Females outnumber their male counterparts. As indicated in the figure below, females account for 54.5% of the population, while males amount to 45.5%. This signifies the need for women development and empowerment programmes and strategies in the Municipality. However, the higher representation of women could be attributed to factors such as the impact of political violence, which engulfed this area in the mid to late 1990’s, and a degree of male absenteeism that characterises most rural areas where the men work in cities while the women stay behind to look after the children and homesteads.

Figure 7: Gender Groups

54.50%

56.00% 54.00% 52.00% 45.50% 50.00% 48.00% 46.00% 44.00% 42.00% 40.00% Male Female

Source: Quantec 2017

5.1.3 Age Groups The age distribution in the table below shows that the municipality has a predominantly young population with 64.8% of the people being under the age of 30 years. Because of this, the youth of uMlalazi constitute an important factor to consider in long-term planning needs. This situation is likely to create a demand for education and social life hence putting the municipality under pressure to provide educational and recreational facilities / resources in the Municipality in the near future. In the longer term, there will also be a surge in the demand for job creation. All these aspects point to the need for youth development programmes in stimulating Municipal economic growth.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Table 4: Age Groups

Age No % Age Percentages A00_04 28539 12,0 0-14 years 38,1% 64,8% A05_09 31857 13,4 A10_14 30270 12,7 A15_19 25284 10,6 15-29 Years 26,6% A20_24 19961 8,4 A25_29 18094 7,6 A30_34 15034 6,3 30-49 Years 19,7% A35_39 12518 5,3 A40_44 10088 4,2 A45_49 9243 3,9 A50_54 8224 3,5 50-74 Years 13,4% A55_59 7291 3,1 A60_64 8009 3,4 A65_69 4281 1,8 A70_74 4019 1,7 A75_79 2186 0,9 75 + Years 2,1% A80_99 2926 1,2 Source: Quantec 2017

5.1.4 Level of Education

Approximately 6.3% of the population had no schooling, while 27.4% had some primary education. 37.6% of the population has some secondary schooling with 15.3% having completed Grade 12. It is worrying to note that only 5% of the population has a tertiary education.

Table 5: Levels of Education

School Grades % Trends % Grade 0/No schooling 17,9 No Schooling 17,9% Grade 1/Sub A 4,5 Grade 2/Sub B 4,3 Grade 3/Standard 1 4,5 Primary Grade 4/Standard 2 4,8 32,1% Schooling Grade 5/Standard 3 4,5 Grade 6/Standard 4 4,4 Grade 7/Standard 5 5,1 Grade 8/Standard 6/Form 1 5,6 Secondary 37% Grade 9/Standard 7/Form 2 4,9 Schooling

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

School Grades % Trends % Grade 10/Standard 8/Form 3/NTC1 5,9 Grade 11/Standard 9/Form 4/NTC11 6,1 Grade 12/Standard 10/Form 5/Matric/NTC111 12,3 Less than matric & certif/dip 0,2 Certificate with Grade 12 0,9 Diploma with Grade 12 1,1 Bachelor's Degree 0,4 Bachelor's Degree and Diploma 0,2 Higher 0.9% Honours degree 0,2 Education Higher Degree (Master's, Doctorate) 0,1 Other/Unspecified/NA 12,3 Others 12.3% Source: Quantec 2017

5.1.5 Health Facilities

Due to the inadequacy of health facilities in most rural areas, the resultant reality of this impacts negatively on the wellbeing of the people within these communities. The public often have to travel vast distances to access these facilities. This is also exacerbated by poor road infrastructure which makes it difficult for health services such as ambulances and mobile clinics to access these communities. The municipality has:  Fourteen (14) Clinics;  Three (3) District Hospitals in its area of jurisdiction and  Six (6) mobile clinics.

MEDECINS SANS FRONTIERES (MSF) MSF is an international, independent, medical humanitarian organisation that delivers emergency aid to people affected by armed conflict, epidemics, natural disasters and exclusion from healthcare. Further, the Municipality also enjoys the services of Medecins Sans Frontieres (MSF) for health services.

MSF offers assistance to people based on need, irrespective of race, religion, gender or political affiliation. MSF in partnership with the KwaZulu-Natal (KZN) Department of Health (DOH) is currently supporting a HIV/TB project in the Mbongolowane and Eshowe areas, through “Bending the Curves Project”.

The Bending the Curves (BTC) project was introduced in 2011 and seeks to implement multiple strategies to address the high co-incidence of HIV and TB, and reduce the number of incidences

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 in line with the South Africa National Strategic plan. The overall strategic objective of the project is to reduce the incidence of HIV and TB, in addition to reducing HIV- and TB-related morbidity and mortality.

The Project presently includes the Mbongolwane Health Service Area and Eshowe Municipality, uMlalazi Wards 1 to 14 (plus Ward 15 and some of Ward 16). This strategy will provide MSF with an opportunity to demonstrate the outcomes of the Project in both an urban and rural setting. The project is now established in its work across the ‘prevent, test, link, treat and retain’ cascade or the HIV care continuum, also referred to as the HIV treatment cascade which is a model that outlines the sequential steps or stages of HIV medical care that people living with HIV go through from initial diagnosis to achieving the goal of viral suppression.

Figure 8: Eshowe Hospital

ESHOWE PRIVATE HOSPITAL The proposed hospital will meet the general demands of multi discipline medical services. Three operating theatres will be equipped with the latest theatre technology and at least one will have a laminar flow unit. The hospital will also meet the needs of casualty patient through the establishment of a trauma unit and other supporting infrastructure. Supporting medical services will include a comprehensive radiology unit, pathology laboratory services, physiotherapist and other like health care related professions. An in-house pharmacy service will service in-patients, patients visiting doctors consulting rooms and members of the public. A specialized Burns Wound

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Unit will facilitate for serve burns incidents. Fifteen doctors consulting suites tailored to individual needs will be available for permanent and session doctors.

5.1.5.1. HIV AIDS TRENDS

HIV/AIDS has a major impact on the quality of life of communities and families as well as the economy. A number of initiatives have been implemented through the National Department of Health to combat the current epidemic. However, major challenges remain.

Within uMlalazi and in the last decade, the number of HIV positive persons has decreased from 1.27% to 0.79 between 2007 and 2017, bringing the percentage of the population with HIV to 14.94 of the total population.

Table 6: HIV and Death Trends

TRENDS % AS IN 2007 % AS IN 2017 HIV positive 1,27 0,79 AIDS deaths -4,06 1,03 Other deaths 0,05 1,19 Population 0,27 1,55

DESCRIPTIONS NO % HIV positive 35533 14,94

0,55% of the total population and AIDS deaths 1301 38.61% of the total deaths 0,87% of the total population and Other deaths 2068 61.39% of the total deaths 1.42 of the total population Total deaths 3368 (making 100% deaths) Crude Death Rate 14.2 Source: Quantec 2017

The number of AIDS related deaths has decreased from -4.06% to 1.03% between 2007 and 2017, with AIDS deaths accounting for about 38.61% of total deaths in the municipality. This highlights the effort undertaken by the government in this regard; however, there still a need for interventions that target and attempt to address still existing HIV/AIDS challenges.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

The following are the likely effect of HIV/AIDS on social systems:

 Poor households become more vulnerable and the epidemic is likely to deepen poverty and compromise upward mobility;  Increased demand for housing, education and other community facilities;  A greater demand for health care services and facilities;  A greater demand for financial support for orphans, child-headed households and households run by grandparents, and  A negative population growth rate that is affects the sustainability of projects that are based on certain population projections.

The following are the likely effect of HIV/AIDS on the economic systems:  Possibility of a shift from savings to current expenditure, limiting fixed investment and economic growth;  Possibility of ‘technological deepening’ of the economy as a result of higher absenteeism rates: Machinery will replace people in the labour market, with negative outcomes in the long term for job creation;  Further erosion of household savings and skills shortage, and  Increased spending on pharmaceuticals and funerals

In light of the above, the agricultural and other labour intensive sectors will suffer most as they rely heavily on the availability of a physically active workforce.

5.1.5.2. Cholera and other related diseases

Some of the occurrence of these diseases is a direct result of the absence of potable water as well as the lack of proper sanitation in the rural areas of the uMlalazi Municipality; resulting in the contamination of natural water resources. This may lead to outbreaks of disaster proportions and these are characteristics of the rural areas. These diseases are life threatening and require constant monitoring.

The municipal area has a number of health facilities but not all areas are well serviced. Certain areas have medium to higher concentrations of people who have no access to proper health facilities. Measures would therefore need to be put in place to ensure that these areas have access to health facilities.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5.2 ACCESS TO SERVICES

This sub-section examines the access to services of the uMlalazi population in terms of housing, electricity, water, sanitation, refuse, and telephone usage. This will provide a profile of the population and an understanding of the underlying social situation. A detailed review of land uses, tenure and reform will follow.

5.2.1 Housing and Dwelling Types

There are backlogs in terms of housing provision in uMlalazi accounting to thousands of beneficiaries on the municipal housing waiting list. Of those thousands beneficiaries on the waiting list some have applied for low cost housing whereas others are for middle-income housing. It should be noted that the backlogs are driven by the following challenges:  Dispersed low density settlement patterns make the cost of installing, operating and maintaining of physical and social infrastructure (roads, water, electricity, clinics, schools and police stations) very high;  Steep river valleys and hilly terrain, which create obstacles to accessibility, and limits the extent of agricultural production;  Weak road and communication linkages exacerbated by hilly topography, with few tarred surfaces and few bridges across rivers. In particular, north-south linkages are very poorly developed within and beyond the sub-region;  Lack of adequate bulk services and/or funding for the provision of bulk services within uMlalazi Municipality: Housing interventions in the dispersed parts of the municipality need to be strongly directed towards the installation of infrastructure such as roads, water and sanitation to enhance the quality of life.

