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EMADLANGENI MUNICIPALITY INTEGRATED DEVELOPMENT PLAN 2019/20
FINAL IDP
TABLE OF CONTENTS
INTRODUCTION ------1 A.1 PURPOSE ------1 A.2 LOCATION AND SIZE ------1 A.3 POPULATION SIZE, GROWTH AND STRUCTURE ------2 A.4 SERVICE DELIVERY ------2 A.5 THE LOCAL ECONOMY ------5 A.6 OBJECTIVES OF THE INTEGRATED DEVELOPMENT PLAN ------6 A.7 SCOPE OF THE EMADLANGENI IDP ------6 A.8 APPROACH------7 A.9 PUBLIC PARTICIPATION ------7 A.10 BUDGET PROCESS PLAN FOR 2019/2020 MULTI-TERM BUDGET ------7 A.11 SECTOR DEPARTMENT INVOLVEMENT ------11 A.12 ALIGNMENT WITH THE DISTRICT FAMILY OF MUNICIPALITIES------12 A.13 KEY CHALLENGES ------12 A.14 MUNICIPAL DEVELOPMENT STRATEGY AND LONG TERM VISION ------13 A.15 KEY CHALLENGES AND INTERVENTIONS ------14 A.16 SPATIAL DEVELOPMENT FRAMEWORK (SDF) ------17 B. GOVERNMENT POLICIES AND PLANNING AND DEVELOPMENT PRINCIPLES ------19
B.1 PLANNING AND DEVELOPMENT PRINCIPLES ------19 B.2 POLICY CONTEXT ------21 B.2.1 Global Policy Context ------21 B.3 NATIONAL POLICY CONTEXT AND PRIORITIES ------21 B.4 PROVINCIAL POLICY CONTEXT AND PRIORITIES ------27 B.5 LOCAL POLICY CONTEXT AND PROGRAMMES ------29 C. SITUATIONAL ANALYSIS ------30
C.1 DEMOGRAPHIC CHARACTERISTICS ------30 C.1.1 Population Size and Growth ------30 C.1.2 Population Distribution ------30 C.1.3 Household Size ------31 C.1.4 Population Groups ------31 C.1.5 Age Distribution ------32 C.1.6 Gender Profile ------32 C.1.7 Key Findings ------33 C.2 SPATIAL ANALYSIS ------33 C.2.1 Regional Context ------33 C.3 ADMINISTRATIVE ENTITIES ------34 C.4 STRUCTURING ELEMENTS ------34 C.5 EXISTING NODES AND CORRIDORS ------36 C.6 BROAD LAND USES------41 C.7 LAND OWNERSHIP ------41 C.8 LAND REFORM ------41 C.9 LAND CAPABILITY ------42 C.10 ENVIRONMENTAL ANALYSIS ------46 C.10.1 Biodiversity And Protected Areas ------46
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C.10.2 Biodiversity Areas ------49 C.10.3 Protected Areas and Stewardship Sites ------49 C.10.4 Vegetation ------51 C.10.5 Environmental Management ------52 C.10.6 Strategic Environmental Assessment ------54 C.10.7 SPATIAL AND ENVIRONMENTAL: SWOT ANALYSIS ------57 C.11 DISASTER MANAGEMENT ------59 C.11.1 Municipal Institutional Capacity ------59 C.11.2 Risk Assessment ------59 C.11.3 Disaster Management Strategy ------60 C.11.4 Risk Reduction and Prevention ------61 C.11.5 Response and Recovery ------63 C.11.5.4 Funding Mobilization Measures ------64 C.11.6 Disaster Management: SWOT Analysis------65 C.12 MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT ANALYSIS ------66 C.12.1 Municipal Transformation ------67 C.12.2 Organisational Development ------67 C.12.3 EMPLOYMENT EQUITY AND RETENTION POLICY ------78 C.12.4 Municipal Transformation & Institutional Development: Swot Analysis ------79 C.13 SERVICE DELIVERY & INFRASTRUCTURE ANALYSIS ------79 C.13.1 Water & Sanitation ------79 C.13.2 Solid Waste Management ------81 C.13.3 Transportation Infrastructure ------83 C.13.4 Energy ------83 C.13.5 Access to Community Facilities ------85 C.13.6 Human Settlements ------86 C.13.7 Telecommunications ------88 C.13.8 Basic Service Delivery And Infrastructure Swot Analysis ------90 C.14 LOCAL ECONOMIC & SOCIAL DEVELOPMENT ANALYSIS ------90 C.14.1 Local Economic Development ------90 C.14.2 Employment and Income Levels ------93 C.14.3 Social Development Analysis ------98 C.14.4 Community Development ------107 C.14.5 Social Development: Swot Analysis ------109 C.15 MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT ------111 C.15.1 Capital funding and expenditure to address service delivery ------111 C.15.1.2 PROJECTS PRIORITIZED AS PER BUDGET ------112 C.15.2 SOCIAL AND ECONOMIC REDRESS VIA Indigent Support------112 C.15.3 Supply Chain Management ------114 C.15.2. assets and infrastructure MAINTENANCE ------115 C.15.2.1 Repairs and maintenance of assets ------115 C.15.4 Financial RATIOS ------116 C.15.5 loans/borrowings and grand dependency ------116 C.15.6 auditor-general’s opinion ------117 C.15.7 Financial Viability And Management Swot Analysis ------117 D. GOOD GOVERNANCE & PUBLIC PARTICIPATION ANALYSIS ------118 D.1.1 Good Governance Analysis ------118 D.1.2 Status Of Municipal Policies ------121
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D.1.3 Municipal Risk Management ------123 D.1.4 PUBLIC PARTICIPATION ANALYSIS ------123 D.2 KEY CHALLENGES ------126 D.3 COMBINED SWOT ANALYSIS ------127 E. MUNICIPAL DEVELOPMENT STRATEGY ------130
E.1 STRATEGY MAP AND STRATEGIC FIT ------130 E.2 DEVELOPMENT VISION AND MISSION, AND CORE VALUES ------131 E.3 PRIORITY ISSUES AND STRATEGIC DEVELOPMENT GOALS ------132 E.4 STRATEGIC FRAMEWORK ------133 E.4.1 Basic Service Delivery ------133 E.4.2 Municipal Transformation & Institutional Development ------134 E.4.3 Municipal Financial Viability and Management (Sound Financial Management) ------135 E.4.4 Good Governance and Public participation (Putting People First) ------136 E.4.5 Local Economic Development and Social Development Analysis ------137 E.4.6 Cross-cutting Measures ------138 F. STRATEGIC MAPPING ------140
F.1 ENVIRONMENTAL SENSITIVE AREAS ------140 F.2 STRATEGIC INTERVENTION AREAS ------143 F.2.1 Agriculture ------143 F.2.2 Tourism ------143 F.2.3 Service Provision and Infrastructure Upgrading ------143 F.3 DESIRED SPATIAL FORM ------145 F.4 STRATEGIC GUIDANCE IN RESPECT OF DEVELOPMENT ------147 F.4.1 Guidelines for Land Use Management ------147 F.4.2 Land Use Proposals and Use Zones ------147 F.5 SPATIAL ALIGNMENT WITH NEIGHBOURING MUNICIPALITIES ------151 F.5.1 Newcastle municipality ------151 F.5.2 Dannhauser Local Municipality ------152 F.5.3 Endumeni Local Municipality ------152 F.5.4 Edumbe Local Municipality ------153 F.5.5 Pixely Ka Isaka Seme Local Municipality ------154 F.5.6 Abaqulusi local Municipality ------154 F.6 IMPLEMENTATION PLAN ------158 G. FINANCIAL PLAN ------205
G.1 REVENUE ------205 G.1.1 Revenue by Source ------205 G.1.2 Government Grants ------205 G.1.3 capital funding by source ------206 G.1.4 MIG and ENEP ------206 G.1.5 Municipal Standard Chart of Accounts ------206 G.2 BUDGET ASSUMPTIONS ------207 G.2.1 Medium Term Expenditure Framework ------209 H. ORGANISATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM ------211
H.1 PERFOMANCE MANAGENMENT POLICY STATEMENT ------211 H.2 ORGANISATIONAL PERFORMANCE AND MANAGEMENT SYSTEM ------213 H.3 ROLES AND RESPONSIBILITIES IN OPMS ------292 EMADLANGENI LOCAL MUNICIPALITY FINAL IDP 2019/20 JUNE 2019
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H.4 MEASUREMENT AND ANALYSIS ------293 H.5 PERFORMANCE REPORTING AND REVIEWS ------293 H.6 ANNUAL PERFORMANCE REPORT ------293 H.7 ORGANISATION KEY PERFORMANCE INDICATORS LINKED TO DEPARTMENTAL INDICATORS ------293 H.8 DEPARTMENTAL INDICATORS LINKED TO OUTPUTS IN THE PERFORMANCE AGREEMENTS ------293 H.9 CATALYTIC PROJECTS------295 H.9.1 Groenvlei Agri-Village ------295 H.10 SECTOR INVOLVEMENT ------296 H.10.1 Department of Rural Development and land Reform ------296 H.10.2 Amajuba District Department of Education ------297 H.10.3 Municipal Projects (MIG)------297 I. ANNEXURES ------308
I.1 SECTOR PLANS ------308 J. ANNEXURES ------309
ANNEXURE A: SPATIAL DEVELOPMENT FRAMEWORK (SDF) ------309 ANNEXURE B: AUDIT RESPONSE PLAN ------309 ANNEXURE C: SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN (SDBIP) ------309 ANNEXURE D: DISASTER MANAGEMENT FRAMEWORK ------309
LIST OF TABLES
TABLE 1: KEY DEMOGRAPHIC STATISTICS ------2 TABLE 2: KEY CHALLENGES AND INTERVENTIONS ------14 TABLE 3: PLANNING AND DEVELOPMENT PRINCIPLES ------19 TABLE 4: IDP ALIGNMENT WITH NATIONAL POLICY AND PRIORITIES ------26 TABLE 5: PGDS GOALS ------27 TABLE 6: DISTRICT POPULATION GROWTH TRENDS ------30 TABLE 7: DISTRICT MUNICIPALITIES ------34 TABLE 8: PROTECTED AREAS ------49 TABLE 9: CONVERSATION STATUS OF VEGETATION TYPES ------51 TABLE 10: FUNDING MOBILISATION ------ERROR! BOOKMARK NOT DEFINED. TABLE 11: LOCAL AND DISTRICT FUNCTIONS ------68 TABLE 12: DEPARTMENTS WITHIN THE MUNICIPALITY ------70 TABLE 13: SOURCE OF WATER ------80 TABLE 14: SANITATION FACILITIES ------80 TABLE 15: ENERGY FOR COOKING ------84 TABLE 16: ENERGY FOR HEATING ------84 TABLE 17: COMMUNITY HALLS ------85 TABLE 18: SPORTS FIELDS/GROUNDS ------86 TABLE 19: AMAJUBA DISTRICT DEPARTMENT OF HUMAN SETTLEMENTS ------87 TABLE 20: EMADLANGENI GDP CONTRIBUTION ------91 TABLE 21: TOURIST VISITS TO EMADLANGENI ------92 TABLE 22: EMPLOYMENT BY SECTOR (FORMAL AND INFORMAL SECTOR) ------92 TABLE 23: ANNUAL GROWTH ------95 TABLE 24: SCHOOLS PER WARD ------99 TABLE 25: MUNICIPAL POLICIES AND BY-LAWS ------122
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TABLE 26: BROAD LAND USE TYPOLOGIES ------147 TABLE 27: GOVERNMENT GRANTS ------205 TABLE 28: BUDGET INCREASES AND ASSUMPTIONS ------207 TABLE 29: COLLECTION RATES ASSUMPTIONS ------207 TABLE 30: TARIFF INCREASES ------207 TABLE 31: SUMMARY OF AUDIT OUTCOMES ------ERROR! BOOKMARK NOT DEFINED.
LIST OF FIGURES
FIGURE 1: POPULATION GROWTH AND DISTRIBUTION ------30 FIGURE 2: AVERAGE HOUSEHOLD SIZE ------31 FIGURE 3: POPULATION GROUPS ------31 FIGURE 4: GENDER DISTRIBUTION ------32 FIGURE 5: MUNICIPAL ORGANISATIONAL STRUCTURE ------ERROR! BOOKMARK NOT DEFINED. FIGURE 6: OFFICE OF THE MUNICIPAL MANAGER ------72 FIGURE 7: DEPARTMENT- BUDGET AND TREASURY ------73 FIGURE 8: DEPARTMENT-CORPORATIVE SERVICES ------74 FIGURE 9: DEPARTMENT-COMMUNITY SERVICES (MAIN CHART) ------ERROR! BOOKMARK NOT DEFINED. FIGURE 10: COMMUNITY SERVICES-CHART 1 ------ERROR! BOOKMARK NOT DEFINED. FIGURE 11: COMMUNITY SERVICES - CHART 2 ------ERROR! BOOKMARK NOT DEFINED. FIGURE 12: DEPARTMENT -PLANNING AND ECONOMIC DEVELOPMENT ------ERROR! BOOKMARK NOT DEFINED. FIGURE 13: PLANNING AND INFRASTRUCTURE DEVELOPMENT (CHART 2) ------ERROR! BOOKMARK NOT DEFINED. FIGURE 14: REFUSE REMOVAL ------82 FIGURE 15: ENERGY FOR LIGHTING------83 FIGURE 16: TYPE OF MAIN DWELLING ------88 FIGURE 17: EMPLOYMENT STATUS ------93 FIGURE 18: INDIVIDUAL MONTHLY INCOME ------94 FIGURE 19: LEVEL OF EDUCATION ------103 FIGURE 20: NEWCASTLE SDF 2016/17------151 FIGURE 21: DANNHAUSER SDF 2011/2012 ------152 FIGURE 22: ENDUMENI SDF CONCEPT 2015-2016 ------153 FIGURE 23: EDUMBE SDF 2012 ------153 FIGURE 24: ABAQULUSI SDF 2016 ------154 FIGURE 25: GROENVLEI AGRI-VILLAGE LOCATION ------295 FIGURE 26:GROENVLEI AGRI-VILLAGE SCOPE OF INFLUENCE ------295
LIST OF MAPS
MAP 1: LOCALITY ------4 MAP 2: LOCALITY WITHIN KZN ------35 MAP 3: MUNICIPAL CONTEXT ------39 MAP 4: ROAD NETWORK ------40 MAP 5: LAND OWNERSHIP ------43 MAP 6: LAND REFORM WITHIN EMADLANGENI ------44 MAP 7: AGRICULTURAL POTENTIAL ------45 MAP 8: WATER SYSTEMS ------47 MAP 9: CRITICAL BIODIVERSITY AREAS ------48
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MAP 10: PROTECTED AREAS ------50 MAP 11: TOPOGRAPHY ------55 MAP 12: LAND DEGRADATION ------58 MAP 13: HOUSING PROJECTS ------89 MAP 14: HOSPITAL CATCHMENT ------101 MAP 15: CLINIC CATCHMENT ------102 MAP 16: PRIMARY SCHOOL CATCHMENT ------104 MAP 17: SECONDARY SCHOOL ------105 MAP 18: POLICE STATION CATCHMENT ------106 MAP 19: PROTECTED AREAS ------141 MAP 20: ENVIRONMENTAL FRAMEWORK ------142 MAP 21: AGRICULTURAL FRAMEWORK ------144 MAP 22: EMADLANGENI SDF ------146 MAP 23: CROSS-BORDER ALIGNMENT------156 MAP 24: CROSS-BORDER ALIGNMENT------157
LIST OF ANNEXURE ANNEXURE A: SPATIAL DEVELOPMENT FRAMEWORK (SDF)
ANNEXURE B: AUDIT RESPONSE PLAN
ANNEXURE C: SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN (SDBIP)
ANNEXURE D: DISASTER MANAGEMENT FRAMEWORK
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INTRODUCTION
A.1 PURPOSE
Integrated Development Planning in South Africa is an integral planning process with the aim of steering development at local government level and guiding service delivery. The Integrated Development Plan is a planning tool used to implement a co-operative and integrated development project in South Africa’s spatial economy. This IDP process is a covenant between the community structures and the municipality on issues pertaining to the delivery of government services, integrated development and building cohesive communities.
This document presents an Integrated Development Plan (IDP) for the eMadlangeni Local Municipality (KZ253) hereafter referred to as the ELM. The IDP is prepared in compliance with the requirements of Chapter 5, particularly Section 25 of Local Government Municipal Systems Act (32 of 2000), which obliges a municipal council to adopt a single, all-inclusive and strategic plan for the development of the municipality, within a prescribed period after the start of its elected term. It outlines a development agenda for the municipality for the period 2017 to 2022.
The eMadlangeni Municipality IDP informs the budget and responds to community aspirations and needs. It sets the level of economic growth for the municipality’s area of jurisdiction thereby identifying economic opportunities and areas of investments. The IDP is a five-year development plan. Its review happens annually to take into account changes in the development trends and patterns within the municipality.
A.2 LOCATION AND SIZE
The eMadlangeni Local Municipality is located approximately 52km east of Newcastle and 68km west of Vryheid along the R34 regional route. The ELM is one of the three local municipalities in Amajuba District. The other two are Newcastle Local Municipality and Dannhauser Local Municipality. It measures about 3539 km². The ELM shares boundaries with the Newcastle Local Municipality to the west, Dannhauser Local Municipality to the east, Endumeni Municipality to the south, Edumbe Municipality the northeast, Abaqulusi to the southeast boundary and Pixely Ka Seme Municipality to the north. The latter forms part of the Mpumalanga Province.
The ELM is predominantly rural and is characterised by vast commercial farmlands with rural settlements concentrated in selected areas. It has six electoral wards and five Traditional Councils, namely:
Ndlamlenze Traditional Council;
Thekwani Traditional Council;
Amantungwa Traditional Council;
Mbatha Traditional Council; and
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Mgundeni Traditional Council.
Numerous small rural settlements occurs in selected areas within the municipality, particularly on land the communities acquired through the land reform programme and commercial farmlands. Utrecht is the only small urban settlement within the municipality.
A.3 POPULATION SIZE, GROWTH AND STRUCTURE
According to Statistics South Africa (Stats SA), the ELM had a population of approximately 34 442 people in 2011. The community survey that Stats SA released in 2016, the ELM population has increased to 36 869 people. This marks an increase of 1.37%. Households increased from 6252 to 6667 during the same period. There are The ELM has the smallest population size within the district as it accounts for only 6% of the district population. The ELM population is spread unevenly among the six electoral wards with 10% residing in in urban areas. The majority of the population resides in rural settlements and in commercial farmlands.
TABLE 1: KEY DEMOGRAPHIC STATISTICS 2011 2016 Population size 34442 36869 Population Growth 0.65% 1.37% Households 6252 6667 Males per 100 females 103 93
Dependency Ratio per 74 69 100 (15-64) Age >14 15-34 35-64 65< >14 15-34 35-64 65< 35.85% 35.06% 24.02% 5.07% 38.59% 35.79% 19.37% 6.25% Source: Statistics South Africa, Census 2011 & Community Survey 2016
According to the 2016 Community Survey, the ELM comprises of a predominantly young population with approximately 74.38% being below 35 years of age. This marks an increase of 3.47% from 2011. Children make accounts for 8.48% of the population while the economically active age cohort contributes 55.16% to the population. This indicates a loss of 3.91% of the working age population and is attributable to out-migration to other areas (such as Newcastle) in search of employment opportunities and better access to urban services. The elderly segment of the population increased from 5.07% in 2011 to 6.25% in 2016. The ratio of males to females is 93 males for every 100 females.
A.4 SERVICE DELIVERY
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The developed area of town is 100% serviced but large backlogs exist in the rural and land reform areas. The larger, more important services, such as provision of water, sanitation are the responsibility of the Amajuba District while electricity is the responsibility of ESKOM.
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M AP 1: LOCALITY
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A.5 THE LOCAL ECONOMY
The eMadlangeni Municipality is rich in heritage and forms part of the Battlefields tourism route in terms of tourism development and promotion in KwaZulu-Natal. The Blood River runs along the northeastern boundary of the municipality. The area is characterised by the Balele Mountains on the northeastern region, which form part of the Drakensberg escarpment. Furthermore, the area has a birding route running in a south to north direction to Wakkerstroom. This has the potential for the development of a tourism corridor
Economic development is the biggest need. Diversification of the local economy requires immediate attention. Limited mining occurs while sectors making a notable contribution to the economy of the area include trade, finance and government services. Agriculture is the most important economic sector with excellent potential. Amajuba District is one of the agricultural, particularly commercial stock farming region, in KwaZulu-Natal. Dry land crop production occurs on a small scale, and just 1 000 ha is under irrigation. Various small-scale (emerging) farmers, of whom very few have land of their own, are scattered throughout the district. About 300 households have claimed land through the Labour Tenant Act. The economic development opportunities identified for the eMadlangeni Municipality are:
Organic farming;
Timber and forestry;
Game farming; and
Livestock and dairy farming.
The skills base available for economic development in the municipality is limited. There is a need to unlock new economic development opportunities in the agricultural sector as a means to create future sustainable employment and growth. The identification of focus areas for economic development should consider the training requirements to develop an appropriate skills base. A range of funding, as well as extensive economic development expertise, is available for income generation and job creation activities in eMadlangeni Municipality.
The town of Utrecht lies within the confines of the Balele Game Park and the Utrecht Community Game Farm, with a total Game Park area of 2500ha. All the mountains that surround the town are part of the Game Park stocked with animals such as Grey Duiker, Genet and the odd Impala. This is joint initiative between the Municipality and the Balele Conservancy. It has brought about a greater awareness of the magnificent natural surroundings of the town and has shifted the focus of the town from mining to tourism. The Utrecht Community Game Farm is the core of tourism development in the area. Tourism opportunities in the ELM also include trout fishing, hiking, birding tours, birding tours and adventure tourism.
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A.6 OBJECTIVES OF THE INTEGRATED DEVELOPMENT PLAN
The eMadlangeni Municipality IDP adopts a long term planning horizon, but also presents a short to medium term strategic agenda and a detailed five year programme commencing in 2017/2018 financial year and ending in 2022/2023 financial year. This period coincides with the term of office of the incumbent council and aligns with the budget cycle. The IDP is prepared in accordance with the requirements of the Municipal Systems Act and the associated regulations (refer to Box 1), and is intended to serve as a strategic guide for public sector investment and development generally. It is based on the issues articulated by all stakeholders and is informed by the national and provincial development imperatives. Its objectives are as follows:
To guide decision making in respect of service Box 1: Section 25 (1) of the Municipal Systems delivery and public sector investment. Act (2000) To inform budgets and service delivery programs Each municipal council must, within a of various government departments and service prescribed period after the start of its elected agencies. term, adopt a single, all-inclusive and strategic plan for the development of the municipality To coordinate the activities of various service which- delivery agencies within the eMadlangeni a) Links integrates and coordinates plans and Municipality’s area of jurisdiction. takes into account proposals for the To engage communities and other key interested development of the municipality; b) Aligns the resources and capacity of the and affected parties in municipal affairs, municipality with the implementation of particularly continuous integrated development the plan; process. c) Complies with the provisions of this Chapter; and To position the municipality to make a meaningful d) Is compatible with national and provincial contribution towards meeting the district and development plans and planning requirements binding on the municipality provincial development targets and priorities. in terms of legislation.
A.7 SCOPE OF THE EMADLANGENI IDP
In line with Section 26 of the Municipal Systems Act, which prescribes the key components of an IDP, and the focus on development outcomes, the eMadlangeni Municipality IDP has five main sections as follows:
An introductory section provides background to the municipality and its area of jurisdiction (Executive Summary).
An outline of the key development issues and trends based on an analysis of the current level of development (Situational Analysis).
A strategic framework, which outlines a Council long-term vision with specific emphasis on the municipality’s most critical development objectives, actions plans and strategies. EMADLANGENI LOCAL MUNICIPALITY FINAL IDP 2019/20 JUNE 2019
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A capital program including a one-year program, three-year program aligned to the Medium Term Expenditure Framework and the Five (5) Year Plan.
Implementation framework, which includes sector, plans particularly the financial plan, spatial development framework, organizational performance management system and an organizational transformation and institutional development plan.
The IDP will inform the Medium Term Expenditure Framework (MTEF), and guide the annual budget process. Chapter 4 Section 21 (1) of the Municipal Finance Management Act (MFMA) requires a municipality to align and sustain a close functional link between its IDP and the budget.
A.8 APPROACH
The preparation of this IDP is in accordance with the guidelines (Revised KZN IDP Framework Guide dated 23 December 2016) for the preparation of IDPs that the Department of Co-Operative Governance and Traditional Affairs (COGTA) introduced in 2013. The guidelines advocates for a process that is integrative, sustainable, issue driven, people centred, practical and action oriented.
A.9 PUBLIC PARTICIPATION
The IDP preparation process involved extensive stakeholder and public participation as required in terms of the MSA. The municipality held IDP Representative Forum meetings each designed to coincide with a distinct phase in the planning process, IDP Mayoral Izimbizo, ward meetings that councillors conducted budget/IDP road shows and meetings with various government department. The review of the IDP over the next four years will also follow the same process.
A.10 BUDGET PROCESS PLAN FOR 2019/2020 MULTI-TERM BUDGET
The Revised KZN IDP Framework Guide dated 23 December 2016, that the Department of Co-Operative Governance and Traditional Affairs (COGTA) introduced in 2016, guided the development of the IDP for the 2019/20 financial year.
The Municipal Systems Act as promulgated in 2000 describes the various core processes that are essential to realizing the system of developmental local government. These aspects include participative governance, IDP, performance management and reporting, resource allocation and organizational change. These processes link into a single cycle at the local level that will align various sectoral initiatives from national and provincial government departments
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ACTIVITY RESPONSIBILITY KEY DEADLINES
HODs, Director Corporate 31 July 2018 Review Performance agreements of section 54 and services, IDP Manager & Acting 56 managers. Municipal manager
HODs, IDP Manager & Acting 31 July 2018 Submission of draft Process Plan 2019/20 to Municipal manager COGTA for comment
Submit the Annual Performance Report, annual IDP Manager/CFO 31 August 2018 financial statements
Council Adopt IDP, Budget and Process Plan for IDP Manager/CFO 30 September 2018 2019/20
ACTIVITY RESPONSIBILITY KEY DEADLINES
Advertise the Process Plan to Public IDP Manager 31 October 2018
1st quarter performance report HODs/IDP Manager 10 October 2018
IDP/Budget Steering Committee IDP Manager/CFO 31 October 2018
Chief Financial Officer of municipality determine revenue projections and proposed rate and service charges and drafts initial allocations to functions and departments for the next financial year after CFO 17 November 2018 taking into account strategic objectives
HODs/ Managers/ IDP &LED IDP Representative Forum 22 November 2018 Officer
ACTIVITY RESPONSIBILITY KEY DEADLINES
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2nd Quarter PMS report IDP Manager 10 January 2019
Midyear report S72 Submitted to Council & IDP Manager/CFO 25 January 2019 Provincial Treasurer
Table Draft Annual Report to council IDP Manager 25 January 2019
. Review of mid-year budget . Chief Financial Officer combines various departmental estimates and calculates total income and expenditure of the municipality.
Chief Financial Officer reviews proposed national CFO/MM 31 January 2019 and provincial allocations to municipality for incorporation into the draft budget for tabling. (Proposed national and provincial allocations for three years must be available by 20 January
Immediately after Advertise the Draft Annual Report to public IDP Manager tabling to council
IDP/Budget steering committee IDP Manager/CFO 06 February 2019
Alignment of draft budget and Capital Investment CFO 12 February 2019 Framework with SDF
Budget structure is submitted to MANCO. CFO 15 February 2019
Accounting officer finalises and submits to Mayor proposed budgets and plans for next three-year budgets taking into account the recent mid-year
review and any corrective measures proposed as CFO 20 February 2019 part of the oversight report for the previous years audited financial statements and annual report
Chief Financial Officer notifies relevant municipalities of projected allocations for next CFO 26 February 2019 three budget years 120 days prior to start of
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budget year
MFMA s 37(2)
Approval of Adjusted Budget and SDBIP CFO 28 February 2019
IDP Manager/ IDP Representative Forum 21 February 2019 Mayor
Provincial Stakeholders Meeting IDP Manager/ IDP Officer February 2019
21 days after adoption Advertise the Draft IDP/Budget IDP Manager/CFO in terms of MSA
Adopt Oversight Report MPAC/Council 31 March 2019
Within 07 days after Advertise Oversight Report IDP Manager adoption by council
Draft budget, SDF and revised IDP together with all related documents to be posted onto the BTO/MM 30 March 2019 municipal website so that the budget is accessible to the public.
RESPONSIBILITY KEY DEADLINES ACTIVITY
Hard copies of draft budget and all other related documents are made available to the public and the local communities are invited to make written CFO 02 April 2019 submissions to the Council on the budget and to make representation at the budget hearing.
Hard copies of draft budget to be submitted to the following:
National Treasury; CFO 03 April 2019 Provincial Treasury; and
Amajuba District Municipality
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S 54/57 Managers Quarterly Performance
Assessments MM 19 April 2019
Third quarterly report
3rd Quarterly PMS report IDP Manager 10 April 2019
Due date for budget written comments
Consultation with national and provincial treasuries MM/CFO 11 April 2019 and finalise sector plans for water, sanitation, electricity etc
Public participation of IDP and Budget in terms of Council/MM/ Community Section17 and 18 chapter 4 of MSA (2000) and Services/Public Participation/ 10-17 April 2019
Section 22 0f MFMA (2003) IDP
Meeting to discuss key issues, IDP status, Evaluating changed circumstances, MEC comment IDP manager/CFO/HODs 08 May 2019 & discuss matters of Budget
MM/HOD/IDP Manager/ IDP Representative Forum 15 May 2019 Mayor
Adoption of IDP and Budget by Council Council 31 May 2019
28 days after the
Adoption of SDBIP Mayor/Council adoption of the Budget
Submit final IDP and Budget to COGTA within 10 10 days after council CFO/IDP Manager days of adoption adoption
A.11 SECTOR DEPARTMENT INVOLVEMENT
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In general, sector planning is very weak within the South African Local Government system. Participation of government departments in the IDP process is very poor. Departments continue to identify and implement projects outside of the IDP framework. This makes it difficult to align their budgets and integrate development initiatives. Current legislation does not compel sector departments to align their budgets and allocate resources (project funds and human resources) through the IDP process.
As such, the eMadlangeni Municipality has engaged sector departments on a one-on-one basis in order to deal with specific issues affecting the municipality and to collect information pertaining to projects that departments implement with the ELM.
A.12 ALIGNMENT WITH THE DISTRICT FAMILY OF MUNICIPALITIES
The municipality participated in various meetings with the district family of municipalities to align the IDPs. The following is an indication of some of the key alignment issues addressed to date. The IDPs of the Amajuba family are focusing on the outcome based IDP approach thereby incorporating the Key Performance Areas developed by national government.
A.13 KEY CHALLENGES
KPA KEY CHALLENGES Basic Service Delivery Road infrastructure is poorly maintained Backlogs in water infrastructure Backlogs in sanitation infrastructure The area still has huge backlogs in electricity, especially in the rural areas. Housing (RDP & rural housing) Land Issues Disaster Management Waste Removal Educational Facilities Telecommunications Health Services Access to community services (Thusong Centres) Local Economic Declining agricultural sector Development and Social Weak mining sector Development Analysis Growing tourism sector Lower percentage of the population with higher education qualification against a higher percentage with a grade 12 qualification
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Low employment levels Tourism strategy: i.e. game park & birding Mining Industry- revival and Regulation High percentage of economically inactive population Low incomes Considerable percentage of income earners fall within the income bracket that includes government grant recipients. Educational facilities require upgrading Agri-village Existing co-operatives are not captured on municipality’s database Challenges in monitoring co-operatives. Good Governance and Lack of a Community Participation Strategy Public Participation Difficulty in reaching all community members due to the scattered nature of settlements Audit Outcome Municipal Transformation and Institutional Vacant critical posts Development Adoption and implementation of sector plans and by-laws Capacity issues resulting from vacant position Skills Development and Training IT systems Employment Equity (2% disability composition) Contingency Liabilities (legal) Adoption of By-laws Financial Viability and Low revenue Management High dependency on government grants Loss of revenue resulting from unpaid tariffs Grading vs remuneration not proportional Electricity loss due to theft Revenue enhancement Cross cutting measures Disaster management; veld fires and lightning Relationship between municipality, Traditional Councils and Community Property Associations. Protection of Sensitive Areas, i.e. Springs and Animal species Enhancement of Birding Protection of Heritage sites: Isihlahla sikaShaka
A.14 MUNICIPAL DEVELOPMENT STRATEGY AND LONG TERM VISION
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VISION
BY 2036 EMADLANGENI MUNICIPALITY: THE MUNICIPALITY WILL • A SELF-SUSTAINING EXEMPLARY LOCAL MUNICIPALITY INCULCATE, AMONG ITS • WITH A DIVERSE THRIVING ECONOMY EMPLOYEES, • WHERE PEOPLE ENJOY A HIGH QUALITY OF LIFE MANAGEMENT AND • WITHIN A SUSTAINABLE AND RESILIENT ENVIRONMENT LEADERSHIP THE . FOLLOWING CORE MISSION STATEMENT VALUES:
IN PURSUIT OF ITS DEVELOPMENT VISION, EMADLANGENI MUNICIPALITY PLEDGES TO • Accountability ITS COMMUNITIES AND STAKEHOLDERS TO: • Transparency and Be the embodiment of good governance; openness Deliver services in an efficient and effective manner; • Responsiveness • Ethical leadership Promote and facilitate sustainable socio-economic development; • Integrity To create mutual trust and understanding between the municipality and the community. • Courtesy • Honesty and pride Promote tourism, agriculture and mining, and facilitate the development of urban hubs in support of these economic sectors and delivery of services. • Excellency • Efficiency and To apply good and transparent corporate governance in order to promote community prosperity. effectiveness • Professionalism
• Diligence The figure below illustrates strategic objectives, specifically the six Key Performance Areas, which wi
A.15 KEY CHALLENGES AND INTERVENTIONS
T ABLE 2: KEY CHALLENGES AND INTERVENTIONS KPA KEY CHALLENGES INTERVENTIONS
Road infrastructure is poorly maintained; Bulk water pipeline
Backlogs in water infrastructure Development of a Waste Management Plan Backlogs in sanitation infrastructure Infrastructure upgrading The area still has huge backlogs in electricity, especially in the rural areas. Solar energy to meet electrification
Basic Service Delivery Service Basic target
and and
Declining agricultural sectoris Agri-village development to
nt
mic
Local Local
Devel Devel
opme Social opme
Econo
nt Analys
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Weak mining sector enhance agricultural output
Growing tourism sector Infrastructure provision to support and drive agriculture in rural areas. Lower percentage of the population with higher education qualification against a Development of the tourism sector higher percentage with a grade 12 Revitalisation of the mining sector qualification Skills development to allow the Low employment levels absorption of economically active High percentage of economically inactive segment of the population population Development of early childhood Low incomes educational facilities to support the large young population; Considerable percentage of income earners fall within the income bracket that includes there is an opportunity to create government grant recipients. employment with the revival of the agricultural sector; Educational facilities require upgrading Youth impact on participating in Tourism strategy: i.e. game park & birding the municipal Mining Industry- revival and Regulation Development of the tourism sector High percentage of economically inactive to facilitate the advancement of population the second economy into the first Low incomes economy
Considerable percentage of income earners Employing alternative energy fall within the income bracket that includes source to meet electricity targets. government grant recipients. Pilot project for Agri-village in Educational facilities require upgrading Groenvlei
Implementation of a Youth programme
Existing co-operatives are not captured on municipality’s database
Challenges in monitoring co-operatives.
