UMLALAZI STRATEGIC PLANNING SESSION

INTEGRATED DEVELOPMENT PLANNING

Lizette Dirker IDP Coordination Business Unit INFORMANTS OF THE IDP SOUTH AFRICAN PLANNING SYSTEMS

National Provincial Local

District wide PGDS Vision 2030 DGDP (Vision 2035) (Vision 2035)

National IDP PGDP Development 5 years Plan

National Provincial Municipal Planning Planning Council Commission Commission WARD BASED SDGs

SDGs PLANS

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the World” Sustainable Development Goals AGENDA 2063

50 Year Vision • Agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the next 50 years. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development Adopted in January 2015

• Adopted in January 2015, in Addis Ababa, Ethiopia by the 24th African Union (AU) Assembly of Heads of State and Government

10 Year implementation cycle • Five ten year implementation plan – the first plan 2014-2023 1. A prosperous Africa based on inclusive growth and sustainable 5. An Africa with a strong cultural development identity, common heritage, shared values and ethics

2. An integrated continent, politically united and based on the ideals of Pan-Africanism and the 6. An Africa whose development vision of Africa’s Renaissance is people-driven, relying on the potential of African people, especially its women and youth, and caring for children 3. An Africa of good governance, democracy, respect for human rights, justice and the rule of law 7. Africa as a strong, united and influential global player and partner 4. A peaceful and secure Africa National Development Plan (Vision 2030) KZN VISION 2035

KwaZulu- will be a: • prosperous Province; • with a healthy, secure and skilled population; • living in dignity and harmony; • acting as a gateway to Africa and the World

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the World” GOAL REVISIONS STRATEGIC STRATEGIC GOALS GOALS 1 1 INCLUSIVE ECONOMIC JOB CREATION GROWTH

2 HUMAN RESOURCE 2 HUMAN RESOURCE DEVELOPMENT DEVELOPMENT

3 HUMAN & 3 HUMAN & COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT 4 STRATEGIC 4 STRATEGIC INFRASTRUCTURE7 INFRASTRUCTURE30 5 RESPONSE TO CLIMATE 5 ENVIRONMENTAL CHANGE SUSTAINABILITY 6 GOVERNANCE AND 6 GOVERNANCE AND POLICY POLICY 7 7 SPATIAL EQUITY SPATIAL EQUITY 2016 PGDS STRATEGIC GOALS and OBJECTIVES STRATEGIC No STRATEGIC OBJECTIVE 2016 GOAL 1 1.1 Develop and promote the agricultural potential of KZN NEW Wording INCLUSIVE Enhance sectoral development through trade 1.2 NEW Wording ECONOMIC investment and business retention GROWTH 1.3 Enhance spatial economic development New

Improve the efficiency, innovation and variety of government-led NEW Wording 1.4 job creation programmes 1.5 Promote SMME and entrepreneurial development 1.6 Enhance the Knowledge Economy Improve early childhood development, primary and 2.1 2 secondary education HUMAN RESOURCE 2.2 Support skills development to economic growth DEVELOPMENT 2.3 Enhance youth and adult skills development and life-long learning