There are various types of dwellings in uMlalazi Municipality. The House or brick structure on a separate stand or yard and traditional dwelling/ hut/ structure made of traditional materials dominate the municipality accounting for 51.1% and 36.9% dwelling types respectively. The following table illustrates.

Table 7 : Dwelling Types HOUSE CATEGORIES NO % House or brick structure on a separate stand or yard 25863 52,1 Traditional dwelling/hut/structure made of traditional materials 18323 36,9 Flat in a block of flats 2205 4,4

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

HOUSE CATEGORIES NO % Town/cluster/semi-detached house (simplex, duplex or triplex) 659 1,3 House/flat/room, in backyard 617 1,2 Informal dwelling/shack, in backyard 368 0,7 Informal dwelling/shack, NOT in backyard, e.g. in an 540 1,1 informal/squatter settlement Room/flatlet not in backyard but on a shared property 347 0,7 Other/unspecified/NA 716 1,4 Total 49638 100,0 Source: Quantec 2017

5.2.2 Source of Energy for Lighting

The rural areas are the most under serviced areas in terms of access to electricity. Households without access to electricity resort to other energy sources such as candles, paraffin, coal, etc. which can prove to be dangerous if not properly monitored.

The main problems with regard to electricity provision relate to inadequate bulk supply. In addition, access to areas is difficult due to the topography and insufficient funding for building adequate roads to these areas.

The following table shows the types of energy sources accessed by people in the uMlalazi Municipality with the majority (57.6%) of people using electricity for lighting compared to other means.

Table 8: Source of Energy

SOURCE OF ENERGY NO % Solar/other/unspecified 774 1,6 Electricity 28576 57,6 Gas 255 0,5 Paraffin 506 1,0 Candles 19527 39,3 Total 49638 100,0 Source: Quantec 2017

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

However, with regard to the access to electricity in uMlalazi, ESKOM highlighted the following challenges:  It is challenging to meet Government Expectation;  Limited resources;  Integrating IDP with Eskom Plans;  Lack of Sector Planning from Local Municipality; and  Lack of Municipal Special Electricity Programmes.

5.2.3 Source of Water for Drinking

The rural areas still experience high backlogs in terms of water and sanitation provision. Households still rely on boreholes and natural water sources such as rivers and springs for water supply. This means the households are exposed to a high risk of contracting waterborne diseases. Strategies need to be developed to expedite the provision of safe and clean water.

The following problems are experienced in these areas:  Uneven distribution of services;  Inadequate reticulation;  Water wastage; and  Illegal connections

Table 9: Source of Water

WATER TRENDS NO % Piped water inside dwelling 9330 18,8 Piped water inside yard 10959 22,1 Piped water on community stand: distance less than 200m. from dwelling 9667 19,5 Piped water on community stand: distance greater than 200m. from 6413 12,9 dwelling Borehole/rain-water tank/well 1169 2,4 Dam/river/stream/spring 8965 18,1 Water-carrier/tanker/Water vendor 1791 3,6 Other/Unspecified/Dummy 1345 2,7 Total 49638 100,0 Source: Quantec 2017

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

As per the preceding table, Piped water inside yard is the most category of the water access in the Municipality account for 22.1% of the residents. However, water is also drawn from natural sources like streams, rivers and fountains. Water in many rural areas is not purified and this makes these areas prone to cholera and other waterborne diseases.

5.2.4 Sanitation

The current level of sanitation provision indicates that the majority of households in the Municipality have access to the Pit Latrine (39.3%); this category is followed by households having flush or chemical toilet with approximately 18.9% as shown in the following table.

Table 10: Sanitation Trends

SANITATION TRENDS NO % Flush or chemical toilet 9392 18,9 Pit latrine 19501 39,3 Bucket latrine 1144 2,3 None of the above 19602 39,5 Total 49638 100,0 Source: Quantec 2017

The President has issued an order to have the bucket system eradicated as soon as possible. It is against this backdrop that uMlalazi Municipality should ensure every household has access to proper sanitation facilities and that the bucket system is eradicated.

5.2.5 Refuse Disposal

The municipality has a refuse collection trucks and tractors with tipper trailer for refuse removal service. Plastic bags and refuse bins are distributed in the CBD area to be then dumped into the landfill. Most challenges encountered with this service are as follows:  There is no recycling plant;  There is no weigh-bridge to weigh incoming refuse in-order to charge other users;  There is human resource capacity but funds are lacking;

To this extent, the majority of households (55.1%) currently utilise their own refuse dump, which can lead to illegal dumping and environmental degradation. The following table depicts refuse removal status of the municipality.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Table 11: Refuse Removal Trends

Refuse Removal Trends No % Unspecified / other 1779 3,6 Removed by local authority at least once a week 7549 15,2 Removed by local authority less often 945 1,9 Communal refuse dump 853 1,7 Own refuse dump 27332 55,1 No rubbish disposal 11180 22,5 Total 49638 100,0 Source: Quantec 2017

5.2.6 Means of Communication

In uMlalazi Municipality, people utilise the following means of communication to access and spread information:  Public Phones;  Private phones;  Cell phones ;  Internet;  Letters;  SABC Radio and news media

Nearly all (83.3%) of the households have access to a cellular phone in their dwelling or a cellular phone. This indicates that access to telephones is increasing within uMlalazi. Further other households still access their communication through public telephone usage, telephones within a neighbour’s yard, and telephones at another location, etc.

Table 12: Means of Communication

Communication Trends No % In this dwelling and/or cellular phone 41340 83,3 At a public telephone nearby 462 0,9 At a neighbour nearby 169 0,3 At another location, not nearby 157 0,3 At another location nearby 48 0,1 NA (institution)/unspecified/none 7462 15,0 Total 49638 100 Source: Quantec 2017

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5.3 SECTORAL CONTRIBUTION TO GVA AND EMPLOYMENT

5.3.1 Sectoral Contribution to GVA

The figure below displays the sectoral contribution to total Gross Value Added (GVA) within the municipality, which is a measure of the regional gross domestic product contribution.

Figure 9: Sectoral Contribution to GDP

General government 20.59%

Finance, insurance, real estate and business services 15.25%

Transport, storage and communication 8.10%

Wholesale and retail trade, catering and 12.45% accommodation

Construction 3.64%

Electricity, gas and water 3.69%

Manufacturing 11.75%

Mining and quarrying 0.91%

Agriculture, forestry and fishing 16.11%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

Source: Quantec 2017

The largest contributors to the uMlalazi economy include the following:  General government services with 20.5%,  Agriculture, forestry and fishing with 16.1%  Finance, insurance, real estate and business services sector with 15.2%, and  Wholesale and retail trade with 12.4%

Other remaining key economic sectors including the transport, storage and communication sector; the electricity, gas and water sector; construction; and mining and quarrying play also some economic role in uMlalazi Municipality.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

5.3.2 Sectoral Contribution to Employment

Employment of the population of uMlalazi is concentrated in the agriculture, forestry and fishing; in Wholesale/retail trade as well as in community and social services which provided 24.9%, 18.4% and 18.1% of the jobs in 2017 respectively. The following figure presents the sectoral contribution to employment in uMlalazi Municipality.

Figure 10 : Sectoral Contribution to Employment

Community, social and personal services 18.10%

General government 14.30%

Finance, insurance, real estate and business services 9.60%

Transport, storage and communication 3.20%

Wholesale and retail trade, catering and accommodation 18.40%

Construction 5.70%

Electricity, gas and water 0.30%

Manufacturing 5.40%

Mining and quarrying 0.20%

Agriculture, forestry and fishing 24.90%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

Source: Quantec 2017

5.3.3 Employment and Unemployment Trends

Of the total population of uMlalazi, 52% are within the working age bracket (15 – 64 years). Approximately 23.05% of those within the working age bracket are not-economically active. This indicates that a large portion of the population financially depends on a small portion of the population.

Of those employed, 72.0% are employed within the formal market, while the remaining 28.0% are employed in the informal market as displayed in the table below.

Table 13: Employment & Unemployment Trends

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Descriptions % Total Population 100 Population - Working age 56.6% Not economically active 36.6% Unemployed 6.9%

Unemployment rate (Percentage) 34.9% Labour force participation rate (Percentage) 35.3%

Employment In the formal sector 74.8% Employment In the informal sector 25.2% Total Employments 100%

Employment Formal: Skilled 21,1 Employment Formal: Semi-skilled 39,5 Employment Formal: Low skilled 39,4 Total Formal Employment 100% Source: Quantec 2017

5.3.4 Richards Bay Industrial Development Zone (RBIDZ) impact

The Richards Bay Industrial Development Zone (RBIDZ) mission is to provide a conducive environment that attracts appropriate investment for sustainable economic development. The Zone's strategic goals are to promote good governance and ensure legislative compliance; establish a world-class IDZ infrastructure; establish a sustainable IDZ; and attract fixed investment in export-orientated manufacturing and services industries.

