ILEMBE DISTRICT
GROWTH AND DEVELOPMENT PLAN
23 March 2015
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Contents 1 Introduction ...... 6 2. CONCEPTUAL APPROACH AND METHODOLOGY ...... 10 STAGE 3...... 12 1.1 Objectives of the District Growth and Development Plan (DGDP) ...... 13 1.2 Strategic Framework of the DGDP...... 17 2 REGULATORY FRAMEWORK FOR DISTRICT PLANNING ...... 24 3 SYNTHESIS OF KEY ISSUES – CONTEXTUAL ANALYSIS ...... 26 3.1 Spatial Economic Structure and Trends for Job Creation ...... 33 3.1.1 Agriculture ...... 36 3.1.2 Manufacturing ...... 38 3.1.3 Tourism ...... 40 3.1.4 Information and Communication Technology ...... 41 3.1.5 Services and Retail ...... 42 3.1.6 Employment / Unemployment ...... 44 3.1.7 Household incomes ...... 45 3.2 Human Resource Development ...... 45 3.3 Human and Community Development ...... 47 3.3.1 Poverty Alleviation and Social Welfare ...... 48 3.3.2 Health ...... 49 3.3.3 Enhancement of Sustainable Household Food Security ...... 50 3.3.4 Sustainable Human Settlements ...... 51 3.3.5 Safety and Security ...... 52 3.3.6 Social Capital ...... 52 3.4 Strategic Infrastructure ...... 53 3.4.1 Develop Harbours ...... 53 3.4.2 Develop Airports ...... 53 3.4.3 Develop Road and Rail Networks ...... 53 3.4.4 Water resource management and supply ...... 55 3.4.5 Sanitation ...... 56 3.4.6 Electric Energy Production - Management and Supply ...... 56 3.4.7 Solid waste disposal ...... 56 3.5 Environmental Sustainability ...... 56 3.5.1 Increase productive use of land ...... 58 3.5.2 Advance alternative energy generation and fossil fuels ...... 58
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3.5.3 Manage pressures on biodiversity ...... 59 3.5.4 Adapting to climate change ...... 60 3.6 Governance and Policy ...... 60 3.6.1 Strengthen policy and strategy co-ordination and IGR ...... 61 3.6.2 Build government capacity ...... 62 3.6.3 Eradicate fraud and corruption ...... 63 3.6.4 Promote participative, facilitative and accountable governance ...... 63 3.7 Spatial Equity ...... 65 4 FRAMEWORK FOR STRATEGIC DEVELOPMENT ...... 70 4.1 Ilembe Strategic Goals ...... 71 4.2 Ilembe Strategic Priorities ...... 73 4.2.1 A diverse and growing economy ...... 73 4.2.2 Promote social well-being ...... 76 4.2.3 Equity of access ...... 78 4.2.4 Living in harmony with nature ...... 84 4.2.5 A Liveable Region ...... 85 4.2.6 Effective Governance, Policy and Social Partnerships ...... 86 4.3 Ilembe District Strategic Interventions ...... 90 4.4 Goal 1: A Diverse and Growing Economy ...... 92 Strategic Objective 1.1. Re-Inventing Agriculture ...... 92 Strategic Objective 1.2. Trade and investment promotion ...... 94 Strategic Objective 1.3 Expand SMME and entrepreneurial development...... 96 Strategic Objective 1.4 Neutralise Youth Unemployment by expanding government-led job creation programmes ...... 97 4.5 Goal 2 Promote Social Well-being ...... 98 Strategic Objective 2.1 Develop world class human resources ...... 98 Strategic Objective 2.2 Develop Health Services ...... 100 Strategic Objective 2.3 Implement programmes to address socio-economic welfare ...... 100 Strategic Objective 2.4 Implement Safety and Security Programmes ...... 101 4.6 Goal 3 Equity of Access ...... 102 Strategic Objective 3.1 Develop inter-modal transport systems ...... 102 Strategic Objective 3.2 Develop Road Networks ...... 103 Strategic Objective 3.3 Develop Rail Network ...... 103 Strategic Objective 3.4 Improve Water Resource Management & Supply ...... 104 Strategic Objective 3.5 Improve Energy Production & Supply ...... 105
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Strategic Objective 3.6 Development of ICT Infrastructure ...... 106 Strategic Objective 3.7 Development of an Airstrip ...... 106 4.7 Goal 4 Living in Harmony with Nature ...... 107 Strategic Objective 4.1 Advance alternative energy generation and reduce reliance on fossil fuels ...... 107 Strategic Objective 4.2 Manage Pressures on Biodiversity ...... 108 Strategic Objective 4.3 Adaptation to Climate Change ...... 109 4.8 Goal 5 A Liveable Region ...... 110 Strategic Objective 5.1 Develop liveable human settlement and economic nodes ...... 110 Strategic Objective 5.2 Actively promote spatial concentration and co-ordination of development interventions ...... 111 Strategic Objective 5.3 Effective spatial planning and land management systems are applied across the District ...... 113 4.9 Goal 6 Effective governance, policy and effective partnerships ...... 115 Strategic Objective 6.1 Strengthen policy, strategy co-ordination & IGR ...... 115 Strategic Objective 6.2 Building Government Capacity ...... 117 Strategic Objective .6.3 Eradicate Fraud & Corruption ...... 118 5 CATALYTIC PROJECTS ...... 119 6 MONITORING AND EVALUATION FRAMEWORK ...... 122 GOAL 1 A Diverse and Growing Economy ...... 124 GOAL 2 Promote Social Well-Being ...... 130 GOAL 3 Equity of Access ...... 133 GOAL 4 Living in Harmony with Nature ...... 137 GOAL 5 A Liveable Region...... 140 GOAL 6 Governance and Policy ...... 143 7 ILEMBE DGDP PROJECT MONITORING FRAMEWORK ...... 146 8 STAKEHOLDER ENGAGEMENTS ...... 171
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List of Maps
Map 1 Population density…………………………………………………………………………………………………………………..18 Map 2 iLembe settlement patterns…………………………………………………………………………………………………….19 Map3: Broad land use Onwership………………………………………………………………………………………………………...20 Map 4: ILembe Locality Map………………………………………………………………………………………………………………...26 Map 5: ILembe SDF……………………………………………………………………………………………………………………………….29 Map 6: Provincial SDF…………………………………………………………………………………………………………………………..29 Map 7: Road network & mobility…………………………………………………………………………………………………………..31 Map 8: Broad Land………………………………………………………………………………………………………………………………..32 Map 9: Economic Development Areas………………………………………………………………………………………………….34 Map 10: Agriculture potential……………………………………………………………………………………………………………….36 Map 11: Provincial Social Intervention Areas……………………………………………………………………………………….49 Map 12: ILembe EMF…………………………………………………………………………………………………………………………..59 Map 13: Areas with potential for re-inventing agriculture……………………………………………………………….74 Map 14: Industrial expansion areas…………………………………………………………………………………………………..75 Map 15: Human impact……………………………………………………………………………………………………………………..77 Map 16: Proposed Western Bypass…………………………………………………………………………………………………….79 Map 17: Recommended arterials in Mandeni urban area…………………………………………………………………..80 Map 18: Water infrastructure……………………………………………………………………………………………………………...82 Map 19 Waste water treatment works……………………………………………………………………………………………….83 Map 20: Energy Provision …………………………………………………………………………………………………………………….84 Map 21: Catalytic Projects……………………………………………………………………………………………………………...... 120
List of Figures
Figure 1 Principles of KZN Provincial SDF ...... 7 Figure 2 DGDP in the context of National Planning ...... Error! Bookmark not defined. Figure 3 KZN PGDP Strategic Framework ...... 17 Figure 4 A sustainable, balanced region ...... 23 Figure 5 Manufactuing data ...... 39 Figure 6 Actual and forecasted Gross Value Add 2010 & 2050 ...... 44 Figure 7 iLembe Household income 2011 ...... 45 Figure 8 District Education levels 2013 / 2014 ...... 46 Figure 9 Population growth scenarios 201 - 2050 ...... 48 Figure 10 District health facilities ...... 50 Figure 12 The "high road 2050" housing forecast ...... 52 Figure 13 iLembe typology of centres ... a phasing approach ...... 65
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1 Introduction
The purpose of this assignment is to develop a District Growth and Development Plan (DGDP) for the iLembe District Municipality. The aim is to translate the Provincial Growth and Development Strategy and Plan into an implementation plan at district level, inclusive of targets and assigned responsibilities. The aim will only be realized based on applicability, relevance of the Provincial plan to the regional contextual realities. The translation will also make particular sense if emphasis will be based on strong regional network, connections and linkages with other neighbourhood municipalities and the networks of resources and infrastructure that connects places and spaces. iLembe region is inextricably linked to critically important regions loaded with valuable resources and economic infrastructure: Durban with its harbour, Airport and Dube Tradeport, the N2 Corridor and Richards Bay with its Special Economic Zone. Entangled in this is the thorny question on aligning and integrating network infrastructure and resources to drive spatial energy flows and economic spinoffs for the present and future generation of ILembe. How do we start defining the future now and reimagine iLembe as a spatial and economic space full of human potential.
Inefficient apartheid spatial planning has proved very thorny to address in the post-apartheid South Africa. At the centre of this is that government and in particular local government has failed to direct settlement planning and land use in a manner that ensures access to economic opportunities and the poorest of the poor have been victims of this blight. Policy commentators have advanced manifold reasons for this and a critical one is the perpetual failure of the state to back its intention in respect to addressing the apartheid geography with respect to resources. Future growth plans such as the District Growth and Development Plan must be moot motions towards addressing spatial inefficiencies informed by profoundly rooted understandings of the major factors at play. The District Growth and Development Plan must further expand the space for strategic action to contribute to the progressive development of the ‘just city spaces and places’.
The District Growth and Development Plan must also create a motion towards a cumulative multiplier effect as this an important aspect of being strategic particularly in creating Links between planning action and planning outcomes. The plan must be able to gauging effectiveness and learning from doing and use change and the continued mobilisation of collective strategic action, sustain ‘struggle’ and maintain pressure for change in structural relations. Such strong deep seated motions will deliver a prosperous region that is resilient and sustainable.
The DGDP has a planning horizon of 2015-2030, synchronous with the Provincial Growth and Development Plan and thus overarching and inclusive of the Municipal planning trajectory; inclusive as well and synchronised with the planning horizons of the Provincial Sector departments. Thus the DGDPs of all KZN Municipalities have the potential to be reference points for implementation priorities across the Province.
This document follows the standard in planning frameworks by presenting the conceptual approach in Section 2, the current regulatory frameworks in Section 3, a contextual analysis of the key district issues in Section 4. Section 5 presents an examination of the strategic focus areas which is then expanded into a detailed strategic implementation framework. Section 6 provides a listing of catalytic projects. The monitoring and evaluation framework presented in Section 7 sets out apex and primary indicators for each goal area. Section 8 presents a project monitoring framework.
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Improved, co-ordinated spatial planning will be key emerging dynamic in the crafting and implementation of the District Growth and Development Plan includes, critical issues include;
Decent housing, without crowding, tailored to the needs of the specific population being housed
Good location, with decent access to jobs and economic opportunities
Adequate access to infrastructure & human services especially transport, education and health
More potential for asset accumulation as a ladder out of poverty
Settlement constituencies and settlement needs
Delivering housing + jobs for poverty population
Role of infrastructure in sustainability
Migration-people on the move impact on infrastructure readiness and planning
The KZN Provincial Spatial Development Framework also espouses key spatial principles to be observed through the province at regional and local level.
-Principle of Sustainable -Principle of -Principle of communities Ecoconomic potential Environmental Planning
-Principle of Sustainable -Principle of spatial -Principle of Self Rural Livelihoods concentration Sufficiency
-Principle of coordinated -Principle of -Principle of Balanced implementation accessibility Development
Figure 1 Principles of KZN Provincial SDF
Source: KwaZulu-Natal Spatial Development Framework
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ILembe 2014 District Summit Resolutions
It is very critical to reflect the aspirations and expectations of broader social partners, stakeholders and ILembe citizens and residents into the mainstream regional growth path. A District Growth and Development Summit was held in February 2014 with the focus on four economic sectors that include; agriculture, manufacturing, services (ICT and Retail) and Tourism. The summit report was an antecedent to the development of the District Growth and Development Plan. The summit acted as a pioneer and represented the broader societal reflection on the growth trajectory of the region. Summit resolutions detailed critical interventions directed to drive the compilation of the District Growth and Development Plan and actual implementation of summit resolutions. One of the most important discussions coming out of the plenary session was the need for an institutional structure to drive, monitor, evaluate and co- ordinate the resolutions of the summit. This central discussion is still being finalised as part of the District Growth and Development Plan consolidation. Remarkable strides so far reflects that key sectors identified in the summit are deeply entrenched in the compilation and prioritization of strategic interventions and all of them will be part of the implementation framework.
The following illustrates that the Summit Resolutions have been incorporated into the DGDP by describing the resolution and and referring to the relevant Strategic Objective (SO 1.4 etc)
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2. CONCEPTUAL APPROACH AND METHODOLOGY
In developing the Ilembe DGDP, senior district management were clear about the type of plan that would serve the district best. Taking into account that the district has a number of thorough, robust integrated plans recently developed and some in process of being developed, the idea was that the DGDP should add value by taking the (largely conceptual) plans to the next level-and aid implementation in a realistic way taking into cognisance the long-term perspective. The resulting document was required to be of use in the districts annually work of project co-ordination, oversight and bringing social partners and investors on board. Emphasis was on an integrated, user-friendly implementation plan with a monitoring and evaluation framework embedded in the district’s operations-not to be merely extrapolated from higher level planning instruments. The emphasis was also on developing an institutional model which would not necessarily create extra meeting forums but would integrate with the work which needed to be done.
These requirements were synchronous with the objectives of the DGDP exercise as stated by COGTA in the terms of reference.
TOR OBJECTIVES OF THE STUDY ILEMBE DGDP RESPONSE
Set a long term (20 year+) vision Ilembe is fortunate to have undertaken comprehensive long term and direction for development in planning exercises in 2012 and 2013 which had time horizons of 30 the District; and 50 years and brought complementary approaches to the planning task. These laid out conceptual bases for economic growth trajectories, implications for spatial development as regards industrial, commercial and settlement development. They recognised and responded to the hiatus between the relatively well-resourced coastal areas and the less developed hinterland and their populations. They confirmed a prevailing set of economic and social drivers to which development interventions must respond holistically. The DGDP exercise took this to the next level – which is to interpret vision and direction into implementable actions.
Serve as the overarching strategic Of the wide range of district functions and operations, the most framework for development in the pertinent objectives were identified, guided by the long term vision district and its’ family of local and growth trajectory which Ilembe has set itself. These are holistic – municipalities applying the 80/20 dealing with the people, places and quality of life. principle (it is not an inventory of all that we will do);
Provide a spatial context and Particular attention is paid to locating strategic interventions in space, prioritisation (not just what, also with identifiable outcomes and time frames for implementation. where and when);
Guide the activities and resource Following from the above, the DGDP Strategic Implementation allocation of the district and other Framework identifies responsible municipal structures and officials, spheres of government, business with the relevant development partners in provincial government, sectors, organised labour and other state-owned enterprises and amongst social partners indicated. role players from civil society that can contribute to development in the district;
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Establish clear institutional An institutional structure is proposed which meets best practice goals arrangements to secure buy-in and of facilitating action, streamlining reporting, enabling feedback and ownership, through a structured corrective measures, providing continuity in the institutional life of the consultation process with all district. The DGDP forums proposed build on structures which are development partners; already in the process of forming. The DGDP institutional proposal serves to consolidate the districts’ thinking on driving and monitoring its’ strategic interventions;
One plan for all "Ownership". The The DGDP is not seen as separate from the existing municipal District is tasked with the functions, but provides a programme for integrated implementation implementation of the District with clear leadership from the appropriate levels of municipal Growth and Development Plan and government. as such is a "Lead stakeholder". and its family of municipalities are the custodians of the District Growth and Development Plan;
Align and integrate: Departmental The thorough contextual analysis of the IDP 2014/2015, the medium strategic plans, municipal and long term sector strategies emerging from the Integrated government IDP's and sector Regional Spatial Development Plan and the goals of the provincial strategies and plans should cohere sector departments do come together in the Implementation around the key goals and Framework which is built around the pillars of Ilembe District’s vision. objectives of the DGDP;
Set up structured consultation Structured consultations were held with a number of municipal and within the existing institutional provincial stakeholders and with organised business. Stakeholders framework. Achieving alignment were found to be aware of the main growth imperatives in the district and integration across the range of and of the need for an institutional mechanism to drive the DGDP and government and civil society other district interventions. stakeholders is necessary and the DGDP recognizes the need for an institutional framework which makes this possible; and
Ensure resource commitments and The Strategic Implementation Framework draws on existing MTEF budget alignment: With the agreed resource allocations and human resources, and where there are new set of objectives and targets commitments, the alignment of district priorities with provincial and providing a common platform, the national priorities should enable leveraging of resources. resource commitments of departments and municipal entities will be better leveraged for impact in the district.
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The methodology adopted responded to the particular needs of the district and followed the standard work-streams according to which of planning exercises are frequently structured.
STAGE 1
INCEPTION DATA COLLECTION PHASE Understanding district economic growth drivers, population growth trajectories spatial planning imperatives, infrastructure capacity and constraints, social development imperatives.
STAGE 2 STATUS QUO ANALYSIS PHASE INTERPRETATION
Interpreting Ilembe Vision, clarifying district goals; clarifying main intervention areas (80/20 principle) to deal with challenges and consolidate achievements. STAGE 3 DEVELOPMENT OF STRATEGIC
FRAMEWORK FORMULATION
Formulation of strategic interventions.
Formulation of indicators at two levels in response to the institutional needs identified: STAGE 4 A set of Apex Indicators as global aggregates IDENTIFICATION collected annually / bi-annually and OF STRATEGIC INTERVENTIONS A set of Primary Indicators to be used in monthly / quarterly monitoring of strategic projects. LODGED IN AN IMPLEMENTATION FRAMEWORK
INSTITUTIONAL MODELLING
Proposal of an institutional structure which STAGE 5 would facilitate and streamline district DEVELOPMENT OF functions of driving, co-ordinating and INSTITUTIONAL monitoring the DGDP and other FRAMEWORK interventions.
A range of documentation was referenced to locate the District Plan in current approaches and to get insight into the informants of district strategy. The IDP 2014/205, the Ilembe Regional Spatial
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Development Plan (IRSDP 2013), the preceding District Economic Development Strategy which posited the high road scenario planning, economic, social and population growth drivers which were picked up on in the IRSDP, District LED Plan and the SDF 2011 were consulted. During the course of the DGDP assignment, two Housing sector plans and the Environmental Management Framework were finalised and the review and development of an updated SDF 2015 was commissioned.
The particular configuration of the Ilembe Districts vision and the pillars around which the vision is built were early on seen to align closely with the KZN Provincial Growth and Development Plan.
1.1 Objectives of the District Growth and Development Plan (DGDP)
This exercise has its roots in the strategic planning taking place at national and provincial level.
Underlain by a province-wide strategic analysis and a framework for strategic action, the KZN Provincial Growth and Development Plan (KZN PGDP) is a comprehensive framework of interventions, indicators of success and targets for gauging progress to the year 2030.
The KZN PGDP in turn, is aligned to the National Development Plan 2030 (NDP). Although they are structured differently, for example the NDP speaks of 18 Outcomes and a number of sub-outcomes while the KZN provincial document speaks of 7 goals and 30 Objectives. The substantive focus areas, interventions and indicators of the NDP are reflected in the KZN PGDP. This alignment has been reflected on and documented by the principal drivers of the provincial plan namely, the KZN Planning Commission, the Office of the Premier and the PGDP Technical Committee which is the main reference group for the development and implementation of the KZN PGDP – as well as successive KZN Provincial Makgotla since 2012.
The objectives of the District Growth and Development Plan are thus rooted in the objectives of the KZN Growth and Development Plan:
1. Set a long term vision (15 year+) and direction for development in the District; this takes as a basis the ILembe Regional Spatial Development Plan (IRSDP), the plan formally adopted by the District Municipality which has a vision to 2050. The ISRDP builds on five pillars which are congruent with the PGDP framework.
2. Serve as the overarching strategic framework for development in the district and its family of local municipalities applying the 80/20 principle (it is not an inventory of all that we will do);
3. Provide a spatial context and prioritisation (not just what, also where and when);
4. Guide the strategic interventions and resource allocation of the district and other spheres of government, business sectors, organised labour and other role players from civil society that can contribute to development in the district;
5. Establish clear institutional arrangements to secure buy-in and ownership, through a structured consultation process with all development partners;
6. One plan for all: ownership and leadership. The district is tasked with the implementation of the District Growth and Development Plan and as such is a "lead stakeholder". The district and its family of municipalities are the custodians of the District Growth and Development Plan;
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7. Align and integrate: departmental strategic plans, municipal government IDP's and sector strategies and plans should cohere around the key goals and objectives of the DGDP;
8. Put in place a monitoring and evaluation framework which responds to district priorities and provincial priorities across identified economic, social and spatial parameters.
9. Set up structured consultation within the existing institutional framework. Achieving alignment and integration across the range of government and social partners is necessary and the DGDP recognizes the need for an institutional framework which makes this possible. The existing institutional framework may need to be strengthened and / or expanded to include the range of goals and social partners; and
10. Ensure resource commitments and budget alignment: With the agreed set of objectives and targets providing a common platform, the resource commitments of departments and municipal entities will be better leveraged for impact in the district.
The deliverable of the DGDP exercise is a document containing key sections as described above.
The aim of the DGDP is therefore to translate the Provincial Growth and Development Strategy and Plan into a detailed implementation plan at a district level, inclusive of a detailed activity level framework with targets and responsibilities assigned to the appropriate local municipality and government departments. In turn, across all districts, this will enable the province to measure its progress in achieving the accepted growth and development goals.
In alignment with the provincial-level focus on the interventions identified in the PGDS-PGDP, the DGDP should propose specific milestones that will have to be achieved in priority sectors in the municipal space. This will be refined in a collaborative approach with the relevant stakeholders – provincial sector departments and state-owned enterprises to ensure ownership of targets that will be set for specific time horizons. The KwaZulu-Natal Provincial Planning Commission will facilitate and support the lead provincial departments to develop these detailed trajectories to ensure that the roadmap is absolutely clear on what is required to achieve the 2030 Vision for KwaZulu-Natal.
The DGDP should inform all local planning and implementation through the municipal Integrated Development Planning (IDP) processes. DCOGTA’s illustration is pertinent:
Bearing in mind the 80/20 principle, the DGDP will incorporate high-level strategic and catalytic interventions. Service delivery and operations & maintenance matters will be specified and monitored through the IDP and Service Delivery Business Implementation Plans at municipal level.
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DGDP within National and Provincial Planning
Sector SPLUMA Future of Plan Micropolitan s Towns and Nodes IDP IRSDF
Space PSDF economy, SDF network DGDP PGDP & NDP Infrastructure PSEDS IREDF & LED LUMS
Future Path & trends, resilient IUDF Region Regional/Local Provincial National
Urban-Rural Linkages:
Urbanization
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The District Growth and Development Plan (DGDP) location within the district municipal planning trajectory reflects a powerful arrival into the contested planning space. District Growth and Development Plan is derived from National planning perspective and also on the provincial positioning with massive political mandate. The Plan is positioned to be an overreaching planning framework with key strategic interventions across the Province and the district with a monitoring and evaluation tools to track progress on implementation.
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Integrated Development Plan (IDP)
Strategic Planning Environment Operational environment
Service delivery & Local Economic Project Implementation according to budget and priorities Infrastructure Investment Development Plan Framework (SD&IIF) (LED) The Performance Base Medium Term Revenue & Spatial Development Performance Asset and Asset Expenditure Framework Framework Standards its function Register (MTREF) (SDF)
The Maintenance Operational Planning Budgeting Process Failure Maintenance & Procurement Risks Options
Sector plans The Maintenance Water & Roads & Social & Task Housing Transport Sanitation Stormwater Health
Planned Unplanned Maintenance Maintenance Comprehensive Infrastructure Plan The operational process Tendering and resource Annual Budget & SDBIP Service delivery and infrastructure provision mobilization
Development footprint (Development database) Infrastructure Landuses Social attributes and Movement & Environmental Settlement dynamics •Public •Water •Open spaces • demographics circulation Nodes •Private •Sanitation •Resources • Networks •Tribal •Electricity •Ecology •Spaces •Roads •Stormwater •Refuse
1.2 Strategic Framework of the DGDP
The DGDP framework will closely follow the framework of the KZN Provincial Growth and Development Plan. The defining components are that the provincial plan is structured around 7 goal areas and 30 strategic objectives, illustrated below.
STRATEGIC GOALS STRATEGIC OBJECTIVES
1. Unleash the Agricultural Sector 2. Enhance Sectoral Development through Trade & Investment JOB CREATION 3. Improve efficiency of Government-led job creation programmes VISION 4. Promote SMME & Entrepreneurial Development 5. Develop the Knowledge Base to Enhance the Knowledge Economy 6. Improve Early Childhood Development, Primary and Secondary Education HUMAN RESOURCE DEVELOPMENT 2030 7. Support Skills alignment to Economic Growth 8. Enhance Youth Skills Development & Life-Long Learning 9. Poverty Alleviation & Social Welfare 10. Enhancing Health of Communities and Citizens HUMAN & COMMUNITY Gateway to Africa and the world 11. Enhance Sustainable Household Food Security 12. Sustainable Human Settlements DEVELOPMENT Healthy educated communities 13. Safety & Security Safe, healthy and sustainable 14. Social Capital living environments 15. Development of Harbours Employable people are 16. Development of Airports STRATEGIC INFRASTRUCTURE employed 17. Development of Road & Rail Networks Sustainable use of natural 18. Development of ICT Infrastructure resources 19. Improve Water Resource Management and Supply 20. Improve Energy Production and Supply More equitable Society 21. Increase Productive Use of Land ENVIRONMENTAL SUSTAINABILITY Basic services delivered 22. Advance Alternative Energy Generation and Reduce Reliance on World class infrastructure Fossil Fuels Investor confidence 23. Manage pressures on Biodiversity Skilled labour force 24. Adapting to Climate Change GOVERNANCE AND POLICY People centred development 25. Strengthen Policy, Strategy Co-ordination & IGR Strong and decisive leadership 26. Building Government Capacity 27. Eradicating Fraud & Corruption Foster social compacts 28. Promote Participative, Facilitative & Accountable Governance 29. Actively Promote Spatial Concentration and Coordination of Development Activites SPATIAL EQUITY 30. Effective Spatial Planning and Land Management Systems are Applied Across the Province
Figure 2 KZN PGDP Strategic Framework
The main components of the Provincial Plan are:
Strategic interventions within each strategic objective Indicators and targets at a cumulative level (apex indicators) and at the level of the strategic objective (primary indicators).
District Growth and Development Plans are expected to be aligned with provincial priorities and demonstrate how districts will contribute to the achievement of provincial and national targets. This expectation points to two of the important outcomes / deliverables of the DGDP exercise:
1) The process of identifying the key strategic interventions at district level 2) The process of identifying relevant district indicators of success and the targets thereof. Because many of the strategic infrastructure and economic development interventions reside as competencies at provincial level, an important area of this exercise is to engage with provincial sector departments and ensure that they respond to the district’s expressed strategic interventions with commitments: spatially referenced implementation plans and indicative resource plans.
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Urban-Rural Divide
Recognition of the urban and rural space and settlement patterns goes a long way to be able to plan the future of the district taking into cognisance the sustainable and efficient growing of both urban and rural towns. Ilembe district settlement patterns are reflected in its spatial geography with KwaDukuza and Ballito being major economic spaces with massive infrastructure and opportunities for further development potential along many fronts, e,g densification strategies, mix-use development, infill and intensification along major corridors and within urban centres. On the other side of the spatial coin there is Maphumulo, Ndwedwe, Bamshela isolated and lagging behind as pockets of poverty and spatial and infrastructure marginalization. They are not just trapped in perpetual marginalization, but they continue losing investments and infrastructure and its biggest asset, the people to other neighbourhood municipalities and centres with economic opportunities. There is also Mandeni area which its historical rural trajectory has been complemented by industrial production and this has been a source of inspiration and livelihood for people of Mandeni.
Map 1 Population density
Both KwaDukuza and Ballito continue to benefit from rural areas of other small towns of the district as they perpetually move to search for better life and economic opportunities. The district has in the past 3 years attempted to capture the intricacies around livelihood strategies, growth and development in small towns and nodes by introducing promising stimulus as reflected in the regional spatial plan (2013) and more recent attempts to define the spatial intricacies embedded or underpinning the nature of
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rural towns and nodes. This and other frameworks in future will further unpack and elucidate the profound impact of urban-rural divide and what interventions with ultimately bring small towns into the mainstream growth while retaining their identity and character.
Settlement patterns
The Ilembe district settlement structure is highly influenced by the high level existence of major commercial agricultural in the east and other spatial and investment opportunities on the coastline. Commercial agriculture activities take up the major portion of the district leaning flatter on the eastern parts of the region. Production has only been limited to sugar cane and that poses a concern to industry diversification as there are series of opportunities for agri-business processing.
Map 2 iLembe settlement patterns
The settlement patterns of the region are unsustainable and inefficient. Formal commercial and industrial activities are concentrated in KwaDukuza/Stanger, Ballito and Mandeni area. Looking glimpse at the township and development applications in KwaDukuza alone reflects a further confirmation that the area is going to be scene of growth and prosperity looking at bulk infrastructure currently being injected both coastal and inland. On the other side of the same coin, the region has Maphumulo, Bamshela and Ndwedwe rural areas that are recently thriving with efforts such as spatial economic stimulus to be rolled out by the district and also the rolling of the rural infrastructure stimulus through project implementation. There are critical spatial economic milestones expected in these rural areas, but the release of land and prevention of rural sprawl must be prioritised. At the centre of this growth is the implementation of rural small town’s stimulus and investment attraction to expand retail,
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Evidence from studies on urban economics (Rosenthal, S. S. and Strange, W.C. 2003) shows that density and compaction improves spatial efficiencies. Greater densities generate agglomeration economies, which (1) Enlarge markets for products; (2) Bring together different players in the production value chains; (3) Expand the pool of skills available to enterprises; and (4) Reduce transportation and other input costs.
Commenting on the structure of the South African City, Bertaud (2009:1) asserts that ‘spatial concentration of economic activities and of labour increases productivity and technological innovation’. Very much along the same lines, the survey studies by Rosenthal and Strange (2003:12) on agglomeration economies in the USA, found that a doubling in city population size in North American Cities increased productivity by between 3-8%.
The settlement patterns in Ilembe four family local municipalities vary significantly, viz. KwaDukuza (urbanised population and commercial agriculture), Mandeni (substantial urban areas, but with traditional settlement areas and agriculture), Maphumulo (substantially traditional settlement), and Ndwedwe (substantially traditional settlement with some commercial farming) (Integrated Regional Spatial Development Plan)
Map 3: Broader Land Onwership
Land ownership is critical to the sustainability of the region particular in project implementation. Ownership will reflect the timing and approach to regional development and how negotiations will be undertaking between social partners and onwers of land.
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Sustainable development and infrastructure
Infrastructure investments have been proposed in the development literature as an influential factor of economic growth, working through at least two of the three classic drivers of economic growth: directly via capital accumulation and indirectly via total factor productivity gains. Infrastructure investments are hypothesized to facilitate private investments by lowering production costs and opening new markets, thereby creating new production, trade and profit opportunities. Roads reduce transport costs and ports reduce transaction and trade costs. Both can be deemed to expose local firms to the innovative pressures of international competition. Public capital can be readily incorporated in an endogenous growth
The built environment is very critical for any regional growth plan as it provides a platform as a network of connecting infrastructure and assets. Ilembe infrastructure in particular road, air and rail transport is central to its growth and connectivity to the regional scales and industrial economic agglomerations both locally and globally. Energy is another critical pillar to drive Ilembe growth; the National Planning Commission 2011 noted that across South Africa energy is largely derived from coal with highly limited use of alternative sources such as renewable and biomass.
This will indeed posed serious economic backtracking in Ilembe as industry is growing and will required massive energy renewables to sustain agglomeration and densities. Other critical sectors to drive sustainable development include Information and Communication Technology (ICT), Basic and bulk services. Critical in driving long-term sustainability is to focus on reducing the wasteful use of resources, repositioning the rolling-out of regeneration activities and cautious prioritisation of the outcomes to which resources are put in place. The future determining factors to be included in the growth path of the Ilembe planning is its regional links and connection to major growth centres and infrastructure network. This is reflected in spatial projects such as Dube Tradeport as it is referred as an Areotropolis around King Shaka Airport. Ilembe location on the eThekwini-Umhlatuze corridor is an opportunity to expand space economy as this is also recognized in national spatial planning trajectory. Long-term planning for growth and development should guide investment, match solutions with the scale of the problem, and connect issue ‘silos’ to leverage funding and eliminate conflicting or unco-ordinated spending.
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R102 expansion R Bay SEZ SPLUMA
Uniformity
Industrial Urbanization expansion -Rural Urban Rural Network Micropolitan migration Towns
Figure 3: Critical Fctors determing the resilient Regional City
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Figure A sustainable, balanced region
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2 REGULATORY FRAMEWORK FOR DISTRICT PLANNING
District planning processes are informed by and required to articulate with a range of national and provincial plans as discussed above. The current package / hierarchy of plans that inform and interrelate with each other are listed below. As the DGDP is developed, the focus areas will have to align with the focus areas of the national and provincial planning frameworks in order to motivate for resources.
National Policy Frameworks
The National Development Plan Vision 2030 – a vision for the country published in 2012. The New Growth Path – strategic government programmes on economic policy 2010 -2020. The Industrial Policy Action Plan 2014 – 2017 (Department of Trade & Industry) is a rolling three year formulation – responding to global and regional challenges with industrial policy solutions. A pillar of the New Growth Path and informed by the National Development Plan. National Infrastructure Plan from which the Strategic Integrated Projects (SIPs) were formulated, in 2012. The Special Economic Zones Bill. Transnet Long term Planning Framework – a 30-year projection of the capacity-creating infrastructure requirements. Informing and informed by the NDP, most of Transnet’s strategic capacity development initiatives have been included in the SIPs. Spatial Planning and Land Use Management Act
Provincial Policy Frameworks
KZN Provincial Growth and Development Strategy and Plan Provincial Spatial Economic Development Strategy (PSEDS) which includes strategies for industrial development KZN Maritime Strategy KZN Investment Strategy KZN Tourism Master Plan KZN Rural Development Strategy KZN Youth Economic Empowerment Strategy (YEES) Integrated Aerotropolis Strategy (IAS) Human Settlement Strategy Green Economy Strategy
Municipal Policy Frameworks
The Integrated Development Plans of the Ilembe District and its family of local municipalities District and Local Municipality Spatial Development Frameworks including Local Area Plans and Zoning Schemes. These are examined and specified at a high-level in the Ilembe Integrated Regional Spatial Development Plan (IRSDP) – which will be the main point of reference for this DGDP exercise. ILembe Environmental Management Framework. Strategies which were developed in 2008 which provide useful points of reference are the Consolidated ILembe LED Strategy 2008 and the ILembe Agricultural Sector LED Strategy 2008.
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Provincial Policy Frameworks
Transport Plans – Department of Transport Infrastructure Plans for water and electricity – Department of Water Affairs, ESKOM and DCOGTA, Housing and settlement plans – Department of Human Settlements Department of Education Department of Health In addition, plans from economic sector departments are necessary to establish the parameters of the economic infrastructure planned (and required) to support the productive base of the regional and local economy: Department of Agriculture, Environment and Rural Development
Department of Economic Development and its’ ancillary units eg TIKZN.
All district and municipal plans (IDP’s and SDF’s) are required to take into account national and provincial directives. In addition, there is a need to integrate, align and inform the suite of parallel and sectoral plans. IDP’s and SDF’s are a composite of both short-term and long-term informants. While these plans do indicate some long-term directives, they are mostly orientated to the identification of issues to be implemented within a five to seven year programme. The DGDP with its sixteen year horizon (2014 to 2030) is thus the framework within which the IDP’s and SDF’s align in the medium term. In the short term, the DGDP will be informed by the considerations raised in the IDP.
However there is a distinction in the focus of district and municipal plans, in that the districts are responsible for the planning and implementation of basic infrastructure (roads, water, waste); while the local municipalities are more concerned with implementation and management of the more local level dimensions of planning.
The iLembe 2050 Regional Spatial Development Plan is the latest and comprehensive addition to the suite of plans. It directs itself at the achievement of a much longer term “preferred” end state. In this sense it is a higher order plan that interprets the directives of the National Plans and the Provincial Plans, but with a much longer vision. Secondly, it will and should inform the formulation of both District and Local Municipal level IDP’s and SDF’s. Thirdly it is used to ensure that there is alignment between the intentions of the municipalities that comprise the District.
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3 SYNTHESIS OF KEY ISSUES – CONTEXTUAL ANALYSIS
ILembe District - Overview
The iLembe District Municipality is situated on the east coast of South Africa, in the KwaZulu-Natal Province. ILembe is one of the 11 district municipalities of the KwaZulu-Natal province and is also the smallest district municipality in the province, with a total population of approximately 563 0001, one of the least populous districts in KZN. The District Municipality covers approximately 3260 square kilometres and is divided into four local municipalities. The four municipalities are: KwaDukuza, Mandeni, Maphumulo and Ndwedwe.
Map 4: Ilembe locality map
The iLembe District (DC29) Municipality is one of ten District municipalities in KwaZulu Natal. It is bordered by uThungulu DM on the north eastern side, Umgungundlovu DM on the western boundary, eThekwini Municipality on the southern boundary and the Indian Ocean on the eastern boundary. It is one of the five municipalities that are located along the coast in KZN. The District Municipality is 3 260 km2 in extent and consists of four local municipalities, namely, Ndwedwe LM, Maphumulo LM, Mandeni LM and Kwadukuza LM. The settlement patterns in the four municipalities vary significantly, viz.
1 This figure is from Quantec regional data and differs to that in the IDP of iLembe. The IDP shows total population to be much higher at 805,239 people.
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KwaDukuza has an urbanised population and commercial agriculture. Mandeni consists of substantial urban areas, but with traditional settlement areas and agriculture), Maphumulo consist of substantially traditional settlements Ndwedwe consists of substantially traditional settlement with some commercial farming
Agriculture in the District is largely dominated by commercial sugar cane production
Majority of the municipal population currently resides in rural areas.
Industrial development is concentrated in KwaDukuza, Isithebe and Darnall,
Industrial activities also strong in Gledhow and Darnall sugar milling operations at Stanger and the Sappi Paper mills at Mandeni.
Maphumulo and Ndwedwe and Bamshela constitute village centers in the west
There is Nyoni and Mbizimbelwa in the north with visible commercial and service development
There are 45 Traditional Authority areas where settlement is controlled by Traditional Authorities according to a traditional land tenure system.
These TA areas cover approximately 63% of the total area where the State and the Ingonyama Trust own the majority of the land within Municipality of Maphumulo, the lower reaches of Ndwedwe (69%) and coastal and inland reaches of Mandeni (49%).
The municipal district has an enviable location: on a beautiful coastline, along the principal provincial development corridor between Africa’s busiest ports, Durban, and Richards Bay and is therefore well positioned in relation to local, national and international markets. Despite its strategic location, iLembe faces numerous economic challenges such as the high levels of poverty in the rural inland areas, which contrasts with rapid development along its coastal regions. Like much of South Africa, the district is characterised by pockets of relatively prosperous development as well as large areas of rural character with low levels of service. The population is gathered in urban nodes and in small towns as well as scattered in settlements in the country-side.
The district has in place a suite of spatial development plans which are being used to address these inequalities. The scale of need in the district is severe and fortunately, iLembe seems well poised to grow: the setting of the district on the main north-south, as well as its proximity to South Africa latest growth point-the Dube Trade Port seems to ensure a favourable set of factors. The purpose of the districts’ various planning exercises is to harness this growth potential and ensure that potential is realised for the benefit of all its citizens.
The main economic activities in the area include manufacturing, retail, trade and accommodation, and finance and business services. Agriculture accounts for a large amount of the land use and is predominantly sugar-cane related. GGP is grew at an average annual 3.1% (2000-2010) while total employment was decreasing at an average annual rate of 1.8% in the same period which can be explained by the fact that the major economic industries of manufacturing and agriculture are declining nationally. Tourism, commercial and property development is booming in the coastal and inland corridor regions. Development has been aided by the new King Shaka International Airport and Dube Trade Port.
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ILembe’s location on KZN’s leading primary corridor for economic growth and development, the Ethekwini-Umhlatuze Corridor, presents particular advantages for the District. With the development of the Dube Tradeport aerotropolis on its’ southern border, the advantages of its’ already prime location are exponentially increased. Sustained investor interest is an indicator of the economic value and attractiveness of the Districts’ location and potential.
The most prominent growth has been concentrated along the coastal areas of the District. The studies initiated by iLembe District seek the vantage points whereby stakeholders can leverage the opportunities presented by the urban coastal areas, but further seek to stimulate growth and development opportunities in the rural hinterland, while responding to the challenges of the dispersed rural settlement patterns, the backlogs in infrastructure (water, electricity, roads, telecommunications, etc.), and the issues related to land tenure. The aim is towards the promotion of spatially balanced economic growth with service delivery reducing inequities.
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Spatial Analysis of the current reality
ILembe SDF Map
Below maps below elucidate the Provincial Spatial Development Framework elements as well as the key intervention areas as they relate to the iLembe District Municipality specifically. The map reflects the provincial support for growth and development in the ILembe region and key in this regard is the support for proposed spatial structure and areas in need of spatial intervention and envisaged catalytic projects.
Map 5 iLembe Spatial development framework
Map 6 Provincial SDF Identified Priority Zones
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Spatial integration
The Ilembe District Municipality’s Spatial Development Framework provides a preferred development approach and the necessary guidance to accomplish land use growth plans and forward planning in terms of preferable investment. It specifies how areas should be developed and what the important issues are that should influence the time of development. The SDF objectives that need to be taken into account with regards to spatial planning and integration are:
Ensure the Ilembe region is connected-with more people enjoying the benefits of flourishing activity centres where shops, jobs, services and recreation are within asking and travelling distance of their homes, with fast and reliable travel to and from local centres and regional opportunities, with a comprehensive, efficient and networked public transport system and pedestrian routes and access to rural and tourism areas. Ensure the Ilembe is attractive – with quality urban and rural areas that are well-maintained, new developments which comply with high design standards, clean and safe environments and well- preserved heritage and natural areas. Ensure the Ilembe is sustainable – with resources well managed and planned for, viable and cost- effective service provision; and where the environment is valued as a vital resource and meaningful open space is provided for all. Ensure the Ilembe is well managed-where development decisions are predictable, fair and cost- effective, partnerships are developed, planning takes place on a continuous basis, formal systems for data collections are in place, and data is used to support and improve planning.
The challenges faced by Ilembe with regards to spatial integration include the following:
Dispersed and fragmented settlements Lack of variety of public transport modes Urban sprawl Inadequate land use management practices (including land reform, restitution, distribution) Lack of integrated development planning Urban edge limiting development Limited land development rights in traditional settlements (e.g. ITB Land, traditional authority)
Access and mobility
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Map 7 Road network and mobility
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Land use
Map 8 Broad land use
The existing land use patterns have developed in response to physical characteristics such as topography, areas of high agricultural potential, water courses and road patterns. iLembe District is characterized by predominantly rural settlements scattered across the regional landscape. The main urban and economic settlements of the District are located along the R102 and north-south rail linkage occurring in particular at the main intersections of R102 with the R614 and R74.
Traditional settlements
The main traditional settlements are located mainly in Maphumulo and Ndwedwe LM on the west and south-western section of the District. The majority of areas located within these municipalities are inaccessible due to steep slopes and rugged topography which limits the provision of basic services.
Commercial agriculture
Commercial agricultural activities take up the major portion of the District. These commercial agricultural activities are substantially located in the flatter western and relatively small eastern parts of the District. Relatively minimal diversification has taken place and activities relate mainly to the growing of sugar cane, particularly in KwaDukuza and Mandeni LM. Some of the agricultural developments in the western parts (i.e. Maphumulo LM) are not only commercial but also traditional subsistence farming activities.
The following should also be noted for planning purposes
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Ranging from sea level to approximately 1000m above sea level, topographic and conditions that range from flat and softly undulating in the east to steep and fragmented in the west have a significant impact on the existing and future development of the area. While the coast offers significant opportunities for tourism, the topographic conditions in the west include substantial areas of dramatic and scenic rural conditions that have largely remained unused. Topographic conditions influence road and rail linkages substantially. Movement and accessibility has a significant impact on the urban and economic development of the area with most of the urban and economic development taking place in the vicinity of the major linkages in the east and along the coast. Since much of the remainder of the flat coastal band is utilised for commercial agriculture; semi- rural and rural settlements are largely confined to the western parts. Peri-urban development has taken place in the vicinity of major access corridors and economic development nodes. There is a substantial concentration of economic, commercial, manufacturing and industrial activities around the major linkages in the eastern part of the District. Significant settlement densification has taken place in the vicinity of major access roads and local nodes throughout the District. Settlement points are scattered throughout the municipal area. However, given the level of development and the resource and other constraints in the area it would have been preferable to focus on the secondary nodes only and discourage investment in any of the settlement points. However, the settlement characteristics of the area, linked to the general immobility of the population necessities investment to improve access to very basic services only in the tertiary nodes. The Stanger region in KwaDukuza is the focus of urban development in the area and it should be developed as a unity. In addition, the area shows the most potential in terms of possible future non-agricultural related developments.
3.1 Spatial Economic Structure and Trends for Job Creation
The primary "driving forces" at work in the present fall into three categories:
Social dynamics: quantitative demographic issues and political issues - the tension between the “haves” and the “have-nots”
Economic issues - macroeconomic trends and forces shaping the economy as a whole
Technological issues – how new innovations as well as threats (carbon footprint issues) will impact on the district’s choices
Using “economic drivers” as key reference points
Most modern master-planning is based on the concept of determining and understanding what the key “economic drivers” of a region are.
Determining the economic drivers has been based on an analysis of the existing economic make-up of ILembe, in terms of both existing economic activity and the economic potential, and an analysis of existing and projected future trends in economic development of ILembe’s context – the Province of KwaZulu-Natal, South Africa and by implication the District’s place / possibilities in southern Africa and the world. The term “economic drivers” refers to the standard economic sectors as commonly understood and also to the clustering of a range of sectors, sub-sectors or value-chains.
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In the analysis to date, five key economic drivers have been identified:
Agriculture Manufacturing Service oriented businesses Information Technology Tourism Spatial and transport formations
The status quo analysis presented in this report, describes the nature and trends in each of these “driving forces”, and lays the basis for us to assess how the most critical driving forces of our provincial, national and global economy will influence the development of the iLembe region.
This profile first discusses the spatial framework within which the economy functions and then leads into an analysis of production in the economy including framing iLembe within the province and breaking production down into sectors, industries and local municipalities. The report then discusses employment by industry and local municipality, as well as skill levels within iLembe before moving on to an overview of household income and expenditure. The key sectors are then discussed, including agriculture; manufacturing; tourism and ICT. A list of key economic projects in the pipeline is given and the report concludes with a summary and a table of key demographics.
Map 9 Economic Development Areas
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The outline of the status quo section of the report is, therefore, as follows:
Overview of Economic Production and Investment Key Economic Sectors: Agriculture, Manufacturing, Tourism, ICT. Household Income and Expenditure.
Key sector dynamics: Production in Overview of Manufacture sectors, Employment by household industries and industry per local Services income and local municipality expenditure Agriculture municipalities Tourism ICT
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3.1.1 Agriculture The strength of the agricultural sector in iLembe is clearly illustrated by the above 10% GVA contribution that the sector makes to the economy of the District. It is substantially higher than the 4% GVA contribution that the agricultural sector makes to the Provincial economy.
Map 10 Agricultural potential
Most agriculture activity is centred on sugarcane production that takes place on the flatter eastern land and is supported by other activities such as forestry, fruit and vegetable farming, tunnel farming and fresh cut flowers. Over the last 10 years employment in agriculture has reduced dramatically. Gross value has also reduced although it remains the 4th largest contributor to GDP. This is in line with the state of the industry nationally due to new labour laws, crime, emigration, and input costs, amongst other reasons. Forestry, fruit and vegetable farming and commercial farming contributed 10 % to the 2010 GVA of the district economy. Most of the commercial farming is done in the eastern parts of the municipality and extends to the west of Stanger and Groutville. Although sugar cane is the main commercial crop in the District, farmers are diversifying into other crops, especially sub-tropical fruit and macadamia nut crops. Other more specialised agricultural activities are to be found in the district such as aquaculture, essential oils related projects and cut flower production. Due to the proximity of the area to the Dube Tradeport and eThekwini, there is substantial focus in current agricultural planning for projects addressing these markets with a focus on vegetable production.
Agricultural production projects include:
National Schools Nutrition Programme – the program establishes an institutional market that ensures that farmers and co-operatives have an established market for their product and local residents have a
Page 36 of 171 ILembe District Growth and Development Plan 2015 source of income with resultant reduction in poverty and increased job creation – with benefits for children’s growth and concentration. Vineyard and winery project – mostly focuses on development of wine production in the north coast. Since 2010 three vineyards have been successfully planted, harvested and processed in a co-operative winery in Ballito. This serves to diversify the agricultural production and processing.
Agri-hubs projects- All four local municipalities are now home to hydroponic projects that focus on high value crops such as peppers, cucumbers, tomatoes. The programme has generated jobs and mainly to the youth.
Eight hydroponic greenhouses are being erected with co-operative management for vegetable growth, following the example of greenhouses that are already functioning as part of the Dube Trade Port. This sort of intensive agriculture is being promoted across the province but particularly in iLembe due to its proximity to the new Dube Trade Port. The trade port caters specifically for time sensitive export items. The existence of this facility provides an excellent opportunity for intensive perishable crop production. A constant challenge for all agricultural production in iLembe is the management of water supply. Majority of the north coast area is rain fed and therefore few dams and irrigation facilities exist. Sugarcane production and profitability has been on a decline leading to mill viability problems. Mill operators are finding alternative uses for sugarcane to increase animal feed, ethanol production and electricity production. Big opportunity to lead in biofuels production.
Other agricultural initiatives in ILembe include a programme whereby 30 % of the spice used by Nandos will be grown in ILembe where they were previously grown in Mozambique thereby assisting small scale producers. Agri-processing facilities have also been facilitated by the agency that will see small scale farmers accessing a closer market instead of travelling as far as Tongaat to sell produce saving on transport costs. The district agency has also completed a fresh produce feasibility study that will be used as a baseline to assess the viability of establishing a fresh produce market. In the pipeline is a chicken abattoir in which a feasibility study will be undertaken to assess the viability of such an initiative. A proposed catalytic project for agriculture in the district is the possibility of bringing in a large international food production and distribution organisation that is able to set up an out-grower scheme reaching a wide area. This will go a long way in stimulating economic activity and job creation in the district.
The shrinkage of the sugar cane industry also makes diversification of agricultural products more important. ILembe must move away from its reliance on the sugar cane industry and reconstruct the agricultural sector. Intensive products such as fruit, vegetables and flowers as mentioned above are being encouraged and supported by organisations such as Enterprise iLembe. Other potential crops include grapes, pineapples and palms. The palm nuts can be used in the processing of bio-diesel. The high value fishery sector has potential for the establishment of fish farms.
Capacity building of emerging farmers will be undertaken for the establishment of district wide Moringa nurseries and plantations to provide moringa leaves and pods for manufacture of nutritional supplements and for use of the moringa fruit as a vegetable. Close to 100ha have been planted under moringa and the district intends expanding the area under moringa. The project will benefit communities across iLembe through job creation at the processing plant, nurseries and skills development.
Further agricultural opportunities exist on the Ingonyama Trust land which is uncultivated and largely unproductive at present. This land is not suitable for extensive agricultural due to poor soil and topography but agricultural projects such as the intensive farming initiatives and hydroponics already
Page 37 of 171 ILembe District Growth and Development Plan 2015 mentioned, as well as community gardens or potentially piggeries and poultry farms, can be encouraged in these areas. Strategic infrastructure is vital in these cases. Rural areas require irrigation infrastructure as well as ease of access to the strategically important Dube Tradeport and economic centres such as KwaDukuza and Durban. Special emphasis should be placed on value adding. Once fresh produce is produced, there will be opportunities for manufacturers. Entrepreneurial training, access to market information and regulation that makes it easier to enter the industry will be essential if these opportunities are going to be taken up.
Through re-inventing the agricultural industry iLembe will benefit from continued growth in production and employment. Through investing in inventive ways to utilise rural assets such as land and labour, iLembe will be able to spread the benefits of this growth spatially, and add to it. Through guided, strategic market interventions that are not based on push-factors but rather planned in due course, SMMEs will be empowered to take up opportunities created through value-adding.
3.1.2 Manufacturing
Manufacturing is the highest contributing industry to the GDP of iLembe and the third highest employer, although employment in this sector has been decreasing over the last 10 years. The district is ideally placed on the Durban-Richards Bay corridor to benefit from manufacturing but is not spared from the prevailing national and international market conditions. Manufacturing contributes nearly 30 % to the Gross Value Add in the district making it a significant contributor.
There are a number of industrial areas including the Ballito Business Park, Shaka’s Head Industrial Park (Ballito), Shaka’s Kraal Industrial Development and Stanger Industrial Development (Extension 15) with agri-processing related industrial complexes, viz Darnall Sugar Mill, Mandeni Tugela Mill-Sappi Craft etc. Almost 45% of the 262 manufacturers in the District identified in 2007 were located in Isithebe, with a further 25% located in Stanger. This makes Mandeni the hub of manufacturing complexes in the district.
About 17 % of the manufacturing firms in the district are related to the textiles and clothing industry with 11 % involved in the furniture manufacturing space with 10% being in timber related manufacturing.
The table below shows the contribution to District GDP of each category of goods that are manufactured in iLembe. The highest value category within manufacturing is ‘food, beverages and tobacco’, followed by ‘wood and paper’; ‘metals and machinery’; and ‘petroleum products, chemicals, rubber and plastics’. This is not surprising given the volume of sugar and paper products produced in the area.
Maphumulo and Ndwedwe are only responsible for 12% of this manufacturing whereas KwaDukuza produces 48% and Mandeni 40% of all manufacturing in the district. 70% of all textiles are manufactured in Mandeni while 67% of food products are manufactured in KwaDukuza. Other products are evenly split between Mandeni and KwaDukuza.
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Manufacturing, iLembe (2010)
Furniture and other manufacturing Transport equipment Radio, TV, instruments, watches and clocks Electrical machinery and apparatus Metals, metal products, machinery and equipment Other non-metal mineral products Petroleum products, chemicals, rubber and plastic Wood, paper, publishing and printing Textiles, clothing and leather goods Food, beverages and tobacco 0 100 200 300 400 500 600 700 800 900 Millions of Rand
Figure 3 Manufactuing data
Source: Quantec Standardised Regional Data, 20102
There are plans to proclaim a new industrial division of Isithebe – linked to the Richards Bay Special Economic Zone3. On the basis of new foreign investment, e.g. a cluster of approximately 40 companies undertaking high-end beneficiation of metal and minerals. This will act as a huge catalytic project to stimulate further economic activity in the district.
A strategic response in ILembe has been cited as the creation of industrial clusters of various types. The responses include the creation of a renewable energy hub which to start off with is envisaged a manufacturing enterprise – manufacturing components for export, domestic use in a range of disciplines; it may later, if well-positioned, come to incorporate the generation of one or other type of alternative energy. Large-scale agri-processing hubs are envisaged as pivotal to the re-inventing of agriculture. The nature, scale and positioning of these are yet to be determined. Mandeni is to be positioned as a logistics hub as well as the manufacturing hub with Isithebe linked to Richards Bay SEZ.
The Compensation / Ballito area north of the new King Shaka International Airport has been identified as a likely economic opportunity zone, especially for light industry due (eg electronics and related) to its proximity to the Dube Tradeport and Durban.
KwaDukuza town surrounds has been identified as a site for medium sized industry. Mandeni has been proposed as a development area for heavy industry. It is also the site of the Isithebe Industrial Estate, which continues to be an effective manufacturing hub, offering cost-effective production space to prospective investors. The Sappi Paper Mill is the largest single manufacturer in Mandeni.
2 As quoted in iLembe DSEDs 2012. 3 Mandeni Local Municipality Growth and Development Summit Resolutions, February 2014
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3.1.3 Tourism Most of the iLembe tourism sector falls, in terms of the products as established by KZN Tourism, into the “North Coast Region” also known as the Dolphin Coast that stretches from Zimbali to the Thukela River. Tourism activities are generally concentrated along the coast in nodes such as Ballito and Salt Rock. Tourism offerings outside the KwaDukuza area however are limited.
There are two nature reserves in the area, the Harold Johnson and Amatikulu Nature Reserves.
Significant private sector investments have occurred in tourism and residential related development along the coast over the past two decades, with landmark developments such as Zimbali, Simbithi and Blythedale Beach. This sector continues to compete with agriculture, and specifically sugar cane, for access to land. The Albert Luthuli Museum, Shaka’s Monument and other sites of historical significance form an integral part of the tourism product in the district.
Coastal residential estates and resort developments are still be sold and built despite the slow-down in property development during and after the 2008 global economic downturn.
Developments are still limited to KwaDukuza but are slowly moving northwards with planned developments such as the Blythedale Coastal Resort and Nonoti Mass Beach Resort leading the way. A multibillion-rand health and wellness centre/step-down facility was due to start development north of the Tugela River in Mandeni Local Municipality in February 2012. The centre will include medical facilities in a resort setting, including a hotel and villas. As well as a hotel, there will also be a residential complex, schools, restaurants, shopping complexes and a wedding chapel. Approximately 500 jobs are expected to be created in the construction phase and 1 000 permanent jobs thereafter.
Coastal tourism is evolving to meet specific markets. 3 star developments are being integrated with 5 star options. Developments such as the Simbithi Eco-Estate and Nonoti Mass Beach Resort both emphasise the importance of creating developments that aren’t in conflict with best practice environmental principles and maintain a feeling of privacy. The proposed Tugela Mouth wellness facility development will compete globally with medical tourism destinations.
Sporting tourism is also promoted in iLembe – the Mr. Price Pro Surfing Competition has found its home in Ballito, and, more importantly, iLembe houses several world class golf courses including the Umhlali Golf Resort, Fairmont Zimbali Resort, and the Prince’s Grant Golf Estate. These developments all appeal to and draw in different market segments; thereby they don’t all compete and saturate the market.
The booming coastal tourism industry stands in contrast to tourism in the rural hinterland. It is important that east-west linkages are created in order to attract tourists from the coast to the inland areas. iLembe offers heritage sites such as the burial place of King Shaka, the Ultimatum Tree and the battle between Princes Cetshwayo and Mbuyazi which is located on the banks of the Tugela River and forms part of the King Shaka Heritage Route. This route needs to be expanded inland in order to create opportunities for SMMEs with regard to accommodation, arts and crafts retail and food outlets. Development of the King Shaka Route should link in with other cultural routes such as the Bambata Heritage Route in Ndwedwe. Other tourist attractions that need to be marketed along these routes include the Shembe pilgrimage, Impi meeting sites, Kwaloshe Forrest and Kwa Shu Shu hot springs.
Opportunities exist for off-road adventure tourism such as 4x4, motorbike, and hiking trails. Tours of traditional farming practices and lifestyles could also be given. Tour guides need to be trained up to take guests on walking trails, rural tours, and to each of the attractions mentioned above. Tourism
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Information Centres should be strategically placed at the entrance to Ndwedwe and Maphumulo with map stations scattered throughout the municipalities. Tourists who come to the beach, should be made aware of these alternative day trip options. Infrastructure conducive to the development of tourism in the rural hinterland is essential. A north – south inland corridor needs to be built to connect off-road adventure tourism options in the North with similar attractions in the South.
Tourism is undoubtedly strongest along the coast where market forces are working to the benefit of the district. Development is slowly moving northwards along the coastal spine, with eco-friendly, sporting, medical, 3-star, and 5-star clusters being built to complement each other. Entrepreneurial training and access to information should be boosted so that SMMEs can form to meet the specific needs of these clusters. Public intervention is required to attract tourists into the hinterland. This can be done through route development. The King Shaka Heritage Route should connect up with other attractions further inland. Adventure tourism routes should be created with trained tour guides. Information centres should be linked so that tourists are properly informed at all times. A north-south inland road will aid connectivity.
Arts and crafts are currently being collected from all the local municipalities and sold at a satellite hub that is located in Sangweni Centre, Ballito. This hub is strategically located as Ballito is one of the booming tourist destinations in the North Coast. The tourism sector is growing in the region and has offerings such as cultural and beach tourism as well as nature based tourism.
The private sector has shown immense interest in the tourism sector. The Ilembe DGDP Summit of February 2014 recognised that a key impetus to pulling the tourism route development, marketing and training plans together would be the establishment of a Community Tourism Association-the first step in formalising participation and synergy with KZN Tourism and the sector departments.
3.1.4 Information and Communication Technology
The SEACOM submarine telecoms cable systems which connect South Africa to the rest of Africa has only two landing points in the country one of which is located in ILembe (the other in the Western Cape). This gives the district access to high speed internet and makes for viable distribution. Enterprise ILembe has also launched a broadband project using access to undersea fibre optic cabling to provide fast internet to inland areas in Maphumulo and Ndwedwe. The relative cost-benefits of cabling vs satellite technology will be investigated together with the KZN DEDT who has responsibility for rolling out ICT infrastructure in the districts. The benefits are potentially huge, with opportunities to build ICT hubs in rural areas that give the students access to the internet for, among other things, job searching purposes and provision of IT training opportunities. In process are efforts to by Enterprise ILembe to assess the current broadband capacity in order to expand the project.
Already ICT businesses are locating themselves in the Ballito area. This cabling allows for Ballito and the North Coast to become an information technology hub. Other high end techno businesses will tend to cluster in this area. Ballito and surrounds, if planned for, has the potential to become a research and development hub, with emphasis on ICT.
The telecoms cable system is not only important for ICT business in the big coastal towns, but it holds great potential for the rural areas too. Enterprise iLembe have launched a broadband project which uses access to the undersea fibre optic cabling to provide fast internet to inland areas within Maphumulo and Ndwedwe. This creates the opportunity to build ICT hubs in rural areas, which gives
Page 41 of 171 ILembe District Growth and Development Plan 2015 people access to the internet, for information and entertainment, provides IT training opportunities. The ICT hub will provide access to information which is invaluable to these communities that are currently very disconnected. Broadband in schools enables broadcast of lessons into classrooms and facilitates more modern teaching methods. Providing this link to rural communities helps to avoid the low road scenario where a lack of connectivity leads to rural areas becoming poorer, regardless of development in the major coastal nodes.
Through strategic marketing and clustering, the North Coast has the potential to become an ICT mecca. Emphasis should be placed on attracting research and development, and high end technology businesses to business parks which will be the first choice to businesses due to their strategic clustering, proximity to KSIA, high speed fibre optic cabling, and access to a coastal lifestyle. Further public intervention is required to take advantage of broadband in the hinterland. ICT hubs will provide valuable information to rural communities, as long as it is made accessible to the masses through training initiatives. East-west connectivity will aid development of the high road scenario.
3.1.5 Services and Retail
The commercial sector taken as a generic term to include financial intermediation, insurance, real estate, and business services, wholesale and retail trade (excl. Hotels and restaurants), community, social and personal services contributed approximately 35% of the GVA of the district economy in 2011 making these combined sectors the highest contributor to the district GVA.4 The commercial sector is mostly concentrated in the KwaDukuza, Ballito and Mandeni/Sundumbili areas with limited development of the sector in the rural service nodes such as Maphumulo and Ndwedwe considering the potential catchments of these nodes. The redistribution of commercial services in the District is cited as an opportunity area for the growth of the commercial sector in the district. The status quo is characterised by unequal distribution of the sector with rural residents facing various obstacles. These range from road conditions, distance to nodes as well as cost and time in accessing commercial services.
The tertiary sector contributes the highest to the gross value add (GVA) within the district followed by the secondary sector and lastly the primary sector. Manufacturing contributed the highest to gross value add at 29.17% in 2010 followed by the Finance, Insurance, Real Estate and Business services sector at 19.85%. This, however, changed in 2011 with the latter sector contributing 18.37% and the manufacturing sector 18.18% indicating a decline in the manufacturing fortunes within the period. This has implications on the jobs creation trajectory and policy & planning focus areas: the productive base of the district needs to be supported (agriculture, manufacturing) – only this can ensure sustained growth in services and retail.
The input sectors of electricity, gas and water and transport and communication rose in contribution to gross value add within the period. Electricity, gas and water rose from 0.93 % (2010) to 3% in 2011 and Transport and communication rose from 7.21% in 2010 to 12.27% in 2011. This is a healthy growth trajectory but it has to be sustained by serious infrastructure investment over the short term. Expenditure on durable and semi-durable goods declined from 2010 to 2011 while consumption of non-
4 All sstatistics in this section is from research undertaken by Urban Econ as part of the development of District Spatial economic Development Plan in 2012. Further corroborated by the statistics presented in the IDP 2013- 2014.
Page 42 of 171 ILembe District Growth and Development Plan 2015 durable goods and services increased in the same period. This could have been a reflection of the national mood as consumers shied away from being tied onto, mostly, interest bearing purchases.
Taking cognisance of the anticipated economic development trends, the GVA contribution per sector for the district will be as in the diagram below. The anticipated growth patterns of the different sectors will provide a guide for the future allocation of land for the different sectors of the economy and on skills development needs.
Table 4: ILembe Actual 2010 and Forecasted 2050 GVA Contribution per Sector
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Manufacturing 29% Insurance, real esrate and busienss services 16% Wholesale and retail trade, catering and… 11% Agriculture 10% Transport, storage and communication 9% General government 6% Electricity, gas and water 5% Tourism 4% Construction 4% Community, social and personal services 4% Mining and quarrying 1%
0.00% 5.00% 10.00%15.00%20.00%25.00%30.00%35.00%
2010 GVA CONTRIBUTION2 2050 GVA CONTRIBUTION
Figure 4 Actual and forecasted Gross Value Add 2010 & 2050
Source: iLembe Integrated Regional Spatial Development Plan, 2013.
3.1.6 Employment / Unemployment
The unemployment patterns within the district closely mimic that of the province. While the formal employment rate was 76.81% in 2011 for iLembe the figure was 76.98% for KZN province. There was a slight decrease in the formal employment in the district coming from a formal employment rate of 78.32 % in 2010.
The strict unemployment rate increased in the district from 22.39% to 30.6% in 2011 while the province’s strict unemployment rate stood at 33%. 5The strict unemployment rate does not accommodate the discouraged work seekers and therefore these figures are quite conservative and a different picture could be painted with a broad definition of unemployment.
While the employment dynamics show a decrease in unemployment rate for all the four local municipalities from the year 2001 to 2011, Maphumulo still has the highest unemployment rate followed by Ndwedwe. KwaDukuza still has the least unemployment rate, at 25 % in 2011. The youth unemployment also decreased for all the local municipalities in the same period. Except for Maphumulo and Ndwedwe youth unemployment is substantially lower than both the national and KZN average.
This indicates a hopeful if not positive situation. Ilembe district must sustain this trend by building on the productive sectors of the economy and ensuring a human resource development plan for the district.
5 Source: IDP 2013-2014. Based on Quantec Standardised Regional Dataset 2010 and StatsSA Census 2011.
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3.1.7 Household incomes
Household incomes in the district are extremely low in the district with about 40% of the households earning no income at all and a majority of population surviving on less than R500 a month. This scenario has potential to perpetuate reliance on social grants which are a vital anti-poverty measure but divert resources from other state responsibilities. Higher incomes for the residents are vital for jumpstarting economic activity in the district.
Household Income:iLembe, 2011
45 40.36 40 35 30 24.30 25 20 14.14
Percentage 15 10 6.13 3.91 4.97 5 2.38 1.74 1.18 0.55 0.13 0.05 0
Figure 5 iLembe Household income 2011
Source: StatsSA Census 2011
The commentary on opportunities attempts to capture the manufacturing and trade potential of the area. This reinforces the need to prioritise spatial planning, transport planning and bulk services to support manufacture and trade.
That the commentary talks of good soil and stable climate conditions on the one hand and on the other hand recognises the threat of climate change and environmental degradation provides the red flag: the productive base of agriculture and tourism will be lost if environmental management procedures are not undertaken immediately and sustained into the future. This also points to the need for comprehensive disaster management plans. Both of these are set out in the IRSDP with short and longer term time frames for action.
3.2 Human Resource Development
The development of the human resource base of the district is vital for anchoring sustainable economic growth in the future. The PGDP seeks to ensure that the human resource capacity of KZN is relevant and
Page 45 of 171 ILembe District Growth and Development Plan 2015 responsive to the growth and development needs of the province. The human resource development objectives of the district speak directly to the human resource vision of the province.
Accurate statistics on numbers and service provision at schools needs to be concluded as this plan is developed in conjunction with KZN Education Department officials. This will be developed together with plans for school- building, upgrading, provision of resources and provision of educator and management training. Formal early-childhood, primary and secondary schooling must be brought to high standards so as to support the human resources available in the district to support economic growth. Further education and training opportunities must be developed as well to grow the skills base of the district, to retain and develop the youth as well as to enable adult workers to upgrade their skills.
Education Levels 50000 45000 40000 35000 30000 25000 Maphumulo 20000 Mandeni 15000 KwaDukuza 10000 5000 Ndwedwe 0 Grade 0 Grade 7 / Grade 12 / Higher Bachelors Higher No Std 5/ Std 10 / Diploma Degree Degree schooling ABET 3 Form 5 Masters / PhD
Figure 6 District Education levels 2013 / 2014
Source: ILembe IDP 2013/2014
There are some specific issues to be addressed relating to education that include the quality of education facilities, the infrastructure available at these facilities, inability to attract high quality educators and the uncoordinated and untargeted adult education and literacy programmes. There should be skills alignment to economic growth in the district to address the current scenario where the subjects offered at school in the district do not prepare school leavers for the job market.
In terms of Early Childhood Development, the district has developed programmes that instil the spirit of Ubuntu in various Early Childhood Development Centres. The children take part in programmes such as cultural activities.
It should be noted in the district development efforts that by enhancing the skills, knowledge and abilities of individuals, the human resource development initiatives seek to improve the productivity of people in their areas of work – whether they are in formal or informal settings. The increased productivity and improvements to the skills base in the district will support economic development, as well as social development. Therefore the proposed location of a DUT campus in KwaDukuza is a move
Page 46 of 171 ILembe District Growth and Development Plan 2015 in the right direction as the relevant technical skills development will contribute to sector development with positive stimuli to the economy.
Employment and Skills
In keeping with a focus on economic growth, and with the recognition that the district would have its sights set on new technologically advanced industrial developments in manufacture, agriculture and services – the composition of the current skills base bears further investigation. The skilled and highly skilled workers were 15.34 % and 39 % in the district for 2010 and 2011 respectively. These figures were both lower than the province estimates of 18% and 43% for 2010 and 2011. There is however a greater number of semi-skilled (45.67%) for the district than for the province (38.89%).6 The need for developing institutions and facilities for technological skills is clear.
The district has experienced a decline in the number of people with higher education. There was a decline from 3.7% to 3.1% in 2011 pointing to a possible emigration of highly skilled- workers. The number of people with matric has however increased to 26.6% in 2011. The education levels (numbers) in the district are as shown in the diagram below.
The Monitoring and evaluation framework for education and vocational training will enable the district to plan more accurately and monitor progress in delivering quality education.
There are interventions identified in the district such as skills development to support the local production. One of the major discussions at the recent district growth and development summit was the establishment of a tertiary campus in ILembe. Training in basic business management and market segmentation training in co-ops will lead to sustainable household food security by expansion of output in the district.
3.3 Human and Community Development
The human and community development goal of the PGDP envisages a future where poverty and inequality are reduced in KwaZulu-Natal. The challenge is to ensure that the district human and community development goals are aligned to the provincial strategy but with particular emphasis on the context of the ILembe District.
One of the most important cross-cutting issues as far as development planning is concerned is population. Population growth rates have implications for future economic planning activities including human settlement developments within and between which other social amenities such as clinics, libraries, sports facilities are accessible. It is therefore an imperative to look at the future population growth prospects in the district of ILembe to inform economic development choices.
Census 2011 statistics more recently confirmed that the 2011 ILembe population was 606 000, confirming growth of just less than 3% per annum for the period 2007 to 2011 which is what is encompassed in the High Road Scenario. Planning for 2050 based on this High Road Scenario estimates that the population of the district will be close to 2 million. The diagram below compares the impact of the various growth scenarios on overall population numbers.
6 StatsSA. 2011.
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2 500 000
1 997 484 484 997 1
2 000 000
1 500 000 076 313 1
1 105 958 958 105 1
883 663 663 883
859 610 610 859
1 000 000
704 489 489 704
612 342 342 612
594 680 680 594
577 360 360 577
NUMBER OF PEOPLE 500 000
- 2010 2030 2050 YEARS
Scenario 1 - 1% growth pa Scenario 2 - 2% growth pa Scenario 3 - 3% growth pa
Figure 7 Population growth scenarios 201 - 2050
Source: IDM RSDP
Of importance is the fact that district spatial plans utilise the higher projections for urban nodes development and the same approach must be taken in planning for health and education.
3.3.1 Poverty Alleviation and Social Welfare
It is important to adopt a supportive approach to communities whilst they confront poverty and at the same time aim not to create dependency on poverty alleviation strategies such as the social grant system. The district has identified priority needs through various izimbizo and meetings. Some of these needs include proper places for collection of grants and pension funds. There is also need to address the long queues in in pay points. The district identifies the implementation of Operation Sukuma Sakhe as one of the strategic objectives to alleviate poverty. This rollout should be promoted and accelerated.
As this DGDP is developed with the development of an implementation plan and targets, the Departments of Social Welfare, Education and Health will be drawn in to provide (and develop) concrete plans which respond to the growth scenarios envisaged by the spatial and infrastructure frameworks.
The strength of the agricultural sector in iLembe is clearly illustrated by the above 10% GVA contribution that the sector makes to the economy of the District. It is substantially higher than the 4% GVA contribution that the agricultural sector makes to the Provincial economy.
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Map 11: Provincial Social Intervention Areas
3.3.2 Health
The district falls within the Durban Planning Region of the Department of Health. The health care strategy is hospital centred for each health district. The hospitals take responsibility for the outlying clinics within that health district from financial, personnel, support and referral point of view. These hospitals serve relatively large areas implying long distance travel by the residents. There is one hospital in Maphumulo one in Ndwedwe and Stanger Hospital in KwaDukuza. There is a single private hospital in the entire district which is located in Ballito. In order to enhance the health of the residents ILembe has a District Health Plan. The distribution of primary health care facilities is as shown in the table below.
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Figure 8 District health facilities
2013/14 iLembe District health Plan (DHP) Extract
Post
Village Village
Districts/
-
Mobiles Satellites Clinics Communit yDay Centres/ 12hr CHC’ with MOU (24x7) Standalon MOU’s e Contract CP’s Specialised Health Centres District Sub LG P LG P LG P LG P LG P LG P LG P LG P LG P Mandeni 2 1 1 6 1 KwaDukuza - 2 6 3 Ndwendwe 5 4 7 1 Maphumulo - 3 11 District 7 10 27 2 TABLE 25: PRIMARY HEALTH CARE (PHC) FACILITIES PER SUB-DISTRICT AS ON 31 MARCH 2012 (SOURCE: DHIS)
Source: ILembe IDP 2013/2014
An epidemiological profile of the district reveals that TB is the major cause of death with a rate of 22.8% followed by HIV/AIDS contributing 16.6% of the number of deaths. Diarrhoeal disease accounts for 11.9% and is the third highest cause of death. The least contributing cause of death is heart disease at 2 %. It should also be noted that a large proportion of HIV deaths have been misattributed to immediate causes of death such as tuberculosis, diarrhoea and lower respiratory diseases. The four leading causes of death are all linked to HIV related mortality suggesting that HIV is the major cause of death. This status quo points to the need for interventions directed towards acceleration of HIV/AIDS intervention programmes in the district - there are currently programs for HIV in place – they need acceleration. There is a District AIDS Council coordinating all AIDS related issues in the district and this structure also ensures that all Local AIDS Councils are fully functional in all the local municipalities. The HIV/AIDS Councils report to the Province on a quarterly basis about HIV/AIDS progress in the district.
The strategic focus area regarding health will be twofold: to gauge the level of client satisfaction and ensure Department of Health on board to meet current service delivery requirements as well as to plan with the department for the 2050 time horizon in terms of spatial access and settlement patterns.
3.3.3 Enhancement of Sustainable Household Food Security
This objective is closely linked to agriculture which is one of the identified economic drivers of the district and the idea of renewing the agricultural sector (Ilembe IRSDP) extends to households at its most decentralised level. The summit commission on agriculture also put forward densification at key nodes to serve agricultural sector around it for effective service provision at these nodes. Interventions such as one home-one garden and roll-out of school and community gardens will have to be accelerated to enhance sustainable household food production.
The IRSDP develops the idea of the establishment of clusters of economic development or Isidleke Sezomnotho and these clusters are envisaged to be at the core of the rural development framework for iLembe.
Status: At present the only significant rural nodes in iLembe are Ndwedwe, Maphumulo and Bamshela, however, not one of these can currently be viewed as a sustainable rural town with established retail
Page 50 of 171 ILembe District Growth and Development Plan 2015 services, public services and production activities. Significant production activities are absent in all three of the mentioned nodes and in the case of both Bamshela and Ndwedwe formal retail activity appears to be limited as well.
Impact on rural development: The most significant impact of the Isidleke Sezomnotho concept will be the improvement of levels of local income circulation and local employment. Detailed planning on this is required – types of production and / or processing activity would require to be clustered around suitable service points and a mixture of micro-small private enterprise as well as commercially-focussed co- operative enterprise is envisaged. Carefully planned technical and business training and infrastructure inputs would be required. A high-level implementation plan for the roll-out of such a programme should be developed as part of this DGDP exercise.
The sector department partnerships relevant here are Dept of Agriculture, Environment and Rural Development primarily with DSD supporting. The local leadership in wards and traditional authority areas are vital in this component.
3.3.4 Sustainable Human Settlements
Notwithstanding that provision of housing remains an important part of human settlements; it is now common cause that liveable human settlements require integrated planning that involves: designing a safe environment, infrastructure that allows and enables economic activity, delivery of social services and social facilities as well as good maintenance capacity. In line with the notion of integrated human settlements the district has established a functional Planning and Infrastructure Alignment Committee. The meetings attempt to provide technical and planning comments to proposed housing projects. The district has set 5 year strategic objectives to culminate in improved access to basic services.
The provision of appropriate accommodation for ILembe residents will be key for sustainable development in the region. The table figures below present
The 2050 housing need in real terms Additional units to be provided between 2007 and 2050 per category and The average annual supply of units required between 2007 and 2050.
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HOUSING TYPE 2050 HOUSING ADDITIONAL UNITS TO BE NEED UNITS TO BE PROVIDED PER PROVIDED BY ANNUM 2007- 2050 2050 Other Informal in back yard House/flat/room I back yard Room/flatlet on shared 2,628 Existing Workers’ hostel 2,628 Existing Informal dwelling (settlement) 10,513 Existing Traditional dwelling 52,565 Existing Town/cluster/etc house 63,078 62,169 1,554 Flat in block 78,848 73,592 1,840 House or brick structure (separate) 315,392 266,325 6,658 TOTAL 525,654 401,128 10,052
Figure 9 The "high road 2050" housing forecast
Source: IRSDP
The above table suggests that a High Road scenario will require about 10 000 new housing units per year in the ILembe District Municipality. Thinking ahead will require that the district align the anticipated population growth with housing and other development plans. Concerted efforts should be made to diversify economic potential based on the forecasted sector growth prospects and other relevant information.
The IRSDP provides an excellent starting point for this exercise as it delineates industrial and commercial nodes together with human settlement development patterns.
The Department of Human Settlements will be engaged with in-depth during the course of developing plans and targets for the DGDP.
3.3.5 Safety and Security The police stations in ILembe service large areas. Access is difficult for remote rural areas. There are 10 police stations in the entire district. The status quo has implications for vulnerability to criminal activity which adversely affects the quality of life in communities as well as economic development.
Fire protection - KwaDukuza municipality currently performs the fire fighting function of the ILembe District and supports the other three municipalities and individuals have been trained in fire fighting techniques in partnership with COGTA. There is an on-going investigation being conducted on the possible establishment of a fire fighting unit at the district level to assist the other vulnerable municipalities that do not have fire-fighting capacity (Mandeni, Maphumulo and Ndwedwe). It is one of the specific prioritised outcomes in order to have a district fully compliant with the Disaster Management Legislation.
3.3.6 Social Capital
Advancement of social capital is premised on the fact that social networks add value. Not all social capital is positive as negative social capital such as gangs, can serve to inhibit community productivity.
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The district initiatives aimed at social cohesion include cultural and religious celebrations of communities where the district plays a part in ensuring that celebrations are a success. Part of nation building - ILembe has some activities for dialogue between men and boys since most children are raised by single parents, mainly women. This ensures that boys understand men’s roles when growing up. The KZN PGDP states that “The World Bank (2012) notes that social capital is difficult to measure both quantitatively and qualitatively”. There is a necessity for further work to develop a refined set of indicators of positive social capital given the diversity of KZN and its district municipalities.
3.4 Strategic Infrastructure
3.4.1 Develop Harbours
The ISRDP and IDP make no mention of the possibility of developing small craft harbours to support the tourism industry. This could be investigated as part of the long term growth plan – it would have to reference the port and harbour developments to the north and south.
3.4.2 Develop Airports
Darnall Airstrip is not specifically mentioned as a regional airfield in the Regional Aviation Strategy (February 2014). However there have been needs expressed and high-level plans drafted within the district in the recent past.
The Regional Aviation Strategy considers briefly to what extent should KZN airstrips should be included in the province’s overall transportation strategy? The airstrip side of the KZN Aviation Authority is a minor element, but the strategy asserts the need for airstrips to be included in regional planning to provide safe facilities for emergency services, doctor outreach programmes and law enforcement agencies, and to assist rural municipalities in meeting their disaster management mandates. The Aviation Strategy document notes that compliance, with even minimum safety standards, would require financial support from outside sources such as the Department of Health. It does however, acknowledge that the actual cost of getting the airstrips up to registration standard would be in the region of R5 million, with additional recurring maintenance costs, and that this is relatively minor when compared to the goodwill, and political advantage, it will create among the benefiting communities. It thus appears that Ilembe should include this facility in its planning scenarios.
3.4.3 Develop Road and Rail Networks
Economic development has followed a distinct pattern. Residential estate and tourism development has occurred mainly along the coastal corridor; industrial, commercial and residential development has occurred along the inland corridor; and the rural hinterland of Maphumulo and Ndwedwe LMs is very underdeveloped.
The urban nodes in iLembe are: Greater Ballito, KwaDukuza Town, Mandeni with Isithebe, Nkwazi, Ndwedwe and Maphumulo.
The rural hinterland consists of scattered rural settlements and subsistence farming only. Due to the urban-upgrade of Ndwedwe town and Maphumulo, services are becoming available in these towns but people in the hinterland still have to travel far to access services. Infrastructure in the hinterland is very poor. High levels of poverty and unemployment exist in these areas and migration into KwaDukuza,
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Durban and Pietermaritzburg results. The rural hinterland is made up of Ingonyama Trust lands and has a history of neglect. The R614 road, which runs through Ndwedwe provides a link to Wartburg, and the R74 which runs through Maphumulo provides a link to Kranskop. Currently the P711 is the connection to Maphumulo – which is under construction at this point.
The economic significance of ILembe’s location on the Durban and Richards Bay axis is the focal point of the roads planning evident in the IRSDP. The R102 is an important mobility corridor as well and this too features in medium to long term plans in the IRSDP.
Mandeni lies midway between the two ports (100km from each) and Ballito is just 45km from Durban. Due to this, KwaDukuza and Mandeni benefit from an excellent transport network made up of the N2, R102 and the railway line which runs between the two ports. The positioning of the International Airport and Dube Tradeport just south of the iLembe border has added to the advantage of lying on this corridor. A new rapid rail has been proposed to carry people from the Airport north to KwaDukuza town, with stops along the way. Furthermore, the development of the airstrip has been proposed for Darnall. iLembe, therefore, can be accessed by national road, rail, sea and air which is very strategically advantageous.
Each of the economic sectors – agriculture, manufacturing, services and tourism and share a concentration in either KwaDukuza and/or Mandeni Districts (Mandeni is considered to be part of the coastal strip). An identifiable problem is the disconnect between coastal economic development and the hinterland which leads to deepened poverty and entrenches inequality.
The responses to the above challenges contained in the IRSDP centre on strengthening east-west linkages as well as expanding the north-south linkages. The plans encompass connectivity between nodes (eg. Kwadukuza to Mandeni; Dube Trade Port to Ndwedwe; Ndwedwe to Maphumulo) and interchanges to enhance access to various satellites off the main corridors. Inter-modal models are posited for public transport.
The IRSDP contains details of the proposals which flow from the above considerations. They will be unpacked in the DGDP implementation plan (Section 6: Strategic Framework for Implementation and Monitoring).
The nodal development and connectivity issues described above pertain to the analysis of road and rail infrastructure. The rail service is extremely inadequate currently and does not even complement existing road-based transport. That railway stations provide means towards localised economic development is acknowledged in the district’s planning.
The solutions lie in suggestions which encompass the reconfiguring the rail service towards Light Rail Transit type (smaller train sets) and consolidating development around railway stations. Rail is seen increasingly as being part of an inter-modal solution to both passenger and freight transport. A proposed Rapid Rail between King Shaka International Airport and KwaDukuza Town has also been proposed.
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3.4.4 Water resource management and supply
The bulk services in the IDM are predominantly located along existing transportation corridors with feeder connections to remote areas for distribution. There is a need to determine whether there is capacity in the existing bulk services to supply the proposed development areas.
The main centres of economic activity and urban development are the best serviced in the district, yet there are inconsistencies in supply. The villages and scattered settlements in the rural areas are poorly served. The projection of housing needs illustrated in section 4.3.4 points to the bulk services required – over and beyond the current service delivery backlogs.
New developments around Maphumulo will benefit from the proposed Maphumulo Bulk Water Scheme which comprises a new dam on the Imvutshane River and a pipeline that will deliver 6 Ml per day. This system will in the future also supply developments around Maqumbi and Ashville.
The smaller abstraction works owned by IDM and operated by Umgeni Water are currently operating at capacity and under capacity in certain cases. These smaller abstraction works will be augmented by the future Thukela system.
New developments in Mandeni will benefit from the Lower Thukela Water Supply Scheme. A new reservoir north of the town of Mandeni is planned. The developments around Isithebe will also benefit from this system.
The IDM owned water supply systems around Ndwedwe will have to be augmented as development increases in the area. The area is currently serviced by a number of reservoirs and Jojo tanks supplied from five water treatment sources.
A Strategic Water Services Plan must be developed by the IDM in consultation with Umgeni Water and the Local Municipalities to ensure continued treatment of supply whether by abstraction from rivers and dams, recycling or rainwater harvesting.
Previous studies (Ilembe Investment Strategy, the DEDT’s Comparative Advantages study (2012) and the IRSDP) have noted the private sectors’ response to the unreliability of water and electricity provision. The Ilembe Chamber of Commerce cites reliability as one of the private sectors’ most important factors when considering investment choices. Considering the quantum of economic growth required to support the industrial potential and the projected population growth, the management of supply and planning for development of these services is paramount.
Although KZN (and Ilembe) are frequently described as being well- watered – the frequency of quantity and the infrastructure required for abstraction is sometimes a limiting factor. Discussions about the availability of water cannot be concluded without serious consideration of desalination options – the technology for which is becoming more effective and cheaper – especially if run off solar power. Desalination pilot projects will probably feature in the district’s menu of alternative technology employed.
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3.4.5 Sanitation The current treatment facilities are nearing capacity. These are at Darnall , Stanger, Shakaskraal, Sheffield beach, Frasers (Zimbali), Nonoti (temporary) package plant, Nwdedwe, Maphumulo, Mandeni town, Sundumbili, Mandeni (north of Tugela). The IDM has identified a number of locations where future regional works could be located and the detail on location of pump stations and bulk pipelines must continually be reviewed as settlement development proceeds.
3.4.6 Electric Energy Production - Management and Supply
Eskom provides bulk electricity to the IDM within Eskom’s Empangeni Field Service Area however Eskom’s plans to upgrade the existing network in iLembe may be delayed as Eskom reviews priorities.
Eskom distributes in Maphumulo, Ndwedwe, parts of Mandeni and a small portion of KwaDukuza.
KwaDukuza and Mandeni Local Municipalities are licensed re-distributors supplying most of the KwaDukuza LM and the town of Mandeni.
Eskom is currently in discussion with the IDM. The IDM have however compiled a plan to augment the supply to their major substations that are currently operating near capacity. This will be achieved by linking sub-stations that have capacity to those where the capacity is at risk.
The solutions lie in current plans to upgrade the existing network – major sub stations that are currently operating at capacity. Holistic district-wide planning is needed to ensure electricity supply plans for future city and town building. A level of refinement of the district plans in relation to Eskom’s plans will be achieved during this DGDP exercise.
3.4.7 Solid waste disposal
As with other service delivery components, the disposal of solid waste is well catered for in the current formal industrial, commercial and residential nodes. The rural settlements and low-cost housing schemes are not well catered for.
The district would benefit from the development of a district-wide Waste Management Policy including plan for solid waste disposal.
3.5 Environmental Sustainability
The District Spatial Development Framework highlights the importance of the coast in terms of a unique maritime environment and points out the resulting high level of environmental sensitivity. This includes the specific environments of the series of river mouths, estuaries and lagoons, each of which should be addressed individually in terms of their environmental uniqueness and opportunities for integration into recreational and tourism activities, as well as the potentially surrounding built environment. The IRSDP comments on potential specific beachfront development frameworks which should identify the unique opportunities, constraints and threats relating to the environmental issues versus development pressures on the coast.
The second important component of the natural structuring system consists of the numerous major east-west running river valleys. These represent major topographic barriers and breaks in any development. Many of these valleys contain significant areas of indigenous vegetation and should be utilised, together with relevant tributaries, as a natural green network structuring the landscape. The
Page 56 of 171 ILembe District Growth and Development Plan 2015 width of this system depends on local topographic and environmental. Together with local communities and relevant stakeholders appropriate management and maintenance systems should be established and rehabilitation programmes considered.
Environmental aspects offer both opportunities and challenges for development. there are a number of environmental aspects that need to be taken in consideration for the aspect of development:
Climate-this includes the rainfall and average temperatures, it has a direct impact on the agricultural capabilities of the municipalities. Sugar cane is one of the major agricultural activities in iLembe, particularly in Mandeni and KwaDukuza.
The impact of climate change should be considered especially for the areas of Mandeni and KwaDukuza which should take into consideration the rising sea levels. Drought is also an important aspect.
Slope-Development severely impaired and restricted by very steep slopes and it restricts movement and accessibility. The area located in steep areas also poses a challenge for service delivery as well as the provision and maintenance of infrastructure. These areas are mostly located in Maphumulo.
Riverine Systems-the location of rivers mostly along agricultural areas offers some opportunities for irrigation. However development may be affected negatively as a result of floods that not only erode good soil but also damage infrastructure and result in the displacement of people. The buffer zones of riverine systems also make it difficult for development to occur. Even though this is the case, the protection of this riverine system (including wetlands) is very important and should be prioritised.
Land Degradation-land degradation may be a result of improper farming practices; nonetheless, it is an important aspect to consider as it requires the rehabilitation of degraded land. Not only does it compromise development but also compromises food security.
The IRSDP draws on the ILembe Environmental Management Framework and sets out clear targets for bio-stewardship arrangements and enforcement procedures.
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Figure 12: ILembe Environmental Management Framework
3.5.1 Increase productive use of land
The above approaches to the development of tourism, agriculture and ensuring an attractive environment for residents would include the appropriate protection, management and rehabilitation of the natural environment within existing mountain and hill ranges as well as other unique natural habitats that have been identified. Where possible the variety of components should be integrated and linked into an overall natural system. Particular attention is required regarding the appropriate protection, management and rehabilitation of natural areas, river valleys, areas of natural beauty in the western parts of the district. These elements will contribute to establishing recreational and tourism opportunities that link into the more traditional beach-orientated activities.
In an ideal situation the bio-physical environment needs to guide not only the locality, but also the intensity and growth rate of economic investment within the district. The principle of Environmental Planning, as proposed within the Provincial Growth and Development Strategy is greatly applicable to iLembe district and the current spatial structure and future economic investments will need to consider the environmental integrity of the district and its core investment zones.
3.5.2 Advance alternative energy generation and fossil fuels
As noted in Section 4.4.6 the electricity supply issues are front of stage in the matters of economic development and service delivery. Taking into account Eskom constraints and review of priorities as well as the natural attractiveness and need to preserve environments – it is prudent for the district to plan comprehensively for alternative energy generation.
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The largest current initiative is around bio-ethanol production spearheaded by the sugar-cane growing fraternity (described in Section 4.1.1). This has the greatest potential to implement successfully in the short to medium term as it has been piloted and carefully studied.
Biodiesel production based on moringa oil has been initiated in that large plantations of trees have been cultivated. The biodiesel production facility is not yet in operation.
Solar power and biomass have to be included as considerations – they are effective for small contained units and will probably become more utilised as time passes.
3.5.3 Manage pressures on biodiversity
With a settlement percentage of 10.62%, and anticipated economic growth of approximately 5-6% per annum, iLembe is fast becoming one of the most densely populated districts in KZN (KZN PGDP, 2012).
In order to ensure that future development takes place in the safest and most appropriate places - or on the least environmentally threatened and/or agriculturally viable land - the IRSDP gives guidance for the retention of key natural resource areas over the next 40 years.
The landscape approach to biodiversity conservation, involves working both within and beyond the boundaries of formally protected areas, to manage a variety of land uses including protection, restoration, production and subsistence use, in order to deliver adequate ecological, economic and social benefits within the district. Currently, only 11,703ha (less than 4%) of key habitat in iLembe DM is under formal protection, namely: Harold Johnson, Red Hill and Amatikulu Provincial Nature Reserves (ISRDP Section 8).
The National Environment Management Protected Areas Act (NEM:PAA) provides mechanisms whereby land not owned by the state can be set aside and declared a formal conservation area in order to achieve national biodiversity targets relating primarily to threatened ecosystems. This process, known as Biodiversity Stewardship, involves targeted negotiation with private landowners as well as traditional authorities and their associated communities. The level of commitment the landowner selects will determine the level of support the conservation authorities will render for management of the area.
Biodiversity Stewardship is thus a critical mechanism for achieving increased protection of key natural assets beyond state-owned boundaries and any associated administrative or financial confines.
In addition to formal nature reserves and stewardship areas, Metropolitan Open Space Systems (MOSS) are another important environmental planning tool from a precautionary human health and safety perspective. MOSS systems comprise networks of localized landscape features such as rivers, wetlands, the coastline (including estuaries), patches of forest/grassland and zoned open spaces. They provide a sense of relief from urban systems within urban systems, where local communities can engage in recreational activities. As described in Phase Three of the iLembe RSDP, a MOSS is a municipally-derived planning layer, which is primarily implemented by Local Municipalities.
The IRSDP highlights ways of undertaking environmental management in 10-20 year increments. The various key landscape features and management zones.
It is also important to note that there are currently two key environmental management tools/documents for the iLembe District in addition to the RSDP:
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1. The iLembe Environmental Management Framework (EMF) draft; and 2. The iLembe Biodiversity Sector Plan (BSP)… completed?
These plans provide more detail and guidance for the appropriate management of natural resources and land use in iLembe.
The main thrusts of the iLembe DGDP are not only for the sake of manage pressures on biodiversity but also to increase the productive use of land for agriculture and tourism and for quality of life.
3.5.4 Adapting to climate change
The measures described above for conserving and sustaining the natural resource base are necessary measures in mitigating the effects of climate change: these are measures which minimise damage in the case of increases in temperature, rain.
In the case of extreme weather incidents, more far reaching disaster management plans are required. Districts are required to adhere to the practices and provisions of the Provincial Policy on Disaster Management. Get status update.
3.6 Governance and Policy
The implementation of the DGDP or any other of the suite of plans prevailing in iLembe is heavily dependent on there being effective and efficient governance systems in the district, local and municipal structures. The practical interventions proposed for growth and social transformation are dependent on a conducive policy environment and policy alignment. The practical planning, budgeting, co-ordination and monitoring of progress are included within the broad term “governance’.
The PGDS notes that “there is a need to make it a stronger requirement that Provincial Departments consult and collaborate more meaningfully and openly with other institutions of Government which may relate to a particular policy area”.
This above sets the scene for this area which iLembe officials have begun seriously considering: the need to have much greater levels of participation in the policy formulation, implementation and monitoring processes, from stakeholders inside and outside of Government. More substantive and compulsory participation processes need to be entrenched. More specifically, the partnership with the key social partners namely organised business, organised labour and the organised community sector, needs to be given greater emphasis and structure.
The developmental approach of local government can only be strengthened by improving the institutional partnerships between municipalities and the social partners at local level. There is therefore a need to support partnership-building.
Institutional arrangements to drive and monitor the DGDP
The District Municipality will have to ensure adherence to the intentions of the 2050 Plan by the Local Municipalities; as well as its own responsibilities for primary infrastructure provision. The District Municipality will also have to motivate and promote its intentions, “upwards” to inform and influence Provincial initiatives. A Long-Term plan such as the 2050 Spatial Regional Plan cannot be expected to
Page 60 of 171 ILembe District Growth and Development Plan 2015 anticipate all expected dimensions of growth and change. Consequently, the District will have to take responsibility to update and review the plan at regular intervals. The principle is to streamline structures rather than create new structures.
3.6.1 Strengthen policy and strategy co-ordination and IGR
The structures exist for IGR and they are acknowledged to be in need of strengthening. Key activities for these are to be sought during the development of the DGDP. Coordinating the various initiatives emanating from the composite suite of plans is part of the normal/conventional responsibility of a District Municipality. The 2050 Plan adds in the consideration of a longer time horizon and it has been adopted as the over-arching planning framework for the district. The district will ensure that the local municipalities are aware of and familiar with the concepts, principles, directives and guidelines of the 2050 Plan. Funding provision should, however, be made for the review of the 2050 plan on a seven yearly basis.
Towards Metropolitan Status
In addition, Ilembe Distict’s 2050 Regional Plan includes an imperative towards the establishment of a single functional unit: a metropolitan area which incorporates the four local municipalities. The key objective of this programme, and focus over the seven years to 2020, is to prepare for the transition of current local government structures to the management of the iLembe District by a Metropolitan Council.
This then illustrates the importance of tightly functioning structures which have parallel commitments:
Planning and monitoring implementation on an on-going basis for current and future district initiatives across all sectors Preparing for the transition of current local government structures to the management of the iLembe District by a Metropolitan Council.
The IRSDP sets out focus activities which will form part of the more detailed plan towards achieving metropolitan status for the District:
Key Activities (excerpted from IRSDP)
Obtaining buy-in from Municipal Councils for Programme through the current Intergovernmental Relations (IGR) Act Structures. To be achieved in the 2013-14 financial year. Developing a detailed “Towards Metropolitan Status” 7-year Programme to be developed in the 2014-15 financial year. This plan will incorporate programmes addressing issues of human resources capacity and financial capacity. o From 2015-16 onwards, monitoring of implementation will be undertaken in terms of specific objectives as set out in the “Towards Metro Status Plan”. Accessing funding for the implementation of the Programme Preparation of motivation to Demarcation Board
Monitoring and Evaluation
On an annual basis the extent to which the district and local municipalities have taken into consideration the concepts, principles, directives and guidelines of the 2050 Plan must be considered. The aim of the
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DGDP is to put in place a comprehensive set of indicators and targets by which to monitor the various components of district management.
3.6.2 Build government capacity
District Human Resource Development Strategic Objectives
The district aims to develop a human resource development (HRD) policy that is going to be updated annually and ensure there is compliance with the HRD policy. The district’s objectives include ensuring that there is a sufficient budget that complies with the provisions of the Skills Development Act (Levy Act) and that there is full compliance with the Employment Equity Act. The district seeks to support the skills and educational development of the Councillors that leads to formal qualifications. The district objective of increasing access to occupationally-directed programme in ILembe will lead to the expansion of the availability of intermediate level skills.
The District’s Human Resources Strategy is still in the process of being developed and is still at the procurement stage. The municipality has drafted a 5 year Employment Equity Plan currently being discussed whose objectives include the creation of a pool of skills and competencies to meet business objectives and challenges of the future, the development and maintenance of supportive human resources policies and practises. The plan also seeks to promote equitable representation of designated groups at all occupational levels and categories.
The municipality’s ABET programme for employees has been identified in the 2012/13 workplace skills plan. A Work Skills Plan is developed on an annual basis and submitted to LGSETA by 30 June in compliance with the Skills Development Act and to secure funding from LGSETA for identified training interventions. The District developed a skills retention plan in 2010 which seeks to achieve among other goals
Identify and address on an on-going basis the reasons for staff losses. Creation of a learning environment through skills development initiatives. Retention of services of staff deemed to be critical for the operation of the Council.
Stakeholders have referred to weaknesses in capacity: that there is a serious “scaling up” required in terms of professional human resources within the municipality – there needs to be an assessment of vacant posts and determination to fill those posts. Attraction of (experienced) professionals is usually cited as a problem – however Kwadukuza presents an attractive option for living and working. The medium term plans to develop nodes and sustainable human settlements as set out in the IRSDP must be pursued to keep the municipal human resource component vibrant.
There is a gap in the district terms of occupational health and safety which is vital in the work place. A health and Safety Committee is in place in the District but is not functional. However, a full health and safety report has been done and forwarded to the management for perusal and action. An Employee Assistance Programme has been put in place and is largely preventative in nature focusing on both primary and secondary prevention to promote physical, social, emotional, occupational, spiritual, financial and intellectual wellness of individuals in the world of work.
AN intervention from the PGDP bears reference here: that of aligning staff performance agreements to DGDP interventions.
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3.6.3 Eradicate fraud and corruption
The KZN Treasury “Operation Clean Audit” campaign, aims at ensuring that all provincial departments, agencies, entities and municipalities receive unqualified audits by 2014 by ensuring efficient financial management, accountability, transparency and value-for-money activities.
Establish Municipal Public Accounts Committees Individual or shared Internal Audit Committees. Programmes to strengthen the effectiveness of these committees through more intensive training and oversight Recruit and retain critical skills in relation to financial management of municipality Raise the profile and seriousness of the mid-term review of financial performance This review must be integrated with the monitoring of the implementation of the Local Government Turnaround Strategy and reports presented to the Premier’s Coordinating Council.
3.6.4 Promote participative, facilitative and accountable governance
Improve relationship between Traditional Councils, Municipalities and Provincial Departments
Provincial Government, through the Department of Cooperative Governance and Traditional Affairs desires closer co-operative arrangements between municipal structures, ward committees and traditional authority structures. DCOGTA must be engaged to guide this.
Amongst some of the key interventions are:
Providing appropriate training to ward committees in a range of relevant fields of service delivery planning, budgeting, implementation and monitoring/evaluation. Amongst other topics - these should cover IDP processes, LED processes/programmes and EPWP processes. Training selected members of ward committees in skills to gather and process more detailed information on local community needs and proposals relating to municipal/government services/support, e.g. conducting community surveys. Developing stronger collaboration and accountability system between ward committees, community development workers, and traditional leadership at local level. Developing a better financial strategy for support of ward committees to address unintended negative consequences of the voluntary status of ward committee membership (e.g. appropriate levels of payment of out-of-pocket costs for ward committee members is a significant factor, especially in rural areas). Integrating an evaluation report of ward committees into the auditing and annual reporting of local municipalities.
There is a recognised strength in a wide range of plans for district and local municipal guidance – however the weakness of fragmentation and fund-raising for the essential spatial planning requirements undoes this strength. Part of the solution may lie in the strengthening of the IGR structures: extending them to include private sector involvement and establishing effective and ongoing relationships with the sector departments. The strength of Enterprise Ilembe can be leveraged to source overseas donor funding and this needs to be used proactively and effectively. In addition the current IRSDP provides a useful basis for “stitching the parts together”.
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Most importantly, there needs to be a provincially-driven campaign to develop and entrench a sense and approach which appreciates the value of the type of public participation in governance that ward committees provide. Municipal officials in particular need to be encouraged to structure their programme and project planning in consultation with the relevant councillors and ward committees.
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3.7 Spatial Equity
The guiding philosophy is to concentrate public and private investment in locations that have been selected on the basis of their development potential. The notes herein are merely a high-level summary of approach for the lay-reader. The spatial development of the district is comprehensively prepared for in the ILembe IRSDP.
The Typology of Centres and Phasing Approach7
Given the variety of conditions across regional space within ILembe, it is envisaged that certain centres will grow from a village through to a large town. At the same time, certain places, based primarily on location and thresholds, may only develop to a particular size within the continuum illustrated below. The approach is not intended to provide a strict regimented or hierarchy of centres, but rather to provide a continuum that allows for co-ordinated growth and individual development trajectories over time depending on local conditions.
Figure 10 iLembe typology of centres ... a phasing approach (Source IRSDP 2012)
The identification of nodal developments is an attempt to concentrate and focus investment in that particular space, so that service delivery is increase and has a wider impact on population being served. Scarce resources limit equal development of all nodes so it is of strategic importance that investment from various departments needs to be coordinated to ensure integrated development benefits a larger percentage of the population.
By stating that all nodes cannot be equally developed does not imply that no development should take place in lower order nodes, but that the initiatives, type of interventions, and level of investment will differ from Metropolitan areas across the range - to sparsely populated rural areas. Different services will thus be provided within different nodal levels. Higher order services should be made accessible by developing movement and development corridors, to allow for ease for movement to facilities, services and amenities.
7 iLembe Integrated Regional Spatial Development Plan, 2013.
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Interventions include: establishment of a hierarchy of district nodes with clearly defined functions and interventions per node and development of specific mobility corridors to co-ordinate interventions around the corridors.
The rural hinterland consists of scattered rural settlements and subsistence farming only. Due to the urban-upgrade of Ndwedwe town and Maphumulo, services are becoming available in these towns but people in the hinterland still have to travel far to access services. Infrastructure in the hinterland is very poor. High levels of poverty and unemployment exist in these areas and migration into KwaDukuza, Durban and Pietermaritzburg results.
The table below shows the number of households in Greater Ballito and Greater KwaDukuza Town in 2010. This gives an understanding of the concentration of settlement in these two areas, and emphasises the significance of KwaDukuza town as an urban node.
Main Place Number of Households Greater Ballito8 7 546 Greater KwaDukuza Town9 25 229
SHORT TERM RESIDENTIAL SPATIAL PLANNING
There are a number of Coastal and Urban Corridor areas with cadastral layouts that are only partially developed eg. Groutville, Gledhow, DFA developments such as Simbithi, Palm Lakes etc that are yet to be fully developed. These areas are identified, in their entirety, for Short-Term development because they are currently laid out and serviced. These areas are contained within a “Baggy” Urban Growth Boundary, and therefore includes an area that is probably larger than that needed for the projected population for this period.
Priority is also given to extensions to a number of Urban Towns in the rural hinterland so that they achieve appropriate levels of threshold support. These are:
Extensions to the Mandeni/Isithebe/Sundumbili complex of developments Maphumulo, as the major town in this Municipality Ndwedwe, as the major town in this municipality.
At least one latent Rural Town/Village in each Municipality is identified for Short-term development so that they can achieve sustainable thresholds. Development of the remaining Villages is deferred for the Medium-term. Part of the Short-term strategy involves the linear extensions to some of the growth Towns of the Nodal Corridor in the form of planned Villages/neighbourhoods along the east-west major roads. These would be primarily outwards from: Stanger and Ballito/Compensation Flats (residential). New/extended Planned Coastal Town/Villages are facilitated, for example the proposed Nonoti development, etc.
8 Greater Ballito includes Ballito Bay, Compensation Beach, Deepdale, Deepdene, Tugela, Willard’s Beach, Salt Rock, Shaka’s Rock, Shakaskraal, Tinley Manor beach. 9 Greater KwaDukuza town includes Blowhard Estate, Chris Hani, Etete, Glen Hills, Ntabaningi, Shakaville, UCC informal, Groutville amongst other smaller areas
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SHORT TERM DEVELOPMENT OF NODES
The current local level centres, of the Coastal and Nodal Corridor, will be upgraded or enlarged, as they achieve appropriate thresholds of support to become, initially, at very least, Neighbourhood level Mixed-use centres. The Short-Term Rural Towns and Villages chosen for enlargement will permit their respective centres to achieve Rural Service Centre status.
SHORT TERM INDUSTRY-FOCUSSED SPATIAL DEVELOPMENT
The Short-term Phase will encourage and facilitate the development of a substantial enlargement of the major existing industrial areas. In addition, the Short-term will commence identifying new industrial clusters along the R102 Corridor in order to spread work opportunities. These will include:
The broader Compensation Flats area Extensions to the industrial areas of Stanger Extensions to Isithebe Consideration of 1 or 2 Industrial Clusters along the R102
Note that, almost without exception, all industrial development will be in relation to the Nodal corridor in order to mutually support a public transport system. Industrial development away from this corridor should not be supported, especially if it is likely to induce traffic through the middle of residential areas.
The map below indicates the Phase 2 Medium term development goals as identified in the IRSDP; that is the goals for 2020 to 2030. With reference to the DGDP, these are the goals which inform the DGDP priorities in the short term (2015-2020): activities have to be undertaken to during 2015 -2020 which ensure that the groundwork is laid for District’s medium term development goals.
MEDIUM-TERM RESIDENTIAL DEVELOPMENT
Additional development in the form of accretion to along the Nodal Corridor developments eg. the periphery of Groutville, Gledhow, Umhlali, Shakaskraal. Further linear Neighbourhood/Village extensions to Stanger/ Ballito. There should be residential growth and expansion to Darnall and Mandeni During this phase it is anticipated that the Coastal Villages such as Nonoti would develop. Policy support should be given to those developments that support the evolution of this area. No addition growth is to be anticipated to Ndwedwe and Maphumulo during this phase as it will have achieved sustainability and viability No additions will be encouraged to the Rural Villages named during Phase One. In order to spread development to achieve viability and sustainability at least one additional Rural Village in each Municipality will be enlarged/upgraded.
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MEDIUM TERM DEVELOPMENT OF NODES
The centres of each of the Coastal Towns and Villages; the Urban Towns and Villages; and the Rural Towns and Villages that will be subject to growth and expansion will see their centres upgraded / enlarged to an appropriate level of the hierarchy of centres.
MEDIUM TERM INDUSTRY-FOCUSSED SPATIAL DEVELOPMENT
Further extensions to the Compensation Flats complex of industrial uses will be encouraged and induced. Extensions to the industrial areas of Stanger will be supported. Additional/further extensions to Isithebe will be encouraged. Consideration will be given to additional 1 or 2 Industrial Clusters along the R102
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4 FRAMEWORK FOR STRATEGIC DEVELOPMENT
The vision of Ilembe District is:
“To be a world class African destination, with services and quality of life for its people”.
This vision is built on five pillars which are essential to achieving sustainability and the optimum standards for residents, for commercial functioning and for governance. The five pillars are:
Job creation A diverse and growing economy
Human resource development Promote social well-being Human and community development Strategic infrastructure Provide Equitable access
Spatial equity A liveable region
Environmental sustainability Living in harmony with nature
Effective Governance, Policy and Social Governance and policy Partnerships
A diverse and growing economy which promotes productivity, diversity and functioning optimally, provides for employment for all.
A liveable region wherein citizens have convenient access to amenities with a reasonable choice in a range of facilities and activities.
Living in harmony with nature wherein human settlement and business practices co-exist in mutual harmony with the natural resource base.
Equity of access is ensured so that citizens have improved access to a range of urban and rural economic opportunities.
Promote social well-being where the region provides for the development of secure, stable and healthy local communities.
Underlying these pillars is a base of workable and functioning inter-governmental relations and good governance practices which make the pillars achievable and sustainable.
The aim of the District Growth and Development Plan is to synchronise the District goals and objectives with the Provincial goals and objectives and it is useful to illustrate how these may be aligned, even in terms of the District Vision.
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4.1 Ilembe Strategic Goals
Ilembe’s strategic vision is an holistic statement of intent. The vision encompasses the diverse objectives that the District governing body aims to achieve, encompassing economic growth goals as well as social development goals; expressed for its residents and its business community. The strategic vision thus provides a basis on which to build the strategic objectives and interventions of the District.
District Vision Strategic Objectives SHORT A diverse and TERM APEX growing economy INDICATORS Promote social well-being and
Provide equity of DGDP MEDIUM TARGETS access STRATEGIC TERM INTERVENTIONS A liveable region DISTRICT Living in harmony PROJECTS with nature LONG
Effective TERM governance, policy and social partnerships
The Strategic Interventions of the DGDP are the heart of the strategy and emanate from the District’s vision: what needs to be accomplished to achieve the vision? They are expressed with short, medium and long term time horizons.
The time horizons adopted in this DGDP are:
Short term time horizon 2015 - 2020
Medium term time horizon 2021 - 2025
Long term time horizon 2026 – 2030.
These correspond to the time frames of the Provincial Growth and Development Plan and synchronise as well with the sector departments’ which are currently developing strategic plans for the 2015 – 2020 cycle.
Ilembe’s strategic approach is illustrated below - the framework of strategic goals and objectives. The Implementation framework in Section 5.4 – 5.9 provides a broader scope of the range of district interventions.
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Ilembe Strategic Framework
STRATEGIC GOAL STRATEGIC OBJECTIVE 1.1 Re-Invent agriculture
1.2 Trade and investment promotion 1 A diverse and growing economy 1.3 Expand SMME and entrepreneurial development
1.4 Neutralise youth unemployment by expanding EPWP programmes
2.1 Develop world class human resources
2.2 Develop Health Services 2 Promote social well-being 2.3 Implement programmes to address socio-economic welfare
2.4 Implement safety and security programmes
3.1 Develop inter-modal transportation system
3.2 Develop road networks
3.3 Develop rail network
3 Equity of access 3.4 Improve water resource management and supply 3.5 Improve energy production and supply
3.6 Development of ICT infrastructure
3.7 Development of an airstrip
4.1 Advance alternative energy generation and reduce reliance on fossil fuels
4 Living in harmony with nature 4.2 Manage pressures on biodiversity
4.3 Adapt to climate change
5.1 Develop Liveable Human Settlements and Economic Nodes
Actively promote spatial concentration and co-ordination of development 5 A liveable region 5.2 interventions Effective spatial planning and land management systems are applied across 5.3 the District 6.1 Strengthen Policy, Strategy Co-ordination & IGR Effective governance, policy and social 6 6.2 Building Government Capacity partnerships 6.3 Eradicate fraud and corruption
The current section surveys Ilembe’s priorities as an expression of the District’s Vision. The narrative provides an overview of the priorities and indicates the cross-cutting nature of future developments.
The section following (Section 5.4 to 5.9) presents the Implementation Plan which tabulates the priorities in detail separates out the strategic short, medium term and long term interventions. Here, the Apex Indicators for each goal area are presented for ease of reference.
Section 6 presents a selection of catalytic projects.
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Section 7 presents a Monitoring and Evaluation Framework. This details two types of indicators: the apex indicators and the primary indicators by which the District will gauge its progress in the longer term and in the shorter term month by month cycles, respectively. This framework provides detail with baselines, targets, means of verification and notes on reporting responsibilities. At the primary level, indicators are a mixture of quantitative and qualitative as they deal with institutional mechanisms and project cycles.
Section 8 presents a project monitoring framework: by which the district may in monthly or quarterly intervals assess progress on the main projects identified in the strategic interventions.
4.2 Ilembe Strategic Priorities
Healthy economies are based on diversity in the economy. Even if there is one particularly strong sector, the support required by that sector requires strength in its value chain. The more sectors that are healthy, the more resilient the economy is. This underlies Ilembe’s goal of a diverse and growing economy. Sustainability is a key word in this discussion and this feeds into a number of cross-cutting issues which apply to land use management, resource management, human settlement development and energy generation.
4.2.1 A diverse and growing economy
In regional planning, facilitation of the clustering of economic opportunities is a strategic approach which can support sustainable economic diversity. This strategic component is closely allied to the land use planning and management element and refers to the clustering of multi-modal logistics facilities for freight and public transport, electronics and ICT related businesses, agri-processing facilities, as well as the proposed renewable energy hub. Ilembe also has the objective of growing the ICT and electronics sectors exponentially.
Clustering has the effect not only of rationalising land use for sustainable energy and waste treatment, but importantly it creates a base within which SMMEs can thrive as they operate within the supply chains of larger industries and strengthen the value chains of the various sectors.
The main urban cluster in the Ilembe Region, the coastal strip of Ballito and surrounds has an impressive growth rate, higher than the country as a whole, and this makes it logical that current market trends must be supported so that development in coastal areas of KwaDukuza and Mandeni continues. Through striking a balance in market regulations, providing strategic infrastructure, and strong governance, these markets will be better armed to protect themselves against national and global threats. At the same time, serious attention must be paid to providing an enabling environment for the spread of opportunities for economic development to the hinterland.
Current market trends indicate a need for diversification. The intention is to Re-invent Agriculture. Diversifying the range of crops and establishment of appropriate scale processing facilities supported by land-legal arrangements, irrigation and appropriate energy infrastructure – are key ingredients for diversification and extending the agricultural practices in Ilembe.
The need for diversification is not limited to the agricultural sector; innovative projects catering to future growth markets are necessary to expand the manufacturing industry which is vulnerable to global
Page 73 of 171 ILembe District Growth and Development Plan 2015 market conditions. Initiatives in the sphere of renewable energy production and co-generation (bioethanol, solar and wind are the objectives of various private and public sector players in the district.
The range of plastics, metal, cement, textiles and furniture which rely on input products from within iLembe, and produce products for sale outside of the province or even the country; it is essential that these production capacity is expanded.
Figure 1 below indicates the agribusiness expansion areas (Areas C, D and E). Associated transport corridors need to co-exist from a logistics point of view to support export market capabilities and to support markets within the District. The favourable climate, tracts of land available, high potential agricultural land place iLembe ideally in the provincial agricultural corridor with access to the Dube Trade Port. The intention of this corridor is to stimulate investment-led agricultural growth and development to , facilitate internal and external trade, enhance competitiveness of the agricultural sector and contribute to the reduction regional food insecurity – overall promoting regional integration and wealth creation. It is in this context that this corridor is referred to for the re-invention of the agricultural sector.
Map 13: Areas with potential for re-inventing agriculture
Industrial expansion
While Ilembe aims to grow the agricultural sector, the District’s economic ambitions are also focussed in manufacturing and services: the aim is to successfully attract manufacturing and services investment through the promotion of spatially defined industrial clusters. Ballito - Compensation will be a site for light industry, KwaDukuza will support medium sized industries and Mandeni and Isithebe will cater
Page 74 of 171 ILembe District Growth and Development Plan 2015 specifically for heavy industries. Illustrated in Figure 2 below, the “city-building” demarcation indicates the expansion of these areas.
The Mandeni-sithebe hub is seen as a support zone to the Richards Bay Special Economic Zone. Excess demand for land will in the medium term, be catered for westwards along the R614 and R74. Light manufacturing will also occur as value adding to the reconstructed agricultural activity in the hinterland. Together these light, medium, heavy and agricultural support areas will form a thriving inland manufacturing inland corridor.
Map 14: Industrial expansion areas
Kwazulu-Natal’s economic development strategy holds the development of regional industrial economic hubs as a pillar for the re-industrialisation of the Province. A renewable energy hub has been found to be feasible for the Ilembe District and this will find synergy with the ideas for smart technology manufacturing, high-end tourism and information technology. Co-ordinated at Provincial level through the Department of Economic Development, Tourism and Environmental Affairs the roll-out of the hub will require initiative and partnership from within the district – initially for more detailed feasibility studies and land-legal arrangements. iLembe District should provide space to accommodate an industrial economy with a GVA of R20.9 billion in iLembe by 2050. Considering the example of eThekwini: in 2010, 7 076 hectares industrial land in eThekwini generated gross value added of R31 billion (R4.4 million per hectare) it is suggested that iLembe will require roughly 4 752 hectares of industrial land to generate R20.9 billion in 2050. With a current supply of 807 hectares of industrial land the additional demand for 2050 is estimated to be
Page 75 of 171 ILembe District Growth and Development Plan 2015 around 3 954 hectares. In the monitoring frameworks below, this hectarage is spread over the six 5-year cycles 2015 to 2050: equating to 565 ha per year.
All the proposed sites for industrial and commercial development are within KwaDukuza and Mandeni and, in the short term, it will remain a challenge to spread manufacturing into rural areas given the clustering, infrastructural requirements, and proximity to the ports. However, in 2030, based on current demand projections, the district will experience a shortage in the supply of land for industrial development, forcing outlying areas to become industrial sites in order to keep up with demand for land. At this time, further strategic choices will need to be made to provide access to land for industrial development. Constraints to development such as inadequate infrastructure (bulk services, especially electricity, and transport networks) need to be overcome in order to facilitate development within the district.
In particular, the planning for expansion of industry in Mandeni and surrounds must be attended to as it has the highest concentration and potential. The newly reviewed Mandeni Spatial Development Framework speaks to this potential and presents an integrated strategy for transport, bulk utilities, land- use management and agriculture-support. The Mandeni Local Municipal structures need particular support as it seeks integration as well into the Richards Bay SEZ cluster.
The tourism corridor forms the eastern section along the coastline from Sheffield Beach to the most northern boundary of the iLembe District (also known and referred to as the Macambini Area). The intention of the corridor is to promote venture tourism (sport and recreational facilities) as well as nature conservation based tourism, with direct linkages to the inland culture and community based tourism. The corridor allows for excellent access to infrastructure support services and thus ideally suited for Resort Development and / or Gated Lifestyle Development. Tourism sub-sectors include heritage, golfing, eco-tourism, medical, agri-tourism, adventure tourism and wildlife packages.
4.2.2 Promote social well-being
Three key strategic programmes emanate from the District’s vision to promote social well-being in health, education and village-level incubators or nests for economic development: isidleke sezomnotho.
Ilembe’s aim of developing world class human resources is imperative in supporting the high-tech, world class industries the region aims to grow: the leading sectors of manufacturing including renewable energy, agriculture and services including tourism will only reach their potential if the operating environment is efficient and keyed into modern production and service methods. The over-riding concern for secondary and tertiary education is that of aligning the education and training outputs with the skills needs of the district (a concern shared by the province and the country as a whole). This strategic programme requires active and urgent partnership with the KZN Human Resource Council’s project to upgrade the TVET Colleges in terms of curriculum, quality of teaching and equipment.
The District has the core of a network of TVET institutions in quite accessible locations / growth nodes. The challenge lies in re-equipping them for modern curricula which support the districts economic potential.
Importantly, the District aims for the establishment of a modern tertiary education institution by 2020. This too requires active partnership with the HRD Council and the Department of Education in terms of
Page 76 of 171 ILembe District Growth and Development Plan 2015 planning and budgeting. Crucial here is active partnership with private sector and industry bodies for funding and curriculum development.
The Provincial Department of Education also requires partnership with the District through its IGR forums and personnel to roll-out and support the programmes it has for the upgrading of school management, teaching and infrastructure.
Map 15: Human impact
Developing health services for the long term is underpinned by the aim of establishing a modern, regional health facility – noted as a priority at the District Growth and Development Summit 2013. The district does not have facility on the scale required to service the growing population moving towards the 2050 time horizon.
The District Vision of promoting social well-being is well supported by the operational plans of the Provincial Departments of Health, Education and Social Development. Each of these sector departments at provincial level has extensive plans to address the quantum and quality of health, education and social facilities as well as programmes for professional development for the officials and staff within each sector.
There exists a well-known disconnect between provincial plans and their expression on the ground in municipalities. The difficulties have to do with communication for planning and budgeting processes in the first instance. The DGDP aims to prioritise a set of interventions in each of these sectors around which planning and budgeting for future cycles can be achieved (Implementation Plan Section)
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The Department of Education and the Department of Social development will assist through their province-wide programmes on early childhood education, professional management and teacher development programmes and improving school infrastructure.
The District’s objective of developing health services would expand access via the Department of Health’s District Plans: consolidating and expanding primary health care and improving the outcomes for HIV/AIDS, TB, maternal and child health.
Operation Sukuma Sakhe remains a priority programme in the District with the expansion of integrated social welfare services to under-serviced areas.
In addition, the strengthening and diversification of local economies in rural settings has been broadly conceptualised as rural activity clusters and referred to in the IRSDP as “Isidleke sezomnotho”, which is about diversifying local economies, part of the strategy to promote social well-being. This concept is for the development of systems on a local / ward level which promote the provision of services, trade and production (manufacturing and processing). The approach is for appropriate scale (rather than capital intensive), with resourcing from the relevant provincial government department, with programme management embedded in current LED components of the municipality. The concept needs to be developed with community participation: identification of priority nodes and identification of production, retail and service opportunities.
Communication about and ensuring the implementation of these plans falls to district officials in various sectors – liaising with the provincial sector departments. The inter-governmental relations (IGR) processes proposed (described under goal 6 “Effective governance, policy and social partnerships” proposes the establishment of district forums through which these plans can be executed and monitored. The social sector plans especially require active partnerships with social partners in the business community, in organised civil society and in the organised labour sector. This imperative is recognised by the Ilembe leadership, together with the imperative of drawing traditional leadership structures into the planning and monitoring processes.
The District Vision of promoting social well-being intersects with promoting equity of access priorities described next.
4.2.3 Equity of access
The concept of equitable access resonates with the constitution of South Africa, the National Development Plan and the KZN Provincial Plan and importantly, it resonates with residents on a daily basis. Ilembe has interpreted the concept in terms of infrastructure provision which in turn is driven by population and economic growth and attendant land use practices. “Equity” is conceptualised for the range of individual, household, community and commercial uses across rural and urban contexts.
The concerns for equity of access focus on water, energy, road, rail and ICT infrastructure and these concerns intersect with the development of economic nodes and human settlements – described in 5.2.1 A diverse and growing economy (above) and 5.2.5 A liveable region (below) both of which are conceptualised in clustering of developments.
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Strategic clustering of development only makes sense if there are physical linkages between service and support areas and linkages to markets both within and outside of the district: freight and passenger transport issues arise as key enablers to support the District’s Vision. Growing east-west linkages is a strategic response to the spatial disconnects that have been identified in Ilembe.
Efficiency becomes a relevant aspect of movement which needs to be considered in the spatial framework for iLembe in an attempt to integrate the local municipal space and regional space. In strengthening this linkage, the iLembe District Spatial Development Strategy, 2013 has called for the development of the Rapid Rail between King Shaka International Airport and KwaDukuza Town as illustrated in Map 17: Spatial Economic Development Strategy. Some of the projects include the development of an Airfield in Darnall. In addition; the District has called for strengthening all major road linkages traversing the Municipality which include the N2, R102, R74, R614 and P711.
With Mandeni-Sundumbili being seen as the immediate growth point to enhance economic potential, a proposed Western Bypass (illustrated in Figure 4 below) is seen as catalyst – proposing linkages with the R102 and the N2 thus improving mobility within the District and beyond the District towards Richards Bay and the Dube Trade Port.
Map 16: Proposed Western Bypass
Each of the economic sectors – agriculture, manufacturing, tourism and ICT – have unique market trends and needs. However, they share a concentration in either KwaDukuza and/or Mandeni Districts. An identifiable problem is the disconnect between coastal economic development and the hinterland which
Page 79 of 171 ILembe District Growth and Development Plan 2015 leads to deepened poverty and entrenches inequality. Each of the sectors provides opportunities to grow east-west linkages. The agricultural sector provides opportunities through reinventing the way agriculture is carried out in the province and moving toward intensifying and diversifying agricultural products. Manufacturing opportunities exist along P-roads to accommodate demand for land, and through value adding based on the reconstructed agricultural industry. Tourism requires east-west linkages to support route development, tour guiding and adventure tourism. Through the broadband project and through satellite technology, ICT hubs can now be built in rural areas to provide information and training, perhaps the most important reason for enhanced connectivity.
The Ilembe SDF and the Mandeni SDF are in completion stages and the preliminary proposals presented here provide insight into the district priorities in terms of road and rail development. The Implementation framework in the next section (Section 5.3 and following) contain a more comprehensive listing of the short and medium term priorities. Figure 5 below samples the east-west linkages in the growth node of Mandeni-Sundumbili.
• Provides a grid of Arterial Roads for internal mobility
• Caters for through- traffic mobility
• Alignments have been affected by existing developments
• Road reserves need to be secured now
Map 17: Recommended arterials in Mandeni urban area
These linkages are required to consolidate and expand the coastal economic development. For example, coastal tourism is necessary to attract more tourists to the area who will take up day trips or overnight trips into the hinterland. A King Shaka Tourism route feasibility study has been completed that will result in a heritage tourism route in the district. Funds are currently being sourced for the
Page 80 of 171 ILembe District Growth and Development Plan 2015 development of the route. Growth in industry is required to maintain current demand trends so that inland areas will be utilised.
In addition, roll-out of information and telecommunications infrastructure deserves special mention. The development of high speed internet access will benefit businesses and residents alike. The East African submarine telecoms cable systems (SEACOM) gives the district access to high speed internet and makes for viable distribution. The municipality through Enterprise ILembe has launched a broadband project using access to undersea fibre optic cabling to provide fast internet to inland areas in Maphumulo and Ndwedwe. The benefits are huge, with opportunities to build ICT hubs in rural areas that give students access to the internet for, among other things, job searching purposes and provision of IT training opportunities. There are information and trading spin-offs for all types of industries including the logistics hubs, manufacturing and service industries and agricultural production. In process are efforts too by Enterprise ILembe to assess the current broadband capacity in order to expand the project. The roll-out of ICT infrastructure is largely driven by Provincial government departments and the onus does lie in the district to kick-start provincial projects together with private sector partnerships.
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Water and sanitation
Although KZN is a well-watered Province and Ilembe especially is blessed in this regard the challenge remains of getting water services to the development nodes at required rates. Figure 6 below illustrates pipelines and offtakes planned and under construction. These are planned in tandem with the overall development framework for the area taking human and economic development into account and extending to the hinterland.
Map 18: Water infrastructure
Map 20 below illustrates the waste water treatment works – again aligned with the identified coastal development zones and extending into the hinterland. A listing is presented in the Implementation framework in the next section.
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Map 19: Waste water treatment works
Energy provision
In the main the District is reliant on Eskom for the production and distribution of energy. The sugar producing sector have comprehensive plans for the production of bio-ethanol and there are a number of alternative energy projects (listed in the Implementation framework). These are invaluable as demonstration projects; demonstrating reliability and the quantum of energy that is possible to produce for particular areas, as well as reducing greenhouse gas emissions and are a base upon which the renewable energy sector can be built in the short term.
Eskom’s illustration of the critical need areas (Map 21 below) presents an alarming picture, given the extent of the constrained and slightly constrained areas. The areas in the north-east present particular challenges given their economic development potential; these are industrial areas which require high voltages continuously. The constraints in the hinterland and the central areas present challenges for the growth of agriculture and tourism support; here the alternative energy projects offer solutions for smaller-scale residential and production capacity and require unequivocal support from the District and the Provincial sector departments.
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Constrained Networks
Slightly Constrained Not Constrained
Map 20: Energy provision
4.2.4 Living in harmony with nature
Ilembe’s planning frameworks (notably the IRSDP) recognises the natural resource base as the base which engenders the provision of water services and on which the productivity of sectors such as tourism and agriculture, rest. The District’s vision that its residents live in harmony with nature has to be seen with the vision for a liveable region as the District foresees the attractive lifestyle offering as part of its value proposition – making the area a magnet for residents.
The elements catering for the preservation of Ilembe’s natural resource base and the imperative of sustainable development are catered for in the various planning instruments of the district: the Environmental Management Framework (EMF) contains comprehensive recommendations. Land is an important element in the natural resource base and Ilembe has comprehensive plans around land use planning and management for industrial, commercial and settlement development and importantly, the EMF makes recommendations on national protected areas as well as processes and partnerships which will ensure the conservation ethos while fostering managed usage of resources: the promotion of biodiversity stewardship not only in protected areas but also with reference to the urban growth boundaries - being chief amongst these.
The iLembe Environmental Management Framework has identified the Terrestrial Biodiversity Management Zone. The majority of these areas are located in the northern section of the District in
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Mandeni Local Municipality with a portion of them located in Ndwedwe Local which forms a corridor that cut across the municipal area from the north-east and moves towards the north-western section of the District. This corridor is under the protection of KZN Ezemvelo Wildlife and is of high conservation significance for flora and fauna species. The Biodiversity Areas in the District would require different levels of protection and optimal utilisation as part of the creation of an integrated open space system.
The Disaster Management Plan recognises climate change adaptation and mitigation measures and is part of the ongoing service delivery mechanisms in the District.
4.2.5 A Liveable Region
Although it is a concept too complex to detail here, the principle of liveability is a desired state where accessibility to social services, social amenities and work opportunities is easy and relatively quick and where social formations are resilient because they can access utilities, information, resources, fellow community members and reach out to markets beyond their borders. The Distict’s goal of a liveable region exemplifies iLembe‘s desired approach to spatial planning and infrastructure development. In this goal area, it is specifically the matter of human settlements that takes centre stage.
In ensuring the liveability of the region, the District will be building on the three-tier rural spatial system providing for development and economic activity to be focussed on different levels viz. rural town, rural village and rural settlement. These build on the nodes identified for industrial and commercial expansion with town and village development having integrated services across rural and urban planning.
The focus in the short to medium term is on access to serviced commercial and industrial land in existing nodes, gathering momentum in the medium term to focus on integrated human settlement development as well as commercial and industrial development extended along primary movement corridors. These nodes are noted in the Implementation framework (and in 5.2.1 above) more comprehensively and need not be repeated here. The quantity of land and services to be made available and the rate at which this should occur is of relevance.
The short term potential development which is anticipated to be parallel to mobility corridors, is expected to accommodate the increase in population of the IDM by approximately 210 000 people by 2020. The medium term developments are expected to cater for a further increase in population by a further 283 000 by 2030. This has implications for human settlement developments. The housing sector plans support the objectives espoused in the IRSDP which is to develop a latent / small town in each of the local municipalities.
The IDP 2014-2015 has 42 housing projects listed. A survey of the wards in which these are located show that a large proportion of them are in rural wards. It is a concern shared by various sector departments / role-players that the rural housing approach may militate against the idea of liveability as it is expressed here. The IRSDP 2012 and the SDF currently under review caution against the development of scattered settlements that pay no heed to location and are built devoid of services, facilities and access to economic opportunities. A further concern is that the housing sector plans do not appropriately quantify the demand for low income, medium and high income human settlements as this will enable more targeted planning for different types of housing demand be it in-situ upgrade, identification of land for
Page 85 of 171 ILembe District Growth and Development Plan 2015 new housing developments or the identification of existing residential areas that require social facilities, infrastructure.
4.2.6 Effective Governance, Policy and Social Partnerships
Besides careful planning, best practice in development shows that the institutional mechanisms to drive development are crucially important. ILembe’s Intergovernmental Relations (IGR) forums have potential to be developed for internal coherence and to be expanded to draw in social partners, namely, the private sector and relevant civil society participation. The institutional proposals developed during the DGDP process are offered in the spirit of the KZN Provincial Growth & Development Plan where institutional arrangements are required to:
Plan in an inclusive, integrated, co-ordinated fashion with long term time horizons; Deliver implementation in time and budget Monitor progress and outcomes Drive the DGDP. The DGDP is not seen as separate from the existing municipal functions, but provides a programme for integrated implementation.
At any one time there may be dozens of FACILITATE ACTION projects operating in a district.
The challenge is for senior leadership to STREAMLINE REPORTING be aware of, with information to support decision-making, thus be able to support / FEEDBACK offer advice, to ensure good governance.
Sift information and highlight issues
CONTINUITY
The proposals build on existing structures and / or propose for their formalisation within a reporting structure; as follows: DISTRICT STRUCTURE The iLembe District Planning Forum is an existing structure with PLANNING FORUM established reporting lines. It provides a forum for planning and co- All Infrastructure ordination across the local municipalities catering for the infrastructure, and land use management and service delivery functions. This Planning Spatial Planning Forum reports to ExCo, the Municipal Managers Forum and the Mayoral Forum. Chaired by Ilembe Manager Planning Collates info Co-ordinates, problem solves. Reports to MMForum The mandate of the District Planning Committee could be extended to include other sector departments, the organisations of social partners
Page 86 of 171 ILembe District Growth and Development Plan 2015 and Enterprise iLembe (because of the transversal issues affecting economic development) in a structured fashion. Part of this “structure” would refer to project pipelines, implementation plans and frameworks for ongoing monitoring and evaluation.
DISTRICT STRUCTURE The ILembe District Municipality has a local economic development ENTERPRISE ILEMBE agency, Enterprise iLembe, responsible for driving economic development focusing on four identified key economic sectors within • Agriculture • Tourism the district namely agriculture, manufacturing, tourism and the services • Manufacturing industry. The agency is also responsible for trade and investment • Retail • Schools Nutrition promotion. The investment opportunities are identified by way of Programme private sector engagements, public sector and gap analysis while the
Chaired by Enterprise philosophy of the agency is built on the global best practise in local Ilembe CEO. economic development. Collates info Co-ordinates, problem solves The formation of a Community Tourism Organisation (CTO) is a priority Reports to MMForum to drive the activities to develop the tourism sector. The CTO is a statutory body required by KZN Tourism which must be private-sector led on a local municipality basis. This would most feasibly be formed in KwaDukuza, to begin with as the private sector components of Maphumulo and Ndwedwe may need still to be built. The CTO KwaDukuza would in any event, engage with the Maphumulo and Ndwedwe counterparts in planning and resourcing on a district-wide basis.
Scope exists to synchronise the planning and reporting procedures within the current district forums for mutual benefit across economic, social and planning functions. DISTRICT STRUCTURE DISTRICT TASK TEAM The forum known as the District Task Team which is co-ordinated through the Corporate Governance Head and championed by the District Mayor • Operation Sukuma Sakhe has the responsibility for social services (health, welfare and skills • Human Resource Development, development). • Social Development Chaired by Head Corporate The potential exists to upscale this forum’s brief from focus on Operation Governance Sukuma Sakhe and event organising in relation to Provincial focus areas, Collates info towards more focussed project support for the provincial sector Co-ordinates, problem solves Reports to MMForum departments of health, education and welfare. This will enable the sector departments to benefit from local district knowledge and create synergy with local economic development issues such as the programme for rural Integrate traditional leadership, activity clusters.. organised business, and civil society organisations into the
structures where applicable. The iLembe District is fortunate also to have an active, forward-looking Chamber of Commerce which enjoys support amongst a diverse range of industries and employers, as well as having a productive relationship with Provincial sector departments become permanent members municipal decision-makers. The scope exists for the Ilembe Chamber to of these forums. participate on the District forums to harness the insights, skills and partnerships of the private sector. Building effective partnerships between the public sector institutions and the private sector is essential for effective investment-led projects.
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The six pillars of the District’s vision are underpinned by the need for highly-functioning institutional mechanisms which firstly enable co-ordination from Province, through District and Local structures to implementation on the ground, and secondly allow the municipal government to monitor performance and employ corrective action timeously. The aim here is to consolidate and develop the inter- governmental co-operation at all levels.
The institutional functioning is envisaged as follows.
MAYORS’ FORUM
ILEMBE MUNICIPAL MANAGERS FORUM
DASHBOARD OF PROJECTS
DISTRICT STRUCTURE DISTRICT STRUCTURE DISTRICT STRUCTURE PLANNING FORUM ECONOMIC DEV SOCIAL SECTOR FORUM FORUM Infrastructure and Sector development and OSS, HRD, Social Spatial Planning SMME development Development, Health
A number of project teams report to the Chairperson of each District Structure.
Project Task Teams
Figure 11 Proposed institutional structures for DGDP co-ordiation and monitoring
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12. PARTICIPATION IN PROVINCIAL ACTION WORK GROUPS
The Chairperson of each District Structure makes decisions about the Provincial Action Work Group to participate in. This refers to the co-ordinating structures set up by KZN Executive Council for the implementation and monitoring of the Provincial growth and Development Plan.
13. TOWARDS ILEMBE VISION 2050
Addressing the short and medium term interventions will facilitate the achievement of the District’s goals. However by the far the most far-reaching and outstanding objective of the district is to achieve the status of a metropolitan authority in the cycle to 2020. This intention has been clearly articulated within the relevant structures both within and outside the District and has consensus. The preparatory activities and the speed and thoroughness of these will determine the reaching of this goal. The District intends preparing the administrative and financial management basis in the immediate short term.
Strategic Planning Priorities
Of the full range of strategic interventions identified in the DGDP, it is possible to highlight the following as district wide interventions which must take priority in order to establish the basis on which future growth and development will proceed:
The DGDP process identified gaps in the district-wide strategic planning mechanisms required:
DISTRICT PLANS IDENTIFIED AS PRIORITIES FOR THE SHORT TERM
1. Planning protocols towards the application for the establishment of the foreseen Ilembe Metropolitan Council.
2. Develop district-wide electricity / energy supply plans for future city and town building .
3. Develop a district-wide Waste Management Policy including plan for solid waste disposal.
4. Develop a strategic Water Services Plan.
5. Develop a district-wide ICT plan inclusive of the entire hierarchy of settlements.
6. Develop a robust inter-modal transportation model.
7. Health sector plan to cater for population growth and new nodal developments.
8. Establish the high-skill needs and negotiate for satellite campus facilities with the large tertiary institutions in the province – in the short term. For the medium to long term the district needs to negotiate with the Department of Higher Education and Training for the type of campus that would best serve the district.
9. Implementation plans drawing on the extensive studies conducted in iLembe on agriculture and agro-processing need to be devised.
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4.3 Ilembe District Strategic Interventions The priorities are seen as two-fold: the over-riding priority is to increase economic output in identified areas and sectors, while ensuring the provision of well-functioning social services.
Currently the Ilembe IRSDP is the most integrated and strategically framed planning tool in the District which also enjoys having being adopted by the Ilembe District Exco and its family of municipalities. It provides a useful frame of reference as it sets out the anticipated growth patterns in the District, interpreted spatially, recognising not only the population growth patterns but also the patterns for human settlement and commercial development. On the next page is a summary of short, medium and long term triggers – excerpted from the IRSDP and presented here for ease of cross reference.
The rest of the section contains a table of district and LM- specific interventions each with a brief contextual description and an indicator.
Indicators are then picked up and allocated targets and lead / responsible departments, in the following section, Section 6: Monitoring and Evaluation Framework.
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SHORT TERM TRIGGERS 2012 – 2020 MEDIUM TERM TRIGGERS – 2021 - 2030 LONG TERM TRIGGERS 2031 – 2050
THE BASICS THE BASICS THE BASICS
Population increase 210 594 (34% increase from 2010 Population increase from 2021: 283 022 (81% increase Population increase from 2031: 891 525 (226% increase base) from 2010 base) from 2010 base) Housing units required 55 419 units (excluding 2010 Housing units required: 74 479 housing units (excluding Housing units required: 234 612 units (excluding backlog) backlog) backlog) Industrial land require; 2000 hectares Industrial land required: 800 hectares. Industrial land required: 1000 hectares
INFRASTUCTURE TRIGGERS INFRASTUCTURE TRIGGERS INFRASTUCTURE TRIGGERS N3 Link road to Pietermaritzburg Major rural linkages R102 upgrading Western Bypass Addressing bulk water (North Coast pipeline) Addressing bulk water (further capacity including (Kwadukuza to Mandeni) desalination)
N3 link road to Pietermaritzburg DEVELOPMENT AREAS Western Bypass (Tongaat to Kwadukuza)
DEVELOPMENT AREAS Ballito N2 area expansion DEVELOPMENT AREAS Rural town (re)development eg, Ndwedwe, Maphumulo,, Bamshela; Other coastal resort towns New and upgraded rural towns Driefontein (development area) Other industrial Aerotropolis establishment Infill of existing laid-out areas including Gledhow, Major coastal town resort town(s) established Groutville and coastal towns.
ECONOMIC TRIGGERS ECONOMIC TRIGGERS ECONOMIC TRIGGERS Balance of industrial clusters Green energy industry establishment Industrial clusters on or near intersections with Western Agri-hub development Industrial extension for isithebe Bypass Cogeneration projects by sugar and other industries Industrial clusters along the R102 Compensation Flats Industrial Establishment of nature areas with tourism impact
Major industry attracted (eg. motor vehicle INSTITUTIONAL TRIGGERS manufacturer)
Achieving metropolitan status INSTITUTIONAL TRIGGERS Tertiary education institution
District & Enterprise Ilembe adopts 2050 plan Re-demarcation approved
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4.4 Goal 1: A Diverse and Growing Economy
Goal 1 Apex Indicators Contribution to District GDP by each sector:
Agriculture, forestry and fishing Manufacturing
Services, finance, real estate, business services
Wholesale, retail trade, catering and accomodation
Tourism (a subset of “trade” above)
Green economy Unemployment rate
Strategic Objective 1.1. Re-Inventing Agriculture
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicators
1. Diversifying and Extensive studies have been In light of the nodal and corridor 2015-2020 Enterprise iLembe Number of farmers. expanding agricultural conducted in iLembe on developments foreseen in the Short term production through agriculture and agro-processing. regional spatial plan: Supported by Local Municipality Number of functional co- small farmer support Implementation plans will draw LED units and DARD as main operatives. programmes (including on these studies. implementing partner. co-operatives), Volume of agricultural diversifying agricultural Specifically these farmer support Ndwedwe and Maphumulo. TVET colleges, SEDA, DEDT, production. production in well programmes would include Bamshela, Ntunjambili and DARD, Ingonyama Trust Board located, accessible technical capacity-building for Tugela (ITB), Traditional Authorities, locations throughout production, distribution and ILembe Chamber, local farmers Hectares of land under the district. processing systems as well as associations, NAFU. agricultural production. business management. Hectares of ITB land brought into Production which feeds into the commercial production. Schools Nutrition Programme is
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicators
categorised under this intervention – see Monitoring Nsuze (Ndwedwe), 2021 – 2030 and Evalaution Framework Phambele (Maphumulo), Medium term School Nutrition Programme : ndicator 1.1.6. Insonono (KwaDukuza). Number of schools serviced Mandeni – identified Volume of agricultural The Agri-hubs greenhouses form agricultural support area. produce part of this intervention; Clusters along the R102 indicator 1.1.7.
2. Establish an Basic value-adding (cleaning, Agri-processing facilities would 2015 – 2020 Enterprise iLembe Capital investment in Agribusiness sorting, packaging) as well as hot be considered in relation to the appropriate –scale agri- Development and cold processing activities development of urban / rural And longer term as production is Supported by Local Municipality processing plants. Programme. should be considered at a scale and coastal village nodes for upscaled. LED units, DARD and appropriate to the production reasons of infrastructure Agribusiness Development Quantity of produce processed. output of identified areas and readiness: Agency as main implementing importantly, in relation to Mandeni - an agricultural partners. identified markets. support area has been identified. KwaDukuza (Stanger), Darnall, Shakaskraal, Umhlali.
3. Investigation of the This intervention is recorded in Initially one regional abattoir. 2015-2020 Enterprise iLembe A functional abattoir with feasibility and locality the IDP and requires feasibility Depending on feasibility – long sufficient production and sales to of an abattoir study. term: one per local municipality. DARD, Local Municipalities keep it viable.
4. Establishment of a This intervention is recorded in Feasibility study to determine 2015-2020 Enterprise iLembe; A district fresh produce market fresh produce market the IDP and requires feasibility location and scale. study. DCOGTA
5. Wine production Maintain the operation of the The Winery is in Compensation, winery; extend its production Ballito. and market reach. Ongoing Enterprise iLembe; Bottles of wine sold. 11 ha of vineyards are spread in the Maphumulo, Ndwedwe and Mandeni.
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicators
6. Moringa Nutritional Originally set up for production Feasibility study and business 2015-2020 Enterprise iLembe; Volume of moringa nutritional Products of bio-ethanol, the plan has been plan required for the scale and products. amended to produce nutritional spread of processing facilities. Participating growers. products.
7. District Water Services Availability of water resources Rural nodes and surrounding 2015-2020 iLembe Technical Services Specific irrigation schemes Development Plan to and the recycling of water for areas as in 1 above. servicing urban / rural / coastal include sufficient bulk agricultural uses is an important DWA, COGTA, Local nodes. infrastructure servicing consideration in expanding Municipalities, ITB, Traditional key agricultural agricultural production. Authorities, production and processing areas.
Strategic Objective 1.2. Trade and investment promotion
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Improve the efficiency The district’s spatial planning Mandeni – Isithebe - 2015 - 2020 Enterprise iLembe Quantum of land appropriately and productivity of the imperatives recognise the Sundumbili cluster; catering zoned and serviced in identified manufacturing Sector importance of increasing the specifically for heavy areas. productive capacity of existing industries and new areas - attracting Kwadukuza - Stanger Local Municipal Technical manufacturing investment supporting medium sized Services through the promotion of industries spatially defined industrial Balllito – Compensation; a clusters. site for light industry.
A number of nodes have been Clusters along R102 identified in the IRSDP and these 2020 -2025 will be further verified in the current formulation of the SDF 2015.
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator Mandeni Logistics Hub 2. Improve the efficiency The district’s planning literature 2015 – 2020 and longer term Ilembe District Planning Indicators for completion of and productivity of the reveals Mandeni to be the prime into 2021 – 2025. Department specific road and rail linkages. Transport and Logistics location for the concentrated sectors. development of transport and Local Municipality’s Technical logistics elements. This is in Services relation to the vision of Mandeni – Isithebe as a support zone to Dept of Transport the Richards Bay Special Economic Zone. It is expected that the SDF 2015 will provide further detail on the components of this envisaged hub.
N2 - Umdloti to Isipingo The KZN PGDP makes reference Dube West R102 re- 2015 – 2020 and longer term Ilembe District Planning Planning and budgeting for N2 to Strategic Infrastructure alignment (is this within into 2021 – 2025. Department Umdloti to Isipingo. Projects 2 (SIP 2): Durban-Free Ilembe?) Construction complete. State-Gauteng Logistics and Local Municipality’s Technical Industrial Corridor - strengthen Services Planning and budgeting for Dube the logistics and transport West R102 re-alignment. corridor between SA’s main Dept of Transport Construction complete. industrial hubs. In this regard the following are noted. Time frames and budgeting processes to be confirmed.
3. Implement the iLembe Aligned within the KZN industrial The Isithebe Industrial park has 2015 – 2017 KZN EDTEA Site identification and allocation. District Renewable development strategy, the been identified as the site. Land-legal arrangements Energy Hub - KZN DEDT proposed iLembe Renewable Infrastructure assessments and Enterprise Ilembe Comprehensive Business and Energy Hub provides Further detailed planning work planning Operations Plan opportunity to consolidate under the auspices of the EDTEA Detailed business plans Ilembe Chamber of Commerce smart- manufacturing, ICT is scheduled for the current Detailed engineering and innovations and the various phase 2015 - 2017. architectural plans Mandeni Local Municipality green energy projects currently Fund management and investor Technical services proposed in the district. planning. Recommendations to 4. Develop, diversify and A comprehensive tourism plan be implemented on 2015 - 2020 Enterprise Ilembe A functional Community Tourism market the tourism exists: the iLembe King Shaka the umbrella and sub- Organisation exists serving the sector to increase Tour Route. This is a District. domestic and foreign comprehensive survey of 5 sub- routes. These include visitors. routes incorporating 132 attractions such as Numbers of tourists to iLembe. attractions, supporting products Kwa Shu-Shu Hot
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator and infrastructure requirements. Springs and Itshe The plan provides indicative likaNtunjambili King Shaka Route attractions are budgets for route and upgraded. infrastructure upgrading as well Mountain. as marketing advice. The community engagement process The King Shaka observatory was thorough and the plan should be used to promote the gained a great deal of buy-in ILembe brand (the Edmund from private and public sector Mhlongo site). bodies.
Development of adventure- based tourism clusters in the area known as Macambini.
Strategic Objective 1.3 Expand SMME and entrepreneurial development
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. SMME development: Part of a province-wide District-wide One programme per year 2015- Ilembe Chamber of Commerce Number of small, micro Co-ordinated support programme to provide training 2020 businesses supported. to identified businesses and mentorship to micro and in service and small businesses Approximately manufacturing 30 business worked with industries via Ilembe annually. Chamber “The Entrepreneur” Programme.
2. Institute incubation Fledeling business and suitable In the rural nodes and 2015 - 2020 Enterprise iLembe Incubation programmes programmes per LM. locations should be developed surrounding areas as identified in established through the rural activity 1.1 above. clusters programme
3. Ensure meeting district Government procurement of Entire distri ct 2015 – 2020 District and Local Municipality Number of B-BBEE suppliers to targets for B-BBEE goods and services provides an Supply Chain Management Municipality. procurement ideal environment through which ongoing to grow credible Black business.
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Provincial government and parastatals monitor their B-BBEE procurement rates.
Strategic Objective 1.4 Neutralise Youth Unemployment by expanding government-led job creation programmes
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Contractors implement Through construction contracts District-wide 2015 - 2020 EPWP project staff deployed in Full-time equivalent jobs created EPWP in water occurring in the district, building the district. in infrastructure contracts. infrastructure and contractors should participate in service delivery these schemes. 2014 Baseline 5000 projects 2020 target 12 000
This category refers to District-wide 2015 - 2020 EPWP project staff deployed in Number of social sector EPWP 2. Social sector EPWP “voluntary” workers in health, the district. jobs created expansion welfare, environmental 2014 Baseline Nil management. 2020 target 1 000
3. Alien plant control and Contributes to Goal 4 and helps District wide 2015 -2020 EPWP project staff deployed in erosion control manage pressures on the district biodiversity
4. Increase participation This fund enables employers of District-wide 2015 - 2020 Enterprise iLembe with iLembe Numbers participating in Jobs on the Jobs Fund. designated youth to claim back Chamber of Commerce Fund 50% of their salary. Most applicable to large concerns, the Ilembe Chamber should investigate and recruit amongst their membership to buy into this programme.
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4.5 Goal 2 Promote Social Well-being
Goal 2 Apex Indicators Human Development Index
Percentage of Grade 1 learners who attended a Grade R class.
Gross enrolment rate at primary school
Gross enrolment rate at secondary school
FET NC(V) graduation rate
Numbers participating in AET.
Under-5 mortality rate (per 1000 live births).
HIV /AIDS infection rate
TB incidence (per 100 000 population).
Strategic Objective 2.1 Develop world class human resources
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Establishment of a Recognising that th district is set Site to be identified 2015-2020 Enterprise lembe Business plan for establishment technology-oriented to be a hub of renewable energy Department of Higher Education of tertiary institution including tertiary education manufacturing and generation, process, partnerships, time institution – aligned and that transport and logistics Ilembe District Municipal frames. with the skills needs of will play a central role in the Managers Office / Task team. the district. industrial processes of the region, the aim is to put in place a modern technology-oriented institution. Upgrade the TVET College Umfolozi College – Mandeni 2015-202 0 Enterprise ilembe Full and part time students in 2. Enhance technical and curricula, quality of teaching and Elangeni TVET – Ndwedwe Department of Higher Education public TVET colleges for vocational education equipment in line with Chief Albert Luthuli Campus – All courses technically oriented skills needs Groutville Ilembe District Municipal NC(V) courses of the district. Isithebe Skills Centre Managers Task team. N courses It is recognised that the current Sundumbili Skills Centre Ilembe Chamber of Commerce Occupational qualifications TVET colleges are well located. Maphumulo skills centre.
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator Satellite campus arrangements FET NC(V) graduation rate. would assist in supplementing the current offerings. Curriculum change in each campus:
3. Formalisation of The Department of Social Across all LMs. 2015-2020 Social Sector Forum Numbers of accredited ECD existing informal Early development has a programme, Dept of Social Development and centres across the district. Childhood Massification of Early Childhood Dept of Basic Education Roll-out of support to ECD Development facilities. Development which seeks to District Task Team centres. audit and improve the range of facilities available in districts. Ilembe could key into and leverage off this programme.
4. Develop skills plans for This is a priority area in the KZN Across all LMs 2015-2020 Enterprise ilembe A district skills plan using HRD lead economic sectors PGDP and may be implemented KZN Human Resources Council format. per district in conjunction with the KZN Development Council municipality based on Human Resource Development future skills demand Council who have developed a Ilembe District Municipal format and process for this Managers Office / Task team. exercise. Feeds in to Ilembe Chamber of Commerce. Interventions 1 and 2 above.
5. Relevant life-long For ongoing skills development Each Local Municipality. 2015-2020 Department of Education has the Turn-around plans for Thusong learning programmes amongst particular groups such Ongoing beyond 20120. implementation responsibility - Centres and other identified to be delivered by as Early Childhood care-givers, supported by iLembe District facilities – monitored per facility. accessible and vibrant aspiring business owners, Social sector Forum (District Task community-based agricultural workers, farmers. Team) to assist with facilitation / District Literacy rate adult education and This calls for the effective co-ordination issues. training (AET) Centres utilisation of existing centres for training eg Thusong Centres and District Task team to report to other identified government Municipal Managers forum facilities such as schools (after hours) and community halls.
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Strategic Objective 2.2 Develop Health Services
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Establish a health Investigate the possibility of a Mandeni 2021 – 2025 District Corporate Governance Planning documentation facility to serve comprehensive public-private developed and approved. Mandeni LM. partnership arrangement as Medium term state resources may not extend to this particular type and scale of facility.
2. Consolidation and Review of facilities in light of District-wide 2015 - 2020 Dept. of Health with support and Professional Nurses per 100 000 implementation of population projections and nodal monitoring by District Task population comprehensive developments Team. primary health care Medical Officers per 100 000 system population.
Strategic Objective 2.3 Implement programmes to address socio-economic welfare
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Establish rural activity The notion “Isidleke District-wide, focussed in the 2015 - 2020 Enterprise Ilembe Business plan for Isidleke clusters: facilitate the Sezomnotho” is mooted in the short and medium term Sezomnotho Programme. building of diverse regional planning process during development nodes: Ilembe District Task Team. nests for productivity 2012. Roll-out plan per node. responding to village / Supported by, Small Business neighbourhood needs The concept refers to facilitating Ndwedwe and Maphumulo Development Agency, Ilembe Each node monitored for for goods and services. the development of a range of Bamshela, Ntunjambili and Chamber of Commerce, DARD implementation milestones. appropriate –scale and Tugela and pulling private sector appropriate technology “nests” The settlements areas partners both SA and abroad (eg in each identified node, around KwaDukuza India, Korea, Indonesia) who deal in small-scale production comprising (Stanger), Darnall, • Retail trade Shakaskraal, Umhlali. technology.
• Services and • Production 2021 - 2030 Nsuze (Ndwedwe), ** To be designed with youth Phambele (Maphumulo), focus and youth participation Isinono (KwaDukuza).
targets. In Mandeni Clusters along the R102
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District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
The district’s Operation Sukuma District – wide at ward level. 2015 - 2020 1. Promote and Sakhe interventions are Sukuma Sakhe programme of accelerate roll-out of District Task Team championed documented as being on track events and targets. Sukuma Sakhe. Programme is Identified in the by Head Corporate Governance. with coverage of 90% of the plans of the District Task Team district area, that is 70 wards.
2. Expanding social TBD - Dept of Social Dept of Social Development and Massification of ECD. welfare services to Development its project officers in the Local under-serviced areas. Municipalities.
Supported and monitored by the District Task Team.
3. Develop progammes to Promoting diversity and the District-wide 2015 - 2020 Office of the Premier: Moral re- promote social integration of racial groups. generation Unit cohesion
Strategic Objective 2.4 Implement Safety and Security Programmes
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator 1. Provision of safety and security features of Raised in the District Growth and Tourist attractions and small 2015-2020 SAPS, DCSL. Mobile police stations functional different types Development Summit 2012. This towns. referred to tourist attractions and small towns and features such as mobile police stations..
2. Reduction in livestock District Summit 2012: Tagging, District-wide 2015 - 2020 SAPS, DARD and private security Rates of stock theft. theft branding and visibility of policing required.
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4.6 Goal 3 Equity of Access
Goal 3 Apex Indicators Number of kilometres of declared road that provide access to communities.
Water: Cubic metres per capita per year available.
Number of water service systems in balance (supply and demand balance).
Non-revenue water losses
% of households with access to minimum water standard.
% of households with yard water connections
% of households with sanitation to MIG standards
% of households with a source of electrical supply.
Strategic Objective 3.1 Develop inter-modal transport systems
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Develop inter-modal This intervention speaks to Mandeni Local Municipality. 2015 - 2020 Mandeni Local Municipality Business plans for the identified transport system to passenger transport. The initial Technical Services components of the inter-modal support manufacturing location for this hub has been logistics system are available. and trade. Develop a identified as Mandeni. Reference the detail in Mandeni DOT, COGTA, SAPPI, Richards Bay robust inter-modal SDF, updated Ilembe SDF. SEZ. Construction budgets for each transportation model. component are available.
Construction commences according to agreed schedule.
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Strategic Objective 3.2 Develop Road Networks
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Create additional In response to anticipated Locations are specified in the IDP 2015 - 2020 Local Municipalities Technical Each road-building project has its capacity along Primary population growth and the pre- 2014-2015 and in the district and Services own particular milestones – Movement Corridors requisites for stimulating local municipality spatial these will be the indicators for industry and trade, Ilembe development frameworks. monitoring implementation. District has developed typologies Ilembe Technical Services. for development of a variety of nodes and settlements in urban, Dept of Transport rural and coastal areas. The Transnet, LMs, COGTA. Overall indicator: Number of related transport network is kilometres of declared road integral to the functioning of which is set as an apex indicator. these land use systems.
2. Maintain secondary Extend rural road access – major 2015 - 2020 Local Municipalities Technical road network. rural linkages. Services
Ilembe Technical Services. Dept of Transport
Strategic Objective 3.3 Develop Rail Network
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator Re-configure rail service 1. Expand and Maintain As in 3.2.1 above. towards Light Rail Transit 2015 – 2020 DOT, Transnet Quantum of services installed / Core Rail Freight Upgrade rail service to match type (smaller train sets) consolidated around identified Network and Branch demand. Major rural linkages 2021 - 2025 PRASA railway stations. Monitor per Lines. Consolidate development station. around the railway stations. Rapid Rail link between King Shaka International Airport and KwaDukuza Town?
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Strategic Objective 3.4 Improve Water Resource Management & Supply
District Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Develop a strategic Statutory compliance required District-wide 2015 - 2020 ILembe Technical Services and Water Services Plan is adopted by Water Services Plan for Local Municipalities ExCo. Ilembe District with 2050 planning horizon.
2. Complete current and Refer to Department Water Water supply schemes feeding 2015 - 2020 ILembe Technical Services Water supply schemes in place planned IDM water Affairs Reconciliation Studies. identified nodes. (Monitor each project milestones) planning and supply Local Municipalities Technical schemes Services Value of development/rezoning applications not approved due to bulk water and effluent constraints.
3. Develop a financial This is a CoGTA priority. District-wide 2015 - 2020 ILembe Planning Department and Financial model for lifecycle model for the Local Municipalities management of assets in place. implementation of Monitor per asset category or by operations and DCOGTA and DWA. expenditure. maintenance
4. Promote innovative Responsible usage and Local Municipality to decide on 2015 - 2020 TBD TBD water use and treatment of fresh water most effective interventions conservation sources is imperative. which can be monitored. strategies. Implement River Health and Adopt-a-River Programmes Promote skills development for more localised water harvesting Improve river health and rehabilitation of riparian areas; Improve bio-monitoring.
5. Programme for Aligned to provincial priorities East Coast desalination 2015 - 2020 ILembe Planning Department and Selected desalination projects in development of water and interventions. plants to be identified and Local Municipalities motion. sources (desalination, packaged. rainwater, recycling, DCOGTA and DWA. groundwater) Recycling and water harvesting at all new nodal developments.
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Strategic Objective 3.5 Improve Energy Production & Supply
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Review & implement Long term planning required. District-wide 2015 - 2020 Ilembe Technical Services, with the District Energy ESKOM, DoEnergy, and COGTA. Value of development/rezoning Strategy applications not approved due to District-wide electricity supply constraints 2015 - 2020 Ilembe Technical Services, with 2. Develop district-wide ESKOM, DoEnergy, and COGTA. electricity supply plans for future city and town building as recommended in IRSDP and to be recommended in SDF 2015.
KZN EDTEA 4. Provide base-load Linked to the proposed TBD 2015 - 2020 Enterprise Ilembe alternative energy Renewable Energy Hub … Ilembe Chamber of Commerce supply. Strategic Objective 1.2 Mandeni Local Municipality Intervention 3. Technical services
5. Expedite the planning Eskom project lists indicate the Locations are specified in the 2015 -2020 Ilembe Technical Services Projects are completed. of transmission and list of projects that are in stages Eskom work plans. IDP 2014- Department, with Local sub-transmission 2 and 3 of a 5 stage planning 2015 and in the district and local Municipalities and ESKOM. Projects to be monitored on networks in the process. These must be tracked municipality spatial development Eskom project cycle–status district. and facilitated towards frameworks. format: completion.
The district requires plans to upgrade the existing network – major sub stations that are currently operating at capacity.
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Strategic Objective 3.6 Development of ICT Infrastructure
District Strategic Interventions District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Develop ICT Backbone The broadband Project circa Identified nodes as per DEDT roll- 2015 - 2020 Enterprise iLembe A district-wide ICT plan inclusive Infrastructure 2011-2012) established out plans. of the entire hierarchy of broadband access at specific iLembe Technical Services; settlements. municipal office points and created an awareness of the In conjunction with DEDT, efficiency and convenience of Telkom and selected private easily accessible broadband. This service providers. needs to be extended in a more structured fashion across the district landscape.
2. Develop Access Further, the provincial Identified nodes as per DEDT roll- 2015 - 2020 Percentage of local Network Infrastructure government plan for roll-out of out plans. municipalities / wards with at Municipal Level broadband is the establishment established Access Networks of access points at convenient locations. These should be allied to the districts’ identified development nodes. Number of ICT Infrastructure 3. ICT Access Centres & This component of the plan looks Identified nodes as per DEDT roll- 2015 - 2020 Nodes. Technology Upskilling to public spaces wherein ICT out plans. facilities can be accessed by the general public. Again – this needs to be aligned to the district’s spatial development plan.
Strategic Objective 3.7 Development of an Airstrip
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
Explore options for developing Currently there are airstrips at Mandeni – Isithebe Compariative feasibility study ILembe Planning Dept Feasibility study concluded. one of the existing airstrips. Darnall and Mandeni. Darnall is Or 2015 - 2016 used for recreation and Mandeni Darnall is not in use but would serve industry and tourism. A comparative feasibility study to decide which is to be developed.
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4.7 Goal 4 Living in Harmony with Nature
Goal 4 Apex Indicators % protection of High -Risk Biodiversity Planning Units (HRBPU)
Number of NPAES areas
Greenhouse Gas Emmissions
Megawatts produced by means of renewable energy sources
% Blue drop rating
% Compliance with National Ambient Air Quality Standards by 2020
Strategic Objective 4.1 Advance alternative energy generation and reduce reliance on fossil fuels
District Interventions / projects District Context Location / where Time frames / Priority level Lead responsibility & partners Indicator
1. Develop district Linked to the establishment of District-wide approproauie 2015-2020 Enterprise iLembe with EDTEA. No of alternative energy projects alternative energy the Renewable Energy Hub locations. established. resource assessments, strategies and policy Number of jobs created. interventions Monitor each projects’ 2. Establish programme The Renewable Energy Hub will 10MW Solar Farm - Ballito 2015 - 2020 Enterprise Ilembe milestones for delivery. for development of take up to two years to establish. 100MW Solar Farm - alternative energy The pilot projects will create Chakas Rock Enterprise Ilembe with the demonstration / pilot momentum and provide proof of R 113million anaerobic Ilembe Chamber of Commerce projects: concept which will benefit the digestor (feasibility stage are championing the Renewable Hub. IDC/DBSA/Barloworld) Energy Hub – the same team Kwadukuza low carbon should champion these projects. emission programme - UN
Industrial Dev Org.
District sugar producers –
bioethanol production.
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3. Implement KZN This is a programme initiative of District - wide 2015 - 2020 EDTEA Number of businesses Industrial Symbiosis EDTEA which works with iLembe Chamber of Commerce implementing energy Programme particular large consumers and District Municipality management systems (EDTEA identifies energy efficiency programme). measures. This programme is in process of being set up and
institutionalised.
Strategic Objective 4.2 Manage Pressures on Biodiversity
District Interventions / projects District Context Location / where Time frames Lead responsibility & partners Indicator
1. Develop a district-wide The IDP acknowledges shortfalls District-wide 2015 - 2020 iLembe District Planning Dept Waste management Policy and Integrated Waste in this aspect of service delivery Plan in place. Management Policy especially in the rural hinterland including plan for solid and outlying urban nodes. waste disposal.
2. Establish Cooperative Establish Community Detailed recommendations are in 2015 - 2020 DARD, COGTA, LMs, and Number Community environmental Conservation Areas with related the Environmental management Ezemvelo Wildlife. Conservation Areas established. governance procedures stewardship and enforcement. framework. Oversight by Ilembe District Number Biodiversity Stewardship Focus on ecological macro- Plan Municipal Open Space Planning Department and Local partnerships established and corridors and National Protected Systems for coastal zones, Municipal Officials functional. Areas Expansion Strategy to rivers, wetlands and key which the district is expected to eco-systems around Audit and enforcement contribute to national targets. Maphumulo and Ndwedwe. measures in place in relation to: • coastal areas 3. Environmental quality Establish monitoring, audit and Detailed recommendations are in 2015 - 2020 DARD, COGTA, LMs, and • water sources management. enforcement in relation to the Environmental management Ezemvelo Wildlife. • estuarine management natural resources: framework. Oversight by Ilembe District • quarrying and sand mining • coastal areas Planning Department and Local • air quality • water sources Municipal Officials. • estuarine management • quarrying and sand mining • air quality
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4. Alien plant control and These programmes have been 2015 - 2020 EPWP Project Managers erosion control(EPWP) effective in controlling damage to the
Strategic Objective 4.3 Adaptation to Climate Change
District Interventions District Context Location Time frames Lead responsibility & partners Indicator
1. Climate change policy, The long term effects of climate District-wide 2015 -2020 Disaster Management Climate change policy document planning and change and planning in this Committee ? monitoring regard need to be catered for.
2. Disaster management To ensure prevention and District-wide: Ilembe as a district 2015 - 2020 Disaster Management Consolidation of the Disaster planning and mitigation against disaster, the as well as each LM. Committee Management Call Centre and monitoring district has set up its Disaster Communication System Management Centre – it is to be Disaster Management Plan Mandeni to develop DMP 2016 fully operationalised. (DMP) in place in Ilembe, KwaDukuza develop DMP 2016 Maphumulo and Ndwedwe. The district and 4 LMs each Mandeni Disaster Management require Disaster Risk Ilembe District: Review Level 1 Plan is available. Management Plans (referred to Disaster Risk Management Plans; as Risk Reduction Plans). develop Level 2 and 3 Plans. KwaDukuza Disaster Management Plan is available.
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4.8 Goal 5 A Liveable Region
Goal 5 Apex Indicators Spatial accessibility index As per methodology set out in the KZN PGDP goal area for spatial equity. Percentage Housing Backlog.
Percentage households with a registerable form of tenure.
Percentage of District Human Settlements budget spent on formal settlement development
Strategic Objective 5.1 Develop liveable human settlement and economic nodes
District Interventions / projects Context Spatial targeting Time frames Lead responsibility & partners Indicator
1. Implement This intervention must be seen in KwaDukuza Housing Sector Plans 2015 – 2020 Local Municipality Technical Number of settlements recommendations conjunction with Goal 3 Equity of Services. complete. from the Local access. It is likely that the Municipal Housing housing projects in the LM Maphumulo Housing Sector Human settlements department Sector Plans Housing sector plans do not Plans follow the principles of mixed- Ilembe Technical Services use, liveable neighbourhoods. Updates from Ilembe SDF? These projects should be re- Ndwedwe Housing Sector Plans worked to bring them into compliance.
A total 38 human settlement projects are listed in the Mandeni Housing Sector Plans Integrated Development Plan, at various stages – pre-planning, planning and implementation.
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Strategic Objective 5.2 Actively promote spatial concentration and co-ordination of development interventions
Land Use Management Schemes essentially are spatial planning tools used to manage urban growth. They also are the only planning tools that confer development rights to a designated area. Land Use Schemes are also prescribed by the current Planning Legislation, the KZN Planning and Development Act (2008). This Act not only has indicates that all Local Municipalities must have schemes governing their areas within five years of the Act being implemented, but has also prescribes the legislative requirements needed to develop and implement a scheme.
District Interventions / projects District Context Spatial Targeting Time frames Lead responsibility & partners Indicator
1. Implement and Integral to the planning and Ballito N2 area expansion 2015 - 2020 Ilembe Technical Services A range of schemes to be consolidate the city- functioning of the proposed KwaDukuza urban identified in the current SDF building strategy as metropolitan area, this strategy reconstruction, traffic KwaDukuza Local Municipality review. applied from Ballito in will promote infill-development management. Technical services. the south east to the and densification; high intensity north-west reaches of mixed use development with COGTA, DRDLR. Stanger. defined nodes of functionality; proper and effective urban management; strong east west infrastructure linkages; lower transaction costs, optimized land development potential; typologies linked to tenure (affordable rental and social housing); industries in support of alternative renewable energy applying Green Economy principles.
Connect Dube Trade Port to 2. Development of The mobility corridors the P100 to enhance access Planning 2015 – 2020 Ilembe Technical Services 2015: P100 Business Plan specific mobility complement the city-building to Ndwedwe. approved. corridor plans to strategy and the extension of Improve interchanges along Department of Transport enhance / co-ordinate east-west linkages which also the N2. 2020: P100 road construction interventions (aligned improve access to and through Local Municipality Technical complete. with provincial the hinterland. Services corridors). Upgrade R102 to 2 x 2 Planning 2021 - 2030 Ilembe Technical Services Business plans approved. configuration. Department of Transport N3 link road to Pietermaritzburg Local Municipality Technical
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District Interventions / projects District Context Spatial Targeting Time frames Lead responsibility & partners Indicator Services Western Bypass: Tongaat to KwaDukuza
Western Bypass: KwaDukuza to Mandeni
Stanger 3. Implement linear These nodes are within the city- Ballito – Compensation flats 2015 - 2020 Ilembe Technical Services Increase in the population extensions to some of building region, mentioned (residential). density within designated the growth towns of separately as they are private Nonoti development. KwaDukuza Local Municipality development areas. the nodal corrridors in sector driven, large scale multi- Blythedale. Technical services. the form of planned use neighbourhoods. villages / COGTA, DRDLR. neighbourhoods along Spatial distribution of Human the major east-west development Index at District roads and coastal Scale. areas.
4. Consolidate and The IRSDP introduces an Urban Rural town consolidation and Ilembe Technical Services expand strategic rural Growth Boundary which development : and coastal nodes essentially is meant to regulate Local Municipality Technical within the Ilembe growth in specific areas. Ndwedwe 2015 - 2020 services. typology of Maphumulo neighbourhood Bamshela COGTA, DRDLR. settlement development. Ntunjambili 2021 - 2030 Ilembe Technical Services and Tugela Local Municipality Technical Darnall services. Shakaskraal Umhlali. COGTA, DRDLR. Nyoni Mbizimbelwa
5. Consolidate and Encourage and facilitate Extensions to industrial Ilembe Technical Services Quantum of industrial area expand areas available substantial enlargement of major areas of Stanger available for development – for industrial industrial areas and identify new Identify and plan 1 or 2 2015 - 2020 KwaDukuza Local Municipality Indicator 1.2.1. development. industrial clusters. This involves industrial clusters along the Technical services. infrastructure readiness. R102.
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District Interventions / projects District Context Spatial Targeting Time frames Lead responsibility & partners Indicator
COGTA, DRDLR.
The broader Compensation Ilembe Technical Services Flats area Extensions to Isithebe The relevant Local Municipality 2021 - 2030 Establish industrial clusters Technical services. along R102 COGTA, DRDLR, DEDT and TIKZN.
6. Infill of existing laid-out These areas are currently laid out Driefontein Development areas. Consolidate and and serviced. Area extend residential Groutville development. Gledhow The relevant Local Municipality 2015 – 2020 Simbithi Technical Services Palm lakes
Strategic Objective 5.3 Effective spatial planning and land management systems are applied across the District
District Interventions / projects Context Spatial targeting Time frames / Priority level Lead responsibility & partners Indicator
1. Promote development Alignment of District and Local Wards 2015 – 2020 ILembe Planning Dept, Local % of municipal area with ward of Ward Based Plans municipal Spatial Development Municipality Planning based plans. Frameworks with the Provincial The district is comprised of 45 And on-going Departments/ Technical services. Spatial Development Traditional Authority areas. 2020 - 2025 % of public sector capital budget spent in identified higher order Applies where wards are not nodes already part of existing nodal developments.
2. Formulation of Land Other than Macambini, the Macambini Tribal Authority 2015 - 2020 Local Municipality Technical % Land-reform areas with land Reform Area Based restitution areas coalesce around Dube Community (included Services. use management schemes. Plans within each the central western area in lembe city building District straddling KwaDukuza and strategy) Ilembe Technical Services Ndwedwe. That they are in Hlomendlini Tribal Authority proximity to each other and in Nkanini Community
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the scenic areas raises the KwaCele Community possibility for integrated land use Nodunga Community DCOGTA, DRDLR.services. management planning, led by livelihood strategies including integration into the tourism plan. The larger of these areas are mentioned here.
3. Implementation of land Some areas are outside of Identified nodes 2015 - 2020 ILembe Planning Dept, Local Percentage of total district use management planning schemes such as TA’s Municipality Planning geographical area with Land Use schemes across the and ITB land so SPLUMA provides Departments/ Technical services. Management Schemes. entire district context and uniformity for land landscape using use management schemes. Number of municipalities with SPLUMA. approved SDF’s in accordance These schemes and plans will with SPLUMA requirements have to adhere to the principles and practices set out in SPLUMA.
4. Formulation of District The planning process recognises Entire district 2015 - 2020 ILembe Municipal Managers Planning Norms, a variety of conditions across the Forum Standards and district. Based primarily on Guidelines. location and thresholds, it is ILembe Planning Dept, Local recognised that particular Municipality Planning Establish a hierarchy / locations will develop to Departments/ Technical services. typology of nodes and particular sizes within a a Phasing Approach continuum from small village Dept Rural Dev and Land Affairs. with clearly defined through medium size town to functions and large town. interventions per node. This intervention recognises that the formulation be accepted / adopted formally and thus adhered to by Local Municipalities as well as the district.
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4.9 Goal 6 Effective governance, policy and effective partnerships
Goal 6 Apex Indicators Clean audits achieved in District and Local Municipalities
Detailed 7 year plan “Towards Metropolitan Status”
Functionality of IGR forums
Strategic Objective 6.1 Strengthen policy, strategy co-ordination & IGR
District Interventions District Context Location / where Time frames Lead responsibility & partners Indicator
1. Creation of a single Financial imperatives, multiple The proposed institutional model 2015 -2016 Ilembe District Municipal District structures in place for co- window of co- projects, various role-players and would be accountable to the Managers Office for overall ordinating and monitoring ordination - the the imperative to plan and District Municipal Managers accountability. project and programme establishment of an implement in an integrated Office ultimately. Each forum progress: ongoing joint district fashion require forums where has its lead responsible person District Head Technical Services forum addressing progress and blockages can be drawing in local municipality for Planning Forum. integrated dealt with timeously. counterparts and provincial 6. Planning Forum in development planning. department counterparts. CEO of Enterprise Ilembe for place needs to extend NGO partners to be drawn in as Economic Development Forum. mandate drawing in applicable. Private sector LMs and organised organisations are already part of District Corporate Governance private sector. these forums. Head for Social Sector Forum. 7. Enterprise Ilembe is in place – to form the A regular cycle of meetings per Economic forum and established reporting Development Forum. mechanisms are required for this 8. The District Task Team to be successful. Reporting is in place to form the format suggested in Section 8 of Social Services Forum. this document.
2. Establish reporting Standardised reporting formats Gathered through the 2015 - 2020 Municipal Managers Office. Monitoring reporting format in mechanisms to drive required either to provide easy place development: tracking of projects and / or to which could feed in to Provincial Cabinet Cluster reports.
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3. Improve and Public Participation Forums and Framework for engaging with 2015 - 2020 Ilembe District Office of the consolidate ongoing IGR structures have been revived traditional Leaders. Speaker. 9. Framework for relationship between and an Implementation Plan has engaging with Traditional Councils, been developed. The various IGR Traditional Leaders is Wards structures, structures are compliant as in place. district and local reported in the IDP and Municipalities. championed by specific Ward Committee model – this Municipal Managers. These function is located in the Office forums have achieved results in of the Speaker. terms of co-ordination of 10. % compliance level projects. Their ongoing with the agreed Ward functioning including the Public Committee model. Participation schedule is part of the district’s’ commitment and so they are not set out here.
District Municipality is in a process of engaging with COGTA to establish the guidelines or framework on how to engage with the traditional leaders as stated by Section 81 of the Municipal Structures Act.
It is noted that the District looks towards establishing & implementing a Ward Committee model which will bring ward functioning to optimum level.
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Strategic Objective 6.2 Building Government Capacity
District Interventions / projects District Context Location / where Time frames Lead responsibility & partners Indicator
1. Draw up and Focus over the next seven years, Centred in KwaDukuza Municipal 2015 - 2020 Ilembe Municipal Manager The specifications for each level implement detailed is to prepare for the transition of Management and applicable to / of the Seven Year Plan towards Seven Year Plan KwaDukuza’s current local requiring participation from the Corporate Governance Dept Metro Status form the indicators “Towards metropolitan government structures to the whole district - for this intervention. Status”. management of the ILembe District by a Metropolitan 1) Obtaining buy-in from Council. Municipal Councils for Programme KwaDukuza, for the district, is at 2) Developing a detailed Level 2. “Towards Metropolitan Status” Seven-year Programme 3) Accessing funding for the implementation of the Programme. 4) Preparation of motivation to Demarcation Board.
2. Implement and The district and its LMs have a District-wide inclusive of LM 2015 - 2020 Corporate Governance Dept District Human Resource maintain suite of policies and plans which plans / strategies. Development Strategy in place. comprehensive, contribute to attracting and progressive human maintaining a skilled workforce. resource management These include a Draft Equity Plan, strategies . a Retention Plan, an ABET Programme, an Employee Assistance Programme and annual Workplace Skills Plans.
These will be drawn together in an overall District Human Resource Development Strategy which is in procurement stage currently.
3. Promote and maintain The Ilembe Planning Shared The structure ensures support 2015 - 2020 Municipal Managers’ Office. A set of indicators are provided shared services Services unit / department is across the district and its four in the IDP which refer to spatial amongst fully staffed with qualified LMs. planning indicators – as in the municipalities. people and well-functioning. interventions above in Goal 5.
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Strategic Objective .6.3 Eradicate Fraud & Corruption
District Interventions / projects District Context Location / where Time frames Lead responsibility & partners Indicator
1. Implement proactive District-wide including LMs 2015 - 2020 Corporate Governance Dept Integrity Management Programmes
2. Fast track disciplinary District-wide including LMs 2015 - 2020 Corporate Governance Dept processes and effective prosecution
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5 CATALYTIC PROJECTS
Catalytic projects are large-scale development projects, which directly stimulate and leverage much higher levels of development and initiation of further projects. They usually require significant capital investment and infrastructure which lead to further growth of a value chain and increased private investment. (excerpt from KZN PGDP September 2013)
Private sector projects
COMPANY PROJECT DETAIL Value
Ballito ICC 4000 delegate convention centre with 198 room 3* or 4* R1 Billion hotel, office park and a 640 parking bays
Ballito Industrial Park 62ha Industrial site R560 Million
Blythedale Coastal Resort, 5123 Residential opportunities, with 1095 affordable housing R3 Billion land sale Blythedale Beach opportunities, 40 000 m2 commercial & retail space, 1200 sleeper hotel & resort, water theme park, school of golf, R12 Billion plus top sporting school of excellence structure
Compensation Flats industrial 100ha industrial/logistics R9 Billion & business park development: Ballito 140ha business park offices iLembe Techno Park Electrical and components manufacturing R2 Billion
Wewe Driefontein 620ha Driefontein-Wewe Flats Estate (Industrial, Agric & Multi Billions Housing) Mixed Use Development
Zimbali Lakes 1150 units + Hotel resort + golf course and commercial R3,0 Billion
Thukela Health and Wellness Private hospital, Rehabilitation centre, Step-down facility, R1.2 billion centre Residential development, Medical treatment
Kwa Zulu Natal Renewable 250 MW of renewable energy generation; excess of 4000 R5 Billion Energy HUB development jobs from 2020
Sugar Association Renewable Creation of 900MW of renewable energy generation creating Various Energy Generation plan 34 406 jobs
Stanger New Town Centre Large scale shopping mall, government precinct, commercial TBD office space and high-end residential.
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Map 21: Catalytic Projects
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Public sector projects (including SOE projects)
PROJECT PROJECT DETAIL Value
Airport Rapid Rail Transit Develop fast-rail from Kwadukuza through Dube R5 Billion + Tradeport/Airport, Gateway/Umhlanga, to Durban
KZN Broadband To roll out backbone and access networks broadband R2.8 billion infrastructure to all 51 municipalities of the province so that broadband services are available to all parts of the province
Nonoti Beach Tourism Resort IDC Project - 272 hotel rooms of 3* and 4*. There will also be R 400 Million self- catering units of 3*&4* included in the 272. There is also a 5* tented camp of 18 suites excluded from the 272.
This is to be built on community owned land and they will become partners in the business.
Nonoti and Macambini as short term starting points.
Build on with an international resort chain – 5 star beach resort.
Regional Airports Development of a local airport as catalyst for new TBD investments and development in small towns. TBD Agri-processing Hub Attract an international food production and distribution company to set up centralised operations with a well- developed, extensive out-grower scheme. TBD Renewable Energy Hub Locaton in the green corridor, south of Kwadukuza,
TBD Expansion of Isithebe Proclaim a new industrial division of Isithebe – linked to the Richards Bay SEZ. On the basis of new foreign investment. Eg a cluster of approx. 40 (Chinese) companies. High end beneficiation of metal and minerals.
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6 MONITORING AND EVALUATION FRAMEWORK
Ilembe’s Monitoring and Evaluation system has two levels of indicators: Apex Indicators and Primary Indicators which are presented in this section..
The Apex Indicators are the regional indicators of overall performance in each goal area. They are the type that are monitored every six months or annually as the sources of data are available. They provide the high level indicators of the district’s growth and development.
The Primary Indicators are monitored on a monthly basis and consist of the outcomes for the strategic projects which are being implemented in the district – “what have we achieved as a district?”. These are monitored on a monthly basis at the Municipal Managers’ forum through the district’s established forums (Planning Forum, Social Sector Forum, Economic Development Forum).
This system will ensure that:
• Implementation on strategic interventions is monitored on an ongoing basis at a high level forum (MM’s Forum) with reports generated frequently: blockages identified and corrective action undertaken. These are Strategic projects which contribute to the achievement of the Apex Indicators. A draft for the Project Monitoring Framework is presented in Section 8: DGDP Project Monitoring Framework.Terminology used in the M and E Framework
• Overall performance on the high level Apex Indicators is available to the leadership, updated every quarter / six monthly or annually.
TERMINOLOGY USED IN THE FRAMEWORK
Source of info and frequency This column indicates where the repository of such information is held. It relies on capacity which may be at provincial or national level such as economic, demographic or health indicators, for example, usually in the Apex Indicators. For the primary indicators, the source of info is frequently within the district (as these are project implementation indicators).
Reporting responsibility This column assumes that in the district, reporting will be undertaken by a district official – reporting to the district, in the first instance. The official will obtain information from the source referred to above and provide information to the MM Forum or any other body. The reporting responsibility has to lie within the district as this is the only logical place for that responsibility. Sometimes a provincial department or other body is named here
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– this indicates the partnership that is assumed to be working on the strategic project.
Baseline terms This term refers to the status quo at the time of writing. These may be statistics or they may be descriptive. For example, “New initiative” or “Nil” means there is no baseline or progress because the initiative has just been instituted. Other descriptive terms used are “Conceptualisation”, “Feasibility study complete”, Construction in progress” etc.
TBD - To be determined Used where information is not immediately available, this term indicates that the information is still to be gathered. Sometimes this is the case where it is a new initiative or where the project trajectory has not been determined yet. The DGDP is considered a living document. Information on targets and baselines will be inserted as the document and the practise becomes entrenched in the district.
In the tables that follow, the goal areas correspond to the implementation framework in the previous section. The numbering follows suit: thus Goal 1, Strategic Objective 1.1 followed by the indicators which are also numbered for ease of reference.
For each Goal area, the Apex Indicators are presented first, followed by the primary indicators.
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GOAL 1 A Diverse and Growing Economy
TARGETS Reporting APEX INDICATORS Baseline (2011) Source of info and Frequency Responsibility in 2020 2025 2030 District A diverse economy with a range of employment opportunities. Contribution to GDP by each sector10
DEDTEA, Enterprise iLembe, Enterprise iLembe 4.8% 5% DARD. Agriculture, forestry and fishing Annually 4.5% 4.7%
Manufacturing 18.% 19 % 19.6% 20% DEDTEA, Enterprise iLembe, Enterprise iLembe
Finance, Insurance, Real Estate, Business 13.3% DEDTEA, Enterprise iLembe, Enterprise iLembe Services 14.1% 14.5% 14.9%
21.5% DEDTEA, Enterprise iLembe, Enterprise iLembe Wholesale, Retail trade, catering and 22.7% 23.4% 24% accommodation
10 The baselines are obtained from the Adopted IDP Review 2013-14, the source of data emanating from the Quantec Standardised Regional Dataset 2010 and StatsSA Census 2011. Note: for economic sectors contribution, the increase is based on the assumed increase in national GDP of 2.8% over 5 years (average witnessed between 2012-15- SARB & FNB). KZN normally increases marginally above this national figure hence a figure of 2.9% was used. This is doubled for 2011 to 2020 (i.e. 5.8% since this is roughly 10 years).
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DEDTEA, Enterprise Enterprise iLembe iLembe, KZNTourism Tourism 10% 10.6% 10.9% 11.2% Annually
DEDTEA, Enterprise iLembe, Enterprise iLembe 11 Unemployment rate 30.6% 22.5% 19.5% 16.5% Annually
Dept EDTEA Enterprise iLembe Youth Unemployment rate12 37% 27.9% 24.4% 20.9% Annually
11 Unemployment rate for iLembe fell by 36% in ten years 2001-2011 (StatsSA census 2011). This assumption is used to project to 2030. 12 Youth unemployment rate for iLembe fell by 33% in ten years 2001-2011 (StatsSA 2011). This assumption is used to project to 2030.
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Baseline TARGETS Source of Strategic Reporting No No Primary Indicators information and Objective responsibility (2014) 2020 2025 2030 Frequency 1.1. Re-Inventing 1.1.1 Number of farmers TBD TBD TBD TBD Enterprise iLembe Enterprise iLembe Agriculture producing in open production project manager fields, tunnels, any records
other municipal Supported by Local
project.. Dept of Municipality LED 1.1.2 Number of functional TBD 40 65 90 Agriculture agriculture units agriculture co-
operatives. Annually
1.1.4 Ha of ITB land brought
into commercial 807 ha 1600 ha 2400 ha 3200 ha production
1.1.5 Number of schools
serviced in Schools 300 schools 310 schools 360 schools 410 schools Nutrition Programme 1.1.6 Volume of agricultural 30 tons / week produce sold to the 15 tons / 167 tons/week 240 tons/week Schools Nutrition week sold 1 100 tons / year Programme 1.1.7 Volume of production TBD TBD TBD TBD from green houses 1.1.8 Capital investment in New Initiative TBD TBD TBD Enterprise iLembe Enterprise iLembe
appropriate-scale agri- production processing plants records Supported by Local Municipality LED Annually units
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Baseline TARGETS Source of Strategic Reporting No No Primary Indicators information and Objective responsibility (2014) 2020 2025 2030 Frequency 1.1.9 Volume of produce New Initiative TBD TBD TBD Enterprise iLembe Enterprise iLembe processed in production appropriate-scale agri- records Supported by Local Municipality LED processing plants Annually units 1.1.10 New Initiative Feasibility study TBD TBD Enterprise iLembe Enterprise iLembe A functional abattoir complete 2016. production with sufficient Implementation records Supported by Local production and sales to Municipality LED according to keep it viable. Annually units feasibility study
2017. 1.1.11 A district fresh produce New Initiative Feasibility study TBD TBD Enterprise iLembe Enterprise iLembe market complete 2016. production Implementation records Supported by Local
according to Municipality LED Annually feasibility study units 2017. 1.1.12 Number of bottles of 8000 litres TBD TBD TBD Enterprise iLembe Enterprise iLembe wine produced by sold *Should be production iLembe Winery. producing the 120 records Supported by Local Municipality LED 000 bottles of wine Annually units per season 1.1.13 Volume of moringa New Initiative TBD 3 million litres TBD EDTEA, Enterprise Enterprise iLembe nutritional products. annually iLembe production Supported by Local records Municipality LED units annually 1.1.14 Specific irrigation New Enterprise iLembe Enterprise iLembe schemes servicing Intitiative TBD TBD TBD production urban / rural / coastal records Supported by Local Municipality LED nodes. (Budgets have units been made for each local municipality - IDP)
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Baseline TARGETS Source of Strategic Reporting No No Primary Indicators information and Objective responsibility (2014) 2020 2025 2030 Frequency 1.2. Trade and 1.2.1 Quantum of land 807 ha13 565 additional ha 565 additional 565 additional ha Local Municipality iLembe Planning investment appropriately zoned ha Technical Services Department promotion and serviced in identified areas. 1.2.2 New TBD TBD TBD Mandeni LM Establish road and rail Intitiative Technical Services linkages for Mandeni Logistics Hub Dept of Transport 1.2.3 Planning and budgeting Planning TBD TBD TBD for N2 Umdloti to initiated iLembe Isipingo. (2014) Municipality Technical Services Construction complete. 1.2.4 Planning and budgeting Planning Construction to Construction to Re-alignment for Dube West R102 re- initiated and enter phase 1 be completed completed iLembe alignment. movement Municipality Technical Services Construction complete. system identified 1.2.5 Renewable energy hub Investigation Site allocation Construction of Completion of hub, - site identification and of renewable complete hub underway and in full use. Enterprise iLembe allocation. energy resources 1.2.6 Renewable energy hub Provincial- TBD TBD TBD Business and level (DEDT) Enterprise iLembe Operations Plan feasibility complete study complete 1.2.7 A functional Nil Development of Community Tourism Adventure Based Enterprise iLembe Organisation exists Tourism Clusters
13 Baseline taken from the IRSDP 2012. Explained in this document Section 5.2.5 page 79.
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Baseline TARGETS Source of Strategic Reporting No No Primary Indicators information and Objective responsibility (2014) 2020 2025 2030 Frequency serving the District. to be initiated
1.2.8 Numbers of tourists to 2.5 Million 3 Million 3.5 Million 4 Million Enterprise iLembe EDTEA iLembe Annually
1.2.9 King Shaka Route Project TBD TBD TBD Enterprise iLembe District Tourism attractions are initiated Structure / CTO upgraded. 1.2.10 Incubation programmes New 2015 – 2017 Enterprise iLembe LM LED Officers established within the Intitiative Sundumbili urban regeneration Ndwedwe iLembe District programmes. Municipality
1.3 Neutralise 1.3.1 Full-time equivalent TBD TBD TBD TBD LM LED Officers LM LED Officers Youth jobs created in Unemployment infrastructure - Consolidate contracts. and expand 1.3.2 Number of social sector TBD TBD TBD TBD LM LED Officers LM LED Officers government- EPWP jobs created led job creation programmes 1.3.3 Youth employment rate 30.8% 39.5% 48.2% 56.9% Enterprise iLembe Enterprise iLEmbe KwaDukuza and DEDT 1.3.4 Youth employment rate 34.6% 43.3% 52% 60.7% Small Enterprise Mandeni Agency 1.3.5 Youth employment rate 58.4% 67.1% 75.8% 84.5% Maphumulo 1.3.6 Youth employment rate 58.3% 67 % 75.7 % 84.4% Ndwedwe
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GOAL 2 Promote Social Well-Being
TARGETS Source of info and Reporting APEX INDICATOR Baseline (2014) Frequency Responsibility 2020 2025 2030 Human Development Index StatsSA IDP Manager
Percentage of Grade 1 learners who 52.% 62% 75% 88% Dept of Education Social Sector forum attended a Grade R class. KZN Gross enrolment rate at primary school 86% 97% 98% 100% DoEducation, EMIS DoEducation Survey Annually FET NC(V) graduation rate 72% 85% 90% 95% Stats SA DHigher Education & Training District officer Numbers participating in AET. 66% 74% 82% 86% DoEducation, EMIS DoEducation Survey Annually Under-5 mortality rate (per 1000 live 60% 72% 87% 90% DoHealth DoHealth District births). Officers HIV /AIDS infection rate 16.6% 13 % 10% 8% DoHealth District AIDS Council (DAC), TB incidence (per 100 000 population). NIL TBD TBD TBD DoHealth DoHealth
TARGETS Source of Strategic Reporting No No Primary Indicators Baseline information and Objective responsibility 2020 2025 2030 Frequency 2.1 Develop world 2.1.1 Business plan for New Intervention 2015 – 2017 2021 – 2025 TBD Dept. of Higher Social Sector Forum / class human establishment of tertiary Initial scoping and Implementation Education District Corporate resources institution including feasibility study according to Governance
process, partnerships, business plan time frames. 2018 – 2020 Business planning
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TARGETS Source of Strategic Reporting No No Primary Indicators Baseline information and Objective responsibility 2020 2025 2030 Frequency 2.1.2 Full and part time Nil 20% 40% 60% Dept. of Higher Social Sector Forum / students in public TVET Education District Corporate colleges for Governance All courses NC(V) courses N courses Occupational qualifications 2.1.3 Numbers of formal / New initiative TBD Maintain Maintain Dept Social Social Sector Forum / accredited ECD centres resources resources Development District Corporate across the district. Governance
2.1.4 A district skills plan using New initiative Approved plan TBD TBD KZN HRD Council Social Sector Forum / HRD Council format. and annually District Corporate reviewed Governance 2.1.5 Turn-around plans for New initiative TBD TBD TBD Social Sector Forum / Thusong Centres – District Corporate monitored per facility. Governance 2.1.6 District Literacy rate 16.8% TBD TBD TBD Dept Basic Social Sector Forum / Education District Corporate Governance 2.2 2.2.1 Planning documentation New initiative Feasibility and Implementation Implementation Dept. of Health DoHealth developed and approved Business plan according to according to for the proposed new 2015 – 2020. business plan business plan health facility in Mandeni. Develop Health 2.2.2 Professional Nurses per New initiative TBD TBD TBD Dept. of Health Social Sector Forum / Services 100 000 population District Corporate Governance
2.2.3 Medical Officers per 100 New initiative TBD TBD TBD Dept. of Health Social Sector Forum / 000 population. District Corporate Governance
2.3 Implement 2.3.1 Business plan for rural New Initiative 2016 In action, Maintain. iLembe Municipality Enterpise iLmebe in
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TARGETS Source of Strategic Reporting No No Primary Indicators Baseline information and Objective responsibility 2020 2025 2030 Frequency rural activity activity clusters Implementation implemented and Evaluate and partnership with the clusters (“Isidleke Sezomnotho “) plan confirmed. reported back. incorporate Enterprise iLembe iLembe District programme Pilot programme. Roll out of second lessons learnerd. EDTEA Municiplaity offices 2017 programme, Phase 1 of pilot mainstreamed programme and ready to be expanded
2.3.2 Each node monitored for On-going TBD TBD TBD Enterpise iLmebe in implementation initiative partnership with the milestones. iLembe District Municiplaity offices 2.4 Implement 2.4.1 Mobile police stations New Initiative TBD TBD TBD Dept Community Social Sector Forum / Safety and functional Safety and Liaison District Corporate Security Governance programmes 2.4.2 Rates of stock theft. New Initiative TBD TBD TBD SA Police Services SAPS
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GOAL 3 Equity of Access
TARGETS Source of info and APEX INDICATOR Baseline (2014) Reporting Responsibility 2020 2025 2030 Frequency Number of kilometres of declared road that YEAR 1: YEAR 2: YEAR 3 Statistics South Local Municipalities provide access to communities. 30 335 km 31 845 km 34 695 km 36 120km Africa and Technical Services associated databases Annually of a period of 3 years Water: Cubic metres per capita per year 917 m³ 1000 m³ 1000 m³ 1000 m³ Department of Local Municipalities available. Water Affairs Technical Services
Statistics South Africa and associated databases
National Water Management System.
Annually
Number of water service systems in 40% (out of 80% 90% 95% Water loss survey Local Municipalities balance (supply and demand balance). 155m (in Technical Services balance) Statistics South Africa and
Department of Water Affairs
Annually Non-revenue water losses 12,018,359 (ml) 11, 901,799 (ml) 10, 623,343 (ml) 9,201,599 Department of Local Municipalities Water Affairs Technical Services
Public Works % of households with access to minimum 90% 100% 100% 100% Department of Local Municipalities water standard. Water Affairs Technical Services
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TARGETS Source of info and APEX INDICATOR Baseline (2014) Reporting Responsibility 2020 2025 2030 Frequency
Public Works % of households with yard water 68% 100% 100% 100% Department of Local Municipalities connections Water Affairs Technical Services
Public Works % of households with sanitation to MIG 68% 100% 100% 100% Department of Local Municipalities standards Water Affairs Technical Services
Public Works % of households with a source of electrical TBD TBD TBD TBD supply.
TARGETS Source of Strategic Reporting No No Primary Indicators Baseline information and Objective 2020 2025 2030 responsibility Frequency 3.1 Develop 3.1.1 Business plans for the On-going TBD Maintain Maintain Mandeni Local Mandeni Local Mandeni inter- identified components of initiative resources resources Municipality Municipality modal the Mandeni multi-modal Technical Services, Technical Services transport transport hub are DOT, COGTA system available. Quarterly 3.1.2 Construction budgets for On-going TBD Maintain Maintain each component of the initiative resources resources hub are available.
3.1.3 Construction proceeds On-going TBD Maintain Maintain according to agreed initiative resources resources schedule.
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3.2 Develop Road 3.2.1 Plans conceptualised, Programme Continuous Project Project Local Municipality Local Networks drawn-up and going consultation with implementation implementation Technical Services Municipalities implemented for each through stakeholders DOT Technical Services project inception phase Quarterly 3.3 Develop Rail 3.3.1 Quantum of services On-going TBD Maintain Maintain Local Municipality Local Municipality Network installed / consolidated initiative resources resources Technical Services Technical Services around identified railway Transnet stations. Monitor per station. Quarterly 3.3.2 Identified rail services are On-going TBD Maintain Maintain Local Municipality Local Municipality upgraded initiative resources resources Technical Services Technical Services Transnet
Quarterly 3.4 Improve Water 3.4.1 Water Services Plan is Project going TBD TBD TBD iLembe District ILembe Technical Resource adopted by ExCo. through Technical services Services Management discussions and DWA. & Supply with Quarterly municipal officials and other stakeholders 3.4.2 Water supply schemes in ILembe DM M & E to continue M & E to M & E to continue LM Technical ILembe Technical place (Each project has continue services and DWA. Services milestones are established monitored) an Quarterly monitoring and evaluation framework 3.4.3 Value of On-going TBD Maintain Maintain Local Municipal Local Municipal development/rezoning initiative resources resources Technical Services Technical Services applications not approved COGTA due to bulk water and effluent constraints.
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3.5.1 Value of On-going TBD Maintain Maintain Local Municipal Local Municipal Improve development/rezoning initiative resources resources Technical Services Technical Services Energy 3.5 applications not approved Production & due to electricity supply COGTA. Supply constraints 3.6 Development 3.6.1 A district-wide ICT plan On-going TBD Maintain Maintain Enterprise iLembe Local Municipal of ICT inclusive of the entire initiative resources and resources and EDTEA, Telkom. Technical Services Infrastructure hierarchy of settlements infrastructure infrastructure development development
3.6.2 Percentage of local 31.1% 65% coverage 85% coverage 100% coverage Enterprise iLembe ILembe DM: municipalities / wards coverage EDTEA, Telkom. Information with established Access Technology Networks Annually Department 3.6.3 Number of ICT ICT hubs Rural ICT Maintain Maintain Enterprise iLembe Local Municipal Infrastructure Nodes. being built development, resources and resources and EDTEA, Telkom. Technical Services within the schools, libraries infrastructure infrastructure hinterland and other development development and coastal community belt buildings 3.7 Development 3.7.1 Decision on which airstrip On-going TBD Maintain Maintain ILembe Technical EDTEA, ILembe of an Airstrip to develop initiative resources resources services DM
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GOAL 4 Living in Harmony with Nature
Baseline TARGETS Source of info and APEX INDICATOR Reporting Responsibility (2014) 2020 2025 2030 Frequency % protection of High -Risk Biodiversity To be 85% 100% 100% Provincial Environmental Official in Planning Units (HRBPU) determined Environmental the District Shared Services Outlook Reports, Land Office TBD TBD TBD TBD Cover study, District Biodiversity Sector EDTEA Number of NPAES areas Plans, TSCP, EDTEA
Annually TBD TBD TBD TBD Green-house gas emmissions
TBD TBD TBD TBD EDTEA Renewable Environmental Official in Megawatts produced by means of renewable Energy Officer the District Shared Services energy sources Office 95,38% 100% 100% 100% LMs Technical Services Environmental Official in % Blue drop rating the District Shared Services Office % Compliance with National Ambient Air 60% 80% 100% 100% Annual reports of Environmental Official in Quality Standards by 2020 SAAQIS the District Shared Services Office Annual
Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 4.1 Advance 4.1.1 Number and value of New TBD TBD TBD Local Municipalities Enterprise Ilembe alternative alternative energy Innitiative ILembe energy projects established Quarterly reports Chamber of generation across the district Commerce and reduce reliance on 4.1.2 Number of jobs created NIL TBD TBD TBD Local Municipalities Enterprise ILembe and EDTEA
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility fossil fuels ILembe Chamber of Quarterly reports Commerce 4.1.3 Number of businesses NIL TBD TBD TBD KZN EDETEA Enterprise ILembe participating in the industrial symbiosis Quarterly reports ILembe Chamber of programme in (EDTEA Commerce programme) 4.2 Manage 4.2.1 Integrated Waste IWM in KwaDukuza IWM IWMs uodated IWMs uodated ILembe CIF Report Districts Waste pressures on Management (IWM) place: Maphumulo IWM and maintained- and maintained-- Management biodiversity Policy and plan Mandeni Quarterly reports Department Ndwedwe 4.2.2 Develop statutory waste TBD TBD TBD TBD Waste Management: Districts Waste reporting system Status Quo report Management Department Quarterly reports 4.2.3 Number Community 652 719.0ha TBD TBD TBD ILembe CIF Report District Planning Conservation Areas Department and Local established. Report is done Municipal Officials quarterly 4.2.4 Number Biodiversity 15% 25% 75% 100% Environmental Official Environmental Official Stewardship partnerships in the District Shared in the District Shared established. Services Office Services Office
Annually 4.2.5 Audit and enforcement TBD TBD TBD TBD Environmental Official Environmental Official measures in place in in the District Shared in the District Shared relation to: Services Office Services Office • coastal areas • water sources Annually • estuarine management • quarrying and sand mining • air quality
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 4.3 Adaptation to 4.3.1 Consolidation of the Building and TBD TBD TBD Detailed Disaster Management climate change Disaster Management equipment recommendations are Committee Call Centre and in place. in the Environmental Communication System management with training and framework operational systems. 4.3.2 Mandeni Disaster Nil TBD TBD TBD Monthly meetings of Disaster Management Management Plan is the Project Steering Committee available. Committee with progress reports 4.3.3 KwaDukuza Disaster Nil TBD TBD TBD Management Plan is available.
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GOAL 5 A Liveable Region
TARGETS Source of info Reporting APEX INDICATOR Baseline (2014) 2015 2020 2025 2030 and Frequency Responsibility Spatial Accessibility Index New Initiative TBD TBD TBD TBD iLembe iLembe Planning Dept Planning Dept Annually Percentage housing backlog for the district Mandeni 40% TBD TBD TBD TBD iLembe iLembe Planning Dept KwaDukuza 30% Planning Dept Ndwedwe 60% Annually Maphumulo 60% Percentage households with a registrable 80.3% 94.2% 100% 100% 100% Stats SA ILembe DM: Planning form of tenure Department Annually Percentage of District Human Settlements 108% 100% 100% 100% 100% KZDHS ILembe DM budget spent on formal settlement Annually development
Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 5.1 Develop 5.1.1 Human settlement Projects are TBD TBD TBD iLembe Planning Dept iLembe Planning Dept liveable projects complete – still out for human monitored project by tender Annually settlements project. and economic 5.1.2 Number of new housing 10,052 74,479 234,612 TBD LMs technical Services LMs Technical Services nodes units built and occupied (2014) and in identified Dept of KZNDHS Human Settlements 55,419 projects.. (2015) 5.1.3 Nett household density TBD TBD TBD TBD iLembe Planning Dept iLembe Planning Dept within each LM. Annually
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 5.1.4 Percentage of District / TBD TBD TBD TBD iLembe Planning Dept iLembe Planning Dept Local Municipality Human Settlements budget spent Annually on formal settlement development
5.1.5 Percentage Housing TBD TBD TBD TBD iLembe Planning Dept iLembe Planning Dept Backlog. Annually 5.2 Actively 5.2.1 Increase in the population TBD TBD TBD TBD Dept. Rural COGTA and iLembe promote density within designated Development and Planning Dept spatial development areas Land Reform, Dept. of concentration Co-operative and co- Governance and ordination of Traditional Affairs, development Statistics South Africa, interventions Eskom Household Point Data. Every 5 years. 5.2.2 Spatial Distribution of TBD TBD TBD TBD iLembe Planning iLembe Planning Dept Human Development department Index (HDI) at provincial scale 5.3 Facilitate 5.3.1 % of municipal area with TBD TBD TBD TBD ILembe CIF Report Districts Waste integrated ward based plans. Management land Report is done Department management quarterly and spatial 5.3.2 % of public sector capital TBD TBD TBD TBD ILembe CIF Report District Planning planning budget spent in identified Department and Local higher order nodes Report is done Municipal Officials quarterly 5.3.3 Increase in population TBD TBD TBD TBD ILembe CIF Report ILembe District density in identified Planning Department development nodes Report is done and Local Municipal
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility (persons/ha) quarterly Officials
5.3.4 % Land-reform areas with TBD TBD TBD TBD iLembe Planning iLembe Planning Dept land use management department schemes. 5.3.5 Percentage of total TBD TBD TBD TBD iLembe Planning iLembe Planning Dept district geographical area department with Land Use Management Schemes
5.3.6 Number of municipalities TBD TBD TBD TBD iLembe Planning iLembe Planning Dept with approved land use department management schemes 5.3.7 Number of municipalities TBD TBD TBD TBD iLembe Planning iLembe Planning Dept with approved SDF’s in department accordance with SPLUMA requirements
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GOAL 6 Governance and Policy
TARGETS Source of info Reporting APEX INDICATOR Baseline (2014) 2015 2020 2025 2030 and Frequency Responsibility Clean audits ILembe DM: 100% 100% 100% 100% 100% KZN Treasury – ILembe DM: Chief Auditor General Financial officer Annually KwaDukuza LM: 100% 100% 100% 100% KZN Treasury – KwaDukuza LM: 100% Auditor General Chief Financial Annually officer Mandeni LM: 100% 100% 100% 100% 100% KZN Treasury – Mandeni LM: Chief Auditor General Financial officer Annually Ndwedwe LM: 100% 100% 100% 100% 100% KZN Treasury – Ndwedwe LM: Chief Auditor General Financial officer Annually Maphumulo LM: 100% 100% 100% 100% KZN Treasury – Maphumulo LM: 100% Auditor General Chief Financial Annually officer Detailed 7 year plan “Towards KwaDukuza is at TBD TBD TBD TBD ILembe regional IGR Technical metropolitan Status” Level 2 spatial plan – Committee consolidated report Metropolitan Council Annually Functionality of IGR forums 9 15 18 20 23 ILembe DM IDP ILembe DM
Mayors and Director: MMs' Forum Corporate Governance Monthly and quarterly Technical Support Forum
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 6.1 Strengthen 6.1.1 District structures in • Planning Forum - - - ILembe DM: Municipal ILembe DM: Municipal policy, place for co-ordinating Manager’ Office. Manager’ Office strategy co- and monitoring project • Enterprise iLembe ordination & and programme Monthly meeting • The District Task IGR progress: cycles. Team • Infrastructure forum
• Economic These will be built Development forum upon, with extended mandates. • Social Services Forum
6.1.2 Monitoring - reporting Draft available TBD TBD TBD format in place 6.1.3 Framework for Framework is still TBD TBD TBD ILembe DM: Municipal ILembe DM: Municipal engaging with going through Manager’ Office. Manager’ Office Traditional Leaders is in development place. Monthly meeting cycles. 6.1.4 % compliance level 45% 65% 80% 100% ILembe DM: Municipal ILembe DM: Municipal with the agreed Ward Manager’ Office. Manager’ Office Committee model Monthly meeting cycles. 6.2 Building 6.2.1 Progress is made in the TBD TBD TBD iLembe Municipal iLembe Corporate Government Seven Year Plan Led by KwaDukuza, Manager Governance Dept Capacity towards Metro Status. the LM / District has reached stage 2 of Dept of Co-operative 1) Obtaining buy-in the process. Governance from Municipal Councils for Programme
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Strategic TARGETS Source of information Reporting No No Primary Indicators Baseline Objective 2020 2025 2030 and Frequency responsibility 2) Developing a detailed “Towards Metropolitan Status” Seven-year Programme 3) Accessing funding for the implementation of the Programme. 4) Preparation of motivation to Demarcation Board. 6.3 Eradicate 6.3.1 Integrity management TBD TBD TBD TBD ILembe CIF Report ILembe District Fraud & programmes in place – Corporate Governance Corruption monitored by LM Report is done quarterly
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7 ILEMBE DGDP PROJECT MONITORING FRAMEWORK The following format should be used for submitting progress reports on District Interventions and projects from the District Structures- these will be summarised to the Municipal Managers Forum monthly / as decided by the MM Forum.:
REPORT ON IMPLEMENTATION
REPORT AS ON: Date month year
GOAL AREA REPORTED ON BY
A diverse and growing economy Economic Development Forum (Currently Enterprise Ilembe)
Promote social well-being Social Sector Forum (Currently the District Task Team)
Equity of access iLembe Planning Forum (Currently iLembe
Living in harmony with nature Economic Development Forum (Currently Enterprise Ilembe)
A liveable region iLembe Planning Forum (Currently iLembe District Planning Committee)
Effective governance, policy and social Corporate Governance Department partnerships
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REPORT ON DGDP STRATEGIC INTERVENTIONS - CURRENT STATUS IN RESPECT OF STRATEGIC PROJECTS
STRATEGIC GOAL 1 A DIVERSE AND GROWING ECONOMY
STRATEGIC OBJECTIVE 1.1 RE-INVENT AGRICULTURE Indicate no Budget Performance of full time Progress with Likelihood of Budget allocation equivalent No Intervention / Project implementation of Comments/ Recommendations achieving 2015 Budget spent to date in current jobs created Intervention Target financial year (R thus far R 000 % 000)
1.1.1 Diversifying and expanding agricultural production through small farmer support programmes
1.1.2 Establish an Agribusiness A number of projects Client is DCOGTA. Listed in IDP 2014- Development Programme. have funding applications 2015 pending approval:
iLembe Nurseries “ R3 910 000
iLembe Agricultural “ R8 740 000 tunnels Phase 3
1.1.3 Develop Feasibility & Business Plan for the Establishment of a IDC Funding approved R400 000
Poultry Abattoir in iLembe (IDP 2014/2015) District
1.1.4 Establishment of a fresh produce market
1.1.5 Wine production Expansion of the iLembe R 9 400 000 Vineyards and Cooperative Winery – Application pending approval
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1.1.6 Moringa Nutritional Products
Schools Nutrition Programme 1.1.7 Value Add Implementation Listed as approved in IDP R700 000 System 2014-2015.
1.1.8 District Water Services Development Plan to include sufficient bulk infrastructure servicing key agricultural production and processing areas.
Likely Doubtful Unlikely
STRATEGIC GOAL 1: A DIVERSE AND GROWING ECONOMY
STRATEGIC OBJECTIVE 1.2: TRADE AND INVESTMENT PROMOTION Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
1.2.1 Improve the efficiency and Prepare serviced sites to attract productivity of the investors manufacturing Sector
1.2.2 Improve the efficiency and Mandeni Logistics Hub is the key productivity of the Transport and intervention. Logistics sectors.
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1.2.3 iLembe District Renewable Renewable Energy Project R370 000 Energy Hub - KZN DEDT IDC Funding approved - IDP 2014/2015 page 100.
1.2.4 Develop, diversify and market the tourism sector to increase domestic and foreign visitors. DEDT Funding approved - IDP DEDT Funding R400 000 King Shaka Tourism Route and 2014/2015 page 100.
King Shaka Visitor Centre Upgrade
Likely Doubtful Unlikely
STRATEGIC GOAL 1: A DIVERSE AND GROWING ECONOMY
STRATEGIC OBJECTIVE 1.3: EXPAND SMME AND ENTREPRENEURIAL DEVELOPMENT
Budget Performance Indicate no of full time Likelihood of Progress with implementation of Budget allocation Budget spent to date equivalent No Intervention / Project Comments/ Recommendations achieving Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
1.3.1 SMME development:
Co-ordinated support to identified businesses in service and manufacturing industries via Ilembe Chamber “The
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Entrepreneur” Programme.
1.3.2 Institute incubation programmes per LM.
1.3.3 District targets for B-BBEE procurement
1.3.4 iLembe Communication Centre COGTA funding application (IDP 2014-2015) page 100 pending approval
1.3.5 iLembe Newspaper Print House COGTA funding application (IDP 2014-2015) page 100 pending approval
STRATEGIC GOAL 1: A DIVERSE AND GROWING ECONOMY
STRATEGIC OBJECTIVE 1.4: NEUTRALISE YOUTH UNEMPLOYMENT - CONSOLIDATE AND EXPAND GOVERNMENT-LED JOB CREATION PROGRAMMES
Budget Performance Indicate no of full time Likelihood of Progress with implementation of Budget allocation Budget spent to date equivalent No Intervention / Project Comments/ Recommendations achieving Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
1.4.1 Contractors implement EPWP in water infrastructure and service delivery projects
1.4.2 Social sector EPWP expansion
1.4.3 Alien plant control and erosion
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control
1.4.4 Increase participation on the Jobs Fund
1.4.5 Implementation of the Youth Employment Accord
Likely Doubtful Unlikely
STRATEGIC GOAL 2: PROMOTE SOCIAL WELL-BEING
STRATEGIC OBJECTIVE: 2.1 DEVELOP WORLD CLASS HUMAN RESOURCES Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
2.1.1. Establishment of a technology- oriented tertiary education institution
2.1.2 Enhance technical and vocational education
2.1.3 Formalisation of existing informal Early Childhood Development facilities
2.1.4 Develop skills plans for lead economic sectors per district municipality based on future skills demand
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2.1.5 Relevant life-long learning programmes to be delivered by accessible and vibrant community-based adult education and training (AET) Centres
STRATEGIC GOAL 2: PROMOTE SOCIAL WELL-BEING
STRATEGIC OBJECTIVE: 2.2. DEVELOP HEALTH SERVICES Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
2.2.1 Establish a health facility to serve Mandeni LM.
2.2.2 Review of Primary Health Care facilities in light of population projections and nodal developments
Likely Doubtful Unlikely
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STRATEGIC GOAL 2: PROMOTE SOCIAL WELL-BEING
STRATEGIC OBJECTIVE: 2.3 IMPLEMENT ISIDLEKE SEZOMNOTHO PROGRAMME Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
2.3.1. Develop business plan/s for Isidleke Sezomnotho Programme including training and set-up of production / retail / service components.
2.3.2. Develop roll-out plan per node.
2.3.3. LED Strategy & Implementation DCOGTA funding has been R1 000 000 of Micro Projects approved
2.3.4 iLembe Mini Mobil Bakeries DCOGTA funding has been R244 000 approved
2.3.5 iLembe Block Manufacturing Proposal to be developed
2.3.6 iLembe Toilet paper Proposal to be developed Manufacturing
Likely Doubtful Unlikely
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STRATEGIC GOAL 2: PROMOTE SOCIAL WELL-BEING
STRATEGIC OBJECTIVE: 2.4 IMPLEMENT SAFETY AND SECURITY PROGRAMMES Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
2.4.1. Strengthen programmes aimed at curbing violence against the vulnerable
2.4.2. Strengthen partnerships between civil society, business and criminal justice system
2.4.3. Programmed activities to reduce livestock theft
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STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.1 : DEVELOP MULTI-MODAL TRANSPORTATION HUB Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000) 3.1.1. Mandeni multi-modal logistics hub – passenger transport
Likely Doubtful Unlikely
STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.2 : DEVELOP ROAD NETWORKS Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
3.2.1. Upgrade N2 to 3+3 configuration Business plan and funding to be secured
3.2.2. Implement the new Western Business plan and funding to be Bypass (Tongaat to Kwadukuza) secured
3.2.3 N3 link road to Pmburg Business plan and funding to be secured
3.2.4 Upgrade R102 to 2+2 configuration Business plan and funding to be secured
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3.2.5 Upgrade connectivity to the P100 Business plan and funding to be (Dube Trade Port to Ndwedwe) secured
3.2.6 Plan interchanges along the N2 Business plan and funding to be secured
3.2.7 Road-based public transport should Business plan and funding to be feed to rail secured
3.2.8 Enhance access to the various Business plan and funding to be satellites off the main corridor. secured
STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.3 : DEVELOP RAIL NETWORK Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
3.3.1 Re-configure rail service towards Light Rail Transit type (smaller train sets)
3.3.2 Consolidate / refurbish Major rural linkages
3.3.3 Consolidate development around the railway stations
3.3.4 Rapid Rail link between King Shaka International Airport and KwaDukuza Town?
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STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE : 3.4 IMPROVE WATER RESOURCE MANAGEMENT & SUPPLY Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
3.4.1 Mandeni Household Sanitation Project
3.4.2 Ndulinde Water Scheme
3.4.3 iNyoni Bulk Water Project
3.4.4 iNyoni Bulk Sewer Project
3.4.5 Macambini Scheme
3.4.6 Mdlebeni Sewer Project
3.4.7 Lower Tugela Bulk Water Supply Scheme
3.4.8 Driefontein Water-borne Sanitation project
3.4.9 Ndwedwe Household Sanitation Project
3.4.10 Ozwathini Water Project
3.4.11 Maphumulo Household Sanitation Project
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3.4.12 Lower Tugela Bulk Water Supply Scheme
3.4.13 Balcom KwaSizaBantu Scheme
3.4.14 Ngcebo Water Project
3.4.15 Wosiyane Extension
3.4.16 Darnall Sewer Reticulation
3.4.17 KwaChili/Shangase
3.4.18 Masibambisane
3.4.19 Sans Sauci & St Christopher
3.4.17 Nonoti Bulk Infrastructure Project COGTA application pending R 44 000 000 approval
3.4.18 Develop a financial model for the implementation of operations and maintenance
3.4.19 Promote innovative water use and conservation strategies.
3.4.20 Programme for development of water sources (desalination, rainwater, recycling, groundwater)
STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.5: IMPROVE ENERGY PRODUCTION & SUPPLY Indicate no No Intervention / Project Progress with implementation of Comments/ Recommendations Likelihood of Budget Performance
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Intervention achieving Budget allocation of full time Budget spent to date 2015 Target in current equivalent financial year (R jobs created R 000 % 000) thus far
3.5.1 Review & implement the District Energy Strategy
3.5.2 Mandini 132/11 kV 20 MVA Transformer Upgrade (DRA)
3.5.3 Mangethe 8km 132 kV Kingbird Loop in/Loop out (CRA)
3.5.4 Mangethe 132/11 kV 20 MVA SS est (CRA)
3.5.5 Ndwedwe-Appelsbosch 132kV line establishment (DRA)
3.5.6 Glendale 132/22kV Substation Capacity Increase from 7.5MVA to 20MVA. (DRA)
3.5.7 Mt Elias 132/22 kV 20 MVA Substation Establish (CRA)
3.5.8 Glendale - 2 Additiona MV feeders to split Glendale (DRA)
3.5.9 Mandini-Amatikuli 132kV line (DRA)
3.5.10 Mandini-Ging DC lineDRA)
3.5.11 Mandini 132/11kV 20MVA Trfm and 132kV Fdr 2 & 3 Line Bays Establishment (DRA)
3.5.12 Appelsbosch 11-22kV Conversion (DRA).
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STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.6 : DEVELOPMENT OF ICT INFRASTRUCTURE Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
3.6.1 iLembe Broadband Project Master IDC Funding approved (IDP 2014- R 1 000 000 Plan and Business Strategy Plan for 2015 page 100) Wholesaling
3.6.2 Develop ICT Backbone Infrastructure
3.6.3 Develop Access Network Infrastructure at Municipal Level
3.6.4 ICT Access Centres & Technology Upskilling
STRATEGIC GOAL 3 EQUITY OF ACCESS
STRATEGIC OBJECTIVE 3.7 : DEVELOPMENT OF AN AIRSTRIP Indicate no No Intervention / Project Progress with implementation of Comments/ Recommendations Likelihood of Budget Performance
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Intervention achieving Budget allocation of full time Budget spent to date 2015 Target in current equivalent financial year (R jobs created R 000 % 000) thus far
3.7.1 Explore options for developing one of the existing airstrips.
STRATEGIC GOAL 4: LIVING IN HARMONY WITH NATURE
STRATEGIC OBJECTIVE 4.1: ADVANCE ALTERNATIVE ENERGY GENERATION AND REDUCE RELIANCE ON FOSSIL FUELS Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
4.1.1 Develop district alternative energy resource assessments, strategies and policy interventions
4.1.2 10MW Solar Farm - Ballito
4.1.3 100MW Solar Farm - Chakas Rock
4.1.4 R 113million anaerobic digestor (feasibility stage IDC/DBSA/Barloworld)
4.1.5 Kwadukuza low carbon emission programme - UN Industrial Dev Org.
4.1.6 District sugar producers – bioethanol production.
4.1.7 Establish KZN Industrial Symbiosis
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Programme (EDTEA programme).
STRATEGIC GOAL 4: LIVING IN HARMONY WITH NATURE
7.1.1.1.1 STRATEGIC OBJECTIVE 4.2 . MANAGE PRESSURES ON BIODIVERSITY Indicate no Budget Performance of full time Likelihood of Progress with implementation of Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000)
4.2.1 Develop a district-wide Integrated Waste Management Policy & Plan
4.2.2 Establish Community Conservation Areas with related stewardship and enforcement
4.2.3 Establish monitoring, audit and enforcement in relation to natural resources:
• coastal areas
• water sources
• estuarine management
• quarrying and sand mining
• air quality
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STRATEGIC GOAL 4: LIVING IN HARMONY WITH NATURE
STRATEGIC OBJECTIVE 4.3. ADAPT TO CLIMATE CHANGE Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No Intervention / Project achieving Budget spent to date Intervention Recommendations in current jobs created 2015 Target financial year (R thus far R 000 % 000)
4.3.1 Disaster management Centre – it is to be fully operationalised.
4.3.2 Disaster Risk Management Plans (referred to as Risk Reduction Plans).- Mandeni
4.3.3 Disaster Risk Management Plans (referred to as Risk Reduction Plans).- KwaDukuza
4.3.4 Ilembe District: Review Level 1 Disaster Risk Management Plans; develop Level 2 and 3 Plans.
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STRATEGIC GOAL 5: A LIVEABLE REGION
STRATEGIC OBJECTIVE 5.1: DEVELOP LIVEABLE HUMAN SETTLEMENTS AND ECONOMIC NODES Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No 7.1.1.1.1.1 Intervention / achieving Budget spent to date Intervention Recommendations in current jobs created Project 2015 Target financial year (R thus far R 000 % 000)
5.1.1 Establish a joint district forum specifically addressing integrated development planning
5.1.2 Develop safe, reliable, and economical transportation choices to decrease household transportation costs transport
5.1.3 Develop and implement a strategy and guidelines for densification of settlements and promote mixed-use compact development
5.1.4 Implement recommendations from the Local Municipal Housing Sector Plans Human Settlement Project 1
Human Settlement Project 2
Human Settlement Project 3
Human Settlement Project 4
Human Settlement Project 5
5.1.5 Establish community revitalisation projects
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STRATEGIC GOAL 5: A LIVEABLE REGION
STRATEGIC OBJECTIVE 5.2. ACTIVELY PROMOTE SPATIAL CONCENTRATION AND CO-ORDINATION OF DEVELOPMENT INTERVENTIONS Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No Intervention / Project achieving Budget spent to date Intervention Recommendations in current jobs created 2015 Target financial year (R thus far R 000 % 000)
5.2.1 Implement and consolidate the city-building strategy
Ballito N2 area expansion
KwaDukuza urban reconstruction, traffic management. 5.2.2 Plan mobility corridors to complement the city-building strategy
5.2.3 Implement linear extensions to some of the growth towns of the nodal corrridors in the form of planned villages / neighbourhoods along the major east-west roads and coastal areas. Stanger Ballito – Compensation flats (residential). Nonoti development. Blythedale.
5.2.4 Consolidate and expand strategic rural and coastal nodes within the Ilembe typology of
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neighbourhood settlement development
Rural town consolidation and development :
Ndwedwe Maphumulo Bamshela Ntunjambili Tugela Darnall Shakaskraal Umhlali. Nyoni Mbizimbelwa
5.2.5 Consolidate and expand areas available for industrial development.
Extensions to industrial areas of Stanger Identify and plan 1 or 2 industrial clusters along the R102. The broader Compensation Flats area Extensions to Isithebe Establish industrial clusters along R102
5.2.6 Infill of existing laid-out areas. Consolidate and extend residential development.
Driefontein Development Area
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Groutville Gledhow Simbithi Palm lakes
STRATEGIC GOAL 5: A LIVEABLE REGION
STRATEGIC OBJECTIVE 5.3: EFFECTIVE SPATIAL PLANNING AND LAND USE MANAGEMENT SYSTEMS ARE APPLIED ACROSS THE DISTRICT Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No Intervention / Project achieving Budget spent to date Intervention Recommendations in current jobs created 2015 Target financial year (R thus far R 000 % 000)
5.3.1 Development of Ward Based Plans
5.3.2 Formulation of Land Reform Area Based Plans
5.3.3 Implementation of land use management schemes across the entire district landscape using SPLUMA.
5.3.4 Formulation of District Planning Norms, Standards and Guidelines.
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STRATEGIC GOAL 6: GOVERNANCE AND POLICY
STRATEGIC OBJECTIVE 6.1 : STRENGTHEN POLICY & STRATEGY CO-ORDINATION AND IGR Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No Intervention / Project achieving Budget spent to date Intervention Recommendations in current jobs created 2015 Target financial year (R thus far R 000 % 000)
6.1.1 Establishment of an ongoing joint district forum addressing integrated development planning
6.1.2 Establish reporting mechanisms to drive development Improve and consolidate ongoing 6.1.3 relationship between Traditional Councils, Wards structures, district and local Municipalities.
STRATEGIC GOAL 6: GOVERNANCE AND POLICY
STRATEGIC OBJECTIVE 6.2: BUILDING GOVERNMENT CAPACITY Indicate no Budget Performance of full time Likelihood of Progress with implementation of Comments/ Budget allocation equivalent No Intervention / Project achieving Budget spent to date Intervention Recommendations in current jobs created 2015 Target financial year (R thus far R 000 % 000)
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6.2.1 Draw up and implement detailed Seven Year Plan “Towards metropolitan Status”. 6.2.2 Implement and maintain comprehensive, progressive human resource management strategies . 6.2.3 Promote and maintain shared services amongst municipalities.
STRATEGIC GOAL 6: GOVERNANCE AND POLICY
STRATEGIC OBJECTIVE 6.3 : ERADICATE FRAUD AND CORRUPTION Indicate no Budget Performance of full time Likelihood of Progress with implementation Budget allocation equivalent No Intervention / Project Comments/ Recommendations achieving Budget spent to date of Intervention in current jobs created 2015 Target financial year (R thus far R 000 % 000) 6.3.1 Participate in Provincial Operation Clean Audit 6.3.2 Implement proactive Integrity Management Programmes 6.3.3 Fast track disciplinary processes and effective prosecution
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11. 3.3 Catalytic Projects Employment Status of the Project Likelihood of creation potential Name of the Project and Total Value of the No Short description of the Project achieving 2015 Location (Pre-feasibility, Feasibility Study, Concept Project Target (Full time Development, Planning, implementation - phase) equivalent jobs)
Likely Doubtful Unlikely
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8 STAKEHOLDER ENGAGEMENTS
Stakeholder Organisation Date
1 Growth and Development Summit 12 & 13 February 2014
2 District Task Team 09 July 2014
3 Engagements with sector departments 19 August 2014
4 Engagement with Enterprise Ilembe CEO 27 August 2014
5 Ingonyama Trust Board official: Tashvir Bothnan 10 October 2014
6 Ilembe Chamber of Commerce CEO 13 October 2014
7 DEDT Renewable Energy Hub – Workshop of Ilembe 24 October 2014 Chamber and Enterprise Ilembe
Engagement with consultant on the Renewable Energy Hub 09 July 2014
8 Engagement with focus group (L Mncube, A 17 October 2014 Meintjes, P Sibisi, S Mahlangu)
9 Engagement with KZN Human Resource Council 17 October 2014 Mlekeleli Masondo 30 January 10 Project Steering Committee Meetings 18 March 4 April 29 April 07 October Week 25 November TBD
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