Electricity loss due to theft
Lack of a Community Participation Strategy Fast-tracking recruitment processes for the filling vacant Difficulty in reaching all community members positions, including critical posts, due to the scattered nature of settlements
and Public Public and with suitably qualified candidates Participation
Good Governance Governance Good
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Development of a marketing Strategy
Development of a Communication Plan
Review of Housing Plan Constant development of staff through training and workshop in Adoption and implementation of sector plans order to increase capacity and and by-laws efficiency. Transformation Capacity issues resulting from vacant position Meeting the 2% Employment Skills Development and Training Equity for disability
IT systems Adoption of Communication Plan Employment Equity (2% disability Training programmes for different composition) municipal structure to equip them Contingency Liabilities (legal) with the right skills to undertake respective tasks and responsibility Adoption of By-laws in an efficient manner.
Review Housing Plan
Municipal Institutional Development and and Development Institutional Municipal
Low revenue Enforcement of revenue
enhancement strategies. High dependency on government grants Development of a comprehensive Loss of revenue resulting from unpaid tariffs Financial Plan to incorporate Grading vs remuneration not proportional Enhancement Strategy and ensure Revenue enhancement that revenue supports others municipal need
Stringent Enforcement of Property Rates policy
Financial Viability and Management and Viability Financial
Disaster management; veld fires and Development of a 24 hour Disaster lightning Management Centre.
Relationship between municipality, Incorporate Disaster Management Traditional Councils and Community Property in to ward committees. Associations. Mainstreaming DM in community
Cross cutting measures cutting Cross Protection of Sensitive Areas, i.e. Springs and structures including traditional
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Animal species leaders.
Enhancement of Birding Development and upgrading of tourism attractions and facilities. Protection of Heritage sites Revamping of Balele Game Park and Caravan Park
Development of tourism supply database
A.16 SPATIAL DEVELOPMENT FRAMEWORK (SDF)
The municipal agenda for a spatial vision is outlined in the Spatial Development Framework (SDF). The SDF is a spatial expression of the municipal development vision and advocates for the creation of a spatial structure that enables integrated and sustainable development. A hierarchy of development nodes were identified within the municipality:
Regional centre: The Newcastle-Madadeni-Osizweni Complex provides for higher order services. The centre comprises of a large population, further to that, the areas economic significance and accessibility makes it a District centre. In addition to the above, the area accommodates a large number of government departments and parastatals, which serves to strengthen the administrative role it plays within the District.
Primary Development Node: Utrecht- is the main economic and administrative hub within the municipality. The area accommodates a greater variety and more permanent higher order of a multitude of services.
Secondary Development Nodes: Groenvlei, Vaalbank/Berouw and Kingsley- these nodes provide supporting services to surrounding settlements. They are equipped with essential service infrastructure but not at the same intensity as the primary node.
Tertiary/sub-satellite Nodes: Reserve, Zaaihoek and Nzima- these are lower order nodes that support secondary development nodes. Although they may not have strong influence and minor development, their location in close proximity to development corridors give them the potential to develop into service nodes.
The N11 national corridor plays a significant role within the Amajuba District. It facilitates external linkages for the eMadlangeni municipality with the industrial areas of Newcastle as well north (Johannesburg) and south linkages (Durban). The routes facilitates a mobility function with access at key intersections and/or off-ramps along the route. The identification and classification of movement routes in eMadlangeni reflects function or role, and intensity of use or development along the route/corridor and include;
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National/Provincial Corridor: N11 traverses a small portion of the municipality on the extreme western boundary.
Primary Corridors: R34 (P37 & P 41) runs in an east-west direction connecting the municipality to Newcastle via the N11 and Vryheid and the coast to the east.
Secondary Corridors: R33- links the municipality to Dundee and Vryheid and provides access to Kingsely; P43- connects Utrecht to Groenvlei; P42- connects northern settlements to Utrecht via the R34.
Secondary Mixed Activity Corridor: P483-links Utrecht and broadly the municipality to Osizweni, Madadeni and Newcastle west.
Tertiary Corridors: P279,P269, P332- provide east-west linkages in the municipality and also links the secondary of Groenvlei with sub-satellite node of Blue Mountain and Ingogo rural node in Newcastle.
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B. GOVERNMENT POLICIES AND PLANNING AND DEVELOPMENT PRINCIPLES
B.1 PLANNING AND DEVELOPMENT PRINCIPLES
The following table provides a summary of planning and development principles that underpin the IDP.
TABLE 3: PLANNING AND DEVELOPMENT PRINCIPLES
PLANNING AND DESCRIPTION APPLICATION OF PRINCIPLES DEVELOPMENT PRINCIPLES
Spatial Justice (SPLUMA) Seeks to redress the spatial imbalances of the past through The IDP advocates for development to be focused on improving access to land and ensuring efficient use of land. identified development nodes and corridors. The capital investment plan directs where public and private investment should occur.
The IDP identifies various nodes- urban/rural with development potential.
Spatial Sustainability Requires the sustainable use and management of natural The IDP identifies environmentally sensitive areas and (SPLUMA) resources to ensure the protection of prime land and significant areas for agricultural development that should be natural resources. protected and preserved for agricultural practices.
Spatial Efficiency (SPLUMA) Advocates for the effective use of resources such as land The IDP identifies prime land for preservation and and the optimal use of infrastructure development and where infrastructure should be directed.
Good Governance (SPLUMA) Suggests the adoption of a transparent and collaborative The IDP identifies cross-boundary alignment with approach to development and accountability of local neighbouring municipalities. It also identifies structures at government to decisions within their jurisdiction. ward level that facilitate participatory planning within the
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PLANNING AND DESCRIPTION APPLICATION OF PRINCIPLES DEVELOPMENT PRINCIPLES
Furthermore, it requires a public participatory element to municipality. development planning within local government. LED Strategy: integrative approach that includes all local role- players as well as all internal structure.
Spatial Resilience (SPLUMA) Flexibility in spatial plans and land use management The IDP discusses Disaster management within the systems to ensure that settlements can recover from municipality including, risk reduction and prevention. environmental and economic shocks.
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B.2 POLICY CONTEXT
National policies and imperatives provide a framework within which development should take place. This section analyses the global, national, provincial and local policy and legislative framework that guide development. EMadlangeni municipality acknowledges these and strives towards their effective implementation.
B.2.1 GLOBAL POLICY CONTEXT
B.2.1.1 SUSTAINABLE DEVELOPMENT GOALS
The Sustainable Development Goals (SDGs) were adopted in 2015 and focus on 17 goals. They build on the successes of the Millennium Development Goals (MDGs). Critically, they recognise that poverty eradication must be accompanied by strategies aimed at economic growth, addressing social needs and the tackling of climate change and environmental protection in the process. South Africa, as a country and member of the United Nations, is committed to the 2030 Agenda for Sustainable Development. The seventeen SDG’s are embraced in all spheres of government and are in line with the NDP.
EMadlangeni municipality strives for the development of the municipal area in a way that will address the advancement of these goals.
B.2.1.2 AGENDA 2063
The African Union adopted its 50-year strategic framework for socio-economic transformation within the African continent in 2015, Agenda 2063. Agenda 2063 is both a Vision and an Action Plan towards holistic development on the African continent. Furthermore, it builds on past and present growth initiatives and seeks to accelerate the implementation of these. The framework identifies seven aspirations for growth and development within the African continent across all sectors: social, economic, political and environmental. South Africa is also dedicated to the realisation of these aspirations and has aligned these with national priorities. Some of the key priorities of Agenda 2063 are echoed in the Key Performance Areas within the IDP and overall they are echoed in the strategies and priorities of the NDP.
B.3 NATIONAL POLICY CONTEXT AND PRIORITIES
B.3.1.1 CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA ACT, NO.108 OF 1996
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The Constitution is the supreme law of the Republic. The Constitution recognises three spheres of government, which are interdependent and must ensure vertical and horizontal alignment. Section 152 of the Constitution lists the 5 objects of local government as follows:
To provide democratic and accountable government for local communities;
To ensure the provision of services to communities in a sustainable manner;
To promote social and economic development;
To promote a safe and healthy environment;
To encourage the involvement of communities and community organisations in the matters of local government.
Furthermore, Section 156 of the Constitution assigns powers and functions to municipalities as stipulated in Schedule 4, Part B of the Constitution. The development of an IDP is in fulfilment of the municipality’s constitutional mandate to spatial planning
B.3.1.2 NATIONAL DEVELOPMENT PLAN
The National Development Plan (NDP) introduces the long-term vision for the future development of South Africa. As such, the National Planning Commission (NPC) has formulated a National Development Plan (NDP), ‘vision 2030’ as a strategic plan to guide development at a national level over the short to medium term. The plan is based on a detailed diagnosis of issues facing the country and strategic engagement with all key sectors. It identifies unemployment, poverty and inequality as some of the key challenges facing South Africa, and outlines a number of strategic interventions to address these issues. These strategic interventions cover the social, economic, environmental and political spectrum of development. The 5 national priorities include Job creation (Decent work and economic growth); Education; Health; Rural development, food security and land reform; Fighting crime and corruption; Nation-Building and Good Governance. eMadlangeni strives to attain these priorities within a local context and further execute the critical role played by local government in the effective implementation of the NDP.
B.3.1.3 THE 14 NATIONAL OUTCOMES
Government introduced the outcomes based approached and adopted fourteen outcome areas. The objective is to improve service delivery across all spheres of government and to introduce a systematic planning, monitoring and evaluation process.
Outcome 9 specifically relates to local government and calls for ‘Responsive, accountable, effective and efficient local government system’. EMadlangeni has to respond to the outputs set out in Outcome 9 and deal with issues facing the municipal area. The municipality also has to ensure the provision of efficient and effective services to its communities. The municipality is committed to implementing the
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respective outputs by focusing on improved service delivery, economic, environmental and social development.
The seven outputs of outcome 9, are indicated below:
Output 1: Implement a differentiated approach to municipal financing, planning and support.
Output 2: Improving access to basic services.
Output 3: Implementation of the Community Work Programme.
Output 4: Actions supportive of the human settlement outcome.
Output 5: Deepen democracy through a refined Ward Committee Model.
Output 6: Administrative and financial capability.
Output 7: Single window of coordination.
BOX 2: 14 NATIONAL OUTCOMES
1. An improved quality of basic education. 2. A long and healthy life for all South Africans. 3. All South Africans should be safe and feel safe. 4. Decent employment through inclusive growth. 5. A skilled and capable workforce to support an inclusive growth path. 6. An efficient, competitive and responsive economic infrastructure network. 7. Vibrant, equitable, sustainable rural communities with food security for all. 8. Sustainable human settlements and an improved quality of household life. 9. A responsive, accountable, effective and efficient local government system. 10. Environmental assets and natural resources that are well protected and enhanced. 11. A better Africa and a better world because of South Africa’s contributions to global relations. 12. An efficient and development-oriented public service and an empowered, fair and inclusive citizenship. 13. An inclusive and responsive social protection system. 14. Transforming society and uniting the country.
OUTCOME 9: ‘a responsive, accountable, effective and efficient local government system’
B.3.1.4 LOCAL GOVERNMENT BACK TO BASICS
The Local Government Back to Basics programme was initiated by the National Department of Cooperative Governance and Traditional Affairs (COGTA) and is founded on the following pillars:
Put people and their concerns first and ensure constant contact with communities through effective public participation platforms. This is the essence of our ‘back to basics’ approach.
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Create conditions for decent living by consistently delivering municipal services to the right quality and standard. This includes planning for and delivery of infrastructure and amenities, maintenance and upkeep, including the budgeting to do this. Ensure no failures in services and where there are, restore services with urgency.
Be well governed and demonstrate good governance and administration - cut wastage, spend public funds prudently, hire competent staff, ensure transparency and accountability.
Ensure sound financial management and accounting, and prudently manage resources to sustainably deliver services and bring development to communities.
Build and maintain sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.
B.3.1.5 OPERATION CLEAN AUDIT
Operation clean audit is a government initiative aiming at giving support to local municipalities to ensure clean audits, transparency and improved service delivery. The municipality identifies the need to have a clean audit as one of their strategic objectives. It is envisaged that this will be achieved through the creation of awareness in order to improve cooperation from all departments, as well as to ensure that the municipality achieves all the interventions in respect of Municipal Financial Viability & Management, as they will have a huge impact in the audit findings.
B.3.1.6 LOCAL GOVERNMENT MANAGEMENT IMPROVEMENT MODEL
The Local Government Management Improvement Model (LGMIM) is a management information tool for the management of municipalities to reflect upon their operational and management practices and focus on gaps that might exists in order to improve service delivery. The LGMIM focuses on the following:
Integrated Planning and Implementation;
Service delivery;
Human Resource Management;
Financial Management;
Community Engagement; and
Governance.
B.3.1.7 NATIONAL INFRASTRUCTURE PLAN
National Government adopted a National Infrastructure Plan in 2012. The intention of the plan is to transform the economic landscape of South Africa, while simultaneously creating significant numbers of
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new jobs, as well as to strengthen the delivery of basic services. The plan identified 18 Strategic Integrated Projects (SIP), which were adopted by Cabinet.
SIPs of specific importance for eMadlangeni include the following:
SIP 11 is crucial for predominantly rural municipalities and emphasise investment in agricultural and rural infrastructure. This allows for growth in production and employment from both small-scale farming and rural development.
SIP 18: Water and Sanitation Infrastructure. SIP 18 is a ten-year plan that seeks to address backlogs in water supply and basic sanitation to households. This will help serve social needs through efficient basic service delivery.
B.3.1.8 MEDIUM TERM STRATEGIC FRAMEWORK (2014-2019)
The Medium-Term Strategic Framework is a strategic five-year implementation plan for the 2014- 2019 electoral term. It sets out actions and targets for government within the five-year period. Furthermore, it aims to ensure policy coherence, alignment and coordination across government plans and alignment with budgeting processes. It forms part of the key implementation framework for the NDP and is structured around the 14 key outcomes of the NDP. Noteworthy, the framework has two overarching strategic themes; radical economic transformation and improving service delivery, which encapsulates its priorities and their translation into the fourteen key outcomes of the NDP. The framework calls for local government that is responsive, accountable, effective and efficient.
B.3.1.9 STATE OF THE NATION ADDRESS
On the 07th of February 2019, The President of South Africa, Cyril M. Ramaphosa delivered The State of The Nations Address at the joint sitting of Parliament in Cape Town. The following key points were highlighted:
The president committed to ‘cure our country of the corrosive effects of corruption’ and further acknowledge that corruption and misstatement have severely damaged many state-owned companies.
Restore South Africa’s State Owned Enterprises (SOEs) to health, by closing fiscal gap, stabilizing debt and creating jobs especially for the youth
The president listed five tasks that underpin everything government does this year.
Accelerate inclusive economic growth and create jobs
Improve the conditions of life for all South Africans, especially the poor
Improve education system and develop the skills we need now and into the future
Step up the fight against corruption and state capture
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TABLE 4: IDP ALIGNMENT WITH NATIONAL POLICY AND PRIORITIES
NATIONAL POLICY AND PRIORITIES IDP ALIGNMENT
Sustainable Development Goals The municipality agri-village project and food are aimed at eliminating poverty The ELM is also looking at alternative energy source to endure the provision of service infrastructure to areas in need.
Constitution of the Republic of South Africa Act, The IDP addresses challenges within the Act No. 108 of 1996 municipality to ensure the fulfilment of rights enshrined in the constitution, i.e. housing, services, education, health etc. eMadlangeni municipality holds itself to the fulfilment of the five objects of local government as ascribed by the constitution The development of the municipality’s IDP is also in fulfilment of the powers and functions of municipalities as ascribed in section 156 and schedule B of the Constitution.
National Development Plan 2030 eMadlangeni LM has developed an LED Strategy that identifies areas and programmes that will promote economic growth and development.
The 14 National Outcomes(Outcome 9) The municipality has implemented a number of community programmes addresses the Outcome 9 The SDBIP indicates the projects to be undertaken by the municipality and all stakeholders to be involved in these as well as budget indication for these projects.
Local Government Back to Basics The municipality has put in place interventional measures that address the basic services backlogs, The ELM will develop a communication strategy that guides on how to engage and
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promote good governance & public participation. The municipality has also identified certain areas to assist with improving its financial management and institutional capacity
National Infrastructure Plan The municipality has identified priority areas in need of water and sanitation infrastructure. The municipality has also identified alternative energy sources to meet service delivery targets in electricity supply
B.4 PROVINCIAL POLICY CONTEXT AND PRIORITIES
B.4.1.1 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY
The PGDS presents a long-term vision and outlines a strategic growth and development agenda for the province. It provides the province with a 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 (PGDS, 2016). The municipality’s role within the provincial development agenda of the PGDS is noted in the economic, environmental and social position it is located within the strategy.
Concomitant attention is also 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.
TABLE 5: PGDS GOALS PGDS STRATEGIC GOALS APPLICATION The municipality is facilitating the development of an Amajuba FET Human Resource College satellite branch and the development of crèches to promote Development early childhood development. Inclusive Economic The municipality focuses on the implementation of the Extended Public Growth Works Programme. There is also a focus on the implementation of the Community Work Programme, promotion of SMME’s and Cooperatives Infrastructure, investment and development and the promotion of mining activities. The municipality aims to focus on the constructing and maintaining Human and Community
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PGDS STRATEGIC GOALS APPLICATION Development access roads, to encourage and facilitate participation in Operation Sukuma Sakhe and the implementation of EPWP and CWP. Capital budget to fund the development of tourism and agriculture as Strategic Infrastructure well as transport and service infrastructure. Promoting solar powered energy and green building. Environmental Sustainability At a district level there is an IGR structure formed wherein the MM’s Governance and Policy meet to discuss matters relating to the municipalities. Fraud & corruption strategy is in place. Transparency is being promoted through the public participation strategy/policy that is in place, and the community is engaged in processes undertaken by the municipality and the municipality plays the accountability role to the local community. The municipality’s SDF and LUMS are in place to guide the allocation Spatial Equity and utilisation of human and environmental resources towards sustainable growth and development, and they are being reviewed annually.
B.4.1.2 KZN PROVINCIAL GROWTH AND DEVELOPMENT PLAN
The PGDP is an implementation Framework for the province. The main purpose of this PGDP document is to enabling the province to measure its progress in achieving the accepted growth and development goals.
B.4.1.3 PROVINCIAL SPATIAL ECONOMIC DEVELOPMENT STRATEGY (PSEDS) (2016)
The KZN PSEDS is a framework for prioritization of spatial economic development initiatives in the province. The 2007 version of the strategy is currently under review to be updated to align with the changing policy environment in the country and with the trends and patterns that have characterized the province since then. This review has resulted in the identification of new nodes and corridors for prioritization. These include the identification of the R34 as part of the economies of scale corridor as a result of its diverse services to international, national and provincial clients (link to Richards Bay Port).
B.4.1.4 STATE OF THE PROVINCE ADDRESS
The Honourable Premier of the KwaZulu- Natal Province, Mr. TW Mchunu delivered the State of the KwaZulu-Natal Province Address (SOPA) on the 27 February 2019. The Premier aligns this address with the strategic direction provided by the country’s State of the Nation Address. The SOPA outlines the provinces performance in the ending financial year, 2018/19, and sets imperatives and direction for growth and development for the new financial year, 2019/2020. The theme of the 2019 State of the Province Address is therefore:’ we are ready to hand over the baton, firmly focused on a smooth transition towards even better and faster growth and development of our Province and its people’
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The Premier highlighted, among others, issues regarding recent downgrades of our country and some of its key infrastructure delivery entities. Youth unemployment which exacerbates poverty levels in our province since 2015, and economic growth has weakened. SOPA 2019 focus on job creation and the empowerment of youth and women, in this regard progress will be outlined in relation to the provision of social services and economic infrastructure such as housing, roads and clinics, water, electricity and sanitation.The province will contribute by ensuring that it implements good governance practices linked with sound and prudent financial and fiscal management, leading with integrity that create climate conducive for investment confidence.
B.5 LOCAL POLICY CONTEXT AND PROGRAMMES
B.5.1.1 AMAJUBA DISTRICT GROWTH AND DEVELOPMENT PLAN
The Amajuba District Growth and Development Plan is intended to translate the Provincial Growth and Development Strategy into a more localized and implementable plan at a district level. It identifies a number of strategic objectives and then details the strategic programmes and key intervention areas required to ensure the realization of those objectives. Furthermore, it also maps out the spatial vision for the district and details the various key elements forming part of the spatial vision. These spatial development elements identified at a district level will inform the eMadlangeni IDP.
B.5.1.2 DISTRICT AND LOCAL INTEGRATED DEVELOPMENT PLANS AND SPATIAL DEVELOPMENT FRAMEWORKS
Amajuba District has a reviewed IDP (2018/19) that essentially sets the development vision and objectives for the District. The IDP addresses 6 Key Performance Areas that ensure the holistic development of the municipality. The municipality’s SDF forms part of the IDP and translates the spatial development vision of the municipality.
Accordingly, eMadlangeni Municipality also has an IDP (2018/2019). The current IDP (2019/2020) that is being reviewed is for the third year of the forth cycle. The 2019/2020 IDP will build on the 2019/2020 IDP while addressing the spatial, social, environment and political changes that have taken place within the municipality. In addition to the municipality’s SDF which forms part of the IDP, the municipality also has sector plans to address sectoral development. These sector plans include; Local Economic Development Plan, Disaster Management Fire and Rescue Plan, Agriculture Master Plan, etc. The sector plans inform the IDP and the SDF.
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C. SITUATIONAL ANALYSIS
C.1 DEMOGRAPHIC CHARACTERISTICS
Statistics South Africa has released the 2016 Community Survey results. This information was used to analyse the trends in demographic and social economic profiles. The 2001 and the Census 2011 as well as the 2016 Community survey data was then used to compare trends and patterns within the municipality.
C.1.1 POPULATION SIZE AND GROWTH
TABLE 6: DISTRICT POPULATION GROWTH TRENDS Municipality Population Population Share of District Extent Growth (% p.a.) population (km²) 2001 2011 2016 2001-2011 2011 2016 Newcastle LM 1 855 332981 363236 389 117 0,87 75.67% 72.67%
EMadlangeni LM 32277 34442 3 539 36 869 0,65 6.89% 6.94%
Dannhauser LM 1 516 102779 102161 105 341 -0,06 20.44% 19.83%
Amajuba DM 0,66 6 911 468036 499839 531 327
Source: Statistics South Africa, Census 2011
C.1.2 POPULATION DISTRIBUTION
FIGURE 1: POPULATION GROWTH AND DISTRIBUTION
Population Distribution 36869 40000 34442 35000 30000 25000 20000 15000 7701 10000 4941 6030 6005 5554 4211 5000 0 Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Total Total (2011) (2016)
Statistics South Africa, Census (2001 & 2011) & Community Survey 2016
In August 2016, the Municipal Demarcation Board delimited eMadlangeni municipality into 6 wards. In 2011, eMadlangeni’s population was approximated at a total of about 34 442 people. According to the 2016 community survey, the total population in the municipality was recorded at approximately 36 869 people.
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C.1.3 HOUSEHOLD SIZE
According to the Census 2011 data, the number of households in eMadlangeni was 6252, which increased by 415 households to 6667 households in 2016. This indicates that as the number of households increase so does the average number of households. This is could be a result of in-migration into the area due to job transfers or a new dwelling for the household. The average household size is illustrated in the figure below.
FIGURE 2: AVERAGE HOUSEHOLD SIZE
Average Household Size 5.6 5.5 5.5 5.4 5.3 5.2 5.2 5.1 5 2011 2016
Source: Statistics South Africa, Census 2011 & Community Survey 2016
C.1.4 POPULATION GROUPS
FIGURE 3: POPULATION GROUPS
Population Groups 40000 33899 35000 31920 30000 25000 20000 15000 10000 5000 1968 2603 NumberIndividuals of 431 367 42 0 82 0 Black african Coloured Indian/asian White Other
2011 2016
Statistics South Africa, Census 2011 & Community Survey 2016 The population groups in eMadlangeni comprises of four categories; Black African, Coloureds, Indians/Asians, White and Other groups that do not fall within any of the other four categories. Majority of the population is made up of Black Africans, most of whom reside in the rural settlements of the municipality. In 2011, the municipality’s population comprised of 92.68% of Black Africans while the number of White people in the area increase by 1.35% from 5.71% in 2011 to 7.06% in 2016. EMADLANGENI LOCAL MUNICIPALITY FINAL IDP 2019/20 JUNE 2019
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C.1.5 AGE DISTRIBUTION
According to the Statistics South Africa 2016 Community Survey data, the age structure of the population reveals a generally young population (see figure 2) with a large portion falling below the age of 35 being 74.38%. The needs of this generally young population thus become important and it has implications on the provision of educational facilities, social welfare and the stimulation of the economy to provide job opportunities and economic development for the economically active portion of the population.
FIGURE 2: AGE DISTRIBUTION
Age Distribution
16000 14228 14000 13197 12349 12074 12000
10000 8271 7142 8000 2011 6000 2016 4000 2303
Numberindividuals of 1748 2000 0 0–14 15–34 (Youth) 35–64 65+ (Elderly) (Children (Adults) Source: Statistics South Africa, Census 2011 & Community Survey 2016
C.1.6 GENDER PROFILE
EMadlangeni’s population is also characterised by a predominant female population, representing 51.93% of the total population. In 2011, the gender distribution within the municipality comprised slightly of more males than females where males accounted for 50.77% of the population. Between 2001 and 2011 majority of the households in eMadlangeni were male-headed at 67.45% and 61.24%, respectively. Although there are more male-headed households, efforts should be aimed at assisting and empowering women as the number of female-headed household increases.
FIGURE 4: GENDER DISTRIBUTION
Gender Distribution 19500 19145 19000
18500 18000 17724 17486 17500 Male 16956 17000 Female 16500 EMADLANGENI16000 LOCAL MUNICIPALITY FINAL IDP 2019/20 JUNE 2019 15500 2011 2016 P a g e | 33
Source: Statistics South Africa, Census 2011 & Community Survey 2016
C.1.7 KEY FINDINGS
The municipality’s demographic trends reveal the following key findings: EMadlangeni has been experiencing a steady increase in population size since 2001. The implications for this includes, service delivery in terms of housing and service infrastructure especially.
The municipality has a generally young population with approximately 73.48% of the population falling under the age of 35. This has implications for education, youth facilities and the creation of job opportunities.
A majority of the households in the municipality are male-headed. There are slightly more females than males according to the 2016 community survey data by Statistics South Africa
The population is made up of 91.94% of Black Africans while the percentage of White people was recorded at 5.07% in 2016. Other population groups are less represented within the municipality.
Between 2001 and 2011, ward 2 has recorded the lowest population number, it coincidently includes Utrecht town which is the Primary node of EMadlangeni.
Changes in household size can be attributed to circular migration.
C.2 SPATIAL ANALYSIS
C.2.1 REGIONAL CONTEXT
EMadlangeni Municipality (KZN 253) is one of three local municipalities within Amajuba District Municipality. It is the largest local municipality in the District in terms of geographical size measuring at 3 539 Km². The municipality covers the central regions of Amajuba District on the north-western parts of KwaZulu-Natal.
The major transportation route within the municipality is the R34. The N11, which borders a small section of the municipality on the western portion, connects the municipality to outer areas of Newcastle and Volksrust. The R34 runs through the district and divides the municipality into north and south regions. The northern region includes Utrecht, Groenvlei and Blue Mountain while the southern region includes Kingsley. The R34 further connects to the R33 on the south linking the municipality with Dundee.
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Municipality Extent (km²) Newcastle Local Municipality 1 855
EMadlangeni Local Municipality 3 539
Dannhauser Local Municipality 1 516
Amajuba District Municipality 6 911
TABLE 7: DISTRICT MUNICIPALITIES
C.3 ADMINISTRATIVE ENTITIES
As of August 2016, EMadlangeni municipality comprises of 6 wards as indicated on Map 3. The municipality has 5 traditional councils namely; Ndlamlenze Traditional council, Amantungwa Traditional Council, Thekwani Traditional Council, Mgundeni Traditional Council and Mbatha Traditional Council.
C.4 STRUCTURING ELEMENTS
The municipality’s main structuring elements should be acknowledged as follows:
R34 runs through the municipality linking it to Newcastle and Vryheid. The R34 also provides linkages between Free State and the port in Richards Bay.
Rivers and Wetlands: There are three wetlands found in EMadlangeni, namely; Groenvlei, Boschoffvlei and Blood River Vlei.
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MAP 2: LOCALITY WITHIN KZN
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Topography: The municipality is characterised by vast land accommodating a range of scattered settlements. The majority of the municipal area is made up of moderate to gentle slopes while the northern region contains the steepest terrains in the municipality where altitudes increase to 1,900m above sea level (SDF 2016/17: 33). Coincidently, the northern region is where the Balele Mountains are located.
Dams: The Zaaihoek Dam on the north which forms part of the Groenvlei wetland system.
C.5 EXISTING NODES AND CORRIDORS
Nodes and corridors are significant structuring elements that allow for the concentration of activities and land uses. The development of nodes enforces easy access to opportunities, services and social facilities. Corridors are linking networks between nodes and are areas where a high intensity of development would occur and be encouraged. The level of intensity of nodes depends on their size and their relation to corridors. In turn, corridors also influence nodes in terms of mobility and access and they include access to public transport.
C.5.1.1 DEVELOPMENT CORRIDORS
The R34 is a Primary/major movement corridor within the municipality. It links to the N11 on the western portion, connecting EMadlangeni with Newcastle and Volksrust. The R34 also connects EMadlangeni with Vryheid in a south-eastern direction via the R33.
Secondary movement corridors within the municipality include the following:
The R33 (P43-2) links Emadlangeni to Dundee and Vryheid. It also intersects with the R34 Primary corridor at Blood River.
The P483 road links EMadlangeni with Osizweni and Emadadeni. The P483 is also a Mixed Activity Corridor links EMadlangeni to Osizweni, Madadeni and western parts of Newcastle.
P43: this road connects the town of Utrecht with Groenvlei on the north and links to the R543 connecting EMadlangeni with Wakkestroom in the Mpumalanga province.
The P308 connects to the P43 linking Groenvlei and the Town of Utrecht.
The P42 provides access to the north western settlements within the municipality. It also links to the P215 which connects the north western settlements to Wakkestroom and Volksrust via the R543 in the Mpumalanga province.
The P269 links Groenvlei and Nzima settlement on the northern portion of Emadlangeni. It also links Groenvlei to the Zaaihoek Dam and Zaaihoek settlement.
Tertiary corridors within Emadlangeni include; The P279 which links Blue Mountain to Ingogo rural settlement in Newcastle.
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The P332 provides access to the biodiversity region on the northern quadrant of the municipality and access to Edumbe municipality.
There is also a tertiary corridor that runs in a north-south direction where it intersects with the P269 and links Groenvlei to Zaaihoek.
C.5.1.2 DEVELOPMENT NODES
C.5.1.2.1 PRIMARY DEVELOPMENT NODE: UTRECHT
Utrecht serves as the municipality’s primary development node and plays an administrative and economic role within the municipality. The node offers a great variety of services and accommodates a diversity of land uses.
C.5.1.2.2 SECONDARY DEVELOPMENT NODES
Three secondary nodes are identified in EMadlangeni and include; Groenvlei, Vaalbank/Berouw and Kingsley. Secondary nodes provide supporting services to surrounding settlements and have higher order services compared to tertiary nodes. These are developed with supporting services which are smaller in scale but critical for surrounding communities including; clinics, schools, police stations, regional offices and commercial activities.
Groenvlei is located on the north of Utrecht and is linked to Wakkerstroom in Mpumalanga and Paulpietersburg in Edumbe municipality. The node is supported by basic services including a Police Station and a clinic.
Vaalbank/Berouw is located on the west of EMadlangeni along the P483. The area is a land reform settlement and lies in close proximity to the Dicks cluster in Newcastle. The settlements is equipped with a filling station and is also the home to the Amantungwa Tribal Court.
Kingsley is located on the south of the municipality and is linked to Utrecht via the R34. It lies along the R33 which links it to Dundee and Blood River. The node also has basic services such as a police station
C.5.1.2.3 TERTIARY DEVELOPMENT NODES
Tertiary development nodes are sub-service satellites that deliver supplementary service to surrounding communities. These nodes provide services to the local rural community and surrounding settlements. They include Reserve, Zaaihoek and Nzima. Reserve: is a land reform settlement located on a farm in ward 4. The node has the potential to serve surrounding settlements especially to the north. The area is currently experiencing growth pressures resulting in the northward growth towards Volksrust. Reserve has a primary school while other social facilities are limited in the area. As a result, the community makes use of facilities in the neighbouring settlement areas of Volksrust.
Zaaihoek: is located in ward 4 on portion 7 of the farm 377. It is under the traditional leadership of iNkosi uShabalala. The settlement has a tribal court, a primary school, a community hall and sports grounds.
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Nzima: is a settlement located on the upper eastern portion of the municipality within ward 1. The settlement is under the traditional leadership of iNkosi Nzima. A tribal court and a school are found in the area while other social facilities are lacking.
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MAP 3: MUNICIPAL CONTEXT
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MAP 4: ROAD NETWORK
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C.6 BROAD LAND USES
C.6.1.1 COMMERCIAL AGRICULTURE
Commercial agriculture accounts for the largest land use in the municipality, covering approximately 9.36% of the total municipal area. A concentration of commercial agriculture rests in pockets on the western portion of the municipality. There is also a concentration of commercial plantations on the eastern region of the municipality.
C.6.1.2 SETTLEMENTS
Settlements in the municipality are largely rural in nature. Urban settlements include the nodal areas of Utrecht, Groenvlei and Kingsley and accounts for a small share of 0.12% of the total municipal area.