The purpose of proclaiming the RBIDZ was to facilitate the creation of an industrial complex having strategic economic advantage; provide the location for the establishment of strategic investments; enable the exploitation of resource-intensive industries; take advantage of existing industrial capacity, and promote integration with local industry and value-added production; create employment and other economic and social benefits in the region in which it is located; be consistent with any applicable national policies and laws, as determined by appropriate environmental, economic and technical analyses; develop and operate an IDZ in the area

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 designated in the operator permit; provide quality services infrastructure to attract internationally competitive, export-orientated manufacturing businesses; take ownership of the assets and affairs of the Zone and be responsible for ongoing management and maintenance thereof; establish a one-stop service centre and provide commensurate human resources capacity, expertise and suitable technologies; make arrangements for and mobilise requisite resources for the development of the Zone; and operate in a manner that recognises that the shareholder is prioritising development, socio-economic improvement and long-term sustainability, rather than financial profit.

This development will have a significant impact on uMlalazi as whole. The overall impact of RBIDZ on employment creation is estimated at thousands and thousands of jobs to be created throughout the district. Some of the job seekers in RBIDZ will choose to live in Eshowe or Gingindlovu. This will impact on retail in a sense that demand for retail facilities will increase. other demands as a result of the fully functional RBIDZ include:

 Permanent residential developments  Leisure tourist residential  Hotels  Recreation (inland dams, natural vegetation, visual amenity)  Office and business parks  Shopping and commercial development  Job creation in the local economy;  New business opportunities and enhanced opportunities for business operators  Expansion of informal sector activities.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Chapter 6

In-Depth Sector Analysis

6.1 AGRICULTURE 6.2 TOURISM 6.3 MANUFACTURING 6.4 MINING 6.5 SERVICES 6.6 TRANSPORT 6.7 RETAIL SECTOR OR TRADE

AND COMMERCE

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

6 uMlalazi In-Depth Sector Analysis

The purpose of this section of the report is to provide details of the main economic sectors operating within uMlalazi Municipality in order to understand their dynamics and needs and to plan for their improvement.

The main sectors operating in uMlalazi Municipality include:  Agriculture,  Tourism,  Manufacturing,  Mining,  Transport,  Retail sector or trade and Commerce (Small Medium and Micro enterprises and Informal Sector).

6.1 AGRICULTURE

Description The agricultural sector is the first largest economic sector in uMlalazi in terms of employment contribution (24,9%) and the second largest in terms of the contribution to the Municipal GVA (16.1%). The uMlalazi area is reliant on the agricultural sector for economic growth. The products that dominate the municipal area are:  Livestock production  Poultry production  Grains and food crops  Industrial crops  Fruit production  Vegetable production  Sugar cane, and  Citrus farming

The main crop that is being exported is sugar cane in uMlalazi area. There have been community gardens that have been very successful in the uMlalazi Municipality. However, the issue still remains of transport due to the poor road conditions in the area as well as accessibility. The community gardens have been introduced as means of providing access to food for the residents of uMlalazi.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Land Capability for Agricultural Production Most of the high potential agricultural land is in private ownership. This land is located along the coastal strip between Mtunzini and Gingindlovu – on the lower lying areas. It is also located in the area surrounding the town of Eshowe and extending to the west thereof. There is also some very high potential agricultural land situated in the north-eastern part of the Municipal Area.

Table 14: Land Capacity for Agriculture

1 Very high potential No limitation High Potential 2 High potential Minor limitation agricultural land 3 Good potential Moderate limitation 4 Moderate potential Permission required to plough land 5 Restricted potential Severe limitations due to soils and slopes Non-arable land 6 Very restricted potential Non-arable 7 Low potential Severe limitations – non-arable 8 Very low potential Non-arable Source: IDP 2017

Opportunities in the agricultural sector The soil from uMlalazi Municipality is fertile for growing many crops and vegetables; this leads the agricultural sector to have a number of opportunities in planting crops and other related services including the following:  Vegetables production,

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 Timber production,  Sugar cane production,  Maize production,  Livestock farming,  Establishing an Abattoir or a meat processing plant,  Poultry farming,  Eggs production,  Dairy farming,  Mushroom farming.

The King Cetshwayo District Municipality has successfully establishes a Fresh Produce Market that incorporates both commercial and communal farmers. The aim of this initiative is also to ensure growth and continuity, especially amongst emerging farmers at a small scale level. This is a collective initiative which requires combined efforts and resources. The aim is to continually strive to encourage partnerships to assist and undertake the task towards agrarian reform within the King Cetshwayo District. The Market operates as an entity within its own to boost economic growth through agricultural practices. The partnering government departments include;

 The Department of Agriculture  The Department of Co-Operative Governance and Traditional Affairs  The Department of Trade and Industry

The municipality, in support of local agricultural development, rolls out rural agricultural projects that are aimed at ensuring food security through agriculture and land care. The Department of Agriculture also assists greatly in this regard. The department has rolled out major agricultural projects within the uMlalazi municipality.

6.2 TOURISM

Description The tourism sector has enormous potential in uMlalazi area. Tourism is regarded as a cross-sectoral industry in that it has linkages with other sectors such as retail, manufacturing, transport, catering, hospitality, etc. As a result, it is difficult to measure the contribution of tourism to the local economy as GVA from the tourism industry is spread across a number of other sectors. However, catering and accommodation within uMlalazi contributed 0.7% to total GVA and 1.7% to the municipal employments in 2017. It should also be noted that although this contribution is small, it is expected

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 that this is only a small portion of the total generated from the industry, with spin-offs of tourism largely cutting across the wholesale and retail sector. However, some challenges related to tourism development include the following:  Lack of appropriate tourism industry facilities;  Lack of private investment;  Inadequate road infrastructure;  Lack of coordinated tourism development efforts; and  Poor marketing of facilities and destinations.

Eshowe, Mtunzini and Gingindlovu are the three main towns in uMlalazi and offer an array of choices for domestic as well as international tourists. Eshowe, a City Set on a Hill, is situated around a 250 hectare indigenous coastal scrub forest. The Dlinza Forest Aerial Boardwalk, the first in Southern Africa and exclusive to Eshowe and the second in the world (the first was built in Mali), is a 160 meter long walkway built above the forest floor, which allows visitors to view flora, fauna and avifauna – it has a platform of 20 meters above the forest floor. The Boardwalk employs two trained birding guides. Some of the flora and fauna that exist in the forest are the Green Coucal, Crowned Eagles and Spotted Thrush. The Ironwoods, Wild Plums and other giants give shelter to Orchids, Clivias, Bushbuck, Duiker, Narina Trogons, Delegorgues’s Pigeon and Wood Eshowe.

Eshowe offers a window on history as it is the oldest town in Zululand. King Cetshwayo was born and died here and it was King Mpande who first invited the Norwegian missionary, the Reverend Ommund Oftebro to settle his mission station here in 1861, thereby forever changing the face of Eshowe.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Mtunzini is characterized by natural beauty and is a popular coastal town. UMlalazi Nature Reserve, controlled by Ezemvelo KwaZulu-Natal Wildlife, covers 1 028 hectares. The uMlalazi Reserve and the Amatikulu Reserve together form the Siyaya Coastal Reserve, which stretches from the uMlalazi River in the north, in a narrow band along the coast southwards almost to the Thukela (Tugela) River. Amatikulu Reserve and access is via the N2 approximately 30 km south of Mtunzini. There are 5 different ecosystems, namely estuarine, dune scrub, dune forest, coastal riverine and coastal forest which characterize the Mtunzini area providing diverse natural environment. There is a thriving population of giraffe as well as waterbuck and a number of smaller antelope.

The uMlalazi Municipality has vast potential for enhancing tourism in the area but the access by road is problematic as the areas are mountainous with forest. The Goedertrouw/Phobane Dam offers the opportunity for a range of water sports, together with camping and picnic spots, however this need to be developed still and once completed will assist local communities with jobs and upliftment. It is supplementary to the areas of eco-tourism in the uMlalazi area. Thukela Valley is an area of outstanding scenic beauty and represents rugged countryside.

Phobane Dam

The Eshowe Butterfly Dome is located adjacent to Nongqyai Museum Village, in Eshowe. It is an eco-tourism venture with the purpose of bringing future job opportunities to the community of the

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 uMlalazi Municipality and educates school children and tourists on the value of indigenous vegetation and its connection with the associated insect species. The ultimate goal is biodiversity conservation awareness. The dome is a 20m x 10m geodesic structure covered with insect netting. Inside it is landscaped with indigenous butterfly host plants in order for the butterflies to undergo several life cycles and keeping a steady population of different species. All the butterflies inside the dome are indigenous in South Africa. The person in charge of breeding butterflies, collect few females from the wild and releases them into a breeding cage. There, the butterflies lay eggs which then are collected by the staff member. When the eggs hatch, the caterpillars are raised till they reach the pupa stage. Then they will move the chrysalides to the butterfly dome where they eventually will hatch. Therefore, all the butterflies inside the dome are raised in captivity. The Eshowe Butterfly Dome is part of the Butterfly Route, which is an initiative of African Conservation Trust out of a request by Dr. Americo Bonkewitzz to establish a community based Indigenous Butterfly education project specifically for the children of uMlalazi. The Eshowe Butterfly Dome is committed to the enlightment of the local people about the pristine environment, the importance of the forest and the role of the insect fauna in the ecosystem and the advantage over other towns, to have a pristine natural indigenous forest within the town of Eshowe.

Nongayi Museum

Currently there are many attractive tourist sites with many bed and breakfasts in the uMlalazi area which draw large number tourists to the area. The uMlalazi LM prides itself in the private development of Aloedale Guest House which is a 46 bed hotel which is being upgraded from a 20 bed guest house.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Opportunities in Tourism Sector uMlalazi has the potential to become the destination of choice for tourists to KwaZulu-Natal and South Africa, especially for those tourists who desire the country ambience. The warm temperatures, summer rainfall, scenic beauty and environmental significance of the area make the climate excellent for tourism in uMlalazi Municipality. The area contains a number of scenic attractions, dams and unique experiences that require establishment and aggressive marketing.

