UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN
TAB LE OF CONTENTS
1 INTRODUCTION ...... 1 1.1 PURPOSE ...... 1
1.2 UMGUNGUNDLOVU DISTRICT ...... 1
1.3 PROVINCIAL PLANNING ...... 4
1.3.1 PROVINCIAL GROWTH AND DEVELOPMENT PLAN ...... 4
1.3.2 THE RATIONALE FOR DEVELOPING THE DISTRICT GROWTH AND DEVELOPMENT PLAN ...... 6
1.3.3 THE UMDM INTEGRATED DEVELOPMENT PLAN ...... 7 1.4 UNDERLYING PRINCIPLES ...... 7
1.4.1 A PRODUCTIVE REGION (DISTRICT) ...... 7
1.4.2 AN INCLUSIVE REGION (DISTRICT) ...... 7
1.4.3 A SUSTAINABLE REGION (DISTRICT) ...... 8
1.4.4 EMPOWERMENT AND ERADICATING POVERTY ...... 8
1.4.5 A WELL-GOVERNED REGION (DISTRICT) ...... 8
2 STRATEGIC FRAMEWORK ...... 9
2.1 DEVELOPMENT VISION ...... 9
2.2 STRATEGIC GOALS AND OBJECTIVES ...... 10
3 STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION) ...... 11 3.1 DEVELOPING AND DIVERSIFYING THE AGRICULTURAL SECTOR ...... 11 3.1.1 DIVERSIFICATION OF AGRICULTURAL PRODUCTION AND IDENTIFICATION OF NICHE MARKETS AND AGRI-PROCESSING OPPORTUNITIES...... 14
3.1.2 DEVELOPMENT OF EMERGING COMMERCIAL FARMERS ...... 15
3.1.3 PROTECTION AND REHABILITATION OF AGRICULTURAL RESOURCES ...... 16
3.1.4 EXPEDITE LAND CLAIM RESOLUTIONS ...... 17
3.1.5 EXPANSION OF IRRIGATION SCHEMES AND WATER USE EFFICIENCY ...... 17 3.2 ENHANCE SECTORAL DEVELOPMENT ...... 17
3.2.1 ENHANCE VALUE-ADDING WITHIN THE MANUFACTURING SECTOR ...... 17
3.2.2 DEVELOP, DIVERSIFY AND MARKET THE TOURISM SECTOR TO INCREASE DOMESTIC AND FOREIGN VISITORS ...... 18
3.2.3 IMPROVE THE EFFICIENCY AND PRODUCTIVITY OF THE TRANSPORT AND LOGISTICS SECTORS ...... 19
3.2.4 FACILITATE THE EXPANSION OF INVESTMENT INTO THE SERVICES SECTOR ...... 19
3.2.5 ESTABLISH DISTRICT DEVELOPMENT AGENCY TO DRIVE LED AND INVESTMENT ...... 19
3.2.6 DEVELOPMENT OF SPECIAL ECONOMIC ZONES AND INDUSTRIAL HUBS ...... 19
3.2.7 STRENGTHENING THE EXISTING BUSINESS CHAMBER FOR IMPROVED PARTNERSHIPS AND FUNCTIONALITY ...... 20 3.3 EXPAND GOVERNMENT-LED JOB CREATION PROGRAMMES ...... 20
3.3.1 SUPPORT ENHANCED IMPLEMENTATION OF THE EXTENDED PUBLIC WORK PROGRAMME (EPWP) ...... 20
3.3.2 IMPLEMENTATION OF THE YOUTH EMPLOYMENT ACCORD...... 21
3.3.3 FACILITATE EXPANDED ACCESS TO THE JOBS FUND ...... 22
3.4 PROMOTING SMME AND ENTREPRENEURIAL DEVELOPMENT ...... 22
3.4.1 FACILITATION OF ACCESS TO MARKETS FOR SMALL ENTERPRISES ...... 23 3.4.2 FACILITATION OF ACCESS TO FINANCE FOR SMALL ENTERPRISES ...... 23
3.4.3 CAPACITY BUILDING AND MENTORSHIP SUPPORT FOR SMALL ENTERPRISES ...... 23
3.4.4 IMPLEMENTATION AND ENFORCEMENT OF B–BBEE ...... 23