C.6.1.3 ENVIRONMENTAL AREAS
A large portion of the municipality is covered by grassland. Environmental areas also include conservation areas which have ecological and economic importance as a result of their function. These include water courses, wetlands, grasslands, open spaces and other natural habitats. Furthermore, this use zone provides for the protection and conservation of ecologically significant areas, culturally significant areas and natural habitats. Environmental uses/area are scattered across the municipal area and account for the largest percentage of the total municipal area.
C.7 LAND OWNERSHIP
Land ownership in eMadlangeni falls within the state, Ingonyama Trust, Communal Trust, state land and privately owned land. Majority of the land in the municipality is privately owned, where private ownership includes individuals, families and trusts. The municipality owns a very small percentage of land within the eMadlangeni area. Ingonyama Trust owns a small percentage of land of land within the municipality.
C.8 LAND REFORM
There are a number of land reform projects within the municipality, these include; land redistribution, labour tenants projects and land redistribution projects. Map 6 indicates the land reform projects within the municipality.
C.8.1.1 LAND REDISTRIBUTION
Many of the land redistribution projects in eMadlangeni are located in service satellites and service sub- satellites centres. The locality of satellites and sub-satellites have been determined by the land-reform
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processes and not by spatial or environmental planning and may thus not be located in the most “environmentally suitable” areas. The following three settlements area have been identified as land reform projects:
The Groenvlei settlement is located in close proximity to a major wetland;
The Amantungwa settlement is located in close proximity to the Boschoffsvlei; and
The Mabaso community is located in a mist belt grassland area, an area of high erodibility, along the Bivane River.
The future growth of these settlements will have to be within the regulations of Environmental Management policies and procedures including Environmental Impact Assessments and Environmental scoping to prevent encroachment onto priority areas.
C.8.1.2 LABOUR TENANT PROJECTS
Most of the land reform projects include those registered by people living on individual farms. These are primarily located on the western region of the municipality, largely in wards 5 and 4
C.9 LAND CAPABILITY
EMadlangeni comprises of good to moderate agricultural land potential. There is a small segment on the eastern and south central portions of the municipality which runs in a band that have very restricted agricultural potential. The western, south central and north central portions have good agricultural potential (see map 7).
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MAP 5: LAND OWNERSHIP
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MAP 6: LAND REFORM WITHIN EMADLANGENI
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MAP 7: AGRICULTURAL POTENTIAL
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C.10 ENVIRONMENTAL ANALYSIS
C.10.1 BIODIVERSITY AND PROTECTED AREAS
C.10.1.1 KEY HYDROLOGICAL FEATURES
The main rivers within the eMadlageni Municipal area include the Phongolo River, Slang River, Bivane River and Pandana River which flow through the northern portions around Gronvlei and Mabaso (see map 8). The western and central portions are traversed by the Doringspruit, Kweekspruit, Washbankspruit and Dorspruit Rivers which share a common root on the south eastern segment of Utrecht. The eastern and southern segments are home to the Tiyna River, Buffels Rivers and its tributary Eerstelingspruit which connects near Endumeni on the south in the neighbouring Umzinyathi District Municipality. The Bloed River flows through the south eastern side, into the Bloed Dam, and then out through the southern boundary. Most of these rivers fall within the free flowing rivers category, as they mostly follow their natural flow path created within the undulating terrains.
EMadlangeni has three significant wetlands; the Boschoffvlei, Groenvlei and the Blood River vlei. The Zaaihoek Dam located on the north eastern region of the municipality forms part of the Groenvlei wetland system. There are also wetlands systems to the west of the municipality within the Kweekspruit and Doringspruit river systems in Ward 5. Wetland areas as well as areas within 100m of the river banks should be excluded from active development. In order to preserve the significant functionality of these hydrological bodies within the catchments, it is advisable to conserve these areas as open spaces in all spatial plans that may be developed (see map 8).
C.10.1.2 CATCHMENTS
The Amajuba district has an extensive system of rivers and tributaries, which fall within the uThukela and Phongola catchments. The main Thukela catchment covers the majority of the District and is drained in a southerly direction by the Buffalo River and several tributaries including the Ngogo Ncandu, and Ngagane Rivers to the south and the Slangspruit, Dorpspruit, Doringspruit and Wasbank Rivers to the north. The Phongola catchment predominantly falls within the Zululand District, but also includes the high lying area along the north-western border of Amajuba. The Amajuba section of this catchment is drained by the Bivane River, and forms the headwaters of the uPhongolo River (Agriculture master plan 2016/17).
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MAP 8: WATER SYSTEMS
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MAP 9: CRITICAL BIODIVERSITY AREAS
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C.10.2 BIODIVERSITY AREAS
Biodiversity refers to the diversity of plants and animals (living things) that occur in a given area. These plants and animals interact with the physical elements (the soils, water, and atmospheric conditions) of the given area in such a manner that the various living and non-living components of that area maintain a suitable living environment for all the components of that environment. The resulting suitable environment provides various benefits for people and communities that live in the area.
The Ezemvelo KZN Wildlife uses Critical Biodiversity Areas (CBA) maps to analyse the terrestrial biodiversity priorities regions within the province. The CBA identifies areas with irreplaceable status and optimal status. Irreplaceable areas are areas containing specific biodiversity resources or species, and area therefore necessary to be kept intact to maintain their functionality. Within Emadlangeni areas with irreplaceable CBA status are located on the north eastern region covering the settlement areas of Mabaso, Nzima and Groenvlei. There are also portion on the extreme north western region of the municipality that are identified as Irreplaceable CBA areas, and cover the settlement areas of Reserve and those surrounding the Zaaihoek Dam (see map 9).
Area that area identified as Optimal CBA areas area where biodiversity needs can be met the most without taking more land space from other uses. Optimal CBAs are located across the municipal landscapes mainly on the western and south eastern regions of the municipality (see map 9).
C.10.3 PROTECTED AREAS AND STEWARDSHIP SITES
Emadlangeni municipality has three nature reserves which are formally protected. These are all located in the central region of the municipality and include Utrecht Town Park, Emlwane Game Park and Balele/Enlanzeni Game Park (see map 10). Private nature Reserves account for 37.79% of protected areas, while 4.18% is community conservation areas. The municipality has one stewardship site, the Mabaso stewardship site (see table 8). Stewardship areas are areas that have been negotiated for stewardship programmes but have no final landowner agreement or gazetting through NEMPA. Stewardship areas accounts for 58.03% of the total protected areas within the municipality.
TABLE 8: PROTECTED AREAS
Type of Protected Area Area (ha) Percentage (%)
Private Nature Reserves 6950.9 37.79&
KZN Community Conservation Are 768.5 4.18%
Stewardship areas 18391.3 5.20%
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MAP 10: PROTECTED AREAS
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C.10.4 VEGETATION
The KZN version of the vegetation classification, (Jewitt, 2011) indicates that the municipal area is covered by seven main vegetation types. These include the Wakkerstroom Montane Grassland, found mostly on the mid to northern sections of the municipal area, the Paulpietersbug Moist Grassland found mostly along the eastern boundary. The south western segment is mainly covered by the Income Sandy Grassland with an intrusion of the KwaZulu-Natal Highland Thornveld around Rodekop and its surroundings
Of the major vegetation types occurring within the municipal area, only the Eastern Mistbelt Forest is listed as endangered. Three are listed ad vulnerable while the other four are listed a least threatened. The conservation status of the vegetation types within the municipal. Table 9 lists the type of vegetation within the municipality and their vegetation status.
Name KZN Biome Conservation Remaining Conservation Protecti target (%) natural status on
TABLE 9: CONVERSATION STATUS OF VEGETATION TYPES
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(2008) status in KZN
Amersfoort Highveld clay Grassland 27% 65% Least 0% Grassland Threatened Eastern Mistbelt forest Forest 66.5% 67.4% Endangered 14.0 Income Sandy Grassland Grassland 23% 46.2% Vulnerable 0% KwaZulu-Natal Highland Grassland 23% 62.7% Least 1.8% Thornveld Threatened Low Escarpment Moist Grassland 23% 88% Least 1.7% Grassland Threatened Northern Kwazulu-Natal Moist Grassland 24% 56.5% Vulnerable 1% Grassland Paul Pietersburg Moist Grassland 30.31 42.7% Vulnerable 0.8% Grassland Wakkerstroom Montane Grassland 27% 86.4 Least 0.1% Grassland Threatened Fresh water Wetlands (Eastern Azonal 24% 58.8% Vulnerable 0.6% Temperate Wetlands) Wetlands
Source: KZN Vegetation Description, 2011
C.10.5 ENVIRONMENTAL MANAGEMENT
C.10.5.1 ENVIRONMENTAL GOVERNANCE
The environmental management systems in eMadlangeni has the potential to drive change and create desirable outcomes for people and the environment, specifically those that will uphold the principles of sustainable development.
Environmental governance is defined as “the exercising of authority over the use and management of natural resources, and the environment. It is essentially about making decisions and about who makes decisions. It includes rules, processes and behaviours that affect the manner in which decisions are made. These decisions ultimately determine whether the environment is harmed or improved” (DAERD, 2010). Environmental management is provided for in the municipality’s sector plans where developments with the potential to negatively affect the environment and environmentally sensitive areas are discouraged. The delineation of an urban edge is also a spatial tool the municipality can utilise to curb the encroachment of development into environmentally sensitive areas.
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C.10.5.2 CLIMATE AND CLIMATE CHANGE
Climate change impacts affect disaster management, infrastructure and human settlements in several ways in Emadlangeni Municipality. The increase in the severity of storm events and increase in flooding damage infrastructure which may result in service delivery disruptions. The impacts of storm events particularly affect communities located in informal settlements, on flood plains and where there is poor drainage infrastructure. In addition, communities in rural areas that depend on subsistence farming may be unable to grow crops that they have grown in the past due to the changing climate. It is predicted that there will therefore be an increase in rates of rural-urban migration. Rural communities may also become more physically isolated due to extreme events impacting on key infrastructure (Amajuba district climate change vulnerability assessment and response plan, March 2018, version 2).
As climatic changes increase average temperatures and rainfall variability (such as extended periods of drought), human settlements may express a higher demand for cooling appliances and access to water (Department of Environmental Affairs 2015). Additionally, contrasting extreme weather (such as severe storms and flash floods) may induce the displacement of people and settlements, increase public health risks, and escalate pressures on rural and urban infrastructure and transport systems (Department of Environmental Affairs 2015). Major climatic risks in the municipal area include: drought, floods, severe storms (strong wind, heavy rain, lightning) and veld fire hazards. Regarding veld fires specifically, the entire municipal area has an extreme veld fire risk (Department of Agriculture, Forestry and Fisheries 2010).
C.10.5.3 IMPACT OF CLIMATE CHANGE
Climate change is a global phenomenon that brings about varying impacts on a region’s ecosystems. Climate change can potentially affect the biodiversity integrity of a region and heighten the risk of extinction of some species. The municipality has been affected with climatic changes which is evident in the drying up of rivers in some parts of the area. The municipality has implemented the following programmes to contribute towards climate change mitigation and adaptation:
. Climate Change Mitigation Identification of flood lines and environmentally sensitive areas eg wetlands; Encouraging communities not to settle on floodplains; In process of establishing ‘buy-back’ centre in Ward 2 , Bensdorp for recycling; and Waste management plan developed, in process for approval and adoption by Council
. Climate Change Adaptation Creation of fire breaks to the most vulnerable communities; Continuous climate change education& awareness campaigns to communities and schools; and Installation of lightning conductors
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C.10.6 STRATEGIC ENVIRONMENTAL ASSESSMENT
There is currently no Strategic Environmental Assessment in place within eMadlangeni Municipality. Environmental characteristics and measures towards environmental management are however, elaborated on in the SDF. Amajuba district has an Environmental Management Plan to address environmental issues within the district. The primary aim of the Amajuba Integrated Environmental Programme should be to provide the high-level environmental analysis for the district including the local municipalities (Amajuba District SDF).
C.10.6.1 TOPOGRAPHY
The municipality is characterised by undulating hills on the north and north eastern portions associated with the Balele Mountains (see map 11). Rivers and valleys span the entire municipal areas and these are critical water catchments within the municipal area. The settlement pattern in the municipality tends to follow resources and infrastructure such as roads. Due to the spatial nature of the municipality the provision of service infrastructure to these areas becomes a challenge with regards to costs. The settlements on the north tend to grow in a northern direction towards Wakkerstroom while settlements on the west tend to growth in a western direction towards Osizweni.
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MAP 11: TOPOGRAPHY
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C.10.6.2 ENVIRONMENTAL (BIOPHYSICAL) ISSUES
Land degradation: Changes in the fertility of arable soils and an increase in soil erosion and vegetation degradation are all contributing factors to environmental degradation. Data on land degradation within the municipality indicates that a very large portion of the area remain untransformed. The eastern portions (area covered by plantations), and western areas (areas covered by commercial agriculture) of the municipality have been transformed (see map 10).
Climate Change: the municipality is not immune to climate change. The effect of global warming are being felt globally and the recent drought has compromised the municipality’s water resources. This is evident in the drying of some of the rivers within the municipality. the implications for this is that households relying rivers as water sources are left in a state of despair and it also endangers animal species in these river systems. The effects of climate change can potentially compromise the agricultural output and ultimately reducing productivity in a region.
Topography and Settlement: eMadlangeni is characterised by mountainous, undulating terrain to the north (see map 9). The terrain influences the drainage trends and patterns in the landscape, which in turn influence settlement patterns.
Protected Areas: As an effort towards ensuring the availability of terrestrial biodiversity resources, Ezemvelo KZN Wildlife has identified critical biodiversity areas within eMadlangeni (see map 11 &12). EMadlangeni has a number of formally protected areas (formally protected by law) and conservation areas. Biodiversity conservation is often perceived to conflict with economic and social needs, it is thus necessary to ensure that biodiversity conservation is managed in a manner that will not arbitrarily affect people or environmental resources.
Protection of agricultural land: the protection of agricultural land and resources cannot be overstated. Taking into account that the municipality has good agricultural potential and that agriculture is one the municipality’s biggest sectors, the protection of agricultural land should be one of the municipality’s primary priority.
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C.10.7 SPATIAL AND ENVIRONMENTAL: SWOT ANALYSIS
STRENGTHS WEAKNESSES
Inadequacy of basic services
The municipality is rich in biodiversity resources Lack of accessibility
Environmental management is provided for in Poor protection of grasslands the SDF Poor preservation of agricultural land Good agricultural potential Lack of agricultural infrastructure to support Land reform projects small-scale farmers in rural areas
Mountainous/steep terrain
Land degradation
OPPORTUNITIES THREATS
Good climate Lack of food security
Tourism potential Climate change
Availability of the Zaaihoek Dam Settlement encroachment into sensitive areas
At local level the municipality has good air Land degradation quality Alien invasive species Intensive agricultural development Mining impact on biodiversity Development of a Strategic Environmental Poor water quality Assessment.
Development at key points along development corridors
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MAP 12: LAND DEGRADATION
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C.11 DISASTER MANAGEMENT
C.11.1 MUNICIPAL INSTITUTIONAL CAPACITY
The Municipality has established the disaster management, fire and rescue services unit in January 2015 which is operating in one of the municipal buildings at 44 Scheepers Street, Utrecht. The unit operates fully from Mondays-Fridays and it is on standby after hours, weekends and holidays. The municipality was registered with the fire protection association (FPA) in April 2016. The Municipal bylaws to regulate internal fire were developed and approved in July 2015-Provincial Governmental Gazzette no 1461 and need enforcement. The Municipal Disaster Management Advisory Forum (MDMAF) was established in July 2015 and comprises of all relevant stakeholders of disaster management within the municipal area. The MDMAF sits quarterly and when there is a need to coordinate strategic issues related to disaster management.
C.11.2 RISK ASSESSMENT
The Municipality is mostly threatened by veld-fires; structural fires; lightning; strong winds; heavy rains; and flash floods. These hazards occur at certain risk levels throughout the municipality, where some areas are at a higher risk of certain hazards compared to other areas in the municipality. The entire municipal area faces extreme vulnerability to veldfires. The lightning strikes have increased from 2017 to date. Lightning poses a hazard to people and livestock, and can cause expensive damage to infrastructure
Veldfires Hazard Map Structural Fires Hazard Map
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Lightning Hazard Map Strong winds Hazard Map
Heavy rains Hazard Map Floods Hazard Map
C.11.3 DISASTER MANAGEMENT STRATEGY
The Municipal Disaster Management Plan (DMP) was developed and adopted by the Municipal Council in May 2018. The DMP will be reviewed in 2021. The DMP has the following objectives:
. Prevention and mitigation of disaster risks;
. Preparedness for effective response to disasters;
. Minimize loss and property damage; and quick recovery from the impacts.
The Disaster Management Sector Plan reflecting the disaster risks, disaster risk reduction, climate change issues, and funding arrangements is attached.
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C.11.4 RISK REDUCTION AND PREVENTION
Disaster risk reduction programmes/projects provide for prevention and mitigation strategies have been compiled through the disaster risk assessment participative process.
NAME OF THE PROJECT BUDGET TARGETED AREAS DATE
R11 000,00 Emadlangeni LM July & Oct 2019; Municipal Disaster Management Jan & April 2020 Advisory Forum meetings R130 000.00 All six wards December 2019 Installation of lightning conductors R 300 000.00 All six wards July 2019 Fire equipment & creation of fire breaks R280 000.00 Emadlangeni LM September 2019 PPE and relief interventions R 48 000.00 All six wards July 2019 – June 2020 Training of communities R30 000.00 All six wards December 2019 Awareness Campaigns flyers R 30 000.00 All six wards July 2019 – June 2020 Awareness Campaigns
MAPS REFLECTING STRATEGIC INTERVENTIONS FOR DISASTER RISK REDUCTION
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Installation of lightning conductors
Creation of firebreaks
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C.11.5 RESPONSE AND RECOVERY
The municipal disaster management unit facilitate, guide, coordinate and monitor the integrated response to disasters. The relevant stakeholders relating to the occurrence will form part of the Joint Operations Centre (JOC). The JOC shall be responsible for the coordination of all operations. Decisions shall be taken through joint consultation. JOC will assume responsibility for all allocation and distribution of resources. The Disaster Manager will act as a chairperson.
When relief measures are implemented due to a disaster that strike a community, the following principles will be taken into account:
. ensure that physical materials fulfil the actual needs; . ensure coordination between the relief agencies to prevent conflict between agencies or among various segments of the population; and . ensure that it doesn’t increase congestion in and near the disaster area.
C.11.5.1 INSTITUTIONAL RESOURCE PROFILE
EMadlangeni has a disaster manager, 1 disaster management officer, 5 fire fighters and 2 fire truck drivers. The municipality has the following resources concerning disaster management:
. 4500 litres Fire engine;
. 1 ton 4X4 Bakkie with 600 litres water tank; and
. 1 Fire Trailer provided by Amajuba District
The municipality faces challenges when it comes to responding to emergencies which is attributed to limited resources at the disposal of disaster management personnel. More critical is the need for a fire and emergency services centre that will be used by staff members.
C.11.5.2 TRAINING AND AWARENESS
The municipality promotes formal and informal initiatives that encourage risk-avoidance behaviour by organs of state, the private sector, non-governmental organisations, communities, households and individuals in the municipal area. The basic fire education and community-based disaster management workshops will be conducted to enhance mainstreaming of disaster risk management at local level where incidents occur. This is also a means to ensure that all wards are developing necessary precautionary measures and capacities for coordination and responding to incidents when
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they occur. The workshops include Councillors; Ward Committees; Traditional Leaders; Community Organisations; Sector Departments; and War room stakeholders.
C.11.5.3 FUNDING ARRANGEMENTS
EMadlangeni municipality is in a process of securing funds for disaster risk management with specific emphasis on the reduction and prevention of risk disasters, including relief stock to contribute towards post-disaster recovery and rehabilitation. Table 8 lists the risk reduction projects by the municipality with their budget implications.
TABLE 10: FUNDING MOBILISATION ESTIMATED BUDGET ACTIVITY R 11 000.00 Municipal Disaster Management Advisory Forum Meetings (MDMAF) R 130 000.00 Installation of lightning conductors R 48 000.00 Capacity building/ Workshops/ Awareness R 70 000.00 Staff Uniform
R 280 000.00 Personal Protective Equipment (PPE) R300 000.00 Fire equipment & Material R350 000.00 Upgrading of fire hydrants
Source: eMadlangeni Disaster Management, Fire & Rescue Sector Plan (2019/20)
C.11.5.4 FUNDING MOBILIZATION MEASURES
The Municipality has minimal capacity to deal with fire and rescue services within its area of jurisdiction. This requires immediate attention as it threatens the lives of the community, livestock and property. The Uitkomst Colliery (Pty) Ltd and the Municipality agreed that Uitkomst will fund the construction of the Municipal Disaster Management Centre (DMC) with the amount of R2.8 million in terms of its social and labour plan. The Uitkomst has appointed ECA Consulting to develop the project concept and construction plan of the DMC. The ECA Consulting will also oversee the construction of the DMC in consultation with the Municipality.
The municipality is continuously engaging interested stakeholders in funding the disaster management, fire and rescue functions. To ensure the fully functional DMC additional funding for the
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construction of the DMC and funding for projects/activities is needed. Therefore the interested stakeholders may fund the following projects/activities:
ESTIMATED BUDGET PROJECT/ACTIVITY R 10m Establishment of Fire and Emergency Services Centre R 2m Professional fees for the establishment of Fire and Emergency Services Centre R 500 000.00 Integrated information management and communication system R 1.5m 1500 litres fire engine R 1m Rescue vehicle with rescue equipment R 500 000.00 Personal Protective Equipment (PPE) for structural and veld-fires R 10 000.00 Gas detectors R 500 000.00 4 X 4 Bakkie with skid unit R 300 000.00 Fast response motorcycle for use in both fire and emergencies R 250 000.00 Lightning conductors
C.11.6 DISASTER MANAGEMENT: SWOT ANALYSIS
STRENGTHS WEAKNESSES
. Disaster management & fire services unit . Insufficient capacity to deal with disaster established. management. . Municipal Disaster Management Advisory . Mutual assistance and agreements in cross Forum (MDMAF) established. border (Mpumalanga Province, Umzinyathi . Participatory Disaster Risk Assessment and Zululand District Municipalities). conducted in all the six Wards. . Integrated information management and . Mainstreaming Disaster Management in communication system not established. community structures. . Dissemination of early warnings to relevant . Implementation of prevention stakeholders not in place. programmes/projects such as firebreaks, . In sufficient budget for preparedness to deal installation of lightning conductors, training with disaster management (inventory,
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of communities and awareness. resources etc.). . Integrated response and recovery. . Enforcement of municipal by-laws. . Participation in public gatherings. . Participation in Operation Sukuma Sakhe (OSS) structures. . Municipal by-laws developed and approved.
OPPORTUNITIES THREATS
. Establishment of the Fire and Emergency . Accessibility to incident/disaster scene eg Services Centre. roads. . Establishment of Ward Based Disaster . Vastness of settlements limits the ability of Management Structures/ Committees. fire & rescue services in other areas. . Inclusion of disaster risk reduction efforts in . Network problem in Wards 1, 4, 5 & 6 for the other structures and processes. community to report. . Climate change (weather patterns)
C.12 MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT ANALYSIS
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C.12.1 MUNICIPAL TRANSFORMATION
C.12.1.1 HUMAN RESOURCE DEVELOPMENT
The municipality does not have a Human Resources Strategy or Plan. The Strategy or Plan is going to be developed in 2019/20 financial year and it will form part of Corporate Services scorecard as a target which will be achieved in the fourth quarter. Human Resource Development within eMadlangeni Municipality principally serves to provide advice, opportunities, facilities and financial support to enable employees and councillors:-
To acquire the skills, knowledge needed through the related qualifications to effectively perform their duties and tasks for which they are employed, and to instil the required attitudes and values which will ensure the effective application of these skills and knowledge;
To encourage employees to develop their full potential through provision of mechanisms such as learnerships, Skills Programmes, Mentorship, Skills Audits (Assessments) Skills Planning, Career Management and Succession Planning.
To be future career guided directed, i.e. to develop their potential to meet their future staffing needs of eMadlangeni Municipality by preparing them for new and different jobs/ task or new responsibilities,
and thereby facilitating the achievement of Employment Equity goals;
To enable individuals to contribute more effectively as a member of a team; and by doing so, enhance productivity and service delivery within the eMadlangeni Municipality; and
In exceptional cases to develop individuals beyond the immediate and foreseeable needs of their current Directorates and the DM at large, i.e. increase the competency base of employees through multi-skilling, up -skilling and broad-skilling.
The eMadlangeni Municipality also promotes the concepts of self-development, Lifelong learnership and Continuous Improvement.
C.12.2 ORGANISATIONAL DEVELOPMENT
C.12.2.1 INSTITUTIONAL ARRANGEMENTS
The development of the municipality’s IDP ideally encompasses the following;
IDP Steering Committee: comprising of the Municipal Manager, heads of departments and sectional (middle) managers.
IDP Representative Forum: provides for public participation in the planning process, this includes Sector Departments, all municipal councillors, Head of Departments and extended Management, ward committees and AMakhosi.
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EXCO: advises council, inter alia, on matters related to the IDP.
Council: adopts the process plan and the final IDP.
C.12.2.2 POWERS AND FUNCTIONS
EMadlangeni municipality is responsible for local services such as access roads and storm water, local tourism, street leaning, municipal planning, local amenities, local sports facilities and public spaces, building regulations and billboards. Amajuba District is responsible for the allocation of water and sanitation within EMadlangeni. The description of the function for EMadlangeni and Amajuba District is indicated in table 9 below.
TABLE 11: LOCAL AND DISTRICT FUNCTIONS
FUNCTION AUTHORIZATION DESCRIPTION
SCHEDULE 4
Air pollution Yes Any change in the quality of the air that adversely affects human health or well-being or the ecosystems useful to humankind, now or in the future.
Building regulations Yes The regulation, through by-laws, of any temporary or permanent structure attached to, or to be attached to, the soil within the area of jurisdiction of a municipality, which must at least provide for:
Control of operations and enforcement of contraventions of building regulations. If not already provided for in the national and provincial legislation.
Child care facilities Yes Facilities for early childhood care and development which fall outside the competence of national and provincial government pertaining to child care facilities.
Electricity reticulation Yes Bulk supply of electricity, which include for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and also the regulation, control and maintenance of the electricity reticulation network, tariff policies, monitoring of the operation of the facilities for adherence to standards and registration
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requirements, and any other matter pertaining to the provision of electricity in the municipal areas.
Fire Fighting Yes In relation to District Municipality “Fire-fighting” means: Planning, co-ordination and regulation of fire services; specialized fire- fighting services such as mountain, veld and chemical fire services; co- ordination of the standardization of infrastructure.
Local tourism Yes The promotion, marketing and if applicable, the development, of any tourists attraction within the area of the municipality with a view to attract tourists, to ensure access, and municipal services to such attractions, and to regulate, structure and control the tourism industry in the municipal area subject to any provincial and national legislation, and without affecting the competencies of national and provincial government pertaining to nature conservation, museums, libraries and provincial cultural matters.
Municipal airport No A demarcated area of land or water or a building which is used or intended to be used, either wholly or in part, for the arrival or departure of aircraft which includes the establishment and maintenance of such facility including all infrastructure and services associated within an airport, and the regulation and control of the facility, but excludes airport falling within the competence of national and provincial government.
Municipal Planning Yes The compilation and implementation of and integrated development plan in terms of the Systems Act.
Municipal Health No Subject to an arrangement with MECs to do the Services necessary authorizations, or alternatively, subject to amendments to the Structures Act, Municipal Health Service means environmental health services performed by a district municipality and includes: Air
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pollution, Noise pollution; Solid Waste Removal; Water and Sanitation; Licensing and control of undertakings that sell food to the public; Control of public nuisance; and Facilities for the accommodation, care and burial of animals.
C.12.2.3 ORGANISATIONAL STRUCTURE / ORGANOGRAM
EMadlageni has a total of 112 employees. The organisational structure of eMadlangeni makes provision for the Municipal Manager, Internal Audit who assist the Municipal Manager in his accountability requirements. The municipality have four departments; the office of the Municipal Manager, Infrastructure & Planning Development, Corporate & Community Services as well as Budget and Treasury Office. The municipality has an adopted organogram which was approved concurrently with this IDP. Functions of each Department are indicated in table 12.
TABLE 12: DEPARTMENTS WITHIN THE MUNICIPALITY
DEPARTMENT FUNCTIONS
Office of the Municipal Municipal Management; Manager Municipal Planning (IDP and PMS); and Municipal Finance Management. Internal Audit & Risk Management Communications
Corporate & Community Administration: it is responsible for advertisements in public places; skills Services development, labour relations, council secretariat, registry; communication and IT. Protection: it is responsible traffic and parking; municipal public transport; public safety; motor licensing; roadworthy testing; and municipal policing Community services: Pounds municipal parks and recreation, Cemeteries, cleansing, burial of animals, markets; municipal abattoirs, local sports facilities, a refuse removal, refuse dumps, solid waste, HIV/Aids, environment, youth, gender and elders, sports, arts and culture, libraries. Public participation
Budget and Treasury Office Income: is responsible for Revenue Management; Debt Management and internal control. Expenditure: is responsible for expenditure management; procurement;
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DEPARTMENT FUNCTIONS materials; insurance; internal control and properties Supply Chain Management, assets and facilities.
Infrastructure and Planning Electrical: is responsible for electricity and gas reticulation and street Development lighting. Civil Services: is responsible for air pollution; municipal public works; storm water management; fence and fences; municipal roads; responsible for Building Regulations, infrastructure planning ,housing, maintenance of assets and facilities Municipal planning: SDF, LUMS, environmental management, facilitation of human settlements (housing), public places, street trading and control of public nuisances Local economic development Local tourism management Disaster Management: is responsible for fire-fighting services; noise pollution, building plans
The municipal structure/organogram is represented by figures 5-13. All municipal Departments are presented in the diagrams below.
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FIGURE 5: OFFICE OF THE MUNICIPAL MANAGER
Municipal Manager: LCT Nkosi MM01
Executive Secretary: Communication Officer: C.LENS Mabaso LA MM02 MM03
Senior Internal Auditor & IDP/PMS Manager: Risk Compliance: MM04 Vacant Ndaba NI (Acting) MM05
IDP/PMS Officer: Zondo M Internal Auditor : 1 Vacant Nene JN MM07 MM06
Risk & Compliance Officer: Bhengu T MM08
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DEPARTMENT- BUDGET AND TREASURY
Chief Financial Officer: SC Mhlophe BT0 01
Manager: Finance Vacant (S Simelane-acting) BTO 05
Expenditure Accountant: Revenue Accountant: SCM Officer: Madondo T Budget Officer: Simelane S Ngwenya N Mswane N BTO08 BTO10 BTO06 BTO09
Credit Control Clerk: Revenue Clerk Cashier/Enquiry Clerk: Vacant SCM Clerk: Mpanza S Expenditure Clerk : Nene N Asset Clerk: ZR Radebe vacant Vacant BTO17 BTO14 BTO15 BTO13 BT011
Meter Reader: Mbuli ST Payroll Clerk: Muyunda L BTO16 BTO18
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DEPARTMENT-CORPORATIVE & COMMUNITY SERVICES
Director Corporate Services: Z.J MKHIZE CS01
Manager : HR & ADMIN ICT Manager : Mvelase SKC Manager : Office of the Mayor Superintendent Protection Vacant CS02 M Sithebe Services : AR Reynard
HR Officer : Mtshali NW Committee Officer: Kiewiets B ICT Officer : Jele M Librarian Public Participation Officer : Senior LIcence Clerk Senior Trafficer : WHU Koster CS05 CS07 CS04 SS Magubane GM Mbatha Vacant
TRaffic Officers Registry Clerk: Library Assistant LIcence Clerks Receptionist: PZ MBATHA Social Services Officer : PE SBS Gabi Nkosi TJ X Kheswa M Alexander CS08 Mlambo SS Ndlovu CS06 TR Dubazane J Seaton SNO Khumalo
General Assitant x: Cleaner/messenger Cyber Cadet Mayoral Drivers: Mdlalose ZR COM69 Cebekhulu SR CS10 SE Mdlalose Outsourced B.P Gwala CS11 Vacant COM70 (funded) N.O Niewoudt F.M Ngwenya Vacant (funded) Secretary Office of the Mayor: Ntshangase S CS11
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Infrastructure & Planning Development
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Director: Infrastructure and Planning Development Mr.N KHESWA PID01
Personal Assistant: L Bowler PID02
Manager : Planning :Mokoena LED /Tourism Manager: Zondi NBN TP PID03 PID04
Tourism & Conservation Admin Officer Town Planner: Hadebe SP Officer: S da Paiva PID15 PID07 KJ Mosebetsi PID09
Building Inspector: Caretaker SV Zulu G.Mlangeni PID23 PID22 Vacant (funded)
Housekeepers: Waste Management Officer T Mdlalose Com16 Vacant (funded) Vacant PID24,PID25 ,PID26 (3x funded)
Game Guard Masondo GS PID11 Groundsman Xulu HV PID12 S Mazibuko PID18 Zulu SPA PID13 Vacant PID19 (funded) vacant PID14 (funded)
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Director Infrastructure & Planning Development: PersonalN Kheswa PID01 Assistant:L. Bowler PID02 Infrastructure Manager Manager: PID28 Station Disaster Civil Vacant (funded) Officer: Senior Electrian: Disaster PMU Engineering Foreman Parks: Fire Management R. Els Nhlapho VV operations. Technician Technian: Officer: N Mdluli COM 07 PMU Admin vacant Khumalo B PID51 RefuseCOM21 Truck COM 06 Electricians Driver: Roads Foreman: vacant (Not PID30 Funded) PID32 Mechanic: Maphanga L PID52 TG Mtshali PID31 COM39 Fire Fighters vacant (funded) Madlabane PID53 Vacant vacant Heavy Plant vacant (funded) Cherry Picker General Workers : COM40Street (not (funded) Operator: Driver: Mbatha Nyembe FI PID55 Sweepersfunded) 08,Qwabe LH MS Mlotshwa L Shangu MS PID56 KO Shoba COM09 , BE Sithole PID54 COM30 Ntsele MS COM10, vacant (funded Manqele SA PID57 ZS Dladla General Workers : x10 COM31 Mhlungu TE x2) Khumalo OP PID58 COM 11 Khoza JA PID41 PH Thwala Khoza MA PID42 COM32 Tshabalala G COM12 Khumalo R PID 43 BZ Zulu COM33 Mabasa S Vacant PID44-50 (2x COM13 funded , 5x not funded) NM Tipper Truck Nkambule Bophela TJ Refuse COM14 Driver : RemovalVacant Mbatha BJ Kunene PT AWCOM34 Booysen- 38 PID37 COM15 (NotCOM57 funded) Handyman: TS Ndlovu Vacant COM58 (funded) TA Ndlela PID36 COM59Grass Storeman: Cutters/Grav KMeyard Zwane COM60 Buthelezi NW JR Simelane GMCOM41 Madiba PID34 COM61 ME Shabangu COM42Vacant COM62 (not Pfunded) Danisa COM43 ME Ndlovu COM44 DumpingJL Sibiya Site SorterxCOM45 2 GMVacant Ndlovu COM46COM28 - 53 ( 4x fundedVacant ,4x notTractor funded) COM29Drivers: (not funded) Xaba TN COM26 Shabangu MJ SportCOM27 field Caretakers Shange NH COM54 Booysen A COM55
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C.12.2.4 MUNICIPAL INSTITUTIONAL CAPACITY & STATUS OF CRITICAL POSTS
Critical posts in eMadlangeni include the Municipal Manager and Managers reporting directly to the Municipal Manager. The municipality has managed to appoint all Senior Managers. In 2018/19 the municipality had five Senior Managers of which one contract lapsed in the first quarter of the financial year. Due to the scale of the municipality; the council took a resolution to measure Community and Corporate Services as one department hence in the adoption of the IDP four Senior Managers are reported to be in existence. Therefore, all critical positions have been filled.