The tourism sector has the following opportunities:  uMlalazi has traditional Zulu culture that needs to be improved to attract tourists,  Existing game reserve needs to be marketed to attract tourists,  Existing mountains for hiking and canopy tour games need to be marketed,  Construction of hotels and resort for tourists and conference around the existing tourism products,  Establishment of youth tourism development programme.3

6.3 MANUFACTURING

Description The manufacturing sector in uMlalazi is among the largely economic sectors mainly because of the sugar mill located at Amatikulu. The manufacturing sector is currently the fifth biggest contributor to GVA in the uMlalazi Municipality with a contribution of 11.7%; the sector also contributes with 5.4% to the total employments of the Municipality. uMlalazi has a number of local black economic empowerment (BEE) companies that manufacture bricks and blocks. These companies use the sand and water from the nearby river. The concrete is compacted into the moulds by hand-compaction to manufacture bricks and blocks. The targeted market is the building of government houses, as well as community and other type of building.

Opportunities in the Manufacturing Sector

There is a demand for manufactured products in uMlalazi such as clothing and textile, footwear, furniture, food, beverages and building material. Further, uMlalazi local economy is dominated by primary sectors, which implies that there is availability of raw material to a certain extent. However,

3 Youth tourism development programme aims to recruit youth and send them to the University for Catering, Hotel, and restaurant management to allow them infiltrate the local tourism industry.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 because the manufacturing sector is not developed and all its full potentials are not yet utilised, in most instances raw material is transported to other centres outside the municipality for processing.

The following opportunities are available in the manufacturing sector:  Agro-processing,  Maize Mill,  Ethanol production,  Biodiesel production  Traditional medicine,  Leather production;  Transport and Machinery equipment.

6.4 MINING

Tronox currently has since 1998 had a large business investment in the King Cetshwayo District Municipality with mining of the mineralised sand dunes in an area just north of Mtunzini, Kwa Zulu Natal, known as the Hillendale Mine, its central processing complex ("CPC") at Empangeni for refinement and the Fairbreeze and planned Port Durnford mines.

In regards the Fairbeeze mine, Tronox has had valid mining rights in the uMlalazi Municipality since 1998 and has been legally undertaking mining activities on land within this municipal area since 2002. Tronox has since 1998 made significant progress towards obtaining additional authorizations for furthering the Fairbreeze project which will in turn feed the CPC at Empangeni. Tronox as of May 2013 has the following authorization from government to pursue mining activities on the awarded mining areas:

 Mining rights from Department of Mineral Resources;  Water use rights from the Department of Water and Sanitation(DWS),  Environmental approvals from the Department of Environmental Affairs (DEA),  Permits from the Department of Fisheries, Agriculture and Forestry (DAFF),  A positive decision by the Durban High Court on the Land Use Change approval on a large portion of mining area which allows Tronox to continue early works construction.

Opportunities in the Mining Sector

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

While Tronox is operational in the area, the mining sector is not fully developed in uMlalazi, therefore, additional studies will need to be undertaken to discover some existing mining deposit within uMlalazi Local Municipality.

6.5 SERVICES

Description The business services sector is one of the main contributors to the total GVA in the uMlalazi Municipality with a contribution of 15.2%. The sector contributes as well to the employments of the Municipality with 14.3%. Some of the key and latest projects within this sector include the Mtunzini mixed residential development and the King Dinuzulu: shopping centre development.

MTUNZINI: MIXED RESIDENTIAL DEVELOPMENT The project is to be known as Ongoye Views which is encompasses approximately 1,000 residential units and approximately 16 commercial and office sites. The total construction cost estimated at R1bn for residential component, and R 1.5bn for the total development (including residential).

Once constructed, the development will give rise to permanent operational jobs most of which would be sourced from the local municipal area. The positive spinoff for uMlalazi LM is the significant rates income would be generated for the Municipality.

KING DINUZULU: SHOPPING CENTRE DEVELOPMENT The proposed shopping Centre will be located at the intersection of R66 and Mthiyani Road joining Kangela Street (P50-1) in Ward 12, King Dinuzulu Suburb. The site is surrounded by Residential areas, Petrol Station and the Educational Institution across the Road; and covers an area of approximately 5 Hectares. The Petrol Station will be form part of the Development. The shopping centre, measuring approximately 14 200 m2 will comprise of a supermarket measuring 2 700 m2 together with a range of smaller shops, line shops, fast food outlet as well as a separate motor retail component. The proposed development will lessen the distance people travel from their areas of residence to Town more especially the King Dinuzulu Residents, Nyanini and Sunnydale Residents and the students from uMfolozi College.

Opportunities in the Service Sector Many opportunities exist within this sector especially with the provision of residential houses.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

6.6 TRANSPORT

Description Transportation sector in uMlalazi ranges from road freight transport, public road transport to rail freight transport. Transport of goods from distributors and wholesalers to a range of rural retailers is also growing in the area especially with the local transporters. The transport sector is as well among the major economic sectors of the area contributing to the Municipal GVA and employments with 8.1% and 3.2% respectively.

Opportunities in the Transport Sector With regard to the transport sector, internal road networks within uMlalazi Municipality are underdeveloped as most communities access primary roads through gravel roads. Opportunities in this sector include the following:  There is an opportunity for a truck hub or truck one stop shop around Gingindlovu,  The current rural road maintenance and upgrading is a public investment that will create jobs and alleviate poverty.  Service centre for heavy duty transport equipment and commuter vehicles as this is a frequently used route.

6.7 RETAIL SECTOR OR TRADE AND COMMERCE

Description

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Wholesale and retail trade is defined as resale of new and used untransformed goods to the general public. Trade and commerce is among the major economic sectors of uMlalazi contributing with 12.45% to the Municipal GVA and 18.4% to employments. The sector is mainly concentrated in major nodes and CBD. Generally this sector includes small, medium and micro enterprises (SMMEs) and informal traders.

6.7.1 Small Medium and Micro Enterprises (SMMEs) The SMME sector in uMlalazi includes wholesalers and retail trade as well. The majority of businesses are concentrated in Eshowe town of uMlalazi as a result of the strategic location of the CBD. This makes the town an important commercial and service centre for other surrounding areas. Formal businesses in uMlalazi operate in various sectors including tourism, catering and accommodation, retail trade and allied services, construction, manufacturing, restaurant, general dealer, supermarket, professional and financial services. uMlalazi is a good area for business stability and growth as the majority of formal businesses has been operating for more than 10 years and 97.4% of them are optimistic to expand their enterprises and employ more local people in the near future. Currently the majority of formal businesses in uMlalazi employ 5 to 20 persons depending on the business sector.

6.7.2 The Informal Sector

The street trading in uMlalazi Municipality is one of the key means of living in the area and makes an important contribution to the economic and social life of the majority of the residents in this Municipality.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

It absorbs workers who would otherwise be without work or income. Most people enter the informal economy in uMlalazi Municipality not by choice but out of a need to survive. Especially in circumstances of high unemployment, underemployment and poverty, the informal economy has significant job and income generation potential because of the relative ease of entry and low requirements for education, skills, technology and capital, but the jobs thus created often fail to meet the criteria of decent work.

Informal sector in uMlalazi has many activities including barber shops, raw meat, cocked food, live chicken seller, cosmetics sales person, tailor, dressmaker and hatters, fruit seller, hairdresser, Mr Phone dealer, mealie cookers, newspapers, second hand clothes, shoe repairer and the like.

A large number of informal trading businesses in uMlalazi Municipality (62.8%) have been operating for more than five years. This indicates and illustrates that uMlalazi Municipality has a conducive environment for business stability and growth and also shows that informal trading in this area is not a temporary activity but a long-term carrier for many. Further, on average, an informal business in uMlalazi employs between 1 to 3 persons depending on the activities of the business. An Informal Trading Policy and Street Trading Bylaws exist in the municipality, making the management of illegal trading minimal and well managed.

Opportunities in the Retail Sector The retail sector is concentrated in the town of Eshowe since it is the main town in the Municipality. The level of income leakages is estimated to be moderated since the location of uMlalazi Municipality is moderately far from major provincial and regional towns such as Richards Bay/Empangeni, Durban, Vryheid and Newcastle. This makes the Eshowe an important commercial and service centre for other surrounding areas.

Retail sector’s opportunities in this area include the following:  There is an opportunity to construct a retail centre or mini shopping mall in some of the underdeveloped nodes,  There is an opportunity to construct trading markets for SMMEs and informal traders’ nodes outside Eshowe.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 7 Strengths, Weaknesses, Opportunities & Threats (SWOT)

7.1 STRENGTHS 7.2 WEAKNESSES 7.3 OPPORTUNITIES 7.4 THREATS

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

7 SWOT Analysis

The situational analysis of the uMlalazi Local Municipality presented the macroeconomic sector, a detailed spatial planning and infrastructure, the demographic profile, the retail and commerce, the tourism profile, the informal economy, etc.

This section serves as the concluding section to the Situational Analysis section and provides a breakdown of the uMlalazi’s Strengths, Weaknesses, Opportunities and Threats (SWOT) from all identified and analysed economic sectors. The strengths and weaknesses are based on the present situation while the Opportunities and Threats consider the future implications of various factors. It should be noted that SWOT analysis leads to the understanding of strengths to be worked upon as well as weaknesses to be counteracted in the area. Strengths from all sectors will be grouped and presented together, this also applies to weaknesses, opportunities and threats.