3.1 Eradicate poverty and improve social welfare services NEW Wording 3.2 Enhance health of communities and citizens 3 3.3 Safeguard and enhance sustainable livelihoods and food security NEW Wording HUMAN AND COMMUNITY 3.4 Promote sustainable human settlements DEVELOPMENT 3.5 Enhance safety and security 3.6 Advance social cohesion and social capital NEW Wording Promote youth, gender and disability advocacy and the 3.7 advancement of women 2016 PGDS STRATEGIC GOALS and OBJECTIVES STRATEGIC No STRATEGIC OBJECTIVE 2016 GOAL NEW Wording 4.1 Development of seaports and airports 4.2 Develop road and rail networks 4.3 Develop ICT infrastructure 4 Ensure availability and sustainable management of water and STRATEGIC 4.4 NEW Wording INFRASTRUCTURE sanitation for all Ensure access to affordable, reliable, sustainable and modern energy 4.5 NEW Wording for all 4.6 Enhance KZN waste management capacity NEW 5 5.1 Enhance resilience of ecosystem services NEW Wording ENVIRONMENTAL 5.2 Unlock the green economy NEW SUSTAINABILITY 5.3 Adapt and respond climate change NEW Wording 6.1 Strengthen policy, strategy coordination and IGR 6 6.2 Build government capacity GOVERNANCE 6.3 Eradicate fraud and corruption AND POLICY 6.4 Promote participative, facilitative and accountable governance Enhance the resilience of new and existing cities, towns and rural 7.1 nodes, ensuring equitable access to resources, social and economic NEW Wording 7 opportunities SPATIAL EQUITY Ensure integrated land management use across the Province, ensuring 7.2 equitable access to goods and services, attracting social and financial NEW Wording investment KZN PGDS STRATEGIC STRATEGIC FRAMEWORK STRATEGIC GOALS OBJECTIVES 1. Develop and promote the agricultural potential of KZN 2. Enhance sectoral development through trade, investment & 1 INCLUSIVE business retention Vision 3. Enhance spatial economic development 4. Improve the efficiency, innovation and variety of Government- ECONOMIC GROWTH led job creation programmes 5. Promoting SMME, Entrepreneurial and Youth Development 2035 6. Enhance the Knowledge Economy 2 HUMAN RESOURCE 7. Early Childhood Development, Primary and Secondary Education DEVELOPMENT KwaZulu-Natal 8. Skills alignment to Economic Growth 9. Youth Skills Development & Life-Long Learning will be a 10. Eradicate poverty & improve social welfare services 3 11. Enhancing health of communities and citizens HUMAN & prosperous 12. Safeguard and enhance sustainable household food security 13. Promote Sustainable Human Settlements COMMUNITY DEVELOPMENT 14. Enhance safety & security Province with a 15. Advance social cohesion and social capital 16. Promote youth, gender and disability advocacy and the 4 healthy, secure advancement of women STRATEGIC 17. Development of seaports and airports and skilled 18. Develop road and rail networks INFRASTRUCTURE 19. Develop ICT infrastructure population, 20. Ensure availability and sustainable management of water and sanitation for all 7 21. Ensure access to31 affordable, reliable, sustainable and modern 5 ENVIRONMENTAL living in dignity energy for all and harmony, 22. Enhance KZN waste management capacity SUSTAINABILITY 23. Enhance resilience of ecosystem services acting as a 24. Expand application of green technologies 6 GOVERNANCE AND 25. Adapt and respond to Climate Change gateway to 26. Strengthen policy and strategy co-ordination & IGR POLICY 27. Building government capacity Africa and the 28. Eradicating fraud & corruption 29. Promote participative, facilitative & accountable 7 World governance 30. Enhance the resilience of new and existing cities, towns SPATIAL EQUITY and rural nodes, ensuring equitable access to resources, social and economic opportunities 31. Ensure integrated land management use across the Province, ensuring equitable access to goods and services, attracting social and financial investment DISTRICT GROWTH AND DEVELOPMENT PLAN VISION:

“By 2035 King District Municipality will be a cohesive; economically viable district, with sustainable strategic infrastructure; supporting job creation through radical economic transformation rural development and promotion of our heritage” DISTRICT GROWTH AND DEVELOPMENT PLAN STRATEGIC GOALS:

GOAL 1: INCLUSIVE ECONOMIC GROWTH

GOAL 2: HUMAN RESOURCE DEVELOPMENT

GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT

GOAL 4: STRATEGIC INFRASTRUCTURE

GOAL 5: ENVIRONMENTAL SUSTAINABILITY

GOAL 6: GOVERNANCE AND POLICY

GOAL 7: SPATIAL EQUITY DISTRICT GROWTH AND DEVELOPMENT PLAN

• STRATEGIC GOAL • STRATEGIC OBJECTIVE • STRATEGIC INTERVENTION – SPATIAL REFERENCE • INDICATOR – BASELINE DATA – PROPOSED TARGET – SOURCE OF DATA – FREQUENCY OF MONITORING – RESPONSIBILITY DISTRICT GROWTH AND DEVELOPMENT PLAN 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.” -KZN PGDP. DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value Implementation of To further roll out the bio-gas initiative currently piloted District TBD Biogas Projects within the District. Service throughout the Delivery Plan District.

Establishment of The IDZ to be converted to a SEZ to PGDP TBD the SEZ influence the whole district.

Richards Bay Port The extension of the Richards Bay Harbour. PGDP TBD expansion

Richards Bay The upgrading and expansion of the Richards Bay Airport. PSDF TBD Airport

Small Town The regeneration of the following small Towns within the PSDF TBD Regeneration KING CETSHWAYO District: o Melmoth o o o Nkandla o Etc DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value KING The establishment of the KING CETSHWAYO Fresh District Service TBD CETSHWAYO Produce Market. Delivery Plan Fresh Produce Market KZN Broadband KZN Broadband: To roll out backbone and access PSDF & TBD networks broadband infrastructure to all 51 municipalities District Service of the province so that broadband services are available Delivery Plan to all parts of the province