C.12.3 EMPLOYMENT EQUITY AND RETENTION POLICY
The municipality has an adopted Employment Equity Plan for a 5year period. It was adopted by Council in January 2016 as per Employment Equity Act, Act 55 of 1998. However; the demographics are not yet inserted in the document. The municipality has not yet met the requirements as set out by the Employment Equity Act of the representation of 2% disable employees. The municipality has failed to balance gender in Senior Management position where only one female Senior Manager has been appointed out of four Managers. There is no proper balance in the municipal management.
The municipality has adopted the Work Skills Plan, the implementation thereof is dependent on grants and municipal budget. The WSP is a tool by means of which the municipality is responding to the training and capacity building needs of the community. It addresses skills requirements for Councilors, Municipal employees and members of the public. It provides many forms of learning interventions such as learnerships bursaries, internships and skill programmes. The municipality is fully grant dependent therefore there are no sufficient funds to implement Work Skills Plan. The municipality does not have a Retention Policy in place currently, this plan is planned to be developed in 2019/20 financial year.
The municipality is implementing available instruments and does not regarding those yet to be formulated. The municipality have ICT Policy Framework in place and is being implemented.
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C.12.4 MUNICIPAL TRANSFORMATION & INSTITUTIONAL DEVELOPMENT: SWOT ANALYSIS
MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT: SWOT ANALYSIS
STRENGTHS WEAKNESSES
ICT Policy Framework Poor representation of disabled people
Council Committees in operation Vacant posts limiting departmental efficiency
Human Resource policies and plans in place Inability to retain staff
Skills deficiency
Human Resource Strategy and Retention Policy
Retention Policy
OPPORTUNITIES THREATS
Institutional growth through employment loss of critical skills (Retention Policy)
C.13 SERVICE DELIVERY & INFRASTRUCTURE ANALYSIS
C.13.1 WATER & SANITATION
C.13.1.1 WATER
The Amajuba district has prepared 5year long-term Water Services Development Plan for the municipality and subsequently appointed uThukela Water as the Water Services Provider (WSP) (IDP 2017/18:96). The 2016 Community Survey data reveals the following in terms water services in eMadlangeni:
2.63% of household use water from boreholes inside the yard.
18.69% of the municipality’s households use water from rivers/streams.
41.47% of households have access to pipe/tap water.
4.11% of households use water from a communal stand.
18.12% households accessed water from communal taps.
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TABLE 13: SOURCE OF WATER Water Source No. Households % Households
Regional/local water scheme (operated by 1833 29,31% municipality or other water services provider) Borehole 1324 21,17% Spring 480 7,68% Rain water tank 88 1,40% Dam/pool/stagnant water 284 4,55% River/stream 1123 17,97% Water vendor 78 1,24% Water tanker 906 14,49% Other 137 2,19% Not applicable 0 0 Total 6252 Source: Statistics South Africa, Census 2011
There are still a number of backlogs faced by the municipality where water service provision is concerned. About 18.69% of households within the municipality still use water from rivers and streams, which is a slight increase from 17.97% in 2011. Although there has been an increase in the number of households with access to tap water since 2011, it is clear that the municipality still has a long way to go in ensuring adequate provision of services to households within the area. Therefore, eMadlangeni has been the most challenged municipality with a water backlog of 41%. The 29 MI Hilldrop Resevoirs are supplied through a 700mm steel pipe and 375mm asbestos cement pipe. EMadlangeni Municipality also faces challenges with bulk waters supply.
C.13.1.2 SANITATION
According to the IDP (2019/208:108), Amajuba District municipality has provided eMadlangeni with sanitation as the basic infrastructure. The municipality continues to experience sanitation backlogs in some areas, especially in traditional authority areas. The scattered nature of communities in these settlements yields challenges in access and high costs per households (IDP 2019/20:108).
TABLE 14: SANITATION FACILITIES YEAR TOILET FACILITY NO. HOUSEHOLDS % HOUSEHOLDS 2011 None 956 15,30% Flush toilet (connected to sewerage system) 1783 28,53% Flush toilet (with septic tank) 289 4,63% Chemical toilet 759 12,14% Pit toilet with ventilation (VIP) 136 2,17% Pit toilet without ventilation 2015 32,23% Bucket toilet 36 0,57% Other 277 4,43% Unspecified 0 Not applicable 0
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Total 6252
2016 Flush toilet (Sewage system/sceptic tank 2365 37,43% Chemical toilet 819 12,96% Pit latrine (with/without) ventilation 3076 48,68% Ecological toilet (e.g. urine diversion) 16 0,25% Bucket toilet (collected by 43 0,68% municipality/Emptied by household Total 6319 Source: Statistics South Africa, Census 2011 & Community Survey 2016
The predominantly used type of sanitation facility in the municipality are Pit toilet without ventilation (see table 14). Approximately, 48.68% (2015 households) of households had access to pit toilet with or without ventilation in 2016, which is a 14.27% increase from 34.41% (887 households) in 2011. The number of households without access to sanitation facilities was recorded at 15.30% of households in 2011, approximately 956 households. The number of households with flush toilets accounted for 37.43% (2365 households) in 2016 indicating an increase of 4.28% from 33.15% (2072 households) in 2011. To date, 74.7% of households in the eMadlangeni Municipality do not have access to any form of toilet i.e. Pit with no ventilation, other home (built or none). However, with Amajuba DM been WSA for eMadlangeni Municipality, it must be noted that an internal backlog monitoring database is also used to measure Infrastructure Service Deliver foe water and sanitation on a ward based level. No buckets system currently exists within eMadlangeni Municipality (ADM WSDP).
C.13.2 SOLID WASTE MANAGEMENT
EMadlangeni municipality currently has an illegal dump site which it plans to close. Furthermore, the municipality has an Integrated Waste Management Plan that will aid in addressing the issues the municipality faces with regards to waste management.
The eMadlangeni Local Municipality (ELM) is currently being assisted by Department of Environmental Affairs (DEA) to licence the existing active landfill site. The DEA has thus appointed GA Environment (PTY) Ltd, Independent Application as part of the Waste Management Licence Application Process. The ELM also proposed to formally licence the existing landfill site for decommissioning in preparation for commencement with waste management activities at a Waste Transfer Station and Buy Back Centre located in Bensdorp. The assessments thereof have been conducted by GAE and the Draft Basic Assessment Report is issued and made available also for the community and neighbouring communities to comment on its findings. The municipality’s IDP (2018/19) identified the licencing of illegal waste dumps or the registration of unlawful landfill site as one of the key objectives that requires attention. Although the IDP is not explicit about the need to licence the existing landfill for closer, it does mention the need for alternative waste disposal facilities such as waste transfer stations and buy-back centres within the municipality. In 2011, 64.51% of households used their own refuse dump while 24.15% of households had their refuse removed by the local authority/private company at least once a week (see figure 14). These
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numbers increased by approximately 67.19% and 29.37%, respectively. This indicates that more households used their own refuse dump in 2016 and the number of households who has their refused collected by the local authority/private company decreased between 2011 and 2016. The rural parts of the municipality are not serviced as frequently as the urban node of Utrecht due to costs implications. Furthermore, this could account for the increase in the use of own refuse dump within the municipality.
FIGURE 6: REFUSE REMOVAL
Refuse Removal
57 Other 70
Dump or leave rubbish anywhere (no rubbish 341 disposal) 0 4033 Own refuse dump 4479
219 Communal refuse dump 89
Local authority/Private/community members less 92 often than once a week 70 Local authority/Private/community members at least 1510 once a week 1958
0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000
2011 2016
Source: Statistics South Africa, Census 2011 & Community Survey 2016
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C.13.3 TRANSPORTATION INFRASTRUCTURE
C.13.3.1 ROAD NETWORK
EMadlangeni is linked to the surrounding towns of Dundee, Newcastle and Vryheid. Newcastle is linked to eMadlangeni via the R34 tarred road and via P483, and provides most of the administrative and institutional needs within the district. Newcastle serves as a commercial core for eMadlangeni residents particularly those in the central and southern portion of the Municipality. The municipality is also linked with Dundee and Vryheid via R33 tarred road and with Volksrust via National Road N11; this makes an easy access from the KwaZulu–Natal Province to other Provinces (IDP 2016/17:86).
C.13.3.2 PUBLIC TRANSPORT
Public transport is essential in providing access and mobility. The N11 is the main transport route linking the municipality to outside areas (Durban-Johannesburg). However, only a small section of this road borders on the western side of eMadlangeni). The R34 that runs through the municipality from west to east divides eMadlangeni into northern (Utrecht, Groenvlei, Blue Mountain) and southern areas (Kingsley, Waterval).
C.13.4 ENERGY
The spatial distribution of electricity within the municipality exhibits a trend where urban nodes and areas around road transport infrastructure tend to be better serviced compared to outlying areas. Scattered and isolated communities in outlying areas tend to contribute the biggest backlog in the municipality due to the high cost associated with connection to low-density areas (IDP 2017/18: 86).
FIGURE 7: ENERGY FOR LIGHTING
Energy for Lighting 4500 3816 4000 3500 3032 3022 3000 2770 2500 2000 1500 1000 500 22 0 52 27 79 42 45 13 0 Electricity Gas Paraffin Candles (not a Solar None valid option)
2011 2016
Source: Statistics South Africa, Census 2011 & Community Survey 2016
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In 2011, 48.49% of the households within the municipality used electricity for lighting which is approximately 3032 households (see figure 15). This number increased to 3816 households in 2016, accounting for approximately 57.24% of the households within the municipality. The 2016 Community Survey reveals that approximately 2770 (34.04%) households in the municipality use candles for lighting which is a 14.30% decrease from 2011.
2011 2016 Energy for Cooking No. % of Households No. households % households Households Electricity from mains 2515 40,22% 3475 52,15% Gas 237 3,80% 156 2,29% Paraffin 234 3,75% 224 3,33% Wood 2820 45,10% 2724 41,06% Coal 216 3,46% 37 0,56% Animal dung 211 3,38% 0 0 Solar 3 0,05% 0 0 Other source of electricity (e.g. 4 0,07% 0 0 generator etc) None 11 0,17% 48 0,73% Total 6252 6667
TABLE 15: ENERGY FOR COOKING Source: Statistics South Africa, Census 2011 & Community Survey 2016 Table 15 and 16 show the different energy sources used for cooking and heating throughout the municipality between 2011 and 2016. The number of households using wood for cooking has decreased from 45.10% (2810 households) in 2011 to approximately 41.06% (2724) of households within the municipality in 2016. This is worrisome since wood is an environmentally unfriendly energy source and the use of wood ultimately leads to de-forestation and contributes to the degradation of land within the area. The use of electricity within the municipality for cooking and heating has increased between 2011 and 2016 to approximately 52.185 and 47.62% (see table 15 & 16), respectively. However, not at a rate that can significantly curb the consequences of using wood as an energy source. This is concerning because the backbone of the municipality is agriculture.
TABLE 16: ENERGY FOR HEATING 2011 2016 Energy for Heating No. Households % Households No. % Households Households Electricity from mains 2003 32,04% 3175 47,62% Gas 125 2,00% 27 0,40% Paraffin 114 1,83% 103 1,54% Wood 3031 48,48% 3130 46,95% Coal 358 5,72% 82 1,23% Animal dung 270 4,32% 0 0,00% Solar 6 0,10% 0 0,00% Other source of electricity (e.g. 4 0,06% 34 0,51% generator etc) None 341 5,45% 116 1,74%
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Total 6252 6667 Source: Statistics South Africa, Census 2011 & Community Survey 2016
C.13.5 ACCESS TO COMMUNITY FACILITIES
C.13.5.1 LIBRARIES
EMadlangeni has a public library located in the town of Utrecht. It contains textbooks for both children and adults while at the same time accommodating Council Agendas to keep the public informed about council matters. In an effort to improve internet access within the town, the library has been provided with computers and internet services.
The municipality is assessing the provision of mobile library services to distant areas which cannot access library services. Mobile library services will potentially visit areas outside the town of Utrecht and outlying peri-urban settlements within the municipality.
C.13.5.2 COMMUNITY HALLS
There is one community located within Utrecht. The low densities within settlements makes it’s a challenge to construct community halls within single settlements. There are five community halls within eMadlangeni and are as illustrated in the table below.
TABLE 17: COMMUNITY HALLS
LOCATION
Ward 2 Utrecht town
White City
Ward 3 Emaxhakeni
Ward 4 Groenvlei
Ward 6 Slaagveld
C.13.5.3 SPORTS FACILITIES
The municipality faces challenges with regards to the maintenance of sports facilities. The provision and maintenance of sports facilities throughout the municipality differs between the rural and urban areas. There are currently 13 sports field/grounds within eMadlangeni Municipality; these are unevenly spread out through the municipal wards. The table below illustrates the distribution of sport fields/ground within the municipality.
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TABLE 18: SPORTS FIELDS/GROUNDS
WARD LOCATION NUMBER
Ward 1 Mbatheni 1
Ward 2 Bensdorp 1
White City 1
Bersig 1
Ward 3 5
Ward 5 Ezimbuthe 1
Ward 6 Khayalethu 1
Kingsely 1
Enzimane 1
C.13.5.4 CEMETERIES
EMadlangeni has three registered cemeteries located in the town of Utrecht. Only two are operational; the Khayalethu Cemetery and the New Town Cemetery. The old Utrecht cemetery is full. There is an unregistered cemetery (Kingsley Cemetery) located in Kingsley town (ADM Cemetery Plan Report: 2004). There are households within rural settlements which also engage in traditional burials within the homestead. The municipality has identified 3 potential sites for new cemeteries. Assessment studies will be conducted to determine the suitability of these potential sites for cemetery use.
C.13.6 HUMAN SETTLEMENTS
The delivery of sustainable human settlements forms part of government’s key objectives and is enshrined in various planning policies and legislation. EMadlangeni Municipality embraces the concept of and endeavours towards sustainable human settlements. The municipality currently has five land reform project which are driven by the Department of Rural Development and Land Reform (DRDLR). The Department has provided funds for the purchase of the land, which has taken place in all five instances, however funds for physical infrastructure remains a challenge (eMadlangeni Draft Housing Plan). The eMadlangeni Draft Housing Sector plan identifies the following projects as land reform projects within the municipality:
Nkosi Kumalo; 600 households
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Shabalala; 300 households
Nzima; 285 households
Mabaso; 290 households
The Amajuba Department of Human Settlements has identified future projects to be packages as agri- village projects. The table below illustrated the projects identified, some of these projects are illustrated on map 13.
TABLE 19: AMAJUBA DISTRICT DEPARTMENT OF HUMAN SETTLEMENTS
Project Type Units Date Status
Kingsley Housing Rural (Agri- TBC TBC - Project identified as Project village) potential site for development - Prefeasibility studies completed and the project is deemed to be feasible.
Waaihoek Rural (Agri- TBC TBC - Project Identification Housing Project village) in the IDP not yet finalized
Amantungwa Rural (Agri- TBC TBC - Project Identification Housing Project village) in the IDP not yet finalized
KwaNdlamlenze Rural (Agri- TBC TBC - final concept plan has Housing Project village) been presented to PSC member and approved
Groenvlei Rural (Agri-village 200 2016/17 - final concept plan has Housing Project been presented and approve by PSC
Source: Amajuba District Department of Human Settlements
C.13.6.1 TYPE OF DWELLING
The majority of the settlements within eMadlangeni include formal dwellings or brick structure and traditional dwellings in the form of huts or structures made of traditional matter. Approximately 15974 (see figure 16) people reside in traditional dwellings, accounting for 43.33% of the population.
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FIGURE 8: TYPE OF MAIN DWELLING
Type of Main Dwelling
Unspecified 0 Other 0 Caravan/tent 14 Room/flatlet on a property or larger… 141 Informal dwelling/shack not in backyard (e.g. in an… 24 Informal dwelling/shack in backyard 142 Formal dwelling/house/flat/room in backyard 26 Semi-detached house 0 Townhouse (semi-detached house in a complex) 0 Cluster house in complex 0 Flat or apartment in a block of flats 53 Traditional dwelling/hut/structure made of… 15974 Formal dwelling/house or brick/concrete block… 20496
0 5000 10000 15000 20000 25000
Source: Statistics South Africa, Community Survey 2016
C.13.7 TELECOMMUNICATIONS
The majority of the eMadlangeni area suffers from bad communication network. The usage of cell phones, telephones as well as internet is not efficient within the entire municipal area. Only the Utrecht area has full access to network. However, the municipality uses other means of communication as a counter off to the network situation. This includes word of mouth, active social media platforms (facebook &twitter), radio and television, municipal notice boards as well as local newspapers.
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MAP 13: HOUSING PROJECTS
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C.13.8 BASIC SERVICE DELIVERY AND INFRASTRUCTURE SWOT ANALYSIS
STRENGTHS WEAKNESSES
Availability of Capital budget and Capital Lack of water and sanitation services in rural programme areas
N11 provides provincial linkages for the Lack of maintenance of existing infrastructure municipality Backlogs in refuse removal R34 important road network facilities intra- Non availability of Capital budget for capital municipal and inter-municipal linkages. programmes Development of Waste Management Plan Weak ICT infrastructure
Backlogs in electricity infrastructure
OPPORTUNITIES THREATS
Bulk water pipeline Use of environmentally unfriendly energy sources Development of a Waste Management Plan Ageing infrastructure Infrastructure upgrading scattered settlement patterns Alternative energy sources i.e. solar power Lack of water and sanitation in rural areas Registration of landfill site Infrastructure backlog Mobile library to service outlying areas
C.14 LOCAL ECONOMIC & SOCIAL DEVELOPMENT ANALYSIS
C.14.1 LOCAL ECONOMIC DEVELOPMENT
C.14.1.1 COMPARATIVE ADVANTAGE
EMadlangeni Municipality is in the process of reviewing the Local Economic Development which is outdated. To date the advert to appoint the Service Provider has been issued and the process of evaluation will follow. The table below shows eMadlangeni’s comparative advantage in terms of GDP contribution. The municipality’s most competitive sector is government services. Personal services, Manufacturing and Wholesale, Retail & Motor Trade/Tourism show marginal contribution.
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TABLE 20: EMADLANGENI GDP CONTRIBUTION DESCRIPTION OF SECTOR NATIONAL – PROVINCIAL – GDP EMADLANGENI LOCAL GDP CONTRIBUTION TO NATIONAL MUNICIPALITY GDP CONTRIBUTION TO GDP Agriculture 2.3% 3.4% 0.001% Mining 7.7% 1.7% 0.012% Manufacturing 13% 15.9% 0.01% Electricity & Water / 2.4% 3.6% 0 Utilities Construction 3.4% 4.1% 0 Wholesale, Retail & Motor 13.7% 13.9% 0.01% Trade / Tourism Transport, Storage & 8.4% 12.3% 0 Communications Finance, Real Estate & 19.4% 15.6% 0.001% Business Services Government Services 15.1% 14% 99,98% Personal Services 5.4% 5.6% 0.01%
C.14.1.2 MAIN ECONOMIC SECTORS
The main economic sectors in eMadlangeni include: Tourism: eMadlangeni is part of the battlefields heritage tourist sites. The Utrecht Community Game Farm and Wildlife Products (Balele Game Reserve) forms part of the tourism attraction in the municipality and is located on the edge of the town of Utrecht in Northern Kwazulu-Natal, the game farm lies on the east of Utrecht, in an area known as Knights Hill, and covers approximately 2 500 ha. The town of Utrecht is located centrally in the municipality at the foot of the Ehlanzeni Valley in the Balele Mountains (part of the Drakensburg escarpment).
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TABLE 21: TOURIST VISITS TO EMADLANGENI
DESCRIPTION 2016/17
FOREIGN DOMESTIC
Estimated tourists (overnight visitors) to eMadlangeni 269 18 610 per annum
Tourists to Battlefields per annum (2013) 16 096 127 000
Tourists to EMadlangeni as a % of Battlefields tourists 1.7% 14.7%
Tourists to KZN per annum (2013) 847 146 7.1 million
Tourists to EMadlangeni as a % of KZN tourists 0.03 % 0.26 %
Source: EMadlangeni Local Economic Development Strategy 2016/2017
Agriculture: The municipality has vast tracts of land, which is either underutilised or have been occupied by rural informal settlements who undertake subsistence farming or no farming at all. The municipality’s agricultural contribution to GDP is at a low. In additionally the sector’s employment numbers have experienced a slow increase between 2011 and 2015, from approximately 236 people to approximately 288, respectively (see table 22). This indicates that the sector employed a total of about 52 labourers between 2012 and 2014. The further indicates the slow growth and decline of the agricultural sector.
Mining: Mining activities in eMadlangeni primarily include coal mining. Coal is mined in the area and exported internationally via the Richards Bay Coal Terminal. Due to its size the sector is one of the lowest labour absorbing sectors in the municipality.
Manufacturing: Manufacturing has experienced a fluctuating trend in the amount of labour absorbed within the sector. Between 2014 and 2015 the manufacturing had a decrease of approximately 10 labourers which follows the increase of about 42 labourers between 2013 and 2014.
Services sector: The finance sector and the community services has been the biggest labour absorbing sectors between 2011 and 2015.
TABLE 22: EMPLOYMENT BY SECTOR (FORMAL AND INFORMAL SECTOR)
SECTOR 2011 2012 2013 2014 2015
Agriculture 236 222 230 247 288
Mining 48 57 65 70 69
Manufacturing 1 012 970 998 1 040 1 030
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Electricity 16 18 22 26 29
Construction 500 476 482 530 594
Trade 2 435 2 399 2 396 2 485 2 536
Transport 592 616 641 646 655
Finance 1 009 995 996 1 030 1 061
Community services 1 228 1 265 1 369 1 498 1 603
Households 591 585 591 625 636
Total Industries 7 668 7 604 7 790 8 197 8 502
Source: Global Insight 2017
C.14.2 EMPLOYMENT AND INCOME LEVELS
C.14.2.1 EMPLOYMENT
EMadlangeni’s economically inactive population contributes approximately 25.68% of the total population within the municipality. The Census 2011 data further reveals that only 16.89% of the municipality’s population is employed (see figure 17). Unemployment within the municipality was recorded at 10.18%. This indicates that municipality is facing challenges in the generation of employment opportunities and a possible lack of necessary skills and education to participate in the economy may be lacking within the municipality.
FIGURE 9: EMPLOYMENT STATUS
Employment status
Not applicable 14096
Age less than 15 years 0
Other not economically active 8847
Discouraged work-seeker 2175
Unemployed 3506
Employed 5818
0 2000 4000 6000 8000 10000 12000 14000 16000
Source: Statistic South Africa, Census 2011
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C.14.2.2 INCOME
In addition to low employment levels, 11857 people within the municipality earn no income, accounting for 34.43% of the population (see figure 18). Notable, 10447 people in eMadlangeni earn between R 1- R 400 which contributes 30.33% of the total population. This income bracket includes government grant recipients and thus indicative of a state-dependent section of the population. More worrisome is that 49.69% (17114) of income earners earn below R1600 per month. Consequently suggesting a large portion of the population living in poverty with low levels of disposable income.
FIGURE 10: INDIVIDUAL MONTHLY INCOME
Individual Monthly Income
Not applicable 1367 Unspecified 1806 R 204 801 or more 3 R 102 401 - R 204 800 18 R 51 201 - R 102 400 14 R 25 601 - R 51 200 96 R 12 801 - R 25 600 293 R 6 401 - R 12 800 524 R 3 201 - R 6 400 581 R 1 601 - R 3 200 770 R 801 - R 1 600 4166 R 401 - R 800 2501 R 1 - R 400 10447 No income 11857 0 2000 4000 6000 8000 10000 12000 14000
Source: Statistic South Africa, Census 2011
C.14.2.3 AGRICULTURE
The municipality has large tracts of agricultural land spanning the municipal landscape. Most of these portions of land are held in private Trust of which the municipality cannot impose or legal require them to undertake any agricultural activity. These segment of land within the municipality are occupied by rural settlements where some households engage in subsistence farming. Households with livestock have followed the norm of letting their livestock roam the expansive landscape for grazing. Livestock farming in the municipality include; cattle and dairy farming, goat and sheep farming, poultry farming. This affects the land being capability in these areas and ultimately the agricultural output of these areas. Development of commercial agriculture is hampered by a lack of funding for raw materials, machinery, skills and transport markets for produce within traditional authority areas. Land claims also pose as a hindrance to agricultural development (EMadlangeni LED Strategy: 2016/17).
The agricultural sector experienced positive annual growth between 2012 and 2014. However, in 2015 the sector experienced a negative annual growth of -5.2%. This indicates that the growth of the agricultural sector within eMadlangeni declined in 2015.
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TABLE 23: ANNUAL GROWTH
SECTOR 2012 2013 2014 2015
Agriculture -0,1% 4,9% 8,3% -5,2%
Source: Global Insight 2017
C.14.2.3.1 EMADLANGENI AGRI-VILLAGE DEVELOPMENT
The Provincial Spatial Economic Development Strategy 2016 (PSEDS) identified for agricultural development within KZN. The municipality has good agricultural potential and has vast commercial farmlands across the landscape. The agri-village is project is co-ordinated by the Department of Agriculture and Rural Development.
The Groenvlei area within the municipality has been identified as a pilot project for the agri-village development. The agri-village development concept focuses on the development of new settlements or the reinventing of existing settlements within commercial farm areas into sustainable communities. The concept centres the agricultural economy as the basis of the community. The agri-village development will bring together various stakeholders which will include commercial farmers, farm dweller residents with agricultural livelihoods, land reform beneficiary residents with agricultural farms and possible livelihoods, traditional authority with some governance responsibility and some agricultural interest. It will also include government departments/stakeholders with interest in the provision of public services, economic development of citizens and natural resource management. The development will create an opportunity for farmers that are currently excluded to be part of the agricultural value chains. This will EMADLANGENI MUNICIPALITY FINAL IDP 2019/20
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ultimately improve the sustainability and profitability of these farmers while increasing job opportunities in the agricultural sector.
C.14.2.4 SMMES
The municipality recognizes the role played Small Micro and Medium Enterprises in the areas economic growth and contribution towards reducing unemployment. The support and development of SMMEs is an imperative across all three spheres of government and thus eMadlangeni aligns itself with the legislative directive aimed at supporting and developing SMME. The municipality has a database for all active SMMEs and Cooperatives. As far the support and development of SMMEs goes in the municipality and the municipality’s awareness of the challenges faced by SMMEs, focus is placed on the following;
Infrastructure needs for SMMEs development in the municipality
Market Management training
Skills availability and mentorship
Financial management Training
C.14.2.5 MANUFACTURING
The manufacturing sector in eMadlangeni is fairly small and is dominated by textile and clothing. A satellite hub aimed at developing the SMMEs and Co-operative within the municipality is currently in planning stage initiated by the Department of Economic Development. The development of the textile and clothing industry has the potentially to grow into a fully operational mini- industrial hub taking into consideration the municipality’s location to Newcastle municipality which is and industrial giant in Amajuba district. Furthermore, the R34 provides the municipality with linkages to the Richards Bay and dude trade port Special economic zones (eMadlangeni LED Strategy: 2016/17).
C.14.2.6 TOURISM
EMadlangeni municipality is rich in tourism. The municipality forms part of the Battlefields heritage tourism sites. The tourism sector holds a lot of potential for the economy of the municipality, with potential to contribute to the creation of more employment opportunities, contribute to formalization of the second economy, contribute to poverty alleviation in the areas of the municipality. The Blood River is of historical significance and runs on the southern portion of the municipality. The municipality has a Game farm, the Utrecht community Game Farm on the eastern portion of the municipality covering approximately 2500ha of land. The Balele Mountain form part of the Drakensberg escarpment and are located to the north of the municipality. Approximately 14.7% of the domestic tourists within the municipality is accounted for by the Battlefields in 2013/14 period while foreign tourist in the area accounted for 1.7% in the same period (EMadlangeni LED Strategy: 2016/17).
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C.14.2.7 MINING
Mining within eMadlangeni mainly comprises of coal. Most of the mines within Amajuba district closed in the late 90s due to the international fall in coal prices however, some of these mines have reopened. The municipality is strategically linked to the Richards Bay Coal terminal via the R34 where high grading coal from the municipal area is shipped to international markets (eMadlangeni LED strategy: 2016/17).
C.14.2.8 LED STRATEGY
EMadlangeni has a draft Local Economic Development Plan with the aim of building the economic capacity of the municipality; improve the economic sectors and the overall quality of life by developing the local economic potential of the municipality. Private enterprise drive the creation of employment opportunities and wealth within local communities and thus eMadlangeni municipality ensures collaboration with the private sector towards developing the economy and its people. Additionally, eMadlangeni also works hand in hand with Amajuba District in executing the municipality’s LED mandate. Focus areas for the eMadlangeni LED Strategy includes:
Poverty Alleviation: providing support and minimum skills and support
Increasing Employment: Creation of employment opportunities and exploring ways to achieve upward mobility in employment
Growing the First Economy: encouraging economic growth through investment and enhancing the competitiveness of the local industries. Focus directed at targeting previously disadvantaged individuals and supporting SMMEs.
Developing the Second Economy: facilitating advancement of locals and businesses from the second economy to the first economy.
All stakeholders involved formed part of the strategy development and the MEC comments are incorporated in the review of the strategy.
C.14.2.9 LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS
STRENGTHS WEAKNESSES
Development of a satellite hub for clothing and Lack of informal economy policy Textile in planning stages Staff capacity Potential for agricultural development Local Economic Development Strategy Agri-village development projects
OPPORTUNITIES THREATS
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Revival of the agricultural sector Climate change can adversely affect the agricultural sector Growing Tourism Sector Declining Agricultural sector Development of the tourism sector Weak mining sector Revitalisation of the mining sector Low employment levels Large percentage of the population within working age Low GDP contribution
C.14.3 SOCIAL DEVELOPMENT ANALYSIS
C.14.3.1 HEALTH
The eMadlangeni sub-district consists of 1 district hospital, 1 prison hospital, 2 provincial fixed clinics (gate clinic), 2 mobile provincial clinics, 2 EMRS bases and 1 forensic mortuary (IDP 2017/18:119). The district hospital, Niemeyer Memorial Hospital, is located in Utrecht and offers district level services. Patients requiring regional level, advanced and specialized healthcare are referred to Newcastle and Madadeni hospitals. Many people have to travel more than 10km to access hospital services. Ambulances are dispatched from Newcastle, however they now have a depot at Niemeyer Memorial Hospital thus improving response time (IDP 2016/17:119).
The Groenvlei clinic is operational while there are three mobile clinics operating throughout the Emadlangeni area. These mobile clinics operate as follows:
Mobile 1 = 30 visiting points
Mobile 2 = 24 visiting points
Mobile 3 = 25 visiting points A fourth Mobile clinic is still under motivation is planned to visit 28 points. There are also two Ward Based Outreach Teams within the Niemeyer Gateway clinic and the Groenvlei clinic. Further to the above, there are seven philamntwana centres throughout the municipality, 3 pick-up points for chronic medication (old age home, health shop and Niemeyer Clinic). The Department of health also has two school health teams and 2 ward-based outreach teams (Niemeyer and Groenvlei).
C.14.3.2 EDUCATION
EMadlangeni is generally well-provided with educational facilities, except tertiary facilities. There are approximately 32 schools within eMadlangeni as indicated in table 24. However, the schools within the areas are in need of upgrading of facilities as well as additional classrooms. There are also a number of
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schools which have been identified in the Amajuba District IDP for renovations and upgrading within eMadlangeni (Amajuba District IDP 2016/17). Other issues include long distances learners and educators have to travel to access educational facilities.
TABLE 24: SCHOOLS PER WARD
WARD SCHOOL
Ward 1 Gelykwater
Ingcaka
Dorothea
Lembe
Wit-Mfolozi
Mbathani
Luthulunye
Myayiza
Magidela Combined
Ward 2 Utrecht High
Utrecht Primary
Bersig
Ward 3 Waaihoek
Nhlazadolo
Ndwakaza H
Isibonelo Esihle
Mxhakeni Primary
Mlwane Primary School
Ward 4 Blue Mountain
Groenvlei
Kroomellenboog
Sinqobile
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Ward 5 Emadlangeni Primary
Zimbuthu Primary
Mzilikazi H
Thamsanqa
Ntunku Primary School
Ward 6 Esidakeni
Emzimane
Slagveld
Kingsley
Emalahleni Combined H
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MAP 14: HOSPITAL CATCHMENT
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M AP 15: CLINIC CATCHMENT
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FIGURE 11: LEVEL OF EDUCATION Level of Education
0 Unspecified 223 5479 Not Applicable 0 0 Do not know 266 44 Other 67 984 Teritiary Education 1599 3759 Grade 12/Standard 10/Form 5/Matric/NCV Level 4/… 5339 1968 Grade 11/Standard 9/Form 4/NCV Level 3/… 3134 2169 Grade 10/Standard 8/Form 3/Occupational… 3165 1913 Grade 9/Standard 7/Form 2/ABET 4/Occupational… 2140 Grade 8/Standard 6/Form 1 1950 2083 Grade 7/Standard 5/ABET 3 1832 1322 1597 Grade 6/Standard 4 1607 1727 Grade 5/Standard 3/ABET 2 1937 1998 Grade 4/Standard 2 1439 1575 Grade 3/Standard 1/ABET 1 1767 1785 Grade 2/Sub B/Class 2 1149 1518 Grade 1/Sub A/Class 1 1226 1260 Grade 0 1725 2885 No schooling 6679 0 1000 2000 3000 4000 5000 6000 7000 8000
2011 2016
Source: Statistics South Africa, Census 2011 & Community Survey 2016
C.14.3.3 SAFETY AND SECURITY
EMadlangeni has 3 police stations located in Kingsley, Groenvlei and Utrecht (see map 18). Response times to outer lying settlements tends to be longer because of the scattered nature and pattern of rural settlements in the municipality.