Key question to analyse during the SWOT analysis include among others the following:  Strengths - what does uMlalazi have that will help to achieve its goals? What resources are available to uMlalazi; skill sets, relationships etc.?  Weaknesses - what internal weaknesses may inhibit Municipal progress?  Opportunities - what in the external environment could speed Municipal progress?  Threats - what in the environment could block Municipal progress?

7.1 STRENGTHS

 A diverse and rich cultural heritage and has broad international appeal;  Good existing agricultural base; with prominent sugar cane mill and high concentration of areas of sugar cane plantations that has been untapped;  Municipality has adopted Informal Traders Policy which is being implemented and database of traders with permits as well as designated trading facilities.  The municipality borders on the Indian Ocean and has a coastline of approximately 19.35 km. This coastline presents outstanding opportunities in respect of tourism and recreational facilities.  The Goedertrouw/Phobane Dam offers the opportunity for a range of water sports, together with camping and picnic spots. It is supplementary to the areas of eco-tourism in the uMlalazi area.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 The beauty and ambiance with particular reference to the coast, the lagoon, indigenous forests and the activities of the conservancies active in the area is an asset which has a considerable impact on the tourism potential of the municipality.  The uMlalazi Municipality has a good transport network with a number of important transportation routes, such as the N2 Motorway between Durban and Richards Bay, the R34 between Richards Bay/ Empangeni and Nkwaleni valley to the north of Eshowe, and the R66 from the N2 Motorway to Gingindlovu, Eshowe, Melmoth, Ulundi and Vryheid.  The uMlalazi Local Municipality has a 24 hour Alpha Emergency Control Centre located at the offices of the Manager Protection Services in Butcher Street, Eshowe.

7.2 WEAKNESSES

 The backlog of basic services such as water, sanitation, electricity in the rural areas, which is exacerbated by the poor maintenance of existing infrastructure.  There is a lack of infrastructure maintenance impacting negatively on the aesthetics of the municipality.  Illegal connections (electricity) pose safety risks to people.  Due to the absence of potable water in many of the rural areas, communities tend to settle in close proximity to rivers and streams, mostly without due consideration of flood lines along these water courses.  In many instances, the Traditional Authority areas are characterized by poor land management practices that presents a challenge in respect of the unlocking of the agricultural potential that exists. This is exacerbated by poor “allocation of land” practices. The roll-out of wall-to-wall rural.  Traditional Authority areas also accommodate scattered settlement on undulating land, posing considerable pressures in respect of the provision of basic services.  The urbanisation rate is increasing in the municipal area and appropriate responses are required to adequately accommodate this tendency.  Rural access roads are in a poor state of repair. This is acerbated by the fact that no sphere of government is clear on who is responsible for these roads.  Communities tend to settle in proximity to rivers and streams, mostly without due consideration of flood lines along these water courses.  Fires occur during protracted periods of drought and are aided by the generally dense vegetation such as cane fields, forests and invasive alien vegetation throughout the municipal area.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 The occurrence of cholera and related diseases is as a result of the absence of potable water as well as the lack of sanitation in rural areas.  The uMlalazi Local Municipality does not have the capacity in terms of manpower nor the technical support equipment to deal with a major disaster. Poor access increases the potential impact of a disaster.  The impact of climate change – more periods of heavy flooding and longer periods of drought– poses a very real threat to the sustainable livelihood of rural communities.  Lack of sufficient storm water management in urban areas.  Ineffective linking of graduates to private sector;  Insufficient funding for the implementation of LED projects.  Lack of new foreign and domestic investment (leading to a reduction in new technology and therefore competitiveness).  Land audit in particular municipal land is unavailable.  Unavailability of Business Retention and Expansion Strategy.  Unavailability of Tourism and Agricultural Sector Plans.  Unavailability of local LED Forum to drive LED in the municipal area.

7.3 OPPORTUNITIES

 Community development through agro-processing and community agricultural projects;  Development of new value-chains in the agricultural sector (incl. bio-diesel and crushing of own sugar juices).  Diversification of the manufacturing sector and development of new value-chains (incl. renewable energy products)/  Infrastructure development especially road infrastructure in rural areas of the Municipality;  Development of under-utilised or un-utilised agricultural and industrial land (vacant farms and industrial lots).  Promotion of business retention and expansion programs.  Establishment of industry driven training and skills development through internships and apprenticeships.  Economic growth is expected in areas of tourism in areas such as the coastline, near protected areas and indigenous forests.  The provision of housing together with basic services particularly in the rural areas and the formalization of current informal and overcrowded settlements present an opportunity.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 The broadening of the municipality’s rates base through the valuation of the rural areas and commercial farming areas will increase internal funds available for the funding of capital projects.  The N2 Motorway offers a corridor of opportunities in respect of tourism and agriculture.  Optimisation of tourism potential in the area in tandem with environmental sustainability can aid poverty alleviation.  Non-industrial labour-intensive recycling of waste presents opportunities for employment throughout the municipality.  The creation of an interlinked open space system using the protected areas and rivers and streams to enhance the aesthetical appeal of the area.  The area is linked to the “Valley of the Kings” by the R66 transportation route and presents a tourism opportunity.  Development will be experienced along the coastline and particularly in Mtunzini as an urban area on the coastline.  Existence of railway line which can be used for transportation of goods and tourism but it needs upgrading.  Richards Bay Industrial Development Zone (RBIDZ) presents a number of opportunities for the entire district including demand for warehousing and logistics infrastructure and subsequent commercial developments

7.4 THREATS

 Skills shortages especially in rural areas and the illiteracy within the Municipality are a limitation for the population being restricted to unskilled jobs with a commensurate threat in respect of economic and earnings potential.  High levels of unemployment especially formal employments within agriculture.  Out-migration of skilled employees to other urban-centres; much of the population is involved in migrant labour as a result of the lack of employment opportunities within the municipal area and this has severe social impacts.  Worsening climatic conditions which have translated into water scarcity and therefore negatively impacting on farming around uMlalazi.  Impact of crime on local businesses.  Rumours of corruption and a lack of accountability (financial and management).  Land reform and associated challenges (poor skills transfer to new farmers, slow process, etc.).

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

 There is a high prevalence of waterborne diseases as a result of the lack of formal engineering services.  The prevalence of HIV/Aids in the area represents a serious threat to economic development in general.

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 Chapter 8 Strategic Framework

8.1 VISION 8.2 MISSION STATMENT 8.3 GOALS, STRATEGIES

AND PROJECTS

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

8 Strategic Framework

This strategy formulation section follows the preceding situational analysis section that assessed the existing economic situation of the study area within the context of the Municipal current SDF, IDP and other initiatives of relevance.

The current section deals with the formulation of a strategic framework and interventions that are necessary to turn around the current economy of uMlalazi. This will be achieved through the creation of a vision and strategies, which take into consideration the projects within the area as well as stakeholder linkages and project implementation.

It should be noted that the uMlalazi Municipality LED Strategy primary targets remain unchanged from the LED Strategy developed in 2013. Therefore, the objectives are to:  Create employment;  Develop local markets;  Promote and support SMMEs;  Decrease poverty and hardship; and  Ensure community empowerment.  Provide facilitation for partnership initiatives that exploit the Municipality’s competitive advantage.  Develop a practical and implementable Strategies and Programmes for the Municipality.  Provide institutional support to the Municipality and to strengthen networking and coordination between local government and business sector through a process of mentorship and support for institutional development.

8.1 The Vision

A vision is a point of reference to keep the stakeholders and the Municipality focused on the important issues and gear towards the right direction. A vision provides an opportunity for the community and relevant stakeholders to think in broad and general terms about the future.

The development framework is based on the Municipality’s vision from the Integrated Development Plan (IDP) and is in line with the objectives thereof. The vision statement therefore is as follows:

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“A model municipality for community empowerment and provision of services

by a transformed institution in an area where everyone lives in harmony by

2035”.

8.2 Mission Statement

The Municipal mission statement is derived the uMlalazi IDP 2017/2022 and is as follows:

The uMlalazi municipality in partnership with its community will strive to: o Create sustainable and better services for all; o Ensure a skilled, motivated and committed workforce; o Create mutual trust and understanding between the municipality and the community through effective communication o Emphasize better usage of resources; o Provide infrastructure and build investor confidence; o Enhance Batho - Pele principles and B2B pillars; o Create a safe environment for all; o Improve the Green Economy of our community by partnering with all stakeholders to create clean & safe place where people live and work; o Ensure effective land use management that take cognizance of sound environmental practices; o Enhance good governance through leadership excellence & community participation; o Facilitate institutional transformation; o Ensure continued sound financial management; o Provide services to the entire community with diligence and empathy; and o Apply good and transparent corporate governance to promote community prosperity

8.3 Goals, Strategies and Projects

This sub-section of the strategic framework provides a number of goals as well as some proposed strategies and projects/activities to reach the mission objectives as stated above. In order to develop a meaningful strategic framework for LED in uMlalazi, it is important to ensure that the current challenges are translated into potential opportunities, while the existing opportunities are strengthened to drive LED. This will require identification of a strategic framework that promotes

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 the existing strengths, converts the weaknesses into potential opportunities, and diversifies the current activities to ensure expanded and productive growth in the Municipality economy.

The goals are as follows:  GOAL 1: THE AGRICULTURAL SECTOR SUPPORT  GOAL 2: SUPPORTING THE MANUFACTURING SECTOR  GOAL 3: IMPROVE THE TOURISM SECTOR  GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY  GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE  GOAL 6: SUPPORT SMALL ENTERPRISES  GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR Each of the goals above are unpacked below.