3.4.5 ACCESS TO APPROPRIATELY LOCATED FACILITIES WITH LINKED SERVICES ...... 24 3.5 ENHANCE THE KNOWLEDGE ECONOMY ...... 24
3.5.1 STRENGHTEN PARTNERSHIPS BETWEEN PUBLIC AND PRIVATE SECTOR AND RESEARCH AND TERTIATY INSTITUTIONS ...... 25
3.5.2 ESTABLISHMENT OF DISTRICT INNOVATION HUBS ...... 25
3.5.3 ESTABLISH A CONSOLIDATED INDIGENOUS KNOWLEDGE SYSTEM TOWARDS COMMERCIALISATION ...... 26
4 STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOPMENT ...... 27 4.1 EARLY CHILDHOOD DEVELOPMENT, PRIMARY AND SECONDARY EDUCATION ...... 29
4.1.1 ENSURE THE DELIVERY OF PROFESSIONAL MANAGEMENT AND RELEVANT TEACHER DEVELOPMENT PROGRAMMES ...... 30
4.1.2 EFFICIENT DATA COLLECTION TO TRACK LEARNER PROGRESS AND ENHANCE RETENTION ...... 30
4.1.3 IMPROVING SCHOOL INFRASTRUCTURE ...... 31
4.1.4 PROMOTING THE USE OF NEW TECHNOLOGIES ...... 31
4.1.5 ENHANCE TECHNICAL AND VOCATIONAL EDUCATION ...... 31
4.2 SUPPORT SKILLS ALIGNMENT TO ECONOMIC GROWTH ...... 31
4.2.1 DEVELOP SKILLS PLANS FOR LEAD ECONOMIC SECTORS BASED ON SKILLS DEMAND ...... 32
4.2.2 ENSURE AN APPROPRIATE "PROGRAMME AND QUALIFICATION MIX" AT UNIVERSITIES, AND PROMOTE ENROLMENTS IN KEY AREAS ...... 32
4.2.3 EXPAND THE ENROLMENT OF YOUTH IN FET COLLEGE PROGRAMMES AND IN OTHER POST-SCHOOL TRAINING INSTITUTIONS...... 33 4.2.4 DATABASE OF GRADUATES FOR EMPLOYERS TO ACCESS ...... 33
4.3 YOUTH SKILLS DEVELOPMENT AND LIFE-LONG LEARNING ...... 33
4.3.1 DEVELOP COMPREHENSIVE VOCATIONAL AND CAREER GUIDANCE PROGRAMMES ...... 33
4.3.2 RELEVANT LIFE-LONG LEARNING TO BE DELIVERED BY ACCESSIBLE AND VIBRANT COMMUNITY-BASED ADULT EDUCATION AND TRAINING (AET) CENTRES ...... 34
5 STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT ...... 35
5.1 POVERTY ALLEVIATION AND SOCIAL WELFARE ...... 35
5.1.1 PROMOTE AND ACCELERATE ROLL-OUT OF SUKUMA SAKHE ...... 37
5.1.2 IMPLEMENTATION OF COMPREHENSIVE SOCIAL WELFARE SAFETY NET ...... 37
5.1.3 EXPANSION OF SOCIAL WELFARE SERVICES TO UNDER-SERVICED AREAS ...... 38 5.2 ENHANCING THE HEALTH OF COMMUNITIES AND CITIZENS ...... 38
5.2.1 DEVELOPMENT AND IMPLEMENTATION OF COMPREHENSIVE PRIMARY HEALTH CARE SYSTEM AND ROLL-OUT OF THE NATIONAL HEALTH INSURANCE PROGRAMME...... 39
5.2.2 ACCELERATE HIV/AIDS INTERVENTION PROGRAMMES ...... 39
5.2.3 IMPLEMENT AND ACCELERATE AWARENESS CAMPAIGNS ...... 39 5.3 SUSTAINABLE HOUSEHOLD FOOD SECURITY ...... 40
5.3.1 DEVELOPING INFRASTRUCTURE FOR LOCAL MARKETS ...... 40
5.3.2 SUPPORT TO INFORMAL ECONOMY ...... 41
5.3.3 SKILLS DEVELOPMENT TO SUPPORT LOCAL PRODUCTION...... 41
5.3.4 ONE-HOME ONE-GARDEN CAMPAIGN ...... 41
5.3.5 PERMACULTURE PRACTICES ...... 41 5.3.6 100HA PROGRAMME BY TRADITIONAL COUNCILS ...... 41
5.3.7 INTEGRATED SYSTEM FOR CONTINUOUS ASSESSMENT ...... 42 5.4 SUSTAINABLE HUMAN SETTLEMENTS ...... 42
5.4.1 ESTABLISHMENT OF A JOINT DISTRICT FORUM ADDRESSING INTEGRATED DEVELOPMENT ...... 42
5.4.2 DENSIFICATION OF HUMAN SETTLEMENTS ...... 43
5.4.3 TRANSFORMATION OF INFORMAL SETTLEMENTS ...... 43
5.4.4 DEVELOP PROVINCIAL STRATEGY AND PLAN TO ADDRESS HOUSING THE GAP MARKET ...... 44
5.4.5 EXPAND SOCIAL HOUSING PROGRAMME ...... 44
5.5 ENSURING SAFETY AND SECURITY THROUGHOUT THE DISTRICT ...... 44
5.5.1 IMPLEMENTATION OF COMMUNITY PROTECTION THROUGH ENVIRONMENTAL DESIGN ...... 45
5.5.2 STRENGTHEN PROGRAMMES AIMED AT CURBING VIOLENCE AGAINST THE VULNERABLE...... 45
5.5.3 STRENGTHEN PARTNERSHIPS - CIVIL SOCIETY, BUSINESS AND CRIMINAL JUSTICE SYSTEM ...... 46
5.5.4 ESTABLISH EDUCATIONAL PROGRAMMES ON SAFETY FOR CHILDREN AND THE YOUTH ...... 46
5.5.5 REDUCTION IN STOCK THEFT ...... 46 5.6 ADVANCE SOCIAL CAPITAL ...... 46
6 STRATEGIC GOAL 4: STRATEGIC INFRASTRUCTURE ...... 48 6.1 AIRPORT DEVELOPMENT AND INVESTMENT ...... 48
6.2 DEVELOPMENT OF ROAD AND RAIL NETWORKS ...... 50
6.2.1 CREATE ADDITIONAL CAPACITY ALONG PRIMARY MOVEMENT CORRIDORS...... 50 6.2.2 MAINTAIN SECONDARY ROAD NETWORK AND EXTEND RURAL ROAD ACCESS ...... 51
6.2.3 EXPAND AND MAINTAIN CORE RAIL FREIGHT NETWORK AND BRANCH LINES ...... 52
6.2.4 IMPROVE PASSENGER RAIL SERVICES ...... 52
6.2.5 IMPLEMENTATION OF THE INTEGRATED PUBLIC TRANSPORT SERVICES ...... 52 6.3 DEVELOPMENT OF INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) ...... 52
6.3.1 DEVELOP ICT BACKBONE INFRASTRUCTURE ...... 53
6.3.2 DEVELOP ACCESS NETWORK INFRASTRUCTURE AT DISTRICT AND MUNICIPAL LEVEL ...... 54
6.3.3 ICT ACCESS CENTRES & TECHNOLOGY UP-SKILLING ...... 54 6.4 DEVELOP ENERGY PRODUCTION CAPACITY ...... 55
6.4.1 DEVELOP A DISTRICT ENERGY PLAN ...... 55
6.4.2 PROGRAMME AND FUNDING FOR OPERATIONS AND MAINTENANCE ...... 56
6.4.3 EXPEDITE THE PLANNING AND IMPLEMENTATION OF SUB-TRANSMISSION NETWORKS ...... 56 6.5 IMPROVE WATER RESOURCE MANAGEMENT AND SUPPLY ...... 56
6.5.1 DISTRICT TO DEVELOP A DISTRICT WATER STRATEGY ...... 57
6.5.2 RATIONALISATION AND EXTENSION OF WATER BOARD JURISDICTIONS ...... 57
6.5.3 LOCALISED WATER HARVESTING ...... 58
6.5.4 PROGRAMME FOR BUILDING OF DAMS ...... 58
6.5.5 PROGRAMME FOR DEVELOPMENT OF WATER SOURCES ...... 58
6.5.6 DEVELOP A MAINTENANCE PROGRAMME ...... 59 6.5.7 WATER CONSERVATION AND DEMAND MANAGEMENT PROGRAMME ...... 59
6.5.8 ESTABLISH POLICY AND DESIGN STANDARDS FOR THE PROVISION OF 75 LITRES OF WATER PER PERSON PER DAY ...... 59
6.5.9 SUSTAINABLE USE OF AQUATIC RESOURCES ...... 59 6.6 DEVELOP INLAND MULTI-MODAL LOGISTIC HUBS (INLAND PORT) ...... 60
7 STRATEGIC GOAL 5: ENVIRONMENTAL SUSTAINABILITY ...... 61
7.1 INCREASE LAND PRODUCTIVITY ...... 61
7.2 ADVANCE ALTERNATIVE ENERGY GENERATION AND REDUCE RELIANCE ON FOSSIL FUELS ...... 64
7.3 MANAGE PRESSURES ON BIODIVERSITY ...... 64
7.3.1 SPATIAL BIODIVERSITY PLANNING, DECISION-SUPPORT TOOL DEVELOPMENT AND MONITORING ...... 66
7.3.2 COOPERATIVE ENVIRONMENTAL GOVERNANCE PROCEDURES ...... 66
7.3.3 ENVIRONMENTAL QUALITY MANAGEMENT ...... 67 7.4 ADAPT TO CLIMATE CHANGE ...... 68
7.4.1 CLIMATE CHANGE POLICY, PLANNING AND MONITORING ...... 69
7.4.2 ENHANCE DISASTER MANAGEMENT PLANNING AND MONITORING ...... 69 7.5 WORKING TOWARDS A GREEN ECONOMY ...... 70
8 STRATEGIC GOAL 6: GOVERNANCE AND POLICY ...... 71
8.1 STRENGTHEN STRATEGY POLICY COORDINATION AND INTER-GOVERNMENTAL RELATIONS (IGR) ...... 71
8.1.1 DEVELOP AN INTEGRATED FUNDING AND IMPLEMENTATION MANAGEMENT FRAMEWORK ...... 71
8.1.2 CREATE A SINGLE WINDOW OF CO-ORDINATION BETWEEN THE PROVINCIAL GOVERNMENT, MUNICIPALITIES AND NON-GOVERNMENT FORUMS ...... 73 8.1.3 RE-ORIENTATE THE BUSINESS OF THE CLUSTERS TO ALIGN TO GOVERNMENT'S CORE POLICIES OF TRANSFORMATION, GROWTH AND DEVELOPMENT ...... 73
8.2 BUILD LOCAL GOVERNMENT CAPACITY ...... 73
8.2.1 DEVELOP AN INTEGRATED HRD AND PROFESSIONAL SUPPORT PROGRAMME FOR THE PUBLIC SECTOR ...... 74
8.2.2 PROMOTE SHARED SERVICES AMONGST MUNICIPALITIES ...... 74
8.2.3 ALIGN PGDP INTERVENTIONS TO STAFF PERFORMANCE AGREEMENTS...... 74
8.3 ERADICATE FRAUD AND CORRUPTION ...... 74
8.3.1 OPERATION CLEAN AUDIT ...... 74
8.3.2 FRAUD PREVENTION ...... 74
8.3.3 IMPLEMENT INTEGRITY MANAGEMENT PROGRAMMES ...... 75 8.4 PROMOTE PARTICIPATIVE, FACILITATIVE AND ACCOUNTABLE GOVERNANCE ...... 75
8.4.1 IMPROVE RELATIONSHIP BETWEEN TRADITIONAL COUNCILS, MUNICIPALITIES AND PROVINCIAL DEPARTMENTS ...... 75
8.4.2 DISTRICT DEVELOPMENT AGENCY ...... 75
8.4.3 DEVELOP ADVOCACY PROGRAMMES TO STRENGTHEN THE WARD COMMITTEE SYSTEM ...... 76
9 STRATEGIC GOAL 7: SPATIAL EQUITY ...... 77 9.1 PROMOTE SPATIAL CONCENTRATION AND COORDINATION OF DEVELOPMENT INTERVENTIONS ...... 77
9.1.1 ESTABLISH A HIERARCHY OF DISTRICT NODES WITH CLEARLY DEFINED FUNCTIONS AND INTERVENTIONS PER NODE ...... 78
9.1.2 DEVELOPMENT OF CORRIDOR PLANS TO CO-ORDINATE INTERVENTIONS AROUND DISTRICT CORRIDORS ...... 80
9.1.3 BUILDING THE CAPITAL STATUS ...... 81 9.2 FACILITATE INTEGRATED LAND MANAGEMENT AND SPATIAL PLANNING ...... 81 10 IMPLEMENTATION FRAMEWORK ...... 84
10.1 CATALYTIC PROJECTS ...... 84
10.2 INSTITUTIONAL ARRANGEMENTS ...... 87
10.3 MONITORING AND EVALUATION FRAMEWORK ...... 88
10.3.1 ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION) ...... 88
10.3.2 HUMAN RESOURCE DEVELOPMENT ...... 92
10.3.3 HUMAN AND COMMUNITY DEVELOPMENT ...... 95
10.3.4 STRATEGIC INFRASTRUCTURE ...... 99
10.3.5 ENVIRONMENTAL SUSTAINABILITY ...... 102
10.3.6 GOVERNANCE AND POLICY ...... 106
10.3.7 SPATIAL EQUITY ...... 110
LIST OF FIGURES
Figure 1: PGDP Framework ...... 5
Figure 2: Progressive implementation of DGDP ...... 7
Figure 3: The uMgungundlovu Strategic Framework structure ...... 10
Figure 4: Economic growth and development objectives ...... 11
Figure 5: Human resource development objectives ...... 27
Figure 6: Human & community development objectives ...... 35
Figure 7: Strategic infrastructure objectives ...... 48
Figure 8: Environmental sustainability objectives ...... 61
Figure 9: Governance and policy objectives ...... 71
Figure 10: Spatial equity objectives ...... 77
LIST OF TABLES
Table 1: UMDM Population distribution ...... 1
Table 2: Catalytic projects ...... 84
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1 INTRODUCTION
1.1 PURPOSE Map 1: Locality of UMDM within KZN
This document presents the uMgungundlovu District Growth and Development Plan, which has been formulated within the context of the Kwa- Zulu Natal Provincial Growth and Development Plan (PGDP). The District Growth and Development Plan gives intent to the strategic goals of the PGDP and provides a long-term development strategy for the District. The DGDP will be implement through the District’s Integrated Development Plan and associated Sector Plans.
1.2 UMGUNGUNDLOVU DISTRICT
The uMgungundlovu District is one of the ten (10) district municipalities that make up the KwaZulu-Natal Province. It is surrounded by the Ilembe, Umzinyathi, Metropolitan Area. The district is located in the midlands part of the province; approximately uThukela, Ugu and Sisonke District 85km west of Durban (refer to map 1). Municipalities and the eThekwini
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The N3, which is the busiest national highway in South Africa, passes district as a distinct geographic functional region with through the area. This, coupled with the declaration of Pietermaritzburg as the main economic and service hub.
Pietermaritzburg as a capital of KwaZulu-Natal, makes the district Other sub-areas include the renowned Midlands Meander, high one of the busiest districts in the Province. potential agricultural areas (Midlands Mist belt), expansive rural It covers an area of approximately 9 189.53 km2 and is divided into settlements and small towns that serve the rural hinterland. The seven local municipalities (see map 2 on overleaf), namely: district accounts for about 13.5% of KwaZulu-Natal's Gross
Table 1: UMDM Population distribution Geographical Product and 14.5% of the province's formal Municipality Population 2011 Area (km2) employment. KZN221: uMshwathi 106374 1 924.55 The district occupies a strategic position and plays a critical role in KZN222: uMngeni 92710 1 568.30 KZN223: Mpofana 38103 1 679.37 the provincial economy. In addition to being the seat of the KZN224: Impendle 33105 947.9 Provincial Cabinet and Parliament, the Umngeni River, which KZN225: The Msunduzi 618536 649.79 supplies water to the industrial and logistics hub of eThekwini rises KZN226: Mkhambathini 63142 766 from and runs through the district in an east-west direction. A KZN227: Richmond 65793 1 133.62 Source: Gaffney’s Local Government in SA 2011-2013 significant portion of the N3 corridor also runs through the district. The district is one of the fastest growing areas in terms of both Development challenges facing the district include urbanization and population and the economy. In 2001, the district population was the associated informal settlements, poverty, service backlogs and estimated at 932 131 people. The recently released census data general lack of investment in the rural areas, particularly traditional suggests an increase of about 0.88% per annum between 2001 and council areas, land issues and lack of infrastructure investment (bulk 2011 and a total population of 1 017 763 people in 2011. infrastructure).
The district is diverse and made up of sub-areas, each with unique attributes that combine in a systematic manner to establish the
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Map 2: The uMgungundlovu District
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | INTRODUCTION JUNE 2014
P a g e | 3 The Msunduzi municipality is centred on the city of The uMshwathi Municipality is the largest of the seven
Pietermaritzburg. It is the provincial capital and seat of municipalities in the district and is centered on uMgungundlovu District Municipality. The area is ideally Wartburg/New Hanover. The area is characterised by good positioned for manufacturing, particularly aluminium, timber rainfall, fertile soils and a temperate climate results in the and leather products and is acknowledged as a centre of area contributing 40% of the total sugar cane and maize academic excellence, including the University of KwaZulu-Natal production of uMgungundlovu District Municipality. Some and several of South Africa's top government and private of the main attractions in the municipality include the Albert schools. Falls and Nagle Dams, which offer tourism and agriculture
Msunduzi is also host to international sporting highlights such opportunities, with leisure activities including bass fishing, as the Comrades Marathon, Midmar Mile and Duzi Canoe canoeing, kayaking and rowing an attraction for locals and Marathon and visitor attractions include the Royal visitors.
Agricultural Show. Impendle Local Municipality overlooks a large stretch of
The municipal seat of the uMngeni municipality is at Howick. this area, which borders on the majestic Drakensberg Hilton and Howick are situated on the N3 corridor, providing mountain range. The proclaimed World Heritage Site of the opportunities for development. uMngeni municipality spectacular Drakensberg-Ukhahlamba Mountain Park highlights the presents a mix of manufacturing enterprises, leisure facilities potential for ecologically sustainable tourism enterprises, and a burgeoning agricultural sector. Howick Falls, Karkloof particularly those focused on indigenous rock art,
Falls and Midmar Dam (a well-developed resort incorporating prolific bird life and fly-fishing. a game reserve) are all tourism attractions, and the Midlands There is minimal manufacturing activity, and community
Meander is arguably the most successful tourism initiative in based craft endeavours and emerging micro enterprises
South Africa. The area boasts the Cedara Agricultural College, point to the future. An abundance of water allows for a and lends itself to beef and dairy farming, timber production mixed agricultural economy, while the cold winters in the and the cultivation of vegetables. region indicate opportunities for a deciduous fruit industry.
Mpofana Local Municipality is set against the majestic Richmond Local Municipality is synonymous with Drakensberg mountains, with the town of Mooi River as the Source: http://kzntopbusiness.co.za timber and of wood products. administrative centre. Once the base of a vibrant textile industry, the future focus is on the manufacture of quality Mkhambathini Local Municipality is based in Camperdown, Investment opportunities for manufacturing are fabrics by small, medium and micro enterprises. Dairy farming only 30 minutes from Durban's international airport and linked to timber and agricultural opportunities Africa's busiest harbour. is one of the drivers in the agricultural sector followed by crops centred on dairy, citrus, vegetable, tea and coffee such as maize, wheat, beans, peas and potatoes. Cattle and The N3 corridor runs through the municipality, providing and sugar-cane production. opportunities linked to the Provincial corridor development. sheep are farmed extensively, and the area boasts some of South Africa's best racehorse stud farms. Agricultural production centres on vegetables, maize and The historic court building and prison in Richmond are The construction of the Spring Grove Dam at Rosetta will sugar cane, and the area features the second highest popular visitor attractions, while adventure tourists transfer waterUMGUNGUNDLOVU to the uMngeni DISTRICT system GROWTH and will AND result DEVELOPMENT in concentration PLAN | INTRODUCTION of poultry producers in the world, as well as pig are drawn to the Umkomaas River, regardedJUNE 2014 as one of downstream business and industrial opportunities. and beef farming. Tourism attractions include the Table the two best white water venues in Africa. Mountain, Tala Game Reserve, Nagle Dam and Umgeni Valley.
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1.3 PROVINCIAL PLANNING • agree on the targets and the KZN growth path in respect of each of the indicators; 1.3.1 PROVINCIAL GROWTH AND DEVELOPMENT PLAN • agree on the strategic interventions required to achieve the set The KwaZulu-Natal Provincial Cabinet adopted in principle the targets; Provincial Growth and Development Strategy in August 2011 as a strategic guide for development and investment at a provincial level. • describe the catalytic projects in support of the interventions, The PGDS presents a long-term vision and outlines a strategic growth where possible; and and development agenda for the province. It identifies 7 strategic • agree on the monitoring, evaluation, reporting and review goals and 30 strategic objectives. framework of the plan.
A draft Provincial Growth and Development Plan (PGDP) has been In the context of the PGDS and PGDP, defining ‘growth’ and developed on the basis of the PGDS as a means to translate the ‘development’ includes ‘growing the economy for the development strategy into a detailed implementation plan. This is inclusive of a and the improvement of the quality of life of all people living in the detailed activity level framework with targets and responsibilities province of KwaZulu-Natal’. The PGDS acknowledges that the assigned to the appropriate government department. The main effective implementation and accomplishment of these goals and purpose of this PGDP document is to begin the process of enabling objectives, requires that they should be localized and refined to take the province to measure its progress in achieving the accepted into account the unique circumstances and character of each district. growth and development goals. The primary purpose of the PGDP is It therefore, advocates for the preparation of District Growth and to (Draft PGDP, September 2013:12): Development Plans (DGDP) for each municipal district and the • describe the desired 2030 outcomes in the 7 goals and 30 metro. objectives; Figure 1 on the overleaf outlines the framework of the PGDP. • agree on the set of indicators that will be applied to measure the progress made to achieve the desired outcomes;
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Figure 1: PGDP Framework
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1.3.2 THE RATIONALE FOR DE VELOPING THE DISTRICT GROWTH • Identify the Strategic Interventions in relation to each of the AND DEVELOPMENT PLAN Strategic Objectives that will be required to achieve the desired The DGDP is not intended to be a comprehensive all-encompassing outcomes as expressed by the Vision by 2030; development plan for the district, but will rather focus on limited but • Identify Catalytic Projects that will receive priority attention and strategic projects of high-impact, fast-track interventions that can support, based on the potential and scale of these projects to act as catalysts for accelerated and shared growth. Therefore, the 5- fast track achieving DGDP Goals and Objectives; Year Strategic Programme as outlined in the Integrated • Establishing a District Wide platform for Monitoring, Evaluation; Development Plan and the associated sector plans, and the other district or municipal planning and service delivery instruments will • Review and Reporting. continue along-side and align with the DGDP, which will serve as the The objectives relating to the development of a DGDP for long-term strategic plan for the district. The proposed DGDP for uMgungundlovu District include the following: uMgungundlovu District will therefore serve as a district translation • To establish and outline long term vision and direction for and an implementation framework for the PDGP. The DGDP development in the