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MAP 16: PRIMARY SCHOOL CATCHMENT
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M AP 17: SECONDARY SCHOOL
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M AP 18: POLICE STATION CATCHMENT
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C.14.4 COMMUNITY DEVELOPMENT
The municipality has established the vulnerable groups. The establishment of these groups assist in identifying those who needs support and strengthen the relationship between the government and the community. The following are the vulnerable groups that are established within all wards of eMadlangeni and are fully functional. The municipality does not have a plan to respond to the needs of the vulnerable groups however; the municipality have budgeted for programmes of vulnerable groups. This includes activities of People Living with Disability, HIV programmes, youth headed households, senior citizens and early childhood development. EMadlangeni Municipality is responsible for basic service delivery and community support however some of the functions are shared among sector departments. It is not the local government function to support schools with National School Nutrition Programme and establishment of gardens however, the municipal IDP does include such programmes when the sector departments present them during the IDP review on stakeholders’ meetings.
C.14.4.1 YOUTH DEVELOPMENT
With a very youthful population making a large portion of eMadlangeni, the municipality dedicates itself to the contribution and empowerment of the youth through;
The establishment and maintenance of community structures that help to ensure youth development
Ensuring the existence and functionality of the Local Youth Council;
Ensuring that community outreach activities are conducted on a quarterly basis;
The annual provision of a career guidance/ expo.
C.14.4.2 ELDERLY (SENIOR CITIZENS) AND PEOPLE WITH DISABILITIES
EMadlangeni municipality ensures that older persons are given the opportunity to remain independent, active and contributing citizens in the community while receiving quality services. Additionally, the municipality ensure that older person receive integrated and coordinated services and elucidate the roles and responsibilities of stakeholders with regards to service provision to the elderly.
C.14.4.3 DEVELOPMENT OF WOMEN
EMadlangeni Local Municipality is committed to playing a more proactive and supportive role in promoting the inclusion and development of women and men in the municipality. Efforts towards the development of women in the municipality include the following programmes and activities;
Economic empowerment through Expanded Public Works Programme once per annum;
Skills development programme to support women entrepreneurs as a means to address economic inequality by enabling women and men previously denied of opportunities because of skills gaps to participate in the economy and/ or start and grow their businesses;
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Support programme for vulnerable households twice per annum;
Execute women programmes in the jurisdiction of eMadlangeni;
Awareness promotion campaigns on health and wellness programmes, HIV/AIDS prevention and care, and other diseases;
Ongoing activity on promoting access to and uptake of social grants for women and men;
Contribution to the development of housing over the next 10 years to ensure that women and men have access to affordable, safe and decent accommodation;
C.14.4.4 PEOPLE AFFECTED BY CRIME, HIV/AIDS, DRUGS
EMadlangeni municipality has a Strategic Plan for HIV/AIDS in place. The plan was adopted by the council in September 2015 and will be reviewed in 2020. There are support groups through Ward Aids Committee / Ward War Rooms, the LAC established – Chaired by the local Mayor.
Interventions at local level deal with:
Prevention through education,
On-going provision of treatment, care and support, which includes counselling, voluntary testing, mother to child transmission prevention, wellness programmes, home-based care, hospice and estate planning, death and burial services and bereavement support and the targeting of vulnerable groups such as children and orphans,
The establishment of a local database on HIV infections and AIDS deaths, disaggregated on the basis of age, gender, race and geographic area;
Anti-discrimination and de-stigmatisation campaigns;
On-going monitoring and evaluation of programmes.
Furthermore, community awareness’s are conducted within the municipality in order to:
Reduce HIV/AIDS and mitigate its impact by expanding the on-going programme of information dissemination, provision of condoms and community mobilisation, with a special focus on peer education campaigns and the youth;
Expand other community outreach programmes that identify people/ households in need and provide HBC, referral services etc;
Support on providing services to home-based terminally ill patients;
Market support groups and programmes for people infected and affected by HIV/ AIDS.
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C.14.4.5 DEVELOPMENT OF PEOPLE WITH DISABILITIES
EMadlangeni Local Municipality facilitates and ensures the empowerment of People Living with Disabilities (PLD) through; The establishment and functionality of local structures for People Living with Disabilities;
Engaging in systems change and efforts towards capacity building that promote self-determination, integration, and inclusion of people living with disabilities;
Employment Services- where persons living with disabilities will be assisted in finding careers matching their strengths, abilities, conditions and preferences for employment (1 general worker employed during 2014);
Health, Prevention and Wellness Programs to ensure that PLD remain as healthy as possible.
C.14.4.6 EARLY CHILDHOOD DEVELOPMENT
The Municipality takes doesn’t take early childhood development lightly. It is important that efforts are made towards ensuring that every child is afforded access to the services that are inherently necessary for his/her development. To this end, the municipality provides a range of services to children in line with the implementation of the Children Act 38 of 2005. The Act is guided by rulings in favour of the best interests of the child. To this effect, the municipality;
Conducts awareness programs on child protection;
Engages in the building of ECD centres (as per requirement);
Provides resources and support in the field of early childhood development;
Strives to ensure the effectiveness and efficiency of ECD provision to all children;
Ensures the provision of Child care and protection services;
C.14.5 SOCIAL DEVELOPMENT: SWOT ANALYSIS
STRENGTHS WEAKNESSES
Effective Youth programs and youth development Lack of Women Empowerment Plan;
Programs aimed at vulnerable groups Lack of capacity finances to execute youth programs
Vulnerable groups Plan
OPPORTUNITIES THREATS
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Youth impact on participating in the municipal Outmigration of young people;
Drug & alcohol abuse
Crime
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C.15 MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT
C.15.1 CAPITAL FUNDING AND EXPENDITURE TO ADDRESS SERVICE DELIVERY
The municipality in the past three years faced challenges on filling the position of Director Infrastructure Planning and Development (Technical Director) this impacted negatively on ability to spend capital grants particularly the rural electrification grant. Other stumbling blocks were encountered on the rural electrification project chiefly poor performance by the contractors and Way Leave issues with farm owners. The municipality has filled the position of Director Infrastructure Planning and Development and land issue disputes are being addressed. Going forward the ability spend on the capital expenditure has been improved significantly.
3 Year Synopsis of funds received and spent
Financial year MIG received Spent Unspent Variance %
2017/18 6,423,000.00 6,423,000.00 - 0%
2018/19 9 247 000.00 9 247 000.00 - 0%
2019/20 9,342,000.00 - - 0%
-
Financial year Electrification Spent Unspent Variance % grant received
2017/18 12 000 000.00 6 700 000.00 5 300 000.00 44%
2018/19 6 000 000.00 6 000 000.00 0%
2019/20 5 828 000.00
Financial year Small town Spent Unspent Variance % received
2017/18 1,000,000.00 995 927.00 4 073.00 0.4%
2018/19 4 073.00
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C.15.1.2 PROJECTS PRIORITIZED AS PER BUDGET
The municipality has paid more attention to new infrastructure projects, to address backlogs than renewal of existing assets. Lately, this approach is gradually changing to comply with Municipal Finance Management Act circular 55 and 66 as evidenced by the 57% of the 2018/19 capital budget being earmarked for renewal of existing dilapidated town roads
project New/Renewal Sources amount of funding
Rehabilitation of Hoog Upgrading MIG 9,342,000 roads MINUS Van Rooyen & Upgrading MIG 5% of
kerk PMU
Generaal Upgrading MIG
Minaar Upgrading MIG
Khayalethu phase Extension MIG 2
Electrification EMadlangeni (42) Phase 2 INEP 5,828,000
KwaLembe (36) Phase 2
Kaarpoort (40) Phase 2
Midway/Chanceni Phase 2 (26)
KwaNtaba (18) Phase 2
Waaihoek (100) Phase 2
C.15.2 SOCIAL AND ECONOMIC REDRESS VIA INDIGENT SUPPORT
The Accounting Officer is responsible for the implementation and administration of the Indigent policy and is assisted by the Chief Financial Officer for the department of Budgetary and Treasury Office. The aim of this policy is to assist disadvantaged households or those that face other circumstances that limit their ability to pay for services. Households are required to register in terms of the Municipality Indigent Policy in order to receive these services. The cost of the social package of the registered indigent
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households is largely financed by national government through the local government equitable share received in terms of the annual Division of Revenue Act.
Indigent Register over 3 years
Financial Year Approved indigents % increase
2017/18 178 0%
2018/19 178 0%
2019/20
Indigent subsidies and rebates
ITEM Adjusted MTREF 2018/19 MTREF 2019/20 MTREF 2020/21 Budget 2017/18
Electricity 50kwh/month 50kwh/month 50kwh/month 50kwh/month consumption- Indigents
Property 100% 100% 100% 100% rates- Indigents
Refuse 100% 100% 100% 100% removal- Indigents
Electricity 50kwh/month 50kwh/month 50kwh/month 50kwh/month consumption- Pensioners
Property 50% 50% 50% 50% rates- Pensioners
Refuse 10% 10% 10% 10% removal- Pensioners
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An amount of R449 008 has been set from equitable share for Free basic service. Property rates will be determined once the indigent register is approved. A provision is made under property rates revenue forgone
C.15.2.1 REVENUE ENHANCEMENT AND PROTECTION STRATEGIES
The municipality has identified a number of areas from which it can enhance its revenue and these include:
Property rates and penalties
Service charges-electricity revenue
Identification of new sources of revenue
Rental of Hawkers sites and SMME units
Fines for illegal trading
Licences and permits
Grant income-operating and capital
Service charges-Refuse revenue
Game and Recreation park tariffs revenue
Incentivising payment of long outstanding debt
The municipality has a revenue enhancement strategy (Attached) to assist in improving, protecting and increasing revenue streams. The impact of these strategies are expected in 2018/19 and the outer years once the plan is approved and implemented in earnest
C.15.2.2 MUNICIPAL CONSUMER DEBT POSITION
C.15.2.3 GRANTS & SUBSIDIES
C.15.2.4 EMPLOYEE RELATED COSTS
C.15.3 SUPPLY CHAIN MANAGEMENT
Due to the size and the budget of the municipality, the position of the SCM manager is vacant. The SCM unit is current being manned by the SCM officer, SCM clerk and finance interns are also allocated to the unit to alleviate the pressure. Poor planning by departments creates challenges for the SCM unit in complying with the legislation.
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eMadlangeni Municipality has functioning Bid committees in place established in line with regulations 26-29 of the Municipal Finance Management Act No.56 of 2003’s Supply chain management regulations. The committee system for competitive bids is made up of the following: A. Bid specifications committee(BSC) B. Bid evaluation committee(BEC) C. Bid adjudication committee(BAC) The municipal manager appoints members of the bid committees. A detailed irregular expenditure and deviations is attached as an annexure.
C.15.2. ASSETS AND INFRASTRUCTURE MAINTENANCE
C.15.2.1 REPAIRS AND MAINTENANCE OF ASSETS
Repairs and maintenance
2016 Audited 2017 Audited 2019 Forecast 2020 Forecast 2021 Forecast
ZAR ZAR ZAR ZAR ZAR Repairs and maintenance expenditure 4,994,476.00 1,910,637.00 2,714,852.45 2,875,028.74 2,871,780.41 PPE Carrying value 91,854,633.00 107,326,144.00 167,471,541.40 176,073,120.70 187,753,076.87 RM as % of PPE 5% 2% 2% 2% 2% The repairs and maintenance as a percentage of carrying value of property plant and equipment is far from the benchmark of 8%. The average over past 3 years is 3%. The forecast for the next three years is 2%. The ratio has deteriorated over the years as depicted in the table above. It is of paramount importance that the municipality channel resources to repairs and maintenance in order to preserve and enhance the useful lives of the assets. However, the municipality has been unable to budget the norm of 8% due to the small budget and limited revenue resources. It should also be noted that the municipality infrastructure is archaic. Therefore, spending huge resources on the aging infrastructure may not be wise. The municipality is exploring all avenues to source funding for replacing of the aging electricity and road infrastructure which is in dire straits. In light of the above it should be acknowledged that it will take considerable time to meet the desirable 8% benchmark on repairs and maintenance of municipal assets due to the financial constraints facing the municipality. In order to improve the current ratio to the periphery and eventually within the expected norm, the municipality is looking at implementing the revenue
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enhancement strategy which will allow the municipality to budget adequately for repairs and maintenance as the cash flow improves accordingly.
C.15.4 FINANCIAL RATIOS x
The municipality is technically solvent as evidenced by the solvency ratio over the years. Nevertheless, it should be noted that the ratio is steadily declining due to the increase in expenditure not in sync with the revenue growth. In 2015 1 rand of a liability was covered by 7 rands of assets. This has declined to R5 assets for every R1 liability. The main cause is the expansion of the municipalities departments and the resultant increase in operational costs including remuneration. This evidenced by the increase in the ratio of remuneration to total cost over the years. The other contributing factor is the expansion of the municipal council from 4 wards to 6 wards following the 2016 local government elections and the demarcation process. In addition the council ceased to be a plenary and now has an executive committee. Councillors increased from 7 to 11. All the above is exerting pressure on the municipality’s resources. This is exerting pressure on the municipality’s resources. In light of the above, the pressure can be seen in the deterioration of the current ratio, though the municipality is still able to meet current liabilities as they fall due as indicated by the current ratio in 2017 of 1.57:1. Consequently municipality’s own resources are being channelled to operational expenditure as indicated by the declining capital expenditure to total expenditure from 28% in 2015 to 24% in 2017. These ratios also indicate that the municipality has digging into its reserves to fund operational expenditure hence the decline in liquidity and solvency ratios over the years, as evidenced by the decline in the cost coverage ratio from a pick of 6 months in 2015 to a projected 1 month in 2020. To arrest the situation, the municipality has adopted austerity measures to reduce expenses and unlock cash tied up in debtors. This is expected to result in improved cost coverage ratio in the outer years of the MTREF. The municipality recently developed a revenue enhancement strategy, which when implemented it will improve the deteriorating liquidity position of the municipality. The impact will be felt in 2018/19 and the subsequent periods. Twin process of cost containment and revenue enhancement is key.
C.15.5 LOANS/BORROWINGS AND GRAND DEPENDENCY
2015 2016 2017 2018 2019 2020 2021
Borrowings 937,324.00 807,692.00 745,846.00 676,967.49 600,444.36 515,568.13 421,080.14 Interest cost 98,144.00 92,146.56 85,787.65 78,887.00 71,243.29 62,890.19 53,278.43 Operating expenditure 54,563,224.00 68,897,056.00 77,764,840.00 Capital cost(Interest/operating expenditure) 0.18% 0.13% 0.11% Debt to revenue 1% 1% 1% At eMadlangeni municipality the percentage of debt relative to the capital structure is insignificant. The municipality has only one loan. The DBSA loan was obtained in 2004 to fund the construction of the new municipal buildings and it is expected to be repaid in 2024. The term loan is 20 years. The municipality is currently able to meet its finance obligation as indicated by the capital cost ratio, which is merely a fraction of a per cent over the years. The debt to revenue is consistently at 1% over the years, indicating that the municipality has not increased its borrowings. The municipality has
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adequate debt capacity as well as collateral capacity in its immovable assets indicated by the low debt levels in the table above. Nevertheless, the municipality has no intention to obtain other long term loans at this point in time.
The municipality is highly dependent on government grants to fund expenditure. Currently government grants account for approximately 51% of total revenue. Detailed information is on the financial plan section.
C.15.6 AUDITOR-GENERAL’S OPINION
The 2018/19 Auditor General report found eMadlangeni’s financial statement fairly presenting the financial position of the municipality as at 30 June 2018 in accordance with the SA Standards of GRAP and the requirements of the Municipal Financial Management Act, Act No.56 of 2003 (MFMA) and the Division of Revenue Act, Act No.1 of 2015 (DoRA). Moreover, the table below shows the management report outcomes.
TABLE 25: SUMMARY OF AUDIT OUTCOMES
SELECTED OBJECTIVES USEFULNESS RELIABILITY
Objective one: Infrastructure and services Unqualified Unqualified
C.15.7 FINANCIAL VIABILITY AND MANAGEMENT SWOT ANALYSIS
STRENGTHS WEAKNESSES
Indigent policy Heavy reliance on national and provincial government grants Revenue enhancement strategy Revenue generation Supply Chain Management Policies Debt Collection
OPPORTUNITIES THREATS
Debt collection strategies Loss of revenue as a result of unpaid tariffs Austerity measures Limited funding
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D. GOOD GOVERNANCE & PUBLIC PARTICIPATION ANALYSIS
D.1.1 GOOD GOVERNANCE ANALYSIS
D.1.1.1 NATIONAL AND PROVINCIAL PROGRAMMES AT MUNICIPAL LEVEL
D.1.1.1.1 OPERATION SUKUMA SAKHE
EMadlangeni has established Local Task Team (LTT) and Ward Task Teams (WTT) to ensure that the objectives of the OSS programme are achieved. The goal of the OSS resonates with the national goal of OSS which aims to ensure that targeted vulnerable groups are afforded the support they need in an integrated and efficient manner (IDP 2017/18:113). The LTT operates under the guidance of the District Task Team and is responsible for the following activities:
the provision of strategic direction of OSS program at a local level and
Development of local strategic and implementation plans to ensure that plans include targets for all activities/ KPI’s and that activities in the plans are assigned to specific team members.
To provide mentorship support to War Rooms e.g. profiling of households at wards level.
The beneficiaries of Operation Sukuma Sakhe are vulnerable groups including;
Women and children
Youth
Unemployed adults who are either jobless or earn below the minimum wage, or are unskilled and;
Illiterate adults, the chronically sick, disabled persons and elderly.
EMadlangeni Local Municipality has six (6) wards, with six fully functional war rooms as well as two satellite war rooms. War rooms meet on a weekly basis. The eMadlangeni Local Task Team is also functional and meets bi-weekly. Community programmes at eMadlangeni are implemented in collaboration with the structures of Operation Sukuma Sakhe, in line with the needs of the community in order to meet social upliftment and social development needs of the community. OSS stakeholders include the Municipality, Government Departments, NGOs, CBOs, as well as Civil Society
D.1.1.1.2 Expanded Public Works Programme
The Extended public Works Program is aimed at dealing with unemployment within municipalities, including youth. The majority of Infrastructure and various ward projects identified by the municipality will intensely involve the EPWP. The program assists in the contribution to the livelihoods of participants through the income earned and it absorbs labour from community to ensure and facility community development and upliftment. EPWP projects within the municipality include:
Road maintenance & maintenance of buildings
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Tourism and cultural
Waste management
Parks and beautification
Sustainable land-based livelihoods
Social services programmes
Health service programmes
Community safety programmes
D.1.1.2 INTER-GOVERNMENTAL RELATIONS (IGR)
The municipality participates in IGR forums at a District level to ensure co-operative governance and wall-to-wall development. Cross boundary issue address in these forums and sector departments are also afforded the opportunity to give input on technical matters. IGR forums at District level include;
Mayors Forum
LED Forum
Planning Forum
Municipal Managers Forum
Infrastructure Development Forum
Financial Management Forum
Co-operative Services Forum
In addition to the above, the municipality participates in other structures as the Forum of Municipalities and Members of the Executive Councils, the Speaker’s Forum in Legislature and the Premier’s Monitoring & Evaluation Committee. Participation in these committees is key in ensuring effective planning that is aligned with National, Provincial and District imperatives and key strategic documents. The Accounting Officer and the Mayor attends all Provincial Munimecs. The municipality does not have a dedicated personnel to deal with IGR as each head of department is responsible for IGR matters that concerns the department. The scale of the municipality cannot afford to appoint personnel where duties can be shared.
D.1.1.3 MUNICIPAL STRUCTURES
D.1.1.3.1 MUNICIPAL COUNCIL
The municipal council is accountable for the achievement of the goals and objectives of the municipality and its municipal entities. Taking into account the necessity of risk management is an important tool to support the achievement of this goal, it is critical that councilors provide leadership
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to governance and risk management. EMadlangeni Municipal Council annually adopt a calendar of its meetings, however at times the Council sit for special meetings when necessary.
D.1.1.3.2 EXECUTIVE COUNCIL
After 2016 local government elections; eMadlangeni Municipality was proclaimed as a collective municipality from plenary council which means the municipality has an Executive Committee. The Municipality does have a functional Executive Committee. It was established in 2016 by Council Resolution Number A155/2016 dated 23/08/1016. It consists of three Councillors, namely Her Worship the Mayor, Councillor LY Mhlungu, His Worship the Deputy Mayor, Councillor N Ndlovu and the Honourable Speaker Councillor MJ Mthethwa. The Executive Committee holds its ordinary meetings in terms of the Council approved meeting schedule and convenes special meetings as per need. As the principal Committee of Council, it receives and processes reports from Portfolio Committees and makes recommendations to Council for adoption or approval.
D.1.1.3.3 MPAC
EMadlangeni municipality has an established and functional Municipal Public Accounts Committee. The main purpose of the MPAC is to oversee the executive functions of the council and to ensure good governance within the municipality. To fulfil its role of oversight, the MPAC has to be provided with the necessary information and documentation to interrogate the actions of the executive. The function of the MPAC is to;
Detect and prevent abuse, arbitrary behaviour and illegal or unconstitutional conduct from the municipality’s part;
Hold the municipality accountable with regards to how taxpayer’s money is used and thereby to improve efficiency and the economy;
Ensure that policies/projects approved are delivered;
Improve transparency in municipal operations and enhance public trust.
D.1.1.3.4 BID COMMITTEES
The municipality established the following BID committees;
Bid specification committee
Bid Evaluation committee
Bid Adjudication Committee
D.1.1.4 PARTICIPATION OF TRADITIONAL LEADERS IN MUNICIPAL COUNCIL
Section 81 of the Municipal Structures Act (Act No. 117 of 1998) states that According to Section 81 of Municipal Structures Act AMakhosi should form part of the Municipal Council. At eMadlangeni,
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AMakhosi are parts of the Council they seat on all council meetings as per their oath as well as their proportion.
D.1.1.5 AUDIT COMMITTEE
EMadlangeni Local Municipality has an established Audit Committee as required by Section (166) of the Municipal Finance Management Act 56 of 2003. The Audit Committee has the responsibility of being an independent advisory body to the Council, the Political Office Bearers and the Accounting Officer, thus assisting Council in its oversight role. The Internal Audit unit report directly to the Audit Committee, this ensures that the oversight is exercised. The Audit Committee table its reports to Council on a quarterly basis. The committee consist of four members of which one has been appointed as the Member of Executive Committee (MEC) and the municipality has not received resignation. The members are as follows:
Mr B. Dlamini—Chairperson
Mr S.E. Hlomuka—Member
Mr J. Mhlongo—Member
Ms N. Makhubu-- Member
D.1.1.6 RISK MANAGEMENT COMMITTEE
The municipality have Risk Management Committee that is fully functional. The committee consist of MANCO members and is chaired by the Municipal Manager. The committee sits on a quarterly basis, the chairperson of the committee reports to the Audit Committee quarterly. Risk assessment is conducted annually and updated monthly. The Risk register and Fraud Risk Register is attached as an annexure.
D.1.1.7 WARD COMMITTEE
EMadlangeni Municipality has 60 ward committee members, 10 in each ward. The ward committees have been inducted and are functional. The main role of ward committees is to a link between the Municipality and the community in all 6 wards. Ward committees seat in the Municipal IDPRF to add their inputs from community meetings and war rooms. They provide support to the Ward Councillors, facilitate feedback on matters raised by the community with the Ward Councillors, conduct door to door campaigns for household profiling and indigent applications serve notices to communities for meetings and mobilize the community. The ward committees have been aligned to different sectors i.e. Infrastructure and Planning, IDPRF, Water and Sanitation, Transport, Education, and LED. Ward committee meetings chaired by the Ward Councilor are conducted on a monthly basis, sectoral reports are submitted to the Public Participation Practitioner on a monthly basis as per the Ward Committee verification Process.
D.1.2 STATUS OF MUNICIPAL POLICIES
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Table 25 presents a list of all municipal policies and their status.
TABLE 26: MUNICIPAL POLICIES AND BY-LAWS POLICY STATUS HUMAN RESOURCE POLICIES Death Responsibility Policy Draft in place Recruitment, selection and appointment policy Adopted and implemented Council vehicle policy Adopted and implemented Delegation Framework Adopted and implemented Supply Chain Management Framework Adopted and implemented Indigent Policy Adopted and implemented Housing Subsidy Policy Adopted and implemented Human Resource Development Policy Adopted and implemented Code of Conduct Adopted and implemented Acting Policy Adopted and implemented Placement Policy Adopted and implemented Delegation Policy Adopted and implemented Workplace Skills Plan Adopted and implemented Employment Equity Policy Adopted and implemented FINANCIAL POLICIES Budget Policy Adopted and implemented Vehement Policy Adopted and implemented Remuneration Policy Adopted and implemented Re-imbursement Policy Adopted and Implemented Travel and Subsistence Adopted and implemented Revenue Enhancement Strategy Adopted and implemented OTHER Communication Plan Adopted and implemented Property Rates policy Adopted and implemented Municipal By-laws Adopted and implemented Building works, Building Plans, completion: Adopted and implemented Policies and Procedures Ward Committee Establishment Policy Adopted and implemented HIV/AIDS and Chronic Illness Policy Draft in place Outdoor advertising Municipal By-Laws Adopted and gazetted Keeping of animals and Birds Municipal By-Laws Adopted and gazetted Keeping of dogs Municipal By-Laws Adopted and gazetted Cemeteries, cremation and undertakers Adopted and gazetted Municipal By-Laws Credit control Municipal By-Laws Adopted and gazetted Electricity supply Municipal By-Laws Adopted and gazetted Tariff policy for indigent persons Municipal By- Adopted and gazetted Laws
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Municipal public Transport Municipal By-Laws Adopted and gazetted Property encroachment Municipal By-Laws Adopted and gazetted Environment Municipal By-Laws Adopted and gazetted Fire prevention Municipal By-Laws Adopted and gazetted Parking areas Municipal By-Laws Adopted and gazetted Pollution control Municipal By-Laws Adopted and gazetted Pound Municipal By-Laws Adopted and gazetted Public amenities Municipal By-Laws Adopted and gazetted Public roads Municipal By-Laws Adopted and gazetted Rules and Orders of Municipal Councils and Adopted and gazetted Committees By-Laws Storm water management Municipal By-Laws Adopted and gazetted Street trading Municipal By-Laws Adopted and gazetted Dumping and littering Municipal By-Laws Adopted and gazetted Abattoir Municipal By-Laws Adopted and gazetted By-Laws relating to the Control over buildings Adopted and gazetted
D.1.3 MUNICIPAL RISK MANAGEMENT
D.1.3.1 RISK MANAGEMENT COMMITTEE
The Risk Management Committee is an oversight committee responsible to the Accounting Officer for the monitoring of risk management. It is responsible for assisting the Accounting Officer in addressing its oversight requirements of risk management and evaluating the Municipality’s performance with regard to risk management. The municipality has a Risk Management Committee which is fully functional and adopted the schedule of meetings to ensure that all risks are identified prior and be addressed. The municipality has an Anti-Fraud and Anti-Corruption Strategy in place which aims on preventing and reporting fraud. It also outlines the roles and responsibilities of relevant stakeholders. EMadlangeni also have an Enterprise Risk Management, the risk register is updated quarterly.
D.1.3.2 MUNICIPAL BYLAWS
EMadlangeni has adopted and implemented a number of by-laws to govern planning and to ensure the effective management and operation of the municipality.
D.1.4 PUBLIC PARTICIPATION ANALYSIS
The eMadlangeni Municipality adheres to the legislative requirements of public participation to ensure transparency in local government. The municipality holds public participation with the community in each ward through Ward Based Planning. This ensures participation of residents in programmes and aids in keeping communities informed. The municipality will be conducting izimbizo in collaboration with the District Municipality for cost cutting measures. The municipality has undertaken the Ward Based Planning in all six wards of the municipal area. This process has assisted the municipality in the
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development of the IDP as Ward Based Plans outlines the core needs of the communities and the alignment between IDP and WBP have improved.
D.1.4.1 BROAD BASED COMMUNITY NEEDS
The IDP roadshows involved community participation and engagement on critical issues that were central to each ward. The table below illustrates the three priorities for each ward.
WARD PRIOTIES
Ward 1 Electricity
Roads
Water and Sanitation
Ward 2 Roads and Stormwater System
Housing (RDP)
Sewer System
Ward 3 Water and Sanitation (VIP)
Electricity
Roads
Ward 4 Water and Sanitation (VIP)
Electricity
Roads
Ward 5 Water and Sanitation
Electricity
Roads
Ward 6 Water and Sanitation
Electricity
Roads
D.1.4.2 LAND USE MANAGEMENT
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EMadlangeni Municipality has established a Municipal Planning Tribunal which approves all land applications. The Municipal Planning Tribunal is not yet fully functional as the municipality did not advertise its members on the local newspaper, however this will be addressed. The municipality has also appointed the Authorising Officer for all planning applications. The Executive Committee has been appointed as the Appeal Authority.
D.1.4.4 GOOD GOVERNANCE & PUBLIC PARTICIPATION SWOT ANALYSIS
STRENGTHS WEAKNESSES
Numerous By-laws have been adopted and Some key Sector Plans not adopted implemented Acceleration of projects focused on community Municipal Structures in place development
Public participation structures established and operational
EPWP projects
Communication Plan
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OPPORTUNITIES THREATS
Development and Review of municipal policies Crime and plans Political instability
D.2 KEY CHALLENGES
In light of the Situational analysis and the weakness and strengths identified within eMadlangeni municipality, Key challenges according to the Key Performance Areas were also identified.
KPA KEY CHALLENGES
Municipal Capacity issues resulting from vacant position Transformation & Lack of skills development Institutional Development Staff turn over
Basic Service Delivery Road infrastructure is poorly maintained
Backlogs in water infrastructure
Backlogs in sanitation infrastructure
The area still has huge backlogs in electricity, especially in the rural areas
Good Governance Lack of a Community Participation Strategy and Public Difficulty in reaching all community members due to the scattered nature of Participation settlements
Local Economic & Declining agricultural sector Social Development Weak mining sector Analysis Growing tourism sector
Lower percentage of the population with higher education qualification against a higher percentage with a grade 12 qualification
Low employment levels
High percentage of economically inactive population
Low incomes
Considerable percentage of income earners fall within the income bracket that includes government grant recipients.
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KPA KEY CHALLENGES
Educational facilities require upgrading
Municipal Financial Low revenue Viability & High dependency on government grants Management Loss of revenue resulting from unpaid tariffs
Cross-Cutting Location of human settlements within environmentally sensitive areas
Service delivery in rural areas
Inadequate infrastructure and lack of skills for commercial agriculture to flourish in rural areas.
D.3 COMBINED SWOT ANALYSIS
STRENGTHS WEAKNESSES
The municipality is rich in biodiversity resources Inadequacy of basic services
Environmental management is provided for in the Limited disaster management resources SDF Limited human capital Disaster Management, Fire and Rescue Plan in Vastness of settlements limits the ability of place. rescue services in other areas Training and Awareness regarding Disaster risks Poor representation of disabled people Risk Reduction projects Vacant posts limiting departmental efficiency Council Committees in operation Lack of water and sanitation services in rural Human Resource policies and plans in place areas
N11 provides provincial linkages for the Lack of maintenance of existing infrastructure municipality Infrastructure backlogs R34 important road network facilities intra- scattered settlement patterns municipal and inter-municipal linkages. Declining Agricultural sector Large percentage of the population within Weak mining sector working age
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Development of a satellite hub for clothing and Lower incomes textile in planning stages Low employment levels Draft Youth Plan; Low GDP contribution Youth programs and youth development is a Youth Council not represented in all wards; priority; Women Empowerment Plan; Programs aimed at vulnerable groups Lack of capacity to execute youth programs Indigent policy in place Some key Sector Plans not adopted Numerous By-laws have been adopted and implemented Skills deficiency
Municipal Structures in place Inability to retain staff Non-availability of Capital budget and Capital
programme
Acceleration of projects focused on community development
Revenue generation
Debt Collection
OPPORTUNITIES THREATS
Good climate Lack of food security
Tourism potential Climate change
Growing tourism sector Lack of accessibility
At local level the municipality has good air quality Poor protection of grasslands
Availability of the Zaaihoek Dam Poor preservation of agricultural land
Radio system for early warnings Inadequate funding for key projects
Contact number dedicated to Disaster Use of environmentally unfriendly energy sources management, fire and rescue services Climate change can adversely affect the bulk water pipeline agricultural sector
Development of a Waste Management Plan Settlement encroachment into sensitive areas
Infrastructure upgrading Land degradation
Revival of the agricultural sector Alien invasive species
Development of the tourism sector Mining impact on biodiversity
Revitalisation of the mining sector Outmigration of young people;
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Drug & alcohol abuse
Crime
Political instability
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E. MUNICIPAL DEVELOPMENT STRATEGY
E.1 STRATEGY MAP AND STRATEGIC FIT
SUSTAINABLE DEVELOPMENT GOALS NATIONAL DEVELOPMENT PLAN
PROVINCIAL GROWTH & DEVELOPMENT PLAN EMADLANGENI INTEGRATED DEVELOPMENT PLAN
LONG-TERM SMART PRACTICAL & MEASURABLE PERFORMANCE RESOURCES DEVELOPMENT VISION OBJECTIVES IMPLEMENTABLE TARGETS INDICATORS (PERSONNEL, FINANCES AND GOALS ACTIVITIES AND TOOLS OF TRADE)
CORRECTIVE MEASURES ANNUAL SERVICE DELIVERY YES BUDGET AND BUDGET PERFORMANCE DEVIATION IMPLEMENTATION PLAN MANAGEMENT SYSTEM NO KEEP UP GOOD WORK
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E.2 DEVELOPMENT VISION AND MISSION, AND CORE VALUES
VISION
BY 2036 EMADLANGENI MUNICIPALITY: THE MUNICIPALITY WILL WILL BE A DIVERSE THRIVING ECONOMY MUNICIAPLITY WHERE PEOPLE INCULCATE, AMONG ITS EMPLOYEES, MANAGEMENT ENJOY A HIGH QUALITY OF LIFE WITHIN A SUSTAINABLE AND RESILIENT AND LEADERSHIP THE ENVIRONMENT FOLLOWING CORE VALUES:
. • Accountability MISSION STATEMENT • Transparency and openness IN PURSUIT OF ITS DEVELOPMENT VISION, EMADLANGENI MUNICIPALITY PLEDGES TO ITS • COMMUNITIES AND STAKEHOLDERS TO: Responsiveness • Ethical leadership Be the embodiment of good governance; • Integrity Deliver services in an efficient and effective manner; • Courtesy Promote and facilitate sustainable socio-economic development; • Honesty and pride • Excellency To create mutual trust and understanding between the municipality and the community. • Efficiency and Promote tourism, agriculture and mining, and facilitate development of urban hubs in support of these effectiveness economic sectors and delivery of services. • Professionalism • Diligence To apply good and transparent corporate governance in order to promote community prosperity.