8.3.1 GOAL 1: THE AGRICULTURAL SECTOR SUPPORT

The agricultural sector in uMlalazi faces a large number of challenges, the most significant of which are:  Climate change is among the key challenges of the sector, this means that: o Seasons are no longer consistent o The weather cycle and patterns are constantly changing o Dry season is longer than before o Rainy season is short and late in the cycle  Trade war between China and USA affects the market especially for soya beans  Emerging farmers lack strong platforms such as AGriSA, Agricare, etc. that can organise them  Lack of technical skills amongst emerging farmers  underinvestment in bulk infrastructure (predominantly road infrastructure), a lack of diversification, a need for stronger relationships between stakeholders, limited small-scale farmer support and assistance, and the need for redevelopment/regeneration of vacant farms. In order to address these challenges, a number of strategic interventions are required that specifically target the major challenges faced by both commercial and emerging farmers. To this end, strategic programmes are identified which pave the way for the identification of related projects aimed to tackle the challenges. The strategies identified within this goal, excluding those identified in the Agri-parks Masterplan are identified below:

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Strategy 1: Agricultural Stakeholders Improvement of coordination This strategy aims to facilitate collaboration amongst agricultural players via a farmer’s activity clusters, as well as a formal platform for frequent engagement amongst agricultural associations, officials and other key stakeholders. The projects under this strategy are:

1. Facilitate frequent engagement between public and private stakeholders involved in agriculture 2. To facilitate the establishment of farmers co-operatives and activity clusters 3. To undertake an annual audit of the agricultural activities in the Municipality 4. Undertake the farmers need survey to be highlighted through a monthly municipal agri- newsletter

Strategy 2: Improve agro-processing and diversify commodities The diversification of agricultural commodities is important for the growth of the agricultural sector. Therefore, Agri-parks recommendations as well as the farmers support programmes need to be prioritised in partnership with the Department of Rural Development and Land Reforms (DRDLR) and the Agricultural Development Agency (ADA). The projects under this strategy are:

1. Facilitate community outreach for aquaculture business around Mthunzini 2. Facilitate private sector interest and investment in essential oils production project 3. Fast-tracking the implementation of the agricultural projects presented in the Agri-Parks Master Plan 4. Fast-tracking the implementation of the agricultural projects included in Operation Phakisa 5. Facilitate the Installation of a borehole to supply irrigation water for ploughing project in the Nzuza area

Strategy 3: Encourage the development and expansion of the agriculture sector This programme encourages opportunities for press activity to create more awareness to both buyers and sellers as well as to create networking opportunities for entrepreneurs via attendance at food events, etc. Food and drink is a growing sector, especially affordable niche products that are able to cater for the changing tastes of the modern consumer. These speciality products are the basis for many businesses in rural communities to enhance the tourism offer to bring additional sources of income. They also offer significant potential in generating income for producers from outside the area through supply chain development.

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The strategy also highlights the importance of the rural area’s land and property assets in developing its economic potential. It is on the back of these assets that many of the tourism and food and drink objectives are based. There is a need to seek funding to develop a local food map and build closer links with the Municipality food supply chain. Explore the development of a microbrewery, agro-processing plant, etc. Explore potential for significant regional food initiatives and have role players meet at buyer events for local food producers to stimulate networking opportunities. The projects under this strategy are:

1. Create a forum for local farms, food product manufacturers and restaurants to network 2. Work with the community to raise awareness of the benefits of local food production 3. Develop an Agricultural Development Plan/ Strategy for the Municipality 4. Promote and support awareness on sustainable use of natural resources (water, electricity - solar) in areas where agricultural practices are undertaken 5. Ensure good agricultural land is reserved for agriculture production use (i.e. ensure that not for other land uses such as housing or other activities) 6. Identify areas for new agricultural opportunities 7. To facilitate the production of dry beans in 200 ha at Ndlangubo

8.3.2 GOAL 2: SUPPORTING THE MANUFACTURING SECTOR

The manufacturing sector in uMlalazi still faces a large number of challenges, the most significant of which are a lack of diversification within the sector; a lack of support for industry in terms of lobbying with provincial and national government and SOEs; limited investment into new technology and a lack of technical skills by local SMMEs to participate within the manufacturing sector. In order to address these challenges, the following strategies were identified:

Strategy 4: Manufacturing sector policy support In uMlalazi investment into manufacturing occurs on an ad hoc basis with little guidance in terms of specific priority industries which will build on comparative and competitive advantages of the Municipality. Various industrial policies have been developed at a national and provincial level that seeks to guide the development of the manufacturing sector including that of uMlalazi Municipality. The projects under this strategy are:

1. Conduct study to revitalise the Ntumeni Mill, possible uses of the mill for manufacturing

2. Extension of Gingindlovu industrial area to include automotive industries

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

3. Determine suitable incentives for innovative manufacturers 4. Assist SMMEs in packaging funding applications to existing funds for manufacturing opportunities 5. Facilitate existing manufacturers to access national incentives that are available

Strategy 5: To promote investment and boost the local economy This strategy aims to ensure that investment promotion is sustained within the Municipality through a business retention programme, as well as a business aftercare programme. It is vitally important to ensure that existing businesses are satisfied with the business environment and that all their needs are addressed. This includes ensuring that businesses have a voice that is being heard by government, and that challenges and constraints being faced are addressed. A business retention and expansion programme is required to focus on the identification of key issues and challenges, and monitoring changes in business perception based on recurring questions to business. The projects under this strategy are:

1. Develop a SMME Development Strategy with a Business Retention and Expansion programme 2. Reduce the red-tape and municipal administrative processing times 3. To develop the Investment Promotion and Facilitation Strategy 4. Facilitate partnerships between local SMME’s and local mining companies for downward beneficiation including procurement and incubation programmes 5. Develop a business aftercare programme for new and existing businesses

8.3.3 GOAL 3: IMPROVE THE TOURISM SECTOR This goal aims to improve the tourism sector to reach to its full potential. uMlalazi possesses rich cultural heritage and historic knowledge and should be a major tourism destination within KwaZulu-Natal. The challenges within the tourism sector include the lack of a clear tourism vision that paves the way on how to address all tourism needs and challenges: e.g. the need for diversification of the tourism sector, the need for marketing of the region and the need for tourism infrastructure upgrades. The projects under this strategy are:

Strategy 6: Diversification of the tourism activities uMlalazi has a variety of tourism products although some are not yet developed to their full potential. products such as ecotourism, business and event tourism in particular have the potential

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 to attract a wide range of visitors to the area throughout the year, and it is suggested that the Municipality develop a guideline pack for events that can guide event organisers. Furthermore, adventure tourism and township tours should be promoted, and the current cultural and historic tourism offerings should be expanded. The projects under this strategy are:

1. Development of Tourism Development Plan/ Strategy for the municipality 2. Create a concise tourism events calendar or action plan that can guide event organisers 3. Diversification of the tourism sector by promoting the development of adventure tourism and township tours 4. Fast-tracking the implementation of the tourism projects presented in Operation Phakisa 5. Examine potential for pop up restaurants/ pubs to revitalise local food and drink to rural areas 6. Marketing of the region at national and international shows and exhibitions in conjunction with TKZN 7. Identify potential SMME opportunities in the tourism sector as well as new tourism products in adventure tourism 8. Establish a Tourism Forum and CTOs (Community Tourism Organisations) 9. To fast track the transformation of the tourism industry through Ownership and Management transformation, Skills Development, Tourism Markets, Awareness Creation, Information Distribution dedicated to black people 10. To establish a tourism transformation support unit (TTSU) in the Municipality to support emerging African tourism stakeholders

Strategy 7: Provision of Tourism Support Infrastructure A number of tourism attractions within uMlalazi are in serious need of infrastructure upgrade. This programme focusses on these attractions. Additionally, signage plays a large part in ensuring that tourism corridors and attractions are easy to navigate to. The projects under this strategy are:

1. To revitalise and increase the marketing around the Kwabulawayo Cultural Centre

2. Establishment of One Stop information centre and craft hub at Eshowe

3. Upgrade of public space to accommodate commuters, tour coaches and informal traders at Mthunzini (Phase 1)

4. Development of open picnic area and botanical gardens at Mthunzini

5. Upgrade of Fort Nonqayi Museum buildings, equipment and furniture

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6. Upgrade and maintenance of the caravan park (including ablution block, fencing of site and braai facilities) 7. Upgrade and maintenance of Gingindlovu Battlefields Site and cemetery including fencing of the site 8. Construction of 2 pedestrian bridges in uMlalazi Nature Reserve (recycled plastic material) 9. Upgrade and maintenance of Ishlazi Dam facilities 10. Develop and support the Butterfly Dome and Nature Playground 11. Develop walkways by adding railings, installation of wendy house (guard) and fencing of site at Mpushini waterfalls – 12. Installation of shelter in the beachwalk platform at Mthunzini beach 13. Identification and lobbying for funding for new tourism signage

8.3.4 GOAL 4: IMPROVING LED PORTFOLIO AND CAPACITY uMlalazi has a functional LED unit; however, due to lack of funding and other reasons, it struggles to implement its mandate. The institutional challenges facing the LED unit include efficient project and financial management for LED initiatives, limited public-private partnerships, the need for a business retention and expansion programme, and red tape and collective administrative burden. To address these challenges and to meet the overarching goal, the following strategies have been developed:

Strategy 8: Coordination of LED stakeholders and funding In order to improve the coordination and communication between LED stakeholders a formal platform for frequent engagement between government officials and the local business bodies should be developed in the form of a forum. Additionally, the improvement of intergovernmental relations should be encouraged so that the municipality’s LED capacity can be strengthened through strategic partnerships with EDTEA and COGTA. Collaboration between the public and private sector will enable opportunities to be unlocked. This projects within this strategy aims to facilitate communication and coordination between both sectors via information sharing on a regularly updated database.