Nodal District Service TBD Development of Delivery Plan the R 66 Route

Establishment of District Service TBD Industrial Precinct Delivery Plan among Primary Nodes across the District DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value Mthunzini uMlalazi LM TBD Shopping Complex Siza Garage uMlalazi LM TBD Shopping Complex uMlalazi LM TBD Business Hub Nature Based The establishment of nature based tourism activities within PSDF & District TBD Tourism the District Service Delivery Plan Public Maritime To establish a public maritime school in the district and thus Stakeholder TBD School benefiting from the “blue economy”. Workshop. Mixed uMlalazi LM TBD Use Development DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value uMlalazi LM TBD Industrial Development Eshowe Industrial uMlalazi LM TBD Extension Rutledge Park uMlalazi LM TBD Middle Income Housing Mpushini park uMlalazi LM TBD Housing Development Eshowe CBD uMlalazi LM TBD Revitalisation and Extension KDS shopping uMlalazi LM TBD Centre DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value Strategic Corridor TBD Development Plan For The Corridor From To Richards Bay Eskom A number of substations are planned for the district: ESKOM TBD Substations Sokhulu SS Est. Empembeni SS Est. (Customer Supply) Ngoye SS Est. Mangethe SS Est. SS Est. Rural Service The establishment of rural services centres throughout the PSDF TBD Centers district ECD Centre The construction of 50 ECD centres throughout the district. PSDF TBD Development (600 - 50/DC & 100 Metro) DISTRICT GROWTH AND DEVELOPMENT PLAN CATALYTIC PROJECTS:

Project Description Source Value Centres for the The construction of a centre focusing on the need of the PSDF TBD Disabled disabled community residing within the district. Centres for Senior The construction of a centre catering for the needs of senior PSDF TBD Citizens(12 - 1/DC citizens. & 2/Metro) Substance abuse The construction of a substance abuse rehabilitation centre. PSDF TBD Rehabilitation Centres(12 - 1/DC & 2/Metro) School Greening The greening of existing schools within the district PSDF TBD (600 - 50/DC & 100 Metro) Establishment of a This committee will assist with issues regarding land PSC Meeting TBD Land Committee ownership and making land available for investment. recommendatio ns 2017/2018 MEC PANEL IDP ASSESSMENT RESULTS Municipal Transformation & Institutional Development

Positive comments Gaps / To be improved HR Strategy in place. Indicate adoption status and implementation progress of HRS, WSP and EEP. Workplace Skills Plan (WSP) in place. • Fill critical vacancies of Section 56. • Report progress. Employment Equity Plan (EEP) in place. Enhance MT SWOT analysis by identifying and adding more issues to Opportunities and Threats components. Council approved organogram.

2016 2017 4.4 3.8 88% 76% Local Economic Development & Social Development

Positive comments Gaps / To be improved Informal Economy Policy is in place. Develop new 5yr LED Strategy. LED unit in place. Review Informal Economy Policy. • Budget for LED programs in place. • Develop/review and implement relevant • Budget for LED research and LED policies. development. • Incorporate relevant information from these policies into the LED Strategy and the IDP. Functional LED Forum. Develop SMME database. M&E plan to track and record the Include explanation of model that was used effectiveness of LED programmes. to quantify number of jobs to be created in response to NDP/PGDP targets. Social development section well articulated. Develop Municipal Safety Plan.

2016 2017 2.21 2.6 44% 52% Basic Service Delivery Positive comments Gaps / To be improved Adopted Integrated Waste Management Plan Include supporting mapping for: (IWMP). • Water and sanitation projects • Waste removal backlogs • Waste removal collections Section on access to community facilities Reflect rail networks in the transport network addressed. map.

Section on telecommunication addressed. Utilise existing IGR structures to coordinate with the District the water and sanitation information and O&M Plan. Section on provision of infrastructure projects Strengthen relations with ESKOM including related to National and LG elections addressed. electrification project information, provided by ESKOM, in the IDP. Attach Integrated Local Transport Plan (ILTP). 2016 2017 Consider establishing a Housing Forum to address 4.3 3.8 human settlement issues. 86% 76% IDP to indicate human settlement backlogs per settlement. Financial Viability & Management Positive comments Gaps / To be improved Capital funding and expenditure to address service • Indicate number of Indigents provided with FBS. delivery section addressed. • Attach Indigent Register. Revenue raising strategies section addressed. Indicate outstanding debt for the past 3 years, as well indicating aging of debtors. Expenditure management section addressed. Under SCM: indicate all deviations with the supporting reasons. Section on AG’s opinion addressed. • Provide information on Budget and Treasury Office. • For Technical Services Unit: need staff structure, vacancies, impact of vacancies on achieving Municipal objectives. • Indicate lines of communication between BTO and TS. • Indicate use of financial consultants and the cost implications thereof. Financial Plan is in place. Include financial ratios for the past 3 years, with calculations. 2016 2017 Include budget % for repairs and maintenance to property, plant and equipment. 4.63 2.65 Indicate on the Financial Plan the MTEF allocation inclusive of Sector Departments’ allocations, as well as a 93% 53% table on budget assumptions. Good Governance & Public Participation Positive comments Gaps / To be improved Batho Pele Policy and Service Delivery Report on status, functionality and Charter and Standards have been membership of Risk Management developed. Committee. Reported on establishment and functionality Report in more detail on Enterprise Risk of various committees. Management. Council adopted policies and bylaws in • Adopt and implement Batho Pele Policy place. and Service Delivery Charter and Standards. • Develop and adopt Service Delivery Improvement Plan (SDIP). Report on participation status of Amakhosi in Council meetings ito Section 81 of MSA. 2016 2017 • Participate in IGR structures . 4.45 3.65 • As a Family to implement the IGR TOR. 89% 73% Enhance GG SWOT analysis by identifying and adding more issues to Strengths and Opportunities components. Implementation of Operation Sukuma Sakhe Positive comments Gaps / To be improved Good progress made with roll out of OSS in - Municipality. Reported on background, status, OSS stakeholders, functionality of Local Task Team (LTT), functionality of War Rooms, intervention programs and challenges. Mentorship program to support functionality of War Rooms. Cross Cutting Interventions