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E.3 PRIORITY ISSUES AND STRATEGIC DEVELOPMENT GOALS
PURSUIT OF THE DEVELOPMENT VISION THE MUNICIPALITY WILL FOCUS ON THE VISION STATEMENT: WILL LEAD TO THE REALISATION OF THE FOLLOWING KEY ISSUES OVER THE NEXT BY 2036 EMADLANGENI MUNICIPALITY: FOLLOWING DESIRED FUTURE FIVE YEARS: WILL BE A DIVERSE THRIVING ECONOMY MUNICIAPLITY WHERE PEOPLE ENJOY A SITUATION: Debt collection and revenue generation. HIGH QUALITY OF LIFE WITHIN A SUSTAINABLE AND RESILIENT Access roads. ENVIRONMENT Electrification • Sustainable economy based on . Non-grid for commercial farms.
. Grid for settlements and town. agriculture, tourism and mining. Water : • . Boreholes and windmills (priority areas are STRATEGIC DEVELOPMENT GOALS: Universal and equitable access wards 1, 4 and parts of wards 3, 5 and 6. 1) Creating a conducive environment for to basic services . Dams for livestock inclusive and diverse economic Upgrading of ageing infrastructure in development and growth. • Equitable access to social and Utrecht. 2) Developing a financially viable and public facilities Fencing of camps. sustainable institution. Provision of sports facilities. 3) Ensuring universal access to reliable • Prime tourist destination Development of sustainable human basic services and physical settlements. infrastructure. • Food and social security 4) Promoting a peaceful, tolerant and Fencing of cemeteries inclusive society. • Resilient, compact and safe Finalisation of labour tenants 5) Enhancing and protecting the quality applications and land restitution claims. of the natural environment, and living environments Support to emerging farmers and preserving the biodiversity integrity. recapitalisation of land under communal 6) Ensuring good and sound governance. • Capable and financially viable property institutions (CPI’s). 7) Facilitating spatial integration and municipality Tourism, agriculture and mining development of sustainable human development settlements. • Informed and engaging Skills development and training. community (education)
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E.4 STRATEGIC FRAMEWORK
E.4.1 BASIC SERVICE DELIVERY
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES 1) Facilitating 1.1 Improved access to all 1.1.1 Facilitate the reduction of 1.1.1.1 Water and sanitation backlog reduction reports submitted universal access to basic services water and sanitation to council on a quarterly basis. reliable basic infrastructure and service 1.1.1.2 Facilitate the provision of free basic water and sanitation to services and backlogs. all deserving households of eMadlangeni. physical 1.1.2 Facilitate access to 1.1.2.1 Provide the electricity infrastructure to all targeted infrastructure. electricity for all targeted households. households 1.1.2.2 Provide the bulk electricity service in terms of the municipal licence on electricity provision. 1.1.2.3 Facilitate the provision of alternative energy 1.1.2.4 Facilitate and provide free basic electricity to all deserving households of eMadlangeni. 1.1.3 Reduce the road 1.1.3.1 Ensure the existence of a road infrastructure provision infrastructure backlog and framework maintain the existing 1.1.3.2 Construct new roads infrastructure 1.1.3.3 Maintain the existing roads 1.1.3.4 Complete the designs and appointments for new roads 1.1.4 Facilitate the reduction of 1.1.4.1 Ensure the existence of an updated Housing sector plan the housing backlog 1.1.4.2 Housing backlog reduction reports submitted to council on a quarterly basis 1.1.5 Provide efficient waste 1.1.5.1 Collect waste from all targeted households collection and management 1.1.5.2 Manage waste efficiently service to all targeted household
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E.4.2 MUNICIPAL TRANSFORMATION & INSTITUTIONAL DEVELOPMENT
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES 2. Provision of effective 2.1 Ensure a sustainable 2.1.1 Maintain and improve the 2.1.1.1 Review and adopt municipal policies and efficient leadership working environment municipal policies 2.1.2 Ensure effective and 2.1.2.1 Strategically plan for the human resources efficient human resource 2.1.2.2 Foster an IDP aligned municipal structure management 2.1.2.3 Fill the budgeted vacant posts 2.1.2.4 Implement the employment equity plan 2.1.2.5 Report labour relations matters to council on a quarterly basis. 2.1.3 Ensure effective and 2.1.3.1 Ensure the existence of an updated WSP efficient human resource 2.1.3.2 Implement the WSP development 2.1.4 Improve performance 2.1.4.1 Develop and adopt the performance management system 2.1.4.2 Set the municipal performance targets 2.1.4.3 Set the departmental performance targets 2.1.4.4 Align the service delivery targets with the budget 2.1.4.5 Achieve the individual commitment to set departmental targets 2.1.4.6 Monitor the achievement of the set targets
2.1.4.7 Report performance to council 2.1.4.8 Address areas of underperformance
2.1.5 Improve information 2.1.5.1 maintain the municipal document management system technology and document 2.1.5.2 Upgrade the municipal IT infrastructure management systems 2.1.6 Improve on customer care 2.1.6.1 Record and attend to customer complaints
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E.4.3 MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT (SOUND FINANCIAL MANAGEMENT)
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES 2.2 Ensure a financially 2.2.1 Improve the audit opinion 2.2.1 Implement the Auditor general’s report intervention plan viable and sustainable 2.2.2 Ensure the IDP aligned 2.2.2.1 Adopt the municipal IDP aligned annual budget municipality financial planning 2.2.2.2 Adopt the municipal IDP aligned adjustment budget 2.2.3 Effectively and efficiently 2.2.3.1 Monitor the expenditure of the municipality’s budget manage the expenditure of the 2.2.3.2 Pay all suppliers within a legislated period municipality 2.2.3.3 Conduct all expenditure reconciliations 2.2.3.4 Manage the municipal assets 2.2.4 Manage and increase the 2.2.4.1 Improve the collection rate municipal revenue base 2.2.4.2 Conduct all revenue reconciliations 2.2.5 Ensure that the 2.2.5.1 Manage the supply chain processes in accordance with the municipality acquires goods and municipal regulations on supply chain management. services in terms of supply chain regulations. 2.2.6 Ensure a constant and 2.2.6.1 Perform monthly financial reporting. accurate financial reporting. 2.2.6.2 Perform quarterly financial reporting. 2.2.6.3 Perform annual financial reporting. 2.2.7 Ensure the existence of 2.2.7.1 Adopt an updated SCM framework. updated finance management 2.2.7.2 Adopt an updated fraud prevention plan. strategies
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E.4.4 GOOD GOVERNANCE AND PUBLIC PARTICIPATION (PUTTING PEOPLE FIRST)
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES 2.3 Ensure a 2.3.1 Improve the public 2.3.1.1 Implement the municipal public participation strategy participative, transparent participation and 2.3.1.2 Ensure the existence of the municipal communications and accountable communication processes functioning governance 2.3.2 Ensure the existence and 2.3.2.1 Ensure the IDP RF functionality. functionality of the public 2.3.2.2 Ensure the functionality of ward committees. participation structures 2.3.2.3 Ensure the functionality of the youth council. 2.3.2.4 Ensure the functionality of the gender and disability forums.
2.3.3 Ensure functional 2.3.3.1 Ensure that all legislated council structures meetings seat. municipal structures 2.3.3.2 Ensure internal audit reporting. 2.3.3.3 Ensure oversight reporting.
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E.4.5 LOCAL ECONOMIC DEVELOPMENT AND SOCIAL DEVELOPMENT ANALYSIS
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES
3. Promoting human 3.1 Achieve a holistic 3.1.1 Improve the community 3.1.1.1 Implement the community skills development plan development human development and skills base capacitation for the 3.1.2 Ensure the empowerment 3.1.2.1 Implement the youth development plan realisation of skilled and of youth, women and people employable workforce living with disabilities 3.1.2.2 Implement the women empowerment plan 3.1.2.3 Implement the PLD empowerment plan
4. Creating job 4.1 Create employment 4.1.1 Facilitate the EPWP 4.1.1.1 Create EPWP jobs. opportunities for all opportunities for all skilled 4.1.2 Strategically plan for the 4.1.2.1 Ensure the existence of an updated Local Economic and employable people of local economic development Development strategy. eMadlangeni 4.1.3 facilitate the 4.1.3.1 Submit quarterly CWP reports to council. implementation of the CWP 4.1.4 Coordinate the fight 4.1.4.1 Implement the poverty alleviation plan against poverty 4.1.5 Unlock the agricultural 4.1.5.1 Ensure the existence of an updated agricultural plan. potential 4.1.6 Promote the mining 4.1.6.1 Submit quarterly mining applications reports to council. activities 4.1.7 Facilitate SMME 4.1.7.1 Ensure the existence of the SMME development framework. development 4.1.8 Promote Emadlangeni to 4.1.8.1 Ensure the existence of a tourism sector plan. be a tourist destination. 5. Facilitating access to 5.1 Ensure that all people 5.1.1 Provide the library services 5.1.1.1 Ensure the provision of the library services to the minimum health, safety and of eMadlangeni have standards. welfare facilities and access to community 5.1.2 Facilitate the maintenance 5.1.2 Maintain the existing facilities services facilities and services of community facilities 5.2 Aspire to a healthy, 5.2.1 Ensure the municipality’s 5.2.1.1 Implement the HIV/AIDS plan safe and crime free area contribution to the reduction of 5.2.1.2 Submit quarterly reports to council on HIV/AIDS
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STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES
HIV/AIDS 5.2.1.3 Maintain the functionality of the Local AIDS council 5.2.2 Improve road safety 5.2.2.1 Exercise the traffic law enforcement
5.2.3 Ensure the municipal 5.2.3.1 Implement a crime prevention infrastructure framework. contribution to community 5.2.3.2 Submit quarterly reports to council on community safety safety 5.3 Facilitate a creation of 5.3.1 Facilitate the provision of 5.3.1.1 Maintain the sports and recreation facilities a viable arts, culture and sports and recreations facilities heritage celebration, 5.3.2 Design and implement 5.3.2.1 Implement the municipal sports, arts and heritage playing and recreation sports, arts and heritage celebration programme spaces. celebration programs
E.4.6 CROSS-CUTTING MEASURES
STRATEGIC GOALS STRATEGIC OBJECTIVES 2019/20 STRATEGIES MEASURABLE OBJECTIVES 6. Promoting spatial 6.1 Realise a complete 6.1.1 Improve community 6.1.1.1 Design and implement the community awareness and environmental environmental protection awareness on environmental programme on environmental protection management protection 6.2 Ensure an integrated 6.2.1 Ensure the existence of a 6.2.1.1 Review 2020/21 SDF and aligned planning municipal spatial development system framework 6.2.2 Ensure the existence of a 6.2.2.1 Review and implement Town Planning Scheme municipal land use guideline
6.2.2.2 Implementation of SPLUMA
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6.2.3 Ensure integrated 6.2.3.1 Review 2020/21 IDP municipal planning 6.2.3.2 Ensure alignment of municipal plans with budget
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F. STRATEGIC MAPPING
F.1 ENVIRONMENTAL SENSITIVE AREAS
EMadlangeni is characterized by a range of environmentally sensitive areas. The municipality is rich in biodiversity, and is well-endowed with unique environmental features, including a mountain range, river systems and wetlands. One of the prominent features in the municipality is the Balele Mountains on the north and the historically significant Blood River on the south. The municipality also has a great diversity in vegetation types, bird species, richest and these require appropriate management. River valley are some of the most important hydrological feature due to their significant environmental role as catchments areas. The municipality’s birding route runs in an east –south route and offers a variety of bird species. Incidentally, this route also falls within the north-south conservation corridor on the eastern segment of the municipality further accentuating the environmental character of the region. The Balele route provides the most scenic regions within the municipality associated with the Balele Mountains, wetlands and rivers within the municipality.
EMadlangeni holds significant cultural value and has been identified as part of the Battlefields tourist sites. Furthermore, the area attracts both domestic and foreign tourists for its environmental features and cultural heritage. These environmental resources within the municipality also call for effective management to ensure preservation and linkage with the economic development of the municipality. Buffer zones should be established around environmentally significant areas where development beyond the buffer will be limited to developments that will be aligned with preserving the state of these environmental areas and with NEMA regulations.
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MAP 19: PROTECTED AREAS
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MAP 20: ENVIRONMENTAL FRAMEWORK
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F.2 STRATEGIC INTERVENTION AREAS
F.2.1 AGRICULTURE
Agriculture is the backbone of the economy of eMadlangeni. A majority of the households, 51.9%, within the municipality are involved in agricultural activities. Most agricultural activities include livestock production and poultry production. Grain and food crops are undertaken by approximately 12.26% of the municipality’s population and these include commercial farmers. EMadlangeni municipality generally has good agricultural potential and this needs to be aligned with agricultural production in order to increase the municipality’s agricultural output and thereby absorb more labour and strengthen food security.
The agri-village development seeks to create or re-develop settlements with agriculture as the basis of the settlements economy. This will help small and emerging farmers in gaining access to markets, and result in the creation of self-sustaining rural settlements.
F.2.2 TOURISM
Tourism has been historically focused within the town of Utrecht as the main economic sector for the area and broadly, the municipality. The eMadlangeni municipality is supplied with tourism attraction and features including, among others, the Balele Conservancy within Utrecht. The Balele Community Game Reserve and Caravan Park is a 250ha game reserve surrounding the town of Utrecht, and is stocked with no fewer than 11 species of game including Impala, Blesbuck, Bushbuck, Waterbuck, Nyala, Red Hartebeest, Blue Wildebeest, Kudu, Burchell's Zebra, Warthog and Giraffe. EMadlangeni is home to the largest number of range of exotic bird species in the world, which are unique to only two places in the world, eMadlangeni and Australia. The birding route will have to form part of the tourism activities promoted within the municipality which can be undertaken in the form of tourism tours.
The revamping of the Balele Game Reserve will help establish the town of Utrecht as a tourist destination. In order to maintain the tourism in the area, focus will be directed into the development of tourism products and activities within the Game Park and development at key tourism attraction locations.
F.2.3 SERVICE PROVISION AND INFRASTRUCTURE UPGRADING
Infrastructure is a critical component for successful growth and development of a region and has a direct bearing on the social and economic development of an area. It has been noted that the municipality is characterised by a shortage of infrastructure, inadequate facilities for service provision and dilapidating infrastructure. The upgrading of the municipality’s infrastructure will be critical in ensuring service provision to areas lacking these, specifically peri-urban settlements.
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MAP 21: AGRICULTURAL FRAMEWORK
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Areas in critical need of electricity, water and sanitation infrastructure have been identified as ward 1, 3, 4 and parts of ward 6. The proposed sanitation infrastructure in these areas includes Ventilated Pit Latrine toilets (VIP), this is primarily due to limited funding towards the provision of infrastructure. The provision of windmills, specifically within farm areas will assist in reducing water backlogs within the municipality. The provision of non-grid electricity to farm areas and settlements located in these will also assist in reducing the electricity backlog within eMadlangeni.
F.3 DESIRED SPATIAL FORM
The eMadlangeni SDF sets out the spatial vision of the municipality and identifies focus areas for development and investment. The SDF identifies the primary, secondary, tertiary nodes, as well as development corridors.
The primary aim of the SDF is to facilitate the transformation of eMadlangeni into an integrated and sustainable spatial system. The SDF will influence directly the substantive outcomes of planning decisions towards the attainment of the following strategic objectives:
To give a spatial expression to the development vision, strategy and multi-sectoral projects outlined in the IDP.
To create a spatial environment that promotes and facilitates economic development and growth.
To facilitate the development of sustainable human settlements in line with national policy directives.
To promote sustainable development and enhance the quality of the natural environment.
To facilitate sustainable and efficient utilisation of land.
To guide private and public investment to the most appropriate areas in support of the municipal spatial development vision;
To provide a visual representation of the desired spatial form of the municipality.
SDF seeks to influence the substantive outcomes of planning decisions at different levels and to achieve planning outcomes that: facilitates correction of spatial distortions of the apartheid past; channel resources to areas of greatest need and development potential; take into account the fiscal, institutional and administrative capacities of role players, the needs of communities and the environment; stimulate economic development opportunities in rural areas; protects and enhances the quality of both the physical and natural environments; and promote an inherent value of the natural and built environment.
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MAP 22: EMADLANGENI SDF
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F.4 STRATEGIC GUIDANCE IN RESPECT OF DEVELOPMENT
F.4.1 GUIDELINES FOR LAND USE MANAGEMENT
EMadlangeni municipality is made up a system of diverse land use typologies including urban settlements, scattered rural settlements, commercial farmlands, plantations etc. In order to ensure an efficient, effective and consistent land management practices, it is necessary that the municipality enforces wall-to-wall development through the development of a wall-to-wall scheme with a range of use zone some of which will not apply in the less developed areas. From interviews conducted with stakeholders, the municipality is currently facing challenges with regards to land allocation by Traditional Leaders. Traditional councils within the municipality have been formally allocated land, essentially there are no clear demarcations or boundaries on which segments of the land is under which Traditional Council. This ultimately leads to conflict and infringing on privately owned properties during these land allocation process by Traditional Leaders. The following broad categories will be used in the development of the municipality’s wall-to-wall scheme.
Urban: which includes all areas that fall within the urban edge as delineated in this SDF.
Agricultural: areas that are subject to the Sub-division of Agricultural Land Act, Act No. 70 of 1970.
Rural settlements: located on communal land, state land and/or privately owned land.
Protected areas, conservation areas and tourism areas.
Land use policies will be used to guide land use management to guide land use management on agricultural land, privately owned land, environmentally sensitive areas.
F.4.2 LAND USE PROPOSALS AND USE ZONES
Broad land use typologies for the Land Use Framework are suggested in table 15. It is suggested that a more regulatory approach is required where important resources (e.g. high potential agricultural land and important environmental service areas) need to be protected and where pressure for development is higher. This will provide the Municipality with clear regulations to manage this development e.g. a potential urban settlement where there is or may be a demand for commercial and industrial development sites. A policy-orientated approach would be suitable for areas where there is less pressure for development.
TABLE 27: BROAD LAND USE TYPOLOGIES LAND USE TYPE DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION Industry This zone will be used to designate Service Industry Existing industrial and manage a range of industrial Light Industry areas. activities – from light industrial with General Industry Development nodes limited impact on surrounding land Abattoir Mixed land use uses to hazardous or noxious corridors.
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LAND USE TYPE DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION industry with high-impact and must Extractive and be separated from other uses. This noxious industries set of zones would include are high impact uses agricultural industry. and should be located away from residential and commercial areas Residential Used to designate the full spectrum Residential Only Mixed use such as of residential options ranging from Intermediate development nodes areas that are almost entirely residential (medium and corridors. residential to areas having a mix of density) Residential areas residential and other compatible General Residential Mixed use such as land uses, yet the predominant land Rural Residential development nodes use is residential. Guest Houses and corridors. Residential Estate Informally settled Retirement Village areas Rural settlement areas Hotel, resort and lodge are associated with tourism and could also be located on agricultural land. Aligned with tourism facilities in the municipality Commercial This group of zones allows the Mixed use Central business development of a range of Commercial district (Utrecht) complementary land uses for Office Development commercial, business, services, Service station nodes. industrial, administrative and Warehousing and residential opportunities, which logistics include informal trading in a single zone to enable a special mixture of development to occur. It seeks to create a balance between the natural and built environment through landscaping and areas of green space. It encourages, where appropriate the use of detailed urban design criteria to achieve
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LAND USE TYPE DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION specific urban environments and mix of uses. Civic and Social This family of zones are intended to Education Settlement Areas. accommodate land that is utilized to Health and Welfare CBD (Utrecht) provide for administrative or Institution Nodal areas government buildings including Cemetery education, health, pension offices, Municipal and museums, libraries, community government halls, prisons, juvenile facilities, Worship cemeteries and crematoria. Its Bus and taxi rank primary aim is to facilitate the provision of public facilities and delivery of social services. It also seeks to improve access to social and civic facilities in a manner that meets the needs of communities in the fields of health, education social and cultural services. Open Space Environmental and open space Declared Protected Urban and and zones are intended to set aside land Areas Residential areas. environment for important environmental Active open space Vacant and unused services and recreational activities. Passive open space land in and around It includes parks of differing sizes, Dams the urban footprint. green areas for bowling, ball sports, Management Environmentally cycling, and green belts for walking overlays for sensitive areas and hiking. They provide for an additional within the adequate number of appropriately information municipality situated sites that are easily Cultural and accessible for recreational purposes heritage sites and activities for local and wider associated tourism communities in accordance with in the municipality. recognized guidelines, appropriate Major dams, e.g. thresholds and the requirements of Zaaihoek Dam the broader community and visitors. In addition, it also provides for important environmental areas, such as proclaimed parks, view sheds, open space system (e.g. water courses, wetlands, grasslands, and other natural habitats) and proclaimed conservation areas. It reserves land as part of a
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LAND USE TYPE DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION sustainable living environment.
Utility and The zone is intended to ensure that Road reserves. Settlement areas. services the land required for the necessary Railway line CBD (Utrecht) services infrastructure is set aside Railway station Light Industrial for development. It seeks to ensure Public parking areas that land used for service provision Rural and urban is appropriately located away from areas residential or other land uses where they detract from levels of amenity or safety. It includes the provision of land for capital works mains, overhead and underground cables, and essential services required to promote sustainable development in accordance with national laws and provincial and local guidelines. Agriculture Agricultural family of zones are Agriculture 1 Rural areas intended to provide land for Agriculture 2 Urban areas buildings and uses associated with (Traditional/ farming practises and specifically communal) with the following activities: - Agriculture And The production of food and Forestry fibre; Restricted The cultivation of crops; agriculture (agro- Timber plantations; biodiversity zone) The farming of livestock, Management poultry and bees, overlays for Horticulture and market additional gardening; information Urban agriculture and settlement; and, The use of buildings for associated activities including education activities. Its primary aim is to facilitate the protection of agricultural land from non-agricultural uses, and to enhance its production potential. This will facilitate food production and improve contribution of the
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LAND USE TYPE DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION agricultural sector to the local economy.
F.5 SPATIAL ALIGNMENT WITH NEIGHBOURING MUNICIPALITIES
EMadlangeni forms part of a larger system of local governance and regional economy and is influenced and also influences development in the neighbouring municipal areas. Cross-border planning issues have become more prevalent and significant. The focus is on strategic or shared development issues that would benefit from a joint approach, and engaging with the relevant neighbouring authorities to explore joint working potential. This section seeks to ensure an integrated and harmonious approach to growth and development between proposals suggested by eMadlangeni SDF and those of its neighbouring municipalities.
Neighbouring Municipalities include Newcastle municipality to the west, Dannhauser Municipality on the east, Endumeni municipality on the south, eDumbe municipality on the north-eastern boundary, Abaqulusi on the south eastern boundary and Pixely Ka Isaka Seme Municipality on the north in the Mpumalanga province.
F.5.1 NEWCASTLE MUNICIPALITY
FIGURE 12: NEWCASTLE SDF 2016/17
Source: Newcastle SDF 2016/17 EMadlangeni municipality generally enjoys good linkages with Newcastle. The N11 links the two regions via the R34. The strongest linkage is however, via the P483 secondary activity corridor. It facilitates linkages in an east-west direction between Utrecht and Newcastle east. Nodal points of activity along
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this corridor provide opportunities for the provision of services as economic activities thereby providing strong linkages between the municipalities.
The area of Amantungwa in the west of EMadlangeni is located in close proximity to the Dicks cluster in Newcastle. The P483 corridor links this area to the Newcastle-Madadeni-Osizweni regional centre which provides higher order services and has greater regional influence in the district.
F.5.2 DANNHAUSER LOCAL MUNICIPALITY
FIGURE 13: DANNHAUSER SDF 2011/2012
Source: Emadlangeni Draft SDF 2016/17 The linkages between these the two municipalities are virtually non-existent. Both municipalities are lower level nodes and would potentially utilise the services in Newcastle within the District as it offers more variety and higher order services.
F.5.3 ENDUMENI LOCAL MUNICIPALITY
The R33 links eMadlangeni to Endumeni municipality on the southeast. The R33 is identified as a secondary corridor in eMandlangeni while it is identified as a corridor of local influence in the PSEDS (2016). Overall, the municipalities do not have strong linkages other than those provided by the R33. They both utilise the services of the regional centre of Newcastle, which offer a greater variety of services.
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FIGURE 14: ENDUMENI SDF CONCEPT 2015-2016
Source: Endumeni SDF 2015-2016
F.5.4 EDUMBE LOCAL MUNICIPALITY
FIGURE 15: EDUMBE SDF 2012
Source: Emadlangeni Draft SDF 201617 The P332 provides the strongest linkages between eDumbe municipality and eMadlangeni. This is due to the farming in the northeast linking these two regions. The P332 is identified as a tertiary corridor in
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eMadlangeni SDF while it is identified as an agricultural corridor in the eDumbe SDF. Further, many residents in the north-eastern portion of eMadlangeni use the shopping centres in Paulpietersburg within eDumbe municipality.
F.5.5 PIXELY KA ISAKA SEME LOCAL MUNICIPALITY
The P43 links eMadlangeni to Wakkerstroom within Pixely KaSeme municipality in the Mpumalanga province. The linkages between Pixley Ka Seme and eMadlangeni also include the birding linkages between Wakkerstroom and the northern portions of the Utrecht Municipality, particularly around Groenvlei and the Zaaihoek Dam and The trout fishing linkages between Wakkerstroom.
The eMadlangeni SDF indicates that the settlements around Groenvlei and the Nzima settlement make use of the services in Wakkerstroom due to restrictive road access to Utrecht. This has also resulted in these settlements having stronger linkages with Wakkerstrom compared to Utrecht. The settlement of Esizameleni in Pixely KaSeme municipality face limited expansion opportunities into the municipal area as a result of wetlands and tributaries. The only opportunity for expansion for the town exists in a southeast direction towards Groenvlei.
These linkages thus have implications for service delivery for these communities and collaboration between the two municipal areas to curb potential conflict.
F.5.6 ABAQULUSI LOCAL MUNICIPALITY
FIGURE 16: ABAQULUSI SDF 2016
Source: Abaqulusi Municipality SDF 2016
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The commercial farming enterprises in the eastern portion of eMadlangeni generally have good linkages with Abaqulusi. The R33 corridor links the two municipal areas. According the eMadlangeni SDF, the municipality has strong linkages to the urban core of Vryheid. Additionally, the Abaqulusi municipality offers higher order services than those offered in the eMadlangeni urban area.
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MAP 23: CROSS-BORDER ALIGNMENT
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MAP 24: CROSS-BORDER ALIGNMENT
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F.6 IMPLEMENTATION PLAN
KEY BACK TO STRATEGIC STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS GOALS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES 1. Facilita 1.1. Impr Infrastruct Basic 1.1.1. 1.1.1.1 N/A N/A Infrastructure ting oved ure and service Facilitate Water and & Planning univers acce Maintain a services delivery the sanitation Development al ss to functional reduction backlog access all water and to basic of water reduction sanitation reliabl servi and of reports forum with the e basic ces sanitation submitted service district to be infrastructu to council s and submitted to re and on a physic council al service quarterly infrastr backlogs basis. ucture
1.1.1.2 Facilitate the All wards N/A Infrastructure
Facilitate provision of & Planning the free basic Development provision of services by free basic ensuring an
and updated sanitation indigent policy
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to all and register deserving
households of eMadlange ni
KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
1.1.2 1.1.2.1 Provide Ward 2 To source Infrastructure & Facilitate Provide the electrification funding Planning access to electricity infrastructure Development electricity infrastructu for new for all re to all household targeted targeted connection households households
1.1.2.2 Provide Ward 2 Technical services Provide the electricity to bulk connected electricity household service in terms of the municipal
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licence on electricity provision
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
1.1.2.3Facili Provide free Ward 2 Technical services tate and basic provide electricity to free basic all households electricity that are to all identified by deserving the register households and collection of solid waste of eMadlange ni
1.1.3 1.1.3.1 Review and All wards Infrastructure & Reduce the Ensure the adopt the road Planning road review of a infrastructure Development infrastructu road plan re backlog infrastructu and re provision maintain framework
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the existing 1.1.3.2Cons Infrastructure & infrastractu truct new Planning re road Development
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
Klopper street Ward 2 R 200 000.00 Infrastructure & (payment of Planning Retention) Development
Hoog street Ward 2 R3 000 Infrastructure & 000.00 Planning Development
Van Rooyen & Ward 2 R3 000 Infrastructure & Kerk Street 000.00 Planning Development
General Street Ward 2 R3 000 Infrastructure & 000.00 Planning Development
Khayalethu R3 000 Infrastructure & Phase 2 000.00 Planning Development
Minaar Road R3 000 Infrastructure & 000.00 Planning Development
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1.1.3.3 Review the N/A In-house Infrastructure & Ensure the housing sector Planning maintenanc plan Development e of housing Facilitate the Ward 2 N/A Infrastructure & within town Construction Planning of Goedehoep Development housing project
Provide the Ward 2 Finance department free property rates service to all household identified by the indigent register
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
Collect waste Ward 2 Community services from all targeted households
Report on the Ward 2 Community services progress of the construction Buy Back Centre
Conduct waste All wards Community services management campaign
1.1.3.4 HR related N/A Corporate services complete policies all HR related Review the HR N/A Corporate services policies and strategy adopt by Council by 30 June
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2020
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
1.1.4 1.1.4.1 Ward All wards Corporate services Facilitate Ensure the committee to the functioning compile and operation of submit of committees quarterly committee reports to council
KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES
OR ACTIVITIES
1. Provision Municipal Building 2.1 Ensure 2.1.1 2.1.1.1 Review the N/A Office of the MM of effective transforma capable and sustainable Maintain Review and performance tion and local efficient working and adopt management institutiona govern leadership environment improve municipal policy l ment the policies developme instituti municipal nt ons policies
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.2 2.1.2.1 Maintain N/A Office of the MM Ensure strategicall functionality of effective y plan for the Local and the human Labour Forum efficient resources human Compile Corporate services resource quarterly manageme labour nt relations reports to council
2.1.2.2 Review and N/A Office of the MM Foster an adopt the IDP aligned organisational with scorecards and municipal the SDBIP structure
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.2.3 Appoint 2% of N/A Corporate Services Implement the disable the people as per employmen the EEP t equity plan
2.1.2.4 Review of the Corporate services Ensure that EEP the EEP is in place and reviewed annually
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.2.5 Sign the N/A Office of the MM Report performance labour agreements relations matters to council on a quarterly basis
2.1.2.6 Compile and N/A Office of the MM Ensure submit to effective council Performanc quarterly e performance Manageme reports nt
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.4 2.1.4.1 Conduct N/A Office of the MM Improve Develop performance Performanc and adopt assessment e performanc e manageme nt system
2.1.4.2 Set Review the N/A Office of the MM the Scorecards department al performanc e targets
2.1.4.3 Align SDBIP N/A Budget and Treasury Align the with Medium- Office service Term Budget delivery targets with Compile and N/A Budget and Treasury the budget adopt the Office municipal
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budget
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.4.4 Develop and Corporate services Monitor update the the customer achieveme complaints nt of the register set targets
2.1.5 2.1.5.1 Install the N/A Budget and Treasury Improve Maintain municipal Office information the electronic technology municipal document and document management document manageme system manageme nt system nt system 2.1.5.2 Review the ICT N/A Corporate services Upgrade governance the framework municipal and strategy IT infrastructu re
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.1.6 2.1.6.1 Conduct N/A Budget and Treasury Improve o Record and monthly VAT Office customer to reconciliations
care customer complaints
Financial Sound 2.2 Ensure a 2.2.1 2.2.1imple Implement the N/A Office of the MM & viability financial financial viable Improve ment the AG’s Budget and Treasury and manage and the audit auditor intervention Office financial ment sustainable opinion general’s plan manageme municipality report nt interventio n plan
2.2.2 2.2.2.1 Align IDP with N/A Budget and Treasury Ensure IDP Adopt municipal Office is aligned municipal budget to financial IDP aligned planning annual
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budget
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.2.2..2 Align IDP with N/A Budget and Treasury Adopt the adjusted Office municipal Budget IDP aligned adjustment budget
2.2.3 2.2.3.1 Ensure N/A Budget and Treasury Effectively monitor the expenditure Office and expenditur occurs as per efficiently e of the the budget manage municipalit the y’s budget Conduct N/A Budget and Treasury expenditur monthly Office e of the creditors municipalit reconciliation y 2.2.3.2 Pay Pay all N/A Budget and Treasury all suppliers suppliers Office within a within 30 days legislated of invoicing period
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
Conduct N/A Budget and Treasury monthly Office suspense reconciliations
2.2.3.3 Conduct N/A Budget and Treasury conduct all monthly Office expenditur valuations roll e reconciliations reconciliati ons Conduct N/A Budget and Treasury valuation Office deposits reconciliations
Conduct N/A Budget and Treasury monthly Office unallocated receipts reconciliations
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Conduct N/A Budget and Treasury monthly Office debtors reconciliations
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.2.3.4 Conduct N/A Budget and Treasury Manage quarterly Office the physical assets municipal verification assets Update the N/A Budget and Treasury fixed assets Office register on a monthly basis
Issue orders as N/A Budget and Treasury requisition Office received from departments
Conduct N/A Budget and Treasury quarterly Office assets reconciliation
2.2.4 2.2.4.1 Conduct N/A Budget and Treasury Improve Improve monthly Office
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and the investment Increase collection reconciliations the rate municipal Collect from N/A Budget and Treasury revenue debtors Office base
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
Update the N/A Budget and Treasury contract Office register on a monthly basis
Compile N/A Budget and Treasury monthly Office section 71 reports
Compile N/A Budget and Treasury monthly grant Office register
Compile N/A Budget and Treasury monthly grant Office reconciliations
Submit N/A Budget and Treasury monthly IYM Office
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.2.5 2.2.5.1 Award bids as N/A Budget and Treasury Ensure that manage the per approved Office the supply and budgeted municipalit chain procurement y acquires processes plan goods and in services in accordance Compile N/A Budget and Treasury terms of with the quarterly SCM Office supply municipal reports chain regulation regulations on supply chain manageme nt
2.2.6 2.2.6.1 Compile the N/A Budget and Treasury Ensure a Perform annual Office constant monthly financial and financial statements accurate reporting financial Conduct N/A Budget and Treasury reporting monthly bank Office
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reconciliations
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
Compile a half N/A Budget and Treasury yearly section Office 72 report
Compile and All wards Budget and Treasury adopt the Office annual report
2.2.6.2 Compile and N/A Budget and Treasury Perform submit Office quarterly quarterly financial reports to reporting council
Compile N/A Budget and Treasury quarterly Office section 52 reports
2.2.7 2.2.7.1 Ensure the N/A Budget and Treasury Ensure the Review implementatio Office existence SCM n of the SCM
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of updated framework framework finance manageme 2.2.7.2 Ensure N/A Budget and Treasury nt Adopt an implementatio Office strategies updated n of the fraud reviewed of prevention the Fraud Prevention Plan
KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES
OR ACTIVITIES
Good Putting 2.3 Ensure a 2.3.1 2.3.1.1 Convene N/A Community services governanc people participative, Improve Implement public e, first and transparent the public the meetings to be community good and participatio municipal addressed by participatio governa accountable n and public Mayor n and ward nce governance communica participatio committee tion n strategy Convene N/A Community services
process monthly System meetings Local Economic 2.3.1.2 Develop and N/A Office of the MM Developme Ensure the adopt a existence municipal
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nt and of the Communicatio Social municipal n Plan Developme communica nt tions functioning
2.3.2 2.3.2.1 Hold IDPRF N/A Office of the MM Ensure the Ensure the quarterly existence IDPRF meetings and functionalit functionalit y y of the public participatio n structures
KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.3.2.2 Convene N/A Community Services Ensure the quarterly functionalit council y of ward meetings
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committees Develop the N/A Community Services ward committee operational plan
Convene ward N/A Community Services meetings
2.3.2.3 Convene N/A Community services Ensure the quarterly functionalit meetings for y of the the youth youth council council
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATION BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES OR ACTIVITIES
2.3.2.4 Holds N/A Community services Ensure the quarterly functionalit meetings for y of the the women’s gender and forum disability forums Holds All wards Community Services quarterly meetings for the PLD’s forum
2.2.3 2.3.3.1 Convene N/A Community services Ensure Ensure that quarterly & Office of the MM functional all MPAC municipal legislated meetings structures council structures Compile and N/A Planning & economic meeting submit development seat quarterly reports to council
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
2.3.3.2 Compile and N/A Office of the MM Ensure submit quarterly internal internal audit audit reports to the reporting Audit committee
Convene N/A Office of the MM quarterly Audit committee meeting
2.3.3.3 Compile the N/A Office of the MM Ensure oversight report oversight reporting 1. Promoting 3.1 Achieve 3.1.1 3.1.1.1 Facilitate the N/A Corporate services human developme holistic human Improve Implement implementation nt development the the of the Skills and community community Development
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capacitation skills base skills Plan for the developme realisation of nt plan skilled and employable workforce
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
Develop and N/A Corporate services adopt the community skills development plan
3.1.2.1 Develop and N/A Community Services Implement adopt the Youth the youth Development developme Plan nt plan
4.Creating job 4.1 Create 4.1.1 4.1.1.1 Create 120 All R1 000 000 Local Economic opportunities for all employment implement Create EPWP jobs wards Development opportunities the EPWP EPWP jobs for all skilled programme and employable people of eMadlangeni
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
4.1.2 4.1.2.1 LED strategy is 200 000 Technical services Strategicall Ensure the under review y plan for existence Local of an Economic updated Developme Local nt Economic Developme nt Strategy
4.1.3 4.1.3.1 Review of the N/A In-house Community service & Promote Ensure the Tourism Sector Local Economic eMadlange existence Plan Development ni to be a of a tourist tourism Adoption of the N/A In-house destination sector plan tourism sector strategy
5.Facilitating access 5.1 Ensure that 5.1.1 5.1.1.1 Ensure that the N/A Community Services to health, safety all people of Provide Ensure the library is and welfare eMadlangeni library provision of provided with facilities and have access to Service the library operational
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services community services to material, books, facilities and the computers etc. services minimum standards
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
Maintain the Ward 2 current library service provision
5.1.2 5.1.2.1Cons Provision of N/A Community services Facilitate truct community the Community facilities in areas provision of facilities with greatest new need community facilities Maintain the Ward 2 Community services Bensdorp Sports field
5.2 Aspire to a 5.2.1 5.2.1.1 Develop and N/A Community services healthy safe Ensure the Implement adopt the and crime free municipal the HIV/AIDS plan area contributio HIV/AIDS n to plan Hold AIDS All Community services HIV/AIDS awareness wards campaign
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5.2.1.2 Ward All Community services Submit committee to wards quarterly prepare reports reports to on awareness council on campaign HIV/AIDS
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
5.2.1.3 Hold quarterly N/A Community services Maintain HIV/AIDS local the council meeting functionalit y of the Local AIDS Council
5.2.2 5.2.2.1 Issue traffic N/A Community services Improve on Exercise fines road safety the traffic law Stop and check enforceme vehicles nt Screen vehicles for speed timing
5.2.3 5.2.3.1 Identify Crime All Infrastructure and Ensure the prevention wards Planning Implement municipal infrastructure Development a crime contributio required within prevention n to the municipality infrastructu
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community re safety framework Compile and N/A Community Services submit quarterly reports to council on community safety
KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
5.3 Facilitate a 5.3.1 5.3.1.1 Maintenance of N/A Community services creation of a Facilitate Maintain sports and viable arts, the sports and recreation culture and provision of recreation facilities heritage sports and facilities celebration, recreations playing and facilities recreation spaces 5.3.2 5.3.2.1 Participate in N/A Community services Design and Implement District Mayoral & Office of the MM implement the cup games sports, arts municipal and sports, art Participate in N/A Community services heritage and SALGA games & Office of the MM
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celebration heritage Host a heritage N/A Community services celebration day celebration & Office of the MM programme event
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N
OR ACTIVITIES
Cross- Service 6. Promoting 6.1 Realise 6.1.1 6.1.1.1 Hold quarterly All Community services cutting delivery spatial and complete Improve Design and meetings for the wards & Office of the MM Measures environmental environmental community implement disaster management protection awareness the management on community forum environme awareness ntal programme Establishing Community Services protection on Disaster environme Management ntal Forum of protection eMadlangeni
Provide Community services Environmental & Local Economic education in all Development 6 ward
6.2 Facilitate a 6.2.1 6.2.1.1 Review the N/A Community services creation of a Reduce Implement municipal disaster ready community the Disaster vulnerabilit municipal Management
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community y to disaster Plan disaster contingenc y plan
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
6.3 Ensure an 6.3.1 6.3.1.1 Adopt the N/A Infrastructure and integrated and Ensure the Adopt 2020/21 SDF Planning aligned existence updated Development development of the SDF planning municipal developme nt spatial reference
6.3.2 6.3.2.1 Develop Land N/A Infrastructure and Ensure the Review and Use Planning existence implement management Development of the the Scheme municipal municipalit land use y’s Town guideline Planning Scheme
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KEY BACK TO STRATEGIC GOALS STRATEGIC STRATEGIES MEASURAB 2019/20 WARD ANNUAL RESPONSIBLE PERFORMA BASICS OBJECTIVES LE PROJECTS, LOCATIO BUDGET DEPARTMENT NCE AREAS PILLAR OBJECTIVES PROGRAMMES N OR ACTIVITIES
Consolidation N/A Infrastructure and & subdivision Planning of sites Development
6.3.3 6.3.3.1 Develop and N/A Office of the MM Promote Adopt the adopt the the IDP 2020/21 IDP municipal integrated 6.3.3.2 Conduct a N/A Community services Planning Ascertain customer community satisfaction satisfaction survey about municipal service
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G. FINANCIAL PLAN
G.1 REVENUE
G.1.2 GOVERNMENT GRANTS G.1.1 REVENUE BY SOURCE TABLE 28: GOVERNMENT GRANTS
NO. NAME OF GRANT 2018/19 ALLOCATION
1 Equitable Share R27 305 000 2 Municipal Infrastructure Grant(MIG) R9 247 000
3 Finance Management Grant(FMG) R1 970 000
4 Expanded Public Works Programme R1 000 000 Grant(EPWP) The total revenue for the budget year 2018/19 is R95 473 561.28 and is 5 Library Grant R1 035 000 composed the following: Grants: R 47 107 000 (51%) 6 Integrated National Electrification R6 000 000 Programme (INEP) Property rates: R 21 878 732.83 (20%)
Service charges: R 16 703 961.55 (20%)
Other revenue: R9 756 866.90 (8%)
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G.1.3 CAPITAL FUNDING BY SOURCE G.1.4 MIG AND ENEP
NO. FUNDING AMOUNT PROJECT
1 MIG R9 342 Council to draw up priority list
000 for 2019/20
2 INEP R5 828 Council to draw up priority list
000 for 2019/20
G.1.5 MUNICIPAL STANDARD CHART OF ACCOUNTS The total capital funding for the financial year 2019/20 is R18 797 287.59 The Minister of Finance promulgated Government Gazette No. 37577, The municipality’s capital funding is composed of the following: Municipal Regulations on Standard Chart of Accounts (mSCOA), on 22 April 2014. In accordance with the Regulations, all municipalities and related Government Grants: R 15 170 000 municipal entities are required to be mSCOA compliant on 01 July 2017.
Internally generated funds: R 3 627 287.59 The Municipality chose to upgrade the current financial system to be
mSCOA compliant as opposed to changing the system completely, which would have been costly. According to the transversal tender by treasury, a
new system would have cost the municipality at least R6 million. Over 3 years the cost of implementation software fees will be R3.8m. It cost R1 037 000 during 2016/17. The municipality is fully compliant with msCOA .
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G.2 BUDGET ASSUMPTIONS TABLE 30: COLLECTION RATES ASSUMPTIONS ITEM ASSUMPTION EMadlangeni municipality exists within a global financial environment where changes in the global market have an impact on the national to the Property rates 75% local government sphere. The depreciation in the rand, increase in electricity bulk purchases and rising unemployment have affected the Electricity rates 85% municipality’s residents and the 2019/20 budget. The assumptions and Refuse rates 75% percentage increases in 2019/20 are indicated in the table below.
TABLE 29: BUDGET INCREASES AND ASSUMPTIONS Source: Emadlangeni municipality Medium-Term Budget (2019/20-2021/22)
ITEM DESCRIPTION 2018/19 2019/20 The municipality’s debt impairment is expected to decrease as stringent debt and credit control by-laws have been finalised. These will help Assessment Rates 5.3% 5.2% improve collection rates within the municipality.
2019/20 - 38% of Gross Debtors Impaired Electricity Tariffs 6.84% 8.5% 2020/21 – 38% of Gross Debtors impaired Refuse Tariffs 5.3% 5.2% 2021/22 – 38% of Debtors impaired
Salaries and Allowances 7% 6.7% EMadlangeni municipality derives its revenue mainly from electricity, property rates and refuse of which the increases in 2019/20 are as follows: Councillors Remuneration 4% 6%
Electricity Bulk Purchases 6.84% 8.5%
General Expenses 5.3% 5.2% Table 31: Tariff Increases
Source: Emadlangeni municipality Medium-Term Budget (2018/19-2019/20) 2019/20
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Rates 5.2%
Electricity 8.5%
Refuse removal services 5.2%
Source: Emadlangeni Municipality Medium-Term Budget (2019/20-2021/22)
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G.2.1 MEDIUM TERM EXPENDITURE FRAMEWORK
H. Current year 2017/18 Original Adjusted budget Adjustment 2018/19 2019/20 2020/21 Budget 2017/18 2017/18
CAPITAL EXPENDITURE Municipal governance and administration
Executive and council 120,000.00 (90,000.00) 30,000.00 0.00 0.00 0.00 Mayor and Council 60,000.00 (60,000.00) 0.00 0.00 0.00 0.00 Municipal Manager 60,000.00 (30,000.00) 30,000.00 0.00 0.00 0.00 Budget and treasury office 65,000.00 (65,000.00) 0.00 0.00 0.00 0.00 Corporate services Human Resources 340,000.00 240,000.00 580,000.00 650,000.00 680,000.00 710,000.00
Community and social services 145,000.00 (145,000.00) 0.00 0.00 0.00 280,000.00 Libraries and Archives 0.00 0.00 0.00 0.00 0.00 0.00 Community halls and Facilities 0.00 0.00 0.00 0.00 0.00 0.00 Cemeteries & Crematoriums 0.00 0.00 0.00 0.00 0.00 0.00 Other Community 145,000.00 (145,000.00) 0.00 250,000.00 270,000.00 280,000.00 Other Social 0.00 0.00 0.00 0.00 0.00 0.00 Public safety Other 0.00 0.00 0.00 0.00 0.00 0.00 Economic and environmental services 465,000.00 (465,000.00) 0.00 0.00 0.00 0.00 Road transport Roads 18,483,780.00 2,979,220.00 21,443,000.00 15,247,000.00 15,742,000.00 19,204,000.00
Trading services Electricity Electricity Distribution 60,000.00 (40,000.00) 20,000.00 0.00 0.00 0.00
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Waste management Solid Waste 0.00 0.00 0.00 0.00 0.00 0.00 Other Tourism 65,000.00 (5,000.00) 60,000.00 0.00 0.00 0.00 Total Expenditure – Standard 3 19,743,780.00 2,409,220.00 22,133,000.00 15,897,000.00 16,422,000.00 20,194,000.00
Funded by: National Government 18,423,780.00 2,999,220.00 21,423,000.00 15,247,000.00 15,742,000.00 19,204,000.00 Provincial Government ------District Municipality ------Other transfers and grants ------Donations ------Borrowing ------Internally generated funds 1,320,000.00 - 590,000.00 710,000.00 900,000.00 950,000.00 990,000.00
Total Capital Funding 7 19,743,780.00 2,409,220.00 22,133,000.00 16,147,000.00 16,692,000.00 20,194,000.00
By GL Category Land and Buildings 50,000.00 (30,000.00) 20,000.00 0.00 0.00 0.00 Machinery and Equipment 145,000.00 (25,000.00) 120,000.00 250,000.00 270,000.00 280,000.00 Furniture and Office Equipment 235,000.00 (235,000.00) 0.00 0.00 0.00 0.00 Motor Vehicles 400,000.00 (400,000.00) 0.00 0.00 0.00 0.00 Computer Equipment 290,000.00 (240,000.00) 30,000.00 100,000.00 110,000.00 130,000.00 Infrastructure Assets 18,423,780.00 2,999,220.00 21,423,000.00 15,247,000.00 15,742,000.00 19,204,000.00 Intangibles 200,000.00 340,000.00 540,000.00 550,000.00 570,000.00 580,000.00 19,743,780.00 2,409,220.00 22,133,000.00 16,147,000.00 16,692,000.00 20,194,000.00
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H. ORGANISATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM
Performance management is a strategic management approach that equips the Mayor, Municipal Manager, Heads of Departments, employees and stakeholders with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and review the performance of the institution against indicators and targets for efficiency, effectiveness and impact. EMadlangeni’s Perfomance Management Framework is currently under review.
The PMS entails a framework that describes and represent how the municipality’s cycle and processes of performance planning, monitoring, measurements, review, reporting and improvement will be conducted, organised and managed.
The core elements of the system are:
Organisational PMS;
Section 57 Performance contracts;
Employee Performance Appraisal System;
IT System;
Performance Audit Committee;
Annual Report;
Quarterly Reports
Public Participation and internal and external communication mechanisms.
The Performance Management Framework has not been reviewed in the last financial year; however the municipality is in the process of reviewing the Framework in 2018/19 financial year. The Municipal Manager and Managers directly reporting to the Municipal Manager will sign Performance Agreements as a performance contract between themselves and Council.
H.1 PERFOMANCE MANAGENMENT POLICY STATEMENT
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Both the Performance Management Framework and Policy outlined the objectives and principles of eMadlangeni Municipality PMS.
The objectives of the eMadlangeni PMS are as follows:
Facilitate increased accountability among the citizens, political and administrative components of the municipality,
Facilitate learning and improvement through enabling the municipality to employ the best approaches for desired impact and improve service delivery.
Provide early warning signals in case of a risk against implementation of the IDP and ensuring that the system itself makes provision for Council to be timeously informed of risks for facilitation and intervention.
Facilitate decision-making though an appropriate information management mechanism enhancing efficient, effective and informed decision making, especially in allocation of resources.
The Performance Management System for the eMadlangeni Municipality is guided by the following principles:
Simplicity
The system will need to be kept as simple as possible to ensure that the municipality can develop, implement, manage and review the system without placing an unnecessary great burden on the existing capacity of the municipality.
Politically acceptable and administratively managed
The system must be acceptable to political role players on all levels. It must also be flexible enough to be accepted by the municipal council and to enjoy buy-in across political differences. The process will involve both Councillors and officials but the day-to-day management of the process will be managed administratively with regular report back on progress to the political level.
Implementable
Considering the resource framework of the municipality, the PMS should be implementable with these resources, which will include time, institutional, financial, and technical resources.
Transparency and accountability
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The development and implementation of a PMS should be inclusive, transparent and open. The general public should, through the system, be made aware of how the operations of the municipality are being administered, how the public resources are being spent and who certain responsibilities belong to.
Efficient and sustainable
The PMS should, like other services within the municipality, be cost effective and should be professionally administered, and needs to happen in a sustainable manner
Public participation
The constituency of the municipality should be granted their legal rights, in terms of the Constitution and the MSA, through encouragement of public participation by the municipality during the development and implementation of a PMS.
Integration
The PMS should be developed and implemented in such a manner that it will be integrated with the integrated development process of the municipality and its employee performance management.
Objectivity
The PMS to be developed and implemented must be developed on a sound value system with the management of the system and the information it is based upon being objective and credible.
Reliability
The PMS should provide reliable information on the progress made by the municipality in achieving the objectives as set out in its IDP.
H.2 ORGANISATIONAL PERFORMANCE AND MANAGEMENT SYSTEM
Performance Management involves the setting of targets, and measuring the desired outcomes and activities undertaken to attain the targets of an organization. It also involves measuring the performance of the individuals who contribute towards the achievement of the strategic vision of the organization.
For a Performance Management System to be successful it is imperative that:
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Top management and the Council take ownership of the development and implementation of the OPMS.
All stakeholders understand and are actively involved in performance management processes.
All officials are trained and take responsibility for performance management.
The IDP is linked to the PMS and as well as the five national KPAs being:
Infrastructure and Services / Basic Service Delivery
Socio-Economic Development / Local Economic Development (LED)
Institutional Transformation
Good Governance and Democracy / Public Participation
Financial Viability and Management
Each organizational KPA is cascaded down to a level at which it could be allocated to the department and this the specific individual Section 57 Manager who need to fulfill that functions. For each KPA, a KPI is derived in respect of each of the development priorities and objectives contained in the IDP and a performance target with a timeline for that particular function is assigned.
PERFORMANCE TARGETS AND INDICATORS (SCORECARD)
PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Municipal CORPORATE & COMMUNITY SERVICES Transfor mation and Institutio nal Prepara 4 POE 4 2018/ 4 0 1 1 1 1 Corpor POE File Develop tion Files to 19 ate ment and be perfor Service submiss prepared mance s ion of by manag the Director ement perfor Corporat report mance e & s report Commun ity Services ensure 11 11 06 11 0 3 3 3 2 Corpor Minutes partici Corporat Corpor ate & pative, e ate Service attendan transp Services Servic s ce Portfolio es register arent Committ Portfol and ee io accou Meeting meeti ntable s to be ngs govern attended ance by Director Corporat e & Commun ity Services ensure 11 Exco 11 08 11 _ 3 3 3 Corpo Minute a meetin EXCO 2 rate s and partici gs to be Meeti Servic Attenda pative, attende ng es nce transp d by atten Register EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
arent Director ded and Corpora accou te & ntable Commu govern nity ance Services ensure 4 Audit 8 05 8 _ 2 2 2 Corpo Minute a Commit Audit 2 rate s and partici tee & 4 Com Servic Attenda pative, Perform mitte es nce transp ance e Register arent Audit Meeti and Commit ngs accou tee held ntable meetin & No govern gs to be of ance attende Perfo d by rman Director ce Corpora Audit te & Com
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Commu mitte nity e Services
Ensure 12 12 15 12 _ 3 3 3 Corpo Minute a MANCO MAN 3 rate s and Sustai Meetin CO Servic Attenda nable gs to be Meeti es nce Worki attende ngs Register ng d by Enviro Director nment Corpora te & Commu nity Services ensure 6 4 19 6 _ 1 1 3 Corpo Extract a Council Speci 1 rate and partici Meetin al & Servic Attenda pative, gs to be 04 es nce transp attende Ordin Register
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
arent d by ary and Director accou Corpora ntable te & govern Commu ance nity Services ensure 4 Risk 4 4 Risk 4 _ 1 1 1 Corpo Minute a Manage Mana 1 rate s and partici ment geme Servic Attenda pative, Meetin nt es nce transp gs to be Meeti Register arent attende ngs and d by atten accou Director ded ntable Corpora govern te & ance Commu nity Services
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Improv 1 None 1 50 _ 1 Corpo Proof of sustain ement rate paymen able of Data Servic t/invoic workin Centre es e g enviro nment Ensure 5 8 5 8 170 _ 8 Corpo Proof of sustain Laptops rate paymen able & 3 Servic t/invoic workin desktop es e g s enviro Equipm nment ent Purchas e Ensure 12 12 12 12 120 Provi Provision of Internet Provisi Provis Corpo Proof of sustain Paymen sion on of ion of rate paymen able ts of of Interne Intern Servic t/invoic workin internet Inter t et es e
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
g provisio net enviro n nment
Ensure Human 12 None Revie - 1. 1.Leave Policy 1. Skills 1. Corpo proof of sustain Resourc w Payro 2.Subsistence & Travelling Develo Atten rate paymen able e Twelv ll Allowance Policy pment dance Servic t/invoic workin Policies e HR 2. 3.Emplyment Equity Plan Policy & es e g Polici Recr and submit to the Labour 2.Empl Punct enviro es uitm Department oyee uality nment ent & Assista Policy Selec nce 2. tion Progra Prote Polic mme ctive y 3. (welln Clothi Overt ess ng ime Policy) Policy Polic 3.Succ 3.Revi y ession ew of Plan Actin g
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Policy
Ensure Occupa 1 None Establ 1 Corpo appoint sustain tional ish rate ment
able Health Occu Servic letters workin & patio es g Safety nal enviro Commit Healt nment tee h & Safety Com mitte e Ensure Review 1 None Revie 1 Corpo council sustain of w the rate resoluti able Registry regist Servic on workin Filling ry es g Plan filling
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
enviro plan nment
Ensure Disposa 1 None Establ 1 Corpo appoint sustain l ishme rate ment able Commit nt of Servic letters workin tee Regist es g Establis ry enviro hment and nment Archi ves Dispo sal Com mitte e Ensure Legal 1 None Appoi 1 Corpo appoint sustain Services ntme rate ment able nt of Servic letters workin Panel es
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
g of enviro Attor nment neys to perfo rm certai n Muni cipal Servic es Ensure Contrac 4 None Maint _ 1 1 1 1 Corpo register sustain t ain rate able Manage the Servic workin ment contr es g act enviro regist nment er
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Informa 3 1 Revie _ Revie Review Information & Develo Corpo council sustain tion w ICT w the Communication Technology p the rate resoluti able and Polici Cellul Policy ICT Servic on workin Commu es ar- Disaste es g nication Phon r enviro Technol e & Recove nment ogy Telep ry Plan Policies hone Polic y Ensure Local 11 7 11 _ 3 2 3 3 corpo Minute sustain Labour rate s & able Forum Servic attenda workin (LLF) es nce g Register enviro s nment Ensure Review 1 2019/ 1 _ 1 Corpo council sustain Organo 20 rate resoluti able gram revie Servic on
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
workin wed es g organ enviro ogra nment m Ensure Work 2020/ Revie _ 1 Corpo council sustain Skills 21 w and rate resoluti able Plan WSP adopt Servic on workin (WSP) in 2020/ es proof of g Develop place 21 submiss enviro ment WSP ion nment Ensure Training 3 5 3 _ 3 corpo attenda sustain Interve rate nce
able ntions Servic register workin es proof of g paymen enviro t nment comple tion certifica te
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
LG _ 10 10 corpo attenda SETA Emplo Empl rate nce Progr yees oyees Servic register amm 11 11 es proof of e Council Coun paymen lors cillors t comple tion certifica te To book 4 4 4 - 1 1 1 1 Comm close ensure exchan unity out a ge Servic report proper es service and high mainte nance of library
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
To Library 4 4 4 35 1 1 1 1 Comm minutes ensure orientat unity & a ion and Servic attenda proper outreac es nce service h Register and s high mainte nance of library To 1 sport 1 1 1 200 SALGA Games Comm Close ensure event unity Out a to be Servic Reports creatio coordin es n of a ated viable arts, culture and heritag
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
e celebr ation, playin g & recrea tion spaces To 1 1 2 1 70 Reed Comm Report ensure cultural Danc unity a events e Servic creatio underta es n of a ken viable arts, culture and heritag e celebr ation,
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
playin g & recrea tion spaces To 1 youth 4 4 1 _ 1 Comm report ensure activity unity partici to be Servic pative underta es ,transp ken arent & accou ntable govern ance To 2 child 2 2 2 50 1 (Back 1 Comm report ensure care & to (Child unity partici support School Prote Servic pative services Campa ction es ,transp ign) Week
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
arent ) & accou ntable govern ance To 1 men’s 1 1 1 30 1 Comm report ensure activity unity & partici to be Servic attenda pative conduct es nce ,transp ed register arent s & accou ntable govern ance To 1 2 3 2 30 1Wo Comm close achiev women men' unity out e a activity s Day Servic report holistic to be es &
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
human underta attenda develo ken nce pment register & capacit ation for the realisa tion of skilled & emplo yable workfo rce To 1 PLD 1 5 1 30 1 Comm progres achiev activity unity s report e a to be Servic & holistic conduct es attenda human ed nce develo register
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
pment & capacit ation for the realisa tion of skilled & emplo yable workfo rce Aspire 4 LAC 5 4 1 100 1 1 meeting & 1 campaign 1 1 Comm Minute to a meetin unity s & health gs & 1 Servic Register y, safe HIV/AID es and S crime Awaren free ess area Campai
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
gn
Aspire 2 Senior 1 0 1 30 1 1 Comm Close to a Citizen unity out health Develop Servic report y, safe ment es and events crime to be free conduct area ed Aspire 8 road 8 12 8 _ 2 2 2 2 Comm close to a blocks unity out health Servic report y, safe es and crime free area
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
To 1 Public 1 1 1 400 1 Comm Report ensure consult unity & partici ation Servic attenda pative (Imbizo) es nce ,transp register arent & accou ntable govern ance To 72 ward 72 36 72 24 18 18 18 18 Comm Minute ensure commit unity s & partici tee Servic Register pative meetin es ,transp gs arent & accou ntable govern
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ance
To 4 4 4 4 - 1 1 1 1 Comm Report ensure commu unity & partici nity Servic attenda pative safety es nce ,transp forums register arent & accou ntable govern ance To 4 4 0 4 30 1 1 1 1 Comm Report ensure commu unity & partici nity Servic attenda pative dialogu es nce ,transp e register arent
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
& accou ntable govern ance To Procure 1 0 1 12 1 Comm Purchas ensure ment of unity e Order partici Loudhai Servic pative lers es ,transp arent & accou ntable govern ance OFFICE OF THE MUNICIPAL MANAGER
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Prepar Number 4 (4) 4 _ 1 1 1 1 Office POE File ation of 2018/ of the and perfor 19 Munic submis mance perfo ipal sion of manage rman Mana the ment ce ger perfor reports mana mance prepare geme report d nt repor ts Ensur No of 4 5 4 1 1 1 1 Office Minute e a of the s & Audit Audit partici Munic Attenda pative Commi Com ipal nce , Mana Register ttee mitte transp ger arent Meetin e and gs Meet accou ntable
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
gover ings
nance held No of
Perfor mance Audit Commi ttee
Ensur No of 12 15 12 3 3 3 3 Office Minute e MANCO of the s & sustai Munic Attenda nable ipal nce worki Mana Register ng ger enviro nment
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensur No of 6 19 6 1 1 3 1 Office Extract e a Council speci of the partici Meetin al Munic pative gs 04 ipal , ordin Mana Attend transp ary ger ance arent Regist and er accou ntable gover nance Ensur No of 4 4 4 1 1 1 1 Office Minute e a Risk of the s & partici Manage Munic Attenda pative ment ipal nce , Meetin Mana Register transp gs to be ger arent attende and d by accou MM
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ntable gover nance
Ensure No of 1 2018/ 1 _ Com Conduct 1st Quarter Mid- Office Extract Sustai Annual 19 pile Performance assessment for term of the from
nable Perform Annu the Senior Managers Perfor Munic the Worki ance al Annu mance ipal report ng Reports Perfo al assess Mana and Enviro prepare rman Perfo ment ger acknow nment d and ce rman for ledgem submitt Repor ce Senior ent ed to t Repo Manag letter AG and rt for ers relative 2019 authorit /20 ies
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure 1 Draft 1 2018/ 1 _ Prepar office Extract Sustai Annual 19 e Cond of the of nable Report Annu Annual uct Munic council Worki prepare al Report third ipal ng d and repor for quart Mana Enviro tabled t 2018/1 er ger nment to 9 perfo council rman ce asses smen ts for Senio r Mana gers Ensure 1 1 2018/ 1 _ Prepar _ office Extract partici oversig 19 e of the of the pative, ht Overs Oversi Munic oversig transp report ight ght ipal ht arent prepare Repor Report Mana report,
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
and d and t on ger MPAC accou submitt Annual minutes ntable ed to Report , & govern MPAC for /Counci ance 2018/1 l 9 Resoluti on Ensure Review 1 1 0 office Council sustain and Revie of the resoluti able adopt w and Munic on workin the adopt ipal g perfor the Mana enviro mance perfo ger nment manage rman ment ce system mana geme nt syste m
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Review 1 1 1 _ 1 _ _ Office Copy of partici Risk of the the pative, Manage Munic Policy transp ment ipal arent Policy Mana and ger accou ntable govern ance Ensure Submit 4 4 4 - 1 1 1 1 Office Extract partici 4 risk of the of the pative, progres Munic report transp s report ipal & arent to Audit Mana minutes and Commit ger accou tee ntable govern ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Conduc 2 2 2 2 Office Register partici t of the & pative, Annual Munic Minute transp Risk ipal s arent Assess Mana and ment & ger accou Annual ntable Fraud govern Risk ance Assess ment Ensure Worksh 1 1 1 _ 1 Office Close partici op of the out pative, employ Munic report transp ees on ipal arent Risk Mana and Manage ger accou ment ntable Framew govern ork & ance Fraud
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure 12 12 12 12 _ 3 3 3 3 Office Extract partici internal of the of pative, audit Munic reports transp report ipal arent compile Mana and d ger accou ntable govern ance Ensure 4 audit 4 3 4 252 1 1 1 1 Office Minute partici Commit of the s & pative, tee Munic Register transp meetin ipal arent gs Mana and ger accou ntable govern ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Review 1 1 1 _ Office Copy of partici of Revie of the audit pative, Internal w of Munic charter transp Audit Inter ipal arent Charter nal Mana and and be Audit ger accou approv Chart ntable ed by er govern Audit ance Commit tee Ensure Review 1 1 1 - Revie office Council partici Audit w of of the Resoluti pative, Commit Audit Munic on transp tee Com ipal arent Charter mitte Mana and and e ger accou approv Chart ntable ed by er govern Council ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Table 4 4 2 4 - 1 1 1 1 office Council partici Audit of the Resoluti pative, Commit Munic on transp tee ipal arent Reports Mana and to ger accou Council ntable govern ance Ensure Develop 1 1 1 _ Devel office Copy of partici Internal op of the Internal
pative, Audit Inter Munic Audit transp Annual nal ipal Annual arent Plan Audit Mana Plan and Annu ger accou al ntable Plan govern ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Procure 130 1000 120 70 130 diaries & 1200 calendars Office Purchas partici ment of diaries calen diarie of the e order pative, 130 & dars s & Munic transp diaries 1200 120 1000 ipal arent & 1200 calend diarie calen Mana and calenda ars s dars ger accou rs ntable govern ance Ensure 1 radio 1 radio 1 25 1 Office Mayors partici slot for slot radio radio of the Images pative, the slot slots Munic transp Mayor ipal arent Mana and ger accou ntable govern ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure 1 1 0 1 50 1 Office Adverts partici billboar of the
pative, d Munic transp ipal arent Mana and ger accou ntable govern ance Ensure Publicat 4 None 4 15 1 1 1 1 Office Copy of partici ion of of the newspa
pative, quarterl Munic per transp y ipal arent newspa Mana and pers ger accou ntable govern ance
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Procure 4 0 4 20 4 Office Purchas partici ment of of the e order pative, 4 Munic transp banners ipal arent Mana and ger accou ntable govern ance Ensure Procure 21 0 21 20 21 Office Purchas partici ment of of the e Order pative, 21 Munic transp Nationa ipal arent l & Mana and Provinci ger accou al ntable Office govern Bearers ance pictorial
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure Quarter 4 4 04 _ Upda Update Risk Register Updat office copy of partici ly Risk risk te e Risk Updat of the risk pative, register regist Risk Registe e Risk Munic register transp update er Regis r Regist ipal arent updat ter er Mana and e ger accou ntable govern ance Ensure review 1 2019/ revie _ Prep Holding of the first steering Prepar Office council partici and 20 w and arati committee meeting and first ation Adopt of the resoluti pative, adopt IDP adopt on IDP Representative Forum and and Munic on and transp the 2020/ and for alignment and submis adver ipal Advert arent 2020/2 21 subm integration of programme sion of tise Mana and 1 IDP draft ission and project the the ger accou IDP of 2020/2 final ntable the 1 Draft IDP govern 2020 IDP 2020/ ance /21 21 Proce
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ss Plan, IDP, Budg et and PMS Ensure 2020/2 1 1 1 _ 1 Office council a 1 SDBIP of the resoluti financi Munic on al ipal &advert viable Mana & ger sustain able munici pality INFRASTRUCTURE AND PLANNING DEVELOPMENT
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Municip Municip Prepar 4 POE 4 2018/ 4 0 1 1 1 1 Infras al al ation Files to 19 tructu Transfor Transfor and be perfo re mation mation submis compile rman and and and sion of d by ce Plann Institutio Instituti the Director mana ing nal onal perfor Infrastr geme Devel Develop Develop mance ucture nt opme ment ment report &Planni repor nt (Dept. ng ts Infrastru Develop cture & ment Planning )
ensure 11 11 07 11 0 3 3 3 2 Infrast a Portfoli Plann ructur partici o ing & e and pative, Commit Infras Planni
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
transp tee tructu ng arent Meetin re Devel and gs to be Devel opme accou attende opme nt ntable d by nt govern Director Portf ance Infrastr olio ucture Com & mitte Plannin e g ensure 11 11 08 11 0 3 3 3 2 Infrast a EXCO EXCO ructur partici meetin Meeti e and pative, g to be ng Planni transp attende atten ng arent d by ded Devel and Director opme accou Infra & nt ntable Plannin govern g
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ance Develop ment
ensure 4 Audit 8 05 8 0 2 2 2 2 Infrast a Commit Audit ructur partici tee & 4 Com e and pative, Perform mitte Planni transp ance e ng arent Audit Meeti Devel and Commit ngs opme accou tee atten nt ntable Meetin ded & govern gs to be No of ance attende Perfo d by rman Director ce Infra & Audit Plannin Com g mitte e EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Ensure 12 12 15 12 0 3 3 3 3 Infrast a MANCO MAN ructur Sustai Meetin CO e and nable gs to be Meeti Planni Worki attende ngs ng ng d by Devel Enviro Director opme nment Infra & nt Plannin g Develop ment ensure 6 6 19 6 0 1 1 3 1 Infrast a Council Speci ructur partici Meetin al & e and pative, gs to be 04 Planni transp attende Ordin ng arent d by ary Devel and Director opme accou Infra & nt ntable Plannin
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
govern g ance Develop ment
ensure 4 Risk 4 4 Risk 4 0 1 1 1 1 Infrast a Manage Mana ructur partici ment geme e and pative, Meetin nt Planni transp gs to be Meeti ng arent attende ng Devel and d by atten opme accou Director ded nt ntable Infra & govern Plannin ance g Develop ment
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Basic Impro Connec 100 Phase 100 2 Planting Energiz Hand Infrast Hand ved tion of Conne 1 (30 Conn 500 and ing of over ructur over Servic access 100 ctions conne ection stringing 100 to e and certifica e to all househ ctions s for 100 househ Esko Planni te Delive basic olds ) househo old m ng ry and service through ld connec Devel s rural connecti Planting and stringing for tions opme Infrast electrifi ons 100 household connections nt ructur cation: Waaiho e ek Devel opme nt Connec 42 Phase 42 105 Planting Energiz Hand Infrast Hand tion of Conne 1 (30 conne 0 and ing of over ructur over 42 ctions conne ctions stringing Planting and stringing for 42 42 to e and certifica househ ctions for 42 household connections househ Esko Planni te olds ) househo old m ng through ld connec Devel
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
rural connecti tions opme electrifi ons nt cation: eMadla ngeni Ward 5 Connec 36 Phase 36 900 Design Energiz Hand Infrast Hando tions of conne 1 (22 conne & Site ing of over ructur ver 36 ctions conne ctions establis 36 to e and Certific househ ctions hment househ Esko Planni ate olds ) old m ng through Planting and stringing for connec Devel rural 36 households tions opme electrifi connections nt cation: KwaLe mbe Ward 1
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Connec 18 None 18 450 Design Energiz Hand Infrast Hando tions of conne conne & Site ing of over ructur ver 18 ctions ctions establis 18hous to e and Certific househ hment ehold Esko Planni ate olds connec m ng through Planting and stringing for tions Devel rural opme electrifi 18 households nt cation: connections KwaNta ba Ward 4
Connec 26 Phase 26 650 Design Energiz Hand Infrast Hando tions of conne 1 (51 conne & Site ing of over ructur ver 26 ctions conne ctions establis Planting and stringing for 26 to e and Certific househ ctions hment 26 households househ Esko Planni ate olds ) connections old m ng through connec Devel rural tions opme EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
electrifi nt cation: Midway /Chanc eni Ward 5 Connec 40 None 40 100 Design Energiz Hand Infrast Handov tions of conne conne & Site ing of over ructur er 40 ctions ctions establis 40 to e & Certific househ hment househ Esko Planni ate olds old m ng through Planting and stringing for connec Devel rural 40 households tions opme electrifi connections nt cation: Kaarpo ort Ward 4
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Impro White Payme Practi Paym 320 Payment of retention Infrast Proof of ved City nt of cal ent of ructur paymen access resurfac R320 0 comp retent e and t to all ing , 00 lete ion Planni basic paymen Retent ng service t of ion Devel s retentio opme n nt Klopper Payme Practi Paym 200 Paym Infrast Proof of resurfac nt of cal ent of ent of ructur paymen ing, R200 comp retent reten e and t paymen 000 lete ion tion Planni t of retenti ng retentio on Devel n opme nt Khayale Payme Practi Paym thu nt of cal ent of Phase 1 retenti copm retent resurfac on plete ion
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ing, paymen t of retentio n Constru 2.4km None Const 300 Milling of existing asphalt Storm Infrast Practica ction ructio 0 Appoint layer water ructur l and n and ment of draina e and comple resurfac resurf contract ge, Planni tion ing of acing or & Site stabiliz ng certifica Van of establis ing, Devel te Rooyen Van hment surfaci opme and Rooye ng and nt Kerk n and anxillar Street Kerk y works (Practi cal Compl ete)
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Constru Const 300 ction ructio 0 and n and resurfac resurf ing of acing Minaar of Street Mina ar Street Constru Const 300 ction ructio 0 and n and resurfac resurf ing of acing General of Street Gener al Street
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Constru 1.5km None Const 300 Appoint Milling of existing asphalt Storm- Infrast Practica ction ructio 0 ment of layer water ructur l and n and contract draina e and comple resurfac resurf or & Site ge, Planni tion ing of acing establis stabiliz ng certifica Hoog of hment ing, Devel te street Hoog surfaci opme street ng and nt anxillar y works (Practi cal Compl ete) Constru 1km Phase Const 270 Appoint Milling of existing asphalt Storm Infrast Practica ction of 1 ructio 0 ment of layer water ructur l Khayale n of contract draina e and comple thu Khaya or & Site ge, Planni tion Phase 2 lethu establis stabiliz ng certifica Phase hment ing, Devel te
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
2 surfaci opme ng and nt anxillar y works (Practi cal Compl ete) Impro Mainte 33KM 33KM Maint 257 Ward 1 Ward 4 (2.7 KM) Ward 5 (2.7 Ward 1 Ward Infrast Ward ved nance enanc (2.7 KM) KM) ward 6 (2.7 KM) (2.7 4 (2.7 ructur councill access of 33km e of Ward 2 KM) KM) e and or's to all on 33 (2.7 KM) Ward 2 Ward Planni letter basic Municip KM Ward 3 (2.7 5 (2.7 ng service al on (2.7 KM) KM) KM) Devel s Roads munic Ward 3 ward opme ipal (2.7 6 (2.7 nt roads KM) KM)
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ensure Prepare 1 2019/ 1 _ Prepare, Infrast council a , adopt 20 adopt ructur resoluti partici and Proce and e and on pative, submit ss submit Planni transp 2020/2 Plan 2020/21 ng arent 1 Process Devel and Process Plan opme accou Plan nt ntable govern ment ensure Review 1 2019/ 1 _ Review Infrast council a and 20 and ructur resoluti partici adopt draft adopt e and on pative, draft IDP draft Planni transp 2020/2 2020/2 ng arent 1 IDP 1 IDP Devel and opme accou nt ntable govern
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ment
ensure Review 1 2019/ 1 _ Revie Infrast council a and 20 w and ructur resoluti partici adopt final adopt e and on pative, final IDP final Planni transp 2019/2 2020/ ng arent 0 IDP 21 Devel and IDP opme accou nt ntable govern ment ensure IDP 02 02 01 150 First steering & IDP RF Infrast Minute a steering Steerin IDP Steeri committee meetings ructur s & partici commit g RF ng e and Register pative, tee Commi Com Planni transp meetin ttee mitte ng
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
arent gs and Meeti e Devel and IDP RF ngs Meeti opme accou 02 IDP ngs nt ntable RF 02 govern IDP ment RF ensure Develop 1 2 1 500 Finalize Adopt final document Infrast Terms a and incep draft ructur of partici adopt tion docume e and Referen pative, Land repor nt Planni ce transp Use ts ng Advert arent Scheme Devel & and opme Council accou nt Resoluti ntable on govern ment ensure Review 1 2019/ Adopt _ Address Prepare draft report Adopt Adopt Infrast council a and 20 ion of MEC draft the ructur resoluti partici adopt SDF revie comme SDF final e and on pative, draft wed nts docu Planni
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
transp 2020/2 2020/ ment ng arent 1 SDF 21 Devel and SDF opme accou nt ntable govern ment ensure Review 1 1 Adopt _ Updatin Prepare draft sector plan Adopt Adop Infrast council a Housing ion of g of draft tion ructur resoluti partici Sector the housing sector of the e and on pative, Plan Housi projects plan final Planni transp ng sector ng arent Plan plan Devel and opme accou nt ntable govern ment Facilitat 4 4 4 - 1 1 1 1 Infrast Reports e housin repor repor ructur housing g ts ts e and
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
projects project Planni s ng report Devel s opme nt ensure Site Identif None Close 150 Advertis Commencement of studies Regist Lodg Infrast Extract a registra y out e ration ment ructur from partici tion munici repor appoint contin and e and applicat pative, pal t ment of ue regist Planni ion transp sites conveya ration ng arent to be ncer Devel and registe opme accou red nt ntable govern ment Cemete New New 300 Prepare Appointment of consultants Comm Layou Infrast Close ry site for site TOR and encem t plan ructur out establis cemet for advertis ent of and e and report hment ery ceme e Studies final Planni tery study ng
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
docu Devel ment opme nt
Create No of 120 120 120 1 Recruit quarterly Report quarte quart Infrast Reports emplo Job 000 ment rly erly ructur yment opportu and Report Repor e and opport nities appoint t Planni unities created ment of ng for all under 120 Devel skilled EPWP EPWP opme and Progra benefici nt emplo mme aries yable people of eMadl angeni Create Develop 1 none 1 150 First Project steering committee Draft Adopt Infrast Council emplo a inceptio meeting and progress report LED ion of ructur resoluti yment compre n report Strateg LED e and on
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
opport hensive y Strate Planni unities LED gy ng for all strategy Devel skilled opme and nt emplo yable people of eMadl angeni To 4 4 4 4 11 1 1 1 1 Comm Reports realize Disaster unity a Manage Servic compl ment es ete Advisor enviro y Forum nment Meetin al gs to be protec conduct tion ed
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
To Installat 25 32 25 130 25 Comm purchas realize ion of unity e order a 25 Servic compl lightnin es ete g enviro conduct nment ors al protec tion To Procure 10 10 10 70 10 Comm Purchas realize ment of unity e order a 10 staff Servic compl uniform es ete enviro nment al protec tion
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
To Procure 35 0 35 280 35 Comm Purchas realize ment of unity e Order a 35 Servic compl Persona es ete l enviro Protecti nment ve al Equipm protec ent tion To Procure 5 none 5 300 5 Comm purchas realize ment of unity e order a 4 Servic compl breathi es ete ng enviro apparat nment us & 1 al compre protec ssor tion
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
BUDGET AND TREASURY OFFICE
Munici Prepar 4 POE 4 2018/19 4 0 1 1 1 1 Budge POE File ation Files to perform t and pal and be ance treasu Transfo submis compile manage ry rmation sion of d by ment Office the the CFO reports & perfor Instituti mance onal report Develo pment ensure 11 BTO 11 6 11 0 3 3 3 3 Budge Minute sustain Portfoli t and s & able o treasu Attenda workin Commit ry nce g tee to Office Register
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
enviro be nment attende d by the CFO ensure 11 Exco 11 11 0 1 3 3 3 Budge Minute sustain meetin t and s & able gs to be treasu Attenda workin attende ry nce g d by Office Register enviro CFO nment ensure 4 Audit 8 5 8 0 2 2 2 2 Budge Minute partici Commit t and s & pative, tee treasu Attenda transp Meetin ry nce arent gs & 4 Office Register & Perform accou ance ntable audit govern Commit ment tee to
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
be attende d by the CFO
ensure 12 12 15 12 0 3 3 3 3 Budge Minute partici MANCO t and s & pative, Meetin treasu Attenda transp gs to be ry nce arent attende Office Register & d by accou CFO ntable govern ment ensure 06 6 19 6 0 1 1 3 1 Budge Extract partici Council Special t and & pative, meetin 4 treasu Attenda transp gs to be Ordinar ry nce arent attende y Office Register
EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE2019
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
& d by the accou CFO ntable govern ment ensure No of 4 4 4 0 1 1 1 1 Budge Minute partici Risk t and s & pative, Manage treasu Attenda transp ment ry nce arent Meetin Office Register & gs accou ntable govern ment MUNICI ensure 12 12 Twelve 12 _ Compile 3 Compile 3 Compil Budge council a Section Section reports for reports for e 3 Comp t & resoluti PAL financi 71 71 S71 reports S71 reports reports ile 3 Treas on, VIABILI al reports reports for S71 repor ury Extract TY AND viable prepare prepare reports ts for Office of the & d and d and S71 report,
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
FINANC sustain submitt submitt repor Proof of able ed to ed to ts submiss IAL munici Mayor Mayor ion MANA pality and PT and PT GEMEN T ensure 1 1 One 1 _ Compil Budge council a Section section e t & resoluti financi 72 72 Sectio Treas on, al report report n 72 ury Extract viable Prepare (Mid- Office of the & d & Term report, sustain submitt Report Proof of able ed to ) submiss munici council ion pality ensure 4 4 4 4 _ compile compile compil Budge council a Section reports quarterly quarterly e compi t & resoluti financi 52 report report quarte le Treas on, al reports rly quart ury Extract
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
viable prepare report erly Office of the & d and repor report, sustain submmi t Proof of able tted to submiss munici council ion pality ensure 12 Vat 12 12 12 _ 3X Monthly 3X Monthly 3X 3X Budge VAT a returns Returns Returns Month Mont t & 201 financi submitt ly hly Treas statem al ed to Return Retur ury ent viable SARS s ns Office & sustain able munici pality ensure 12 12 12 12 _ 3X Monthly 3X Monthly 3X 3X Budge Signed a monthl Update Update Month Mont t & Investm financi y ly hly Treas ent al updates Updat Updat ury Register viable of e e Office
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
& investm sustain ent able register munici pality ensure 12 12 Twelve 12 _ Compile Compile Compil Budge Email & a Supply monthly monthly & monthly & e Comp t & SCM financi Chain Supply quarterly quarterly monthl ile Treas Report al Manage Chain reports reports y & mont ury viable ment Manage quarte hly & Office & reports ment rly quart sustain to Reports reports erly able Mayor repor munici & PT ts pality ensure Update 2019/20 1 0 1 Budge Siggned a d Procure t & Procure financi Procure ment Treas ment al ment Plan ury Plan viable Plan Office & 2019/2
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
sustain 0 able munici pality ensure No of 1 2018/19 Submi _ 1 Budge Council a Annual AFS ssion t & Resoluti financi Financi of Treas on & al al AFS ury Extract viable Statem by 31 Office of the & ents Augus Framew sustain t ork able 2019 munici pality Ensure No of 1 2019/20 1 _ Compil Budge Council a Draft Budget e the t & Resoluti financi Budgets Draft Treas on & al prepare Annual ury Extract viable d & Budget Office & tabled , Table sustain to the
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
able Council Budget munici & to pality Submitt Council ed to PT and submit to Ensure No of 1 2019/20 1 _ Compil Budge a adjustm adjusted e and t & financi ent Budget adopt Treas al budget adjuste ury viable reviewe d Office & d and budget sustain adopte able d by munici Council pality ensure No of 1 2019/20 1 _ Budge Council a Final Budget Comp t & Resoluti financi Budget ile Treas om al prepare the ury viable d & final Office
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
& adopte Annu sustain d by al able Council Budg munici & et pality submitt ed ensure No of 1 2018/19 1 _ Budge Council a action AFS Prepar t & Resoluti financi plans year- e Treas on & al prepare end action ury Email viable d for action plans Office & AFS and plan for sustain submitt Annual able ed to Financi munici Municip al pality al statem Manage ent to r Munici pal Manag er
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ensure No of 12 12 12 _ 3X Monthly 3X Monthly 3X 3X Budge Council a updates monthly Update Update Month Mont t & Resoluti financi on update ly hly Treas on & al assets Updat Updat ury Email viable register e e Office & sustain able munici pality ensure 12 bank 12 12 12 _ 3X Bank 3X Bank 3X 3X Budge Year- a reconcil monthly Reconciliati Reconciliation Bank Bank t & end financi iation o update on Reconc Recon Treas action al be iliation ciliati ury plan viable prepare on Office & d by sustain CFO able munici pality
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ensure 12 12 12 12 _ 3X Monthly 3X Monthly 3X 3X Budge Asset a Assets monthly Asset Asset Month Mont t & additio financi Reconci update Reconciliati Reconciliation ly hly Treas n al liation on Asset Asset ury report viable to be Reconc Recon Office & prepare iliation ciliati sustain d by on able CFO munici pality ensure 12 12 12 12 _ 3X Monthly 3X Monthly 3X 3X Budge Signed a grants monthly Grant Grant Month Mont t & Copy financi reconcil update Reconciliati Reconciliation ly hly Treas al iation on Grant Grant ury viable to be Reconc Recon Office & prepare iliation ciliati sustain d by on able CFO munici pality
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
ensure No of 12 12 12 _ 3X credit 3X credit 3X 3X Budge Signed a Credit Monthly Reconciliati Reconciliation credit credit t & Copy financi Reconci update on Reconc Recon Treas al liation iliation ciliati ury viable on Office & sustain able munici pality ensure 12 12 12 12 _ 3X Debtors 3X Debtors 3X 3X Budge Signed a debtors monthly Reconciliati Reconciliation Debtor Debto t & Copy financi reconcil update on s rs Treas al iation Reconc Recon ury viable to be iliation ciliati Office & prepare on sustain d by able CFO munici pality
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PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SCORECARD 2019/20
National Outcome Measur Perform Deman Baseli Annua Ann Q1 Q2 Q3 Q4 annu Respo Qua Means Expla KPA 9 able ance d ne l ual al nsible rter of natio Objecti Measure (Previ Target Bud Expe Depart ly verificati n of ve/Out /Indicat ous get'0 nditu ment targ on varia put or (Unit Year 00 re et nce of Actual achi and Measure s) eve impro ) d veme Yes nt / interv No entio ns
Targe Actual Target Actual Target Ac Target Ac t tu tu al al
Month 12 12 12 12 _ 3X 3X Valuation 3X 3X Budge Signed ly valuatio monthly Valuation Roll Valuati Valua t & Copy update n roll update Roll Reconciliation on Roll tion Treas of reconcil Reconciliati Reconc Roll ury valuati iation on iliation Recon Office on roll to be ciliati reconc prepare on iliation d by CFO To 12contr 12 1 12 _ 3X Monthly 3X Monthly 3X 3X Budge Signed ensure act Update Update Month Mont t & Copy that register ly hly Treas contra reviewe Updat Updat ury ct d/updat e e Office registe ed r is update d
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H.3 ROLES AND RESPONSIBILITIES IN OPMS
ROLES AND RESPONSIBILITIES IN ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEMS
Municipal Council Approving the PMS, monitoring and reviewing the IDP in terms of the PMS.
Councillors Encouraging the community to involve themselves in the development, implementation and review of the municipality’s performance management
system and, in the setting of appropriate key performance indicators and performance targets for the municipality.
Providing input into the development and implementation of the PMS and the annual performance report.
Executive Committee Decide on the PMS process. Nominate persons to ‘drive’ the PMS process, and Portfolio monitor the development, implementation and management process. Committees
Municipal Manager Overall management and coordination responsibility to ensure that all relevant role-players are involved and that the process is proceeding as planned.
IDP/PMS Manager Day to day management of the IDP and PMS; fulfil the role of the “Performance Champion”.
IDP/PMS Technical Development and implementation of the PMS. Committee /Task Summarising and processing inputs from the consultative process. Team
Facilitators (Either Methodological guidance, facilitation of planning workshops, documentation from internal and special studies. resources or contracted)
Municipal Officials Providing technical and sector expertise and information relating to performance measures and targets. (Heads of Departments and Implement and manage the PMS in their departments. Senior Officials)
Internal Auditor Auditing performance measures.
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H.4 MEASUREMENT AND ANALYSIS
Measurement and analysis will be the responsibility of respective line managers. Certain baseline data is not available on an annual basis (e.g. access to basic services), and surveys will therefore need to be conducted. It is suggested that the following annual surveys will be required:
A customer satisfaction survey (involving households and businesses in Emadlangeni) and an employee satisfaction survey (conducted internally).
A basic socio-economic survey to measure access to services and other indicators. Co-ordination of measurement and analysis of the surveys should be the responsibility of the Municipal Manager’s office.
H.5 PERFORMANCE REPORTING AND REVIEWS
Council will need to set up reporting and review processes, which will involve the following:
Exco Review (quarterly).
Council Reviews (bi-annually).
Community (Biannually)
Public Review should be provided through an annual public report.
H.6 ANNUAL PERFORMANCE REPORT
A municipality is required to prepare an Annual report in terms of the Municipal Finance Management Act (MFMA). The purpose of an annual report is to provide a record of activities, report on performance against the budget and promote accountability to the local community for the decisions made thorough the year.
H.7 ORGANISATION KEY PERFORMANCE INDICATORS LINKED TO DEPARTMENTAL INDICATORS
Progress will be measured through organisational key performance indicators linked to departmental indicators. In the SDBIP organisational key performance indicators are presented at an annual and quarterly level. Departmental indicators are broken down into monthly indicators, which are monitored and reported on a monthly basis at the meetings of the operational management committee.
H.8 DEPARTMENTAL INDICATORS LINKED TO OUTPUTS IN THE PERFORMANCE AGREEMENTS
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Individual performance agreements are linked to the approved SDBIP and departmental indicators through the development of individual work plans. The indicators contained within the work plan are agreed upon and signed off by both the supervisor and the incumbent.
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H.9 CATALYTIC PROJECTS
H.9.1 GROENVLEI AGRI-VILLAGE
FIGURE 17: GROENVLEI AGRI-VILLAGE LOCATION
Source: KZN Provincial Growth and Development Plan: Registration of Catalytic projects (2016) The concept of a settlement as an agriculturally based village is a new initiative in the KZN government’s human settlement and spatial planning strategy. It is not only expected to have an agricultural economic basis to its resident’s livelihoods and the settlement economic function as a whole but it also requires an integrated and comprehensive approach by spheres of government and sector departments to ensure its success as a sustainable rural settlement (KZN Catalytic Projects Registration, 2016).
The Agri-village is a Provincial multi-sectoral initiative including all spheres of government in which the co-ordinator is the Department of Agriculture and Rural Development. The Agri-Village concept focuses on creating a strong, unified and self-sufficient agricultural community. In an Agri-Village the individual small farmer always has technical support, families have access to schools, clinics and social activities, and the Village enjoys sustainable growth. Provincial and Local Government obtains the benefit of local economic development (LED) where once poverty predominated.
FIGURE 18:GROENVLEI AGRI-VILLAGE SCOPE OF INFLUENCE
SCOPE OF INFLUENCE MOTIVATION AND/OR SUPPORTING DOCUMENTATION PROVIDED
Potential for the project to The Agri-parks strategy is seen as a key complementary strategy stimulate both downstream to the agri-village initiative in Groenvlei. It offers a potential and upstream opportunities in support system for the agricultural activities undertaken in and the value chain. around this new village. It is envisaged that the village will incorporate a Farmer production Support unit hosting shared storage and packaging facilities, mechanisation, logistics,
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management of production and capacity building, technical expertise, and possible local input supply depots.
The objective of the agri-parks strategy is to sustainably and profitably link new and existing smallholder black farmers and rural enterprises into existing or new value chains. Active support will be provided to achieve this objective through the establishment of the Farmer Production Support Unit service linking up and downstream opportunities, as well as related enterprises and industries.
The Scope nature and extent Opportunities will be provided through the development/ of employment creation implementation phase. Post implementation, it is envisaged hat opportunities. most new job opportunities should emanate from the agriculture sector in both primary and secondary and related industries. Other economic opportunities might arise through the development of toursim sector plans and increased government services.
The scale and scope for The objective of both the Agri-village and the agriparks is towards meaningful Black Economic BEE. All new opportunities will be considered through the 70/30 Empowerment. ownership guide from the Agri-parks strategy.
Planned construction 2019/06/30 completion
H.10 SECTOR INVOLVEMENT
Government is still faced with a challenge with regards to the participation by sector departments in the IDP planning processes. The level of participation is too low resulting in some sector departments not submitting their projects. The following are the only sector departments who have submitted their planned programmes and projects.
H.10.1 DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM EMADLANGENI MUNICIPALITY FINAL IDP 2019/20 JUNE 2019
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PROJECT NAME WARD COMMODITY NO. OF HA BUDGET ALLOCATED
Emadlangeni Arts 1,2,3,4 Arts and Craft and N/A R 1 500 000.00 & Craft ( CFI) establishment of Cooperative bank
Bensdorp Red 2 Custom Feedlot 5 HA R 500 000.00 Meat Project
H.10.2 AMAJUBA DISTRICT DEPARTMENT OF EDUCATION
PROGRAMME SCHOOL NAME BUGDET AMOUNT
Upgrades and Additions Lembe Primary
Maintenance Utrecht High School R4903 102.38
Kingsley Primary R1530 097.56
WATSAN Utrecht High School -
Kingsley Primary -
H.10.3 MUNICIPAL PROJECTS (MIG)
PROJECT BUDGET (2019/20)
Hoog Street R3 000 000
Van Rooyen & Kerk R 3 000 000
Khayalethu Phase 2 R 2 700 000
Generaal Street R 3 000 000
Minaar Street R3 000 000
Khayalethu Phase 1 Payment of Retention
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White City Street Payment of Retention (R320 000)
Klopper Street Payment of Retention (R200 000)
Integrated National Electrification Projects PROJECT BUDGET (2019/20)
Waaihoek 100 electrification connections (Ward 3) R2 500 000
eMadlangeni 42 electrification connections (Ward 5) R1 050 000
KwaLembe 36 electrification connections (Ward 1) R900 000
Kaarpoort 40 electrification connections (Ward 1) R1 000 000
Midway/Chanceni 26 electrifications (Ward 5) R650 000
KwaNtaba 18 electrification connections (Ward R450 000
Additional funding on electrification (own funding) R1 000 000
Disaster Management Projects
ESTIMATED BUDGET PROJECT/ACTIVITY R 10m Establishment of Fire and Emergency Services Centre R 2m Professional fees for the establishment of Fire and Emergency Services Centre R 500 000.00 Integrated information management and communication system R 1.5m 1500 litres fire engine R 1m Rescue vehicle with rescue equipment R 500 000.00 Personal Protective Equipment (PPE) for structural and veld-fires R 10 000.00 Gas detectors R 500 000.00 4 X 4 Bakkie with skid unit R 300 000.00 Fast response motorcycle for use in both fire and emergencies
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R 250 000.00 Lightning conductors
Unfunded Projects PROJECT
Shopping Centre Seeking Private Developers
Balele (Caravan park) Rehabilitation Sourcing of funding
Extension of Municipal Building Sourcing of funding
Bivane Bridge (Dorothea) Source funding
Purchase of Balgray Farm Source funding
Electric Solar panels Dept. of energy
Solar Geyser Dept. of Energy
High Master Lights Dept. of Energy
Streetlights LED Dept. of Energy
Surveillance Cameras Own funding
Community Halls MIG
Outdoor gym Dept. Sports & Recreation
Construction of Sport fields MIG
Construction of Horse Race Sport field MIG
Fencing of old cemeteries MIG
Transfer Landfill site Dept. of Environmental
Renovation of Municipal flats and houses Own funding
Purchase of Plant and equipment Own funding (Loan)
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Refurbishment and Renovation of current facilities MIG
COGTA Projects PROJECT Ward
Rehabilitation of Kwa Dlamlenze Traditional Ward 1 Community service Centre- INkosi Z.P Nzima
Rehabilitation of Mgundeni/Mabaso Traditional Ward 1 Community Service Centre-INkosi Z.G Mabaso
Rehabilitation of AMantungwa Traditional Ward 5 Community Service Centre- INkosi PSS Khumalo
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Description
IDP Project Ref Project Name Wards Benefit Tot 17/18 Tot 18/19 Tot 19/20 Tot 20/21 Tot 21/22 Number
Vaalspruit Supply Scheme IDP-CP 14 Supply Water R 5 083 046,00
Ntuku Supply Scheme IDP-CP 15 Supply Water R 7 959 430,00
Mange Supply Scheme IDP-CP 16 Supply Water R 7 917 354,00
Esidakeni Supply Scheme IDP-CP 17 Supply Water R 7 528 140,00
Madlangeni Supply Scheme IDP-CP 18 Supply Water R 6 145 078,00
Nkonjane Supply Scheme IDP-CP 19 Supply Water R 13 669 381,00
Myayiza Supply Scheme IDP-CP 20 Supply Water R 1 742 974,00
Bloedriver Supply Scheme IDP-CP 21 Supply Water R 946 881,00
Tigerfontein Supply Scheme IDP-CP 22 Supply Water R 1 526 110,00
Umlwane Supply Scheme IDP-CP 23 Supply Water R 1 095 154,00
Sidakeni Supply Scheme IDP-CP 24 Supply Water R 1 211 010,00
Lugoje Supply Scheme IDP-CP 25 Supply Water R 1 262 466,00
Emxhakeni Supply Scheme IDP-CP 26 Supply Water R 3 868 144,00
Mooihoek Supply Scheme IDP-CP 27 Supply Water R 3 930 741,00
Slagveld Supply Scheme IDP-CP 28 Supply Water R 3 407 554,00
Geodeloop Supply Scheme IDP-CP 29 Supply Water R 805 400,00
Ebuchitha Supply Scheme IDP-CP 30 Supply Water R 815 290,00
Nhlazadolo Supply Scheme IDP-CP 31 Supply Water R 857 580,00
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Izinhlanga Supply Scheme IDP-CP 32 Supply Water R 2 234 700,00
Ndwakazane Supply Scheme IDP-CP 33 Supply Water R 4 634 051,00
Nooygedast Supply Scheme IDP-CP 34 Supply Water R 481 770,00
Wit Mfolozi Supply Scheme IDP-CP 35 Supply Water R 3 657 472,00
Kingsley Supply Scheme IDP-CP 36 Supply Water R 6 266 223,00
WATER PROGRAMME 2017/18 – 2021/22
DOE PROJECTS CURRENT AND PLANNED 2019/20: CAPITAL PROJECTS
No. Project Total length Local Municipality Duration Project Cost
1. Upgrade Of Main Road P420 3.5 km Utrecht 2020-2021 R 68.8 million
Maintenance projects 2019/20
No Activity Budget 2019/20 Target Output 2019/20
1 Blading R8 500 000 600 km
2 Regravelling R87 082 600 153 km
3 Blacktop Patching R38 170 000 38 170m²
4 Causeways R6 100 000 2
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5 New Local Roads R10 032 041 17 km
Planned regravelling 2019/20
No. Project Total length Local Municipality Estimated Project cost
5 D326 ext 1 km Utrecht R 0.90 million
6 L1430 – L3175 – L3176 1.6 km Utrecht R 1.5 million
17 L1428 5 km Utrecht R1.6 million
18 P279 6 km Utrecht R 2.1million
19 D88 5 km Utrecht R 2.1 million
20 P40 6 km Utrecht R 2.1 million
21 D93 6.5 km Utrecht R 2.1 million
22 P43 5 km Utrecht R1.75 million
23 L2416 5.8 km Utrecht R 1.6 million
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24 L2414 2.3 km Utrecht R 0.85 million
25 L2871 3 km Utrecht R 1.2 million
26 L2870 3.7 km Utrecht R 1.05 million
27 D99 4.5 km Utrecht R1.32 million
28 L3353 2.1 km Utrecht R 0.95 million
29 L2869 2.6 km Utrecht R 1.17 million
30 L2139 3.3 km Utrecht R 1.48 million
31 L1566 3.4 km Utrecht R 1.2 million
Planned causeways 2019/20
No. Project Local Municipality Estimated Total Budget
2 L2416 Utrecht R 1.4 million
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Maintenance projects 2020/21
No Activity Budget 2020/21 Target Output 2020/21
1 Blading R9 350 000 6200km
2 Regravelling R95 790 860 220 km
3 Blacktop Patching R41 987 000 41 987 m²
4 Causeways R6 400 000 2
5 New Local Roads R10 008 058 8 km
WATER AND SANITATION
WIMS PROJECT NAME SERVICE START DATE END DATE TOTAL TARGETED/CREATED LOCAL NO PROJECTBUDGET WORK MUNICIPALITY OPPORTUNITIES
WATER AND SANITATION PHASE 3
SUMMARY : 46 SCHOOLS ,WITH A BUDGET ALLOCATION OF R 326 082 081,00 INCL VAT
4 EXISTING ABLUTION FACILITIES, 3 TO BE EMALAHLENI C RENOVATED, 1 TO BE DEMOLISHED AND 1 065680 NEW ABLUT 01 - Nov - 2019 30 - Apr - 2019 R10 286 450 (UTRECHT) MION FACILITIES REQUIRED
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2 EXISTING ABLUTION FACILITIES AND 2 064356 LEMBE P 01-Nov-2018 01-Aug-2019 R3 497 763 TO BE RENOVATED 3 EXISTING ABLUTION FACILITIES, 2 TO BE 064249 NGCAKA P 16-Aug-2019 15-May-2020 R4 077 414 RENOVATED AND 1 TO BE DEMOLISHED 3 EXISTING ABLUTION FACILITIES, 1 TO BE 064345 RUTLAND SP RENOVATED, 2 TO BE DEMOLISHED AND 2 01-Nov-2019 01-Nov-2020 R3 177 266 NEW ABLUTION FACILITIES REQUIRED
Department of Human Settlements
2019-20 BUISNESS PLAN -FUNDED PROJECTS
HSS Project Total Annual Total Annual HSS Project Desc Total Annual Budget Number No of Sites No of Units
K17090005/1 K17090005 Khayalethu Housing Project(18/19) 0 0 R 205 000,00 K11120006/1 K11120006 Goedehoop Housing Project 127 0 R 6 477 000,00 407 793 R 6 682 000,00
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I. ANNEXURES
I.1 SECTOR PLANS
SECTOR PLAN COMPLETED ADOPTED ADOPTION DATE Spatial Development Yes Yes 27 June 2019 Framework Disaster Management Plan Yes Yes 27 June 2019 & Framework Communication plan Yes Yes 30 June 2018
Housing Plan Yes Yes 27 June 2019
Indigent Policy Yes Yes
Investment Register
Revenue Enhancement Strategy
Risk Register
Fraud Risk Register
Asset Renewal plan
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J. ANNEXURES
ANNEXURE A: SPATIAL DEVELOPMENT FRAMEWORK (SDF)
ANNEXURE B: AUDIT RESPONSE PLAN
ANNEXURE C: SERVICE DELIVERY & BUDGET IMPLEMENTATION PLAN (SDBIP)
ANNEXURE D: DISASTER MANAGEMENT FRAMEWORK