Further, Funding of LED implementation is a major challenge not just provincially, but also nationally. It will be important to consolidate all LED funding sources into a single database, and make deliberate efforts to engage these sources, rather than rely fully on government funding.

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Previous examples of funding applications should also be included. The packaging of LED projects needs to be done on an on-going process by officials. The projects under this strategy are:

1. Ensure information sharing as well as alignment, coordination of investment promotion, business retention and expansion activities within the LED Unit 2. Build the officials capacity to support the economy through networking with other organisations, civil society, religious, sporting and other relevant government bodies

3. Facilitate the establishment of a Municipality LED Forum

4. Encourage the improvement of intergovernmental relations of all spheres through information sharing and project feedback 5. Undertake technical workshops with officials and councillors to clarify their obligations and boundaries in order to reduce political interference 6. Compile a database of all potential funding sources for LED implementation as well as previous examples of funding applications

Strategy 9: Improving the LED capacity When the LED unit is under capacitated it will face challenges to implement its economic mandate. The institutional challenges facing the LED units include efficient project and financial management for LED initiatives, lack of capacity to deal with green economy, agriculture and other related LED special assignments in the Municipality. Therefore, there is a need to capacitate the LED portfolio in order to adhere to its constitutional mandate of efficiently providing services to its citizens. The projects under this strategy are:

1. Staffing of the LED vacant portfolio in uMlalazi

2. Review the uMlalazi LED organogram where necessary 3. Set up a Project Management Unit (PMU) to keep updates on progress of projects 4. To undertake a skill demand audit to assess whether educational institutions have programmes that are aligned with industry demand

8.3.5 GOAL 5: PROVISION OF ECONOMIC INFRASTRUCTURE

The provision of infrastructure is crucial to unlocking the potential of economic sectors in any Municipality. Within the agricultural sector, the provision of access roads is important in stimulating growth in the sector, while provision of consistent bulk services and strong road and rail infrastructure is crucial for the success of the manufacturing sector. Accordingly, this strategy

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 focuses on identifying strategies that deal with infrastructural challenges. The specific strategies developed are identified below.

Strategy 10: Provision and maintenance of bulk infrastructure Ensuring sufficient capacity with regards to transportation infrastructure is critical for the success of LED. At a local level however, there is little control over national and provincial roads, as well as the rail line. In this regard, the Municipality needs to ensure that there are good channels of communication with the relevant departments (DOT, Transnet, etc.).

Further, bulk services are extremely important to ensure not only LED, but also general growth and development within a region. Currently there are challenges around the provision of water to support the agricultural sector, not only within uMlalazi, but the province and country as a whole. A focus of this programme is development of bulk water capacity to ensure that sufficient water is available now and for future growth and development. Furthermore, the development of bulk electricity supply is critical for growth in the manufacturing sector. The projects under this strategy are:

1. Amatikulu Dam construction along Amatikulu river

2. Facilitate Operation Phakisa through the disposal of redundant stateland around King Dinuzulu Township – development of multi-purpose centre

3. Determine the transport needs of manufacturers and the possibility of putting in a rail line for freight cargo 4. Facilitate the improvement of the public transport system in the Municipality 5. Lobby for the provision of bulk infrastructure such as water provision, electricity supply, etc. in conjunction with other key stakeholders 6. To develop the lower cost methods of power generation including solar lighting and Wind farm "Enviro-power"

Strategy 11: Facilitating easy access to land for development and housing Access to land has been highlighted as one of the challenges in the Municipality for investment. Various support resources are available for urban development in the areas of economic development, e.g. manufacturing, housing, retail etc. but may be constrained by land issues. Further, there is a need for growth of new housing in sustainable locations to increase the population of villages, including those where services are in decline or under threat. New housing

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uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018 and a good quality of life are valuable in terms of attracting and retaining people to live in the area and support the sustainability of local businesses.

New housing sites should be developed in key rural locations. These new housing developments should be affordable and be packaged with all necessary services such as water, sanitation, refuse removal etc. Opportunities should be researched for funding to develop a live-work approach to housing developments. The projects under this strategy are:

1. facilitate the development of Eshowe Gardens Mixed Use Development (Remainder of Erf 413 and Portion of Erf 10 000 Eshowe) 2. Eshowe CBD Revitalisation and Extension 3. Rutledge Park Middle Income Housing Development at Eshowe 4. Mpushini Park Housing Development at Eshowe 5. Dokodweni Precinct Development 6. Mbongolwane nodal development 7. Amatikulu River Corridor Project (Agrivillage development) 8. Facilitate the provision of Mthunzini shopping complex development (Remainder of Erf 167, Mixed Use Development)

9. Facilitate the provision of Gingindlovu one stop truck shop

10. Partnering with ITB and other land owners for the release of the land for development 11. Develop a database of land parcels made available for commercial, industrial, housing and other current and future developments as well as ensuring that zoning processes are clearly defined 12. Facilitate the clearing of all rural housing development backlogs 13. Develop a red tape reduction strategy for new housing applications

Strategy 12: Improved safety and wellbeing There is a need to look at how we live, how we can build active and healthy lifestyles into our lives, how we can make the most of people’s skills, community assets and diversity, and how we can help people to improve their life chances by learning new skills and securing employment to ensure a prosperous, attractive, healthy and safe community for all to enjoy. In order to address ill health and its impact on the economy, action such as primary prevention, seeking to prevent the onset of specific conditions by reducing risk through altering behaviours or exposures, such as increased levels of physical activity, better promotion of activities available and better nutritional education is required.

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This strategy involves should decrease the burden on public hospitals as people begin to realise the importance that healthcare has on overall personal productivity. The projects under this strategy are:

1. Undertake customer satisfaction surveys to gauge the level of service delivery in the Municipality 2. Facilitate the development of mobile clinics for rural area 3. Facilitate the establishment of partnerships between the community and SAPS to reduce crime

8.3.6 GOAL 6: SUPPORT SMALL ENTERPRISES Investing in enterprise development is instrumental in overcoming challenges such as unemployment and other poverty related issues. In many countries, especially those in Africa and Asia, the micro-enterprise sector absorbs the majority of the working population. Small businesses are often the vehicle by which the people with the lowest incomes gain access to economic opportunities, thereby redressing economic challenges. The term ‘small enterprise’ incorporates a range of economic categories, from micro to small, medium as well as co-operative enterprises. The specific strategies identified are listed below.

Strategy 13: Assistance and support for small enterprises This strategy envisages development of both formal and informal economy businesses, as a starting point. The strategy should then envisage construction of a trade centre in both townships, with all supporting facilities. It is also important that, under this strategy, the Municipality facilitates organisation of informal economy actors, as a collective bargaining exercise. This platform will form the basis upon which on-going engagement between the Municipality and the small businesses and informal economy traders. The projects under this strategy are:

1. Develop a database that records informal businesses and business/economic activities that happen within the municipality 2. Develop an informal economy strategy that will plan, regulate and develop the sector 3. Create standard guidelines for business plans to assist SMMEs formulate business plans and to access funds and other business needs 4. Create standard guidelines that assist new firms with business registrations

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5. Construction of Ogagwini trading facilities 6. Provide container information centres for rural SMME's to access services from SEDA, etc. 7. Provide emphasis on preferential treatment for the local SMMEs to benefit from the local tenders

Strategy 14: Small enterprise development of innovation As part of supporting the SMMEs and informal economy in uMlalazi, creating and facilitating opportunities for entrepreneurship and innovation is an important factor to consider. Projects include conducting an annual business innovation fair in conjunction with EDTEA. Presenting innovation awards will also potentially incentivise business entrepreneurship. The projects under this strategy are:

1. To support and strengthen the establishment of a municipal wide Business Association/ Forum 2. To run an annual small business innovation fair 3. Facilitate an SMME business skills development programme 4. Facilitate training for informal businesses 5. Establish an SMME and cooperatives database and promote SMME's to large businesses 6. Registering of SMME's on municipal databases for various supports

8.3.7 GOAL 7: PROMOTE A GREEN ECONOMY AND ICT SECTOR Climate change presents a major challenge for any area and acknowledging responsibility for future generations means protecting the environment by creating more energy efficient, sustainable communities. This includes reducing energy consumption by developing alternative energy sources, ensuring buildings use resources more efficiently and have an impact on ultimately decreasing the borough’s ecological footprint.

Further, the lack of universally available fast broadband across the country is a problem that the government has recognised and is trying to address various programmes. There is a need to improve broadband connections throughout rural areas to create a more efficient work environment for businesses and entrepreneurs that will be required to access market information in order to differentiate their business activities.

Strategy 15: Support the development of the green economy sector

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A high quality natural environment and green infrastructure are integral to the health and wellbeing of sustainable local communities in order to meet their environmental, social and economic needs. Open space and recreation facilities make a fundamental contribution to the quality of an area for both residents and visitors alike and supporting the development of these as well as cultural and heritage assets ensures an appealing environment for both people and wildlife to prosper.