2016 2017 2.22 1.88 44% 38% Strategic Thrust of 6 KPAs Positive comments Gaps / To be improved Descriptive long term vision. Challenges are only listed. Need clear explanation of each key challenge. Well defined goals, objectives and strategies Goals and objectives to address each of the key aligned to National priorities and KPAs. challenges. Clear indicators and targets that resulted in Ensure that baselines from APR of previous year achievement of goals, objectives and strategies. are taken into account when setting targets for the next FY. Clear explanation of how OPMS is applied in the Ensure that corrective actions from the APR of the Municipality. previous year are taken into account when setting targets for the next FY. Implementation Plan has been developed in line Attach departmental level SDBIP. with guidelines. Indicate if departmental indicators are linked to the organisational indicators. Ensure alignment between the goals, objectives, strategies and the SDBIP. Fill Section 54/56 vacancies and sign Performance Agreements within the legislative timeframe. Back to Basics Positive comments Gaps / To be improved Incorporated B2B in strategic planning To adopt SDIP and align it to B2B Support processes. Plan. OPMS is aligned to B2B pillars. To finalise and adopt 2017/18 B2B Support Plan. Current Support Plan is adopted and being implemented. Credibility ranking and score

2016 2017

Ranked Ranked no. 10 No. 26

Credibility Credibility rating: rating: 74.03% 61.27%

Provincial Provincial average: average: 66.02% 61.9% 4TH GENERATION IDP (2017/18 – 2021/22) & AREAS FOR IMPROVEMENT 4TH GENERATION IDP

• New 5yr IDP (2017/2018 – 2021/2022); • New Council term of office with new priorities; • Comprehensive IDP in Yr 1; • Simplified IDP reviews Yr 2 – 5; • Review key Sector Plan and integrate information in IDP; • Obtain funding and technical support from Sector Departments to develop Sector Plans; • PGDS/PGDP review informed DGDP review; • DGDP review to inform IDP formulation; • Obtain funding to implement catalytic projects; • Use IDP Credibility Assessment Criteria and Guidelines as checklist. AREAS FOR IMPROVEMENT • Implement actions, with timeframes and responsibilities as per the adopted Process Plan; • Address the key elements for IDP formulation as identified in the adopted Process Plan; • New Council term of office - new priorities to be identified; • Strategic Planning Session; • Address MEC assessment gaps (MEC letter & assessment criteria table) – COGTA Business Units, Sector Departments & State Owned Enterprises to support; – Municipal Departments & HODs to support; AREAS FOR IMPROVEMENT

• Functional IDP Steering Committee (attendance, participation, share information); • Information exist, just need to be included; • HODs to use IDP Assessment Criteria and Guidelines as checklist (criteria to be reviewed); • Review key sector plans and integrate information into IDP (HODs and Sector Depts); • PGDS/PGDP review informed the DGDP review; DGDP review to inform IDP formulation; • Align plans and processes with those of District Municipality; • Functional IDP Representative Forum; • IGR, participation and consultation. WARD BASED PLANS GUIDELINES WARD BASED PLANS GUIDELINES

• Situational analysis / ward profile – Demographics – Socio-economic – Infrastructure • Spatial orientation • Community needs analysis • Community needs prioritisation • Development strategies – Vision – Strategies aligned to PGDS Goals and IDP WARD BASED PLANS GUIDELINES

• Maps • Implementation plan – Strategy – Program – Projects – Location – Time frames – Support needed from LM and from Stakeholders Thank You