Funding needs to be acquired for the provision of solar photovoltaics on rural homes to decrease the electricity burden. Although solar energy is a costlier system upfront, the long run costs as well as the impact on the environment prove worth its initial cost. It is therefore suggested that exploration of large scale solar photovoltaics take place. Interventions which address flood alleviation and the enhancement of land for biodiversity and recreation, conserve the quality of environment and contribute to wider economic benefits. The projects under this strategy are:

1. Partner with the Environmental Services Units and undertake the development of Green Economy Guidelines with key focus on Green energy, Green industry, Green property, Green landscape, Green agriculture, Green jobs and Green skills development 2. Investigate opportunities for biogas green energy initiatives linked to agriculture practices undertaken within the Municipality 3. Investigate opportunities to transform existing waste into renewable green energy for local consumption

Strategy 16: Support the development of the ICT sector Broadband connectivity is a vital factor in attracting external investments into the Municipality. Funding therefore needs to be secured to fast track the broadband rollout in the Municipality to ensure that businesses have better access to information, scholars have more access to educational materials, etc. The projects under this strategy are:

1. Develop an ICT Strategy that will focus on:  ICT Skills development  Coordination of ICT research and development  Creating strategic partnerships with other ICT role players that support economic development  To improve internet and technology access with reduce costs

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SUMMARY OF STRATEGIC FRAMEWORK The table below displays a summary of the Strategic Framework.

Table 15: Strategic Framework Summary Goals Strategies Projects Facilitate frequent engagement between public and private stakeholders Strategy 1: involved in agriculture Agricultural To facilitate the establishment of farmers co-operatives and activity clusters Stakeholders To undertake an annual audit of the agricultural activities in the Municipality Improvement of Undertake the farmers need survey to be highlighted through a monthly coordination municipal agri-newsletter

Facilitate community outreach for aquaculture business around Mthunzini

Facilitate private sector interest and investment in essential oils production project 1: THE AGRICULTURAL Strategy 2: Improve Fast-tracking the implementation of the agricultural projects presented in the SECTOR SUPPORT agro-processing and Agri-Parks Master Plan diversify Fast-tracking the implementation of the agricultural projects included in commodities Operation Phakisa Facilitate the Installation of a borehole to supply irrigation water for ploughing project in the Nzuza area Create a forum for local farms, food product manufacturers and restaurants to Strategy 3: network Encourage the Work with the community to raise awareness of the benefits of local food development and production

uMlalazi Municipality LED Strategy Review – Strategic Framework Report June 2018

Goals Strategies Projects expansion of the Develop an Agricultural Development Plan/ Strategy for the Municipality agriculture sector Promote and support awareness on sustainable use of natural resources (water, electricity - solar) in areas where agricultural practices are undertaken Ensure good agricultural land is reserved for agriculture production use (i.e. ensure that not for other land uses such as housing or other activities) Identify areas for new agricultural opportunities To facilitate the production of dry beans in 200 ha at Ndlangubo Conduct study to revitalise the Ntumeni Mill, possible uses of the mill for

Strategy 4: manufacturing Manufacturing Extension of Gingindlovu industrial area to include automotive industries sector policy support Determine suitable incentives for innovative manufacturers Strategy Assist SMMEs in packaging funding applications to existing funds for manufacturing opportunities 2: SUPPORTING THE Facilitate existing manufacturers to access national incentives that are available MANUFACTURING Develop a SMME Development Strategy with a Business Retention and Expansion SECTOR Strategy 5: To programme promote investment Reduce the red-tape and municipal administrative processing times and boost the local To develop the Investment Promotion and Facilitation Strategy economy Facilitate partnerships between local SMME’s and local mining companies for downward beneficiation including procurement and incubation programmes Develop a business aftercare programme for new and existing businesses

Development of Tourism Development Plan/ Strategy for the municipality

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Goals Strategies Projects Create a concise tourism events calendar or action plan that can guide event organisers Diversification of the tourism sector by promoting the development of adventure tourism and township tours Fast-tracking the implementation of the tourism projects presented in Operation Phakisa Examine potential for pop up restaurants/ pubs to revitalise local food and drink to rural areas Strategy 6: Marketing of the region at national and international shows and exhibitions in Diversification of the conjunction with TKZN tourism activities Identify potential SMME opportunities in the tourism sector as well as new tourism 3: IMPROVE THE products in adventure tourism TOURISM SECTOR Establish a Tourism Forum and CTOs (Community Tourism Organisations) To fast track the transformation of the tourism industry through Ownership and Management transformation, Skills Development, Tourism Markets, Awareness Creation, Information Distribution dedicated to black people To establish a tourism transformation support unit (TTSU) in the Municipality to support emerging African tourism stakeholders To revitalise and increase the marketing around the Kwabulawayo Cultural Strategy 7: Provision Centre of Tourism Support Establishment of One Stop information centre and craft hub at Eshowe Infrastructure Upgrade of public space to accommodate commuters, tour coaches and informal traders at Mthunzini (Phase 1)

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Goals Strategies Projects Development of open picnic area and botanical gardens at Mthunzini

Upgrade of Fort Nonqayi Museum buildings, equipment and furniture

Upgrade and maintenance of the caravan park (including ablution block, fencing of site and braai facilities) Upgrade and maintenance of Gingindlovu Battlefields Site and cemetery including fencing of the site Construction of 2 pedestrian bridges in uMlalazi Nature Reserve (recycled plastic material) Upgrade and maintenance of Ishlazi Dam facilities Develop and support the Butterfly Dome and Nature Playground Develop walkways by adding railings, installation of wendy house (guard) and fencing of site at Mpushini waterfalls – Installation of shelter in the beachwalk platform at Mthunzini beach Identification and lobbying for funding for new tourism signage Ensure information sharing as well as alignment, coordination of investment promotion, business retention and expansion activities within the LED Unit Strategy 8: Build the officials capacity to support the economy through networking with 4: IMPROVING LED Coordination of LED other organisations, civil society, religious, sporting and other relevant PORTFOLIO AND stakeholders and government bodies CAPACITY funding Facilitate the establishment of a Municipality LED Forum Encourage the improvement of intergovernmental relations of all spheres through information sharing and project feedback

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Goals Strategies Projects Undertake technical workshops with officials and councillors to clarify their obligations and boundaries in order to reduce political interference Compile a database of all potential funding sources for LED implementation as well as previous examples of funding applications Staffing of the LED vacant portfolio in uMlalazi Review the uMlalazi LED organogram where necessary Strategy 9: Set up a Project Management Unit (PMU) to keep updates on progress of Improving the LED projects capacity To undertake a skill demand audit to assess whether educational institutions have programmes that are aligned with industry demand

Amatikulu Dam construction along Amatikulu river

Facilitate Operation Phakisa through the disposal of redundant stateland around King Dinuzulu Township – development of multi-purpose centre Strategy 10: Provision Determine the transport needs of manufacturers and the possibility of putting in a and maintenance of rail line for freight cargo 5: PROVISION OF bulk infrastructure Facilitate the improvement of the public transport system in the Municipality ECONOMIC Strategy Lobby for the provision of bulk infrastructure such as water provision, electricity INFRASTRUCTURE supply, etc. in conjunction with other key stakeholders

To develop the lower cost methods of power generation including solar lighting and Wind farm "Enviro-power"

Strategy 11: facilitate the development of Eshowe Gardens Mixed Use Development Facilitating easy (Remainder of Erf 413 and Portion of Erf 10 000 Eshowe)

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Goals Strategies Projects access to land for Eshowe CBD Revitalisation and Extension development and Rutledge Park Middle Income Housing Development at Eshowe housing Mpushini Park Housing Development at Eshowe Strategy Dokodweni Precinct Development Mbongolwane nodal development Amatikulu River Corridor Project (Agrivillage development) Facilitate the provision of Mthunzini shopping complex development (Remainder of Erf 167, Mixed Use Development) Facilitate the provision of Gingindlovu one stop truck shop Partnering with ITB and other land owners for the release of the land for development Develop a database of land parcels made available for commercial, industrial, housing and other current and future developments as well as ensuring that zoning processes are clearly defined Facilitate the clearing of all rural housing development backlogs Develop a red tape reduction strategy for new housing applications Undertake customer satisfaction surveys to gauge the level of service delivery in

Strategy 12: the Municipality Improved safety and Facilitate the development of mobile clinics for rural area wellbeing Facilitate the establishment of partnerships between the community and SAPS to reduce crime 6: SUPPORT SMALL Strategy 13: Develop a database that records informal businesses and business/economic ENTERPRISES Assistance and activities that happen within the municipality

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Goals Strategies Projects support for small Develop an informal economy strategy that will plan, regulate and develop the enterprises sector Create standard guidelines for business plans to assist SMMEs formulate business plans and to access funds and other business needs Create standard guidelines that assist new firms with business registrations Construction of Ogagwini trading facilities Provide container information centres for rural SMME's to access services from SEDA, etc. Provide emphasis on preferential treatment for the local SMMEs to benefit from the local tenders To support and strengthen the establishment of a municipal wide Business Association/ Forum Strategy 14: Small To run an annual small business innovation fair enterprise Facilitate an SMME business skills development programme development of Facilitate training for informal businesses innovation Establish an SMME and cooperatives database and promote SMME's to large

businesses

Registering of SMME's on municipal databases for various supports

Strategy 15: Support Partner with the Environmental Services Units and undertake the development of 7: PROMOTE A GREEN the development of Green Economy Guidelines with key focus on Green energy, Green industry, ECONOMY AND ICT the green economy Green property, Green landscape, Green agriculture, Green jobs and Green skills SECTOR sector development

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Goals Strategies Projects Investigate opportunities for biogas green energy initiatives linked to agriculture practices undertaken within the Municipality Investigate opportunities to transform existing waste into renewable green energy for local consumption Develop an ICT Strategy that will focus on: Strategy 16: Support  ICT Skills development the development of  Coordination of ICT research and development  Creating strategic partnerships with other ICT role players that support the ICT sector economic development  To improve internet and technology access with reduce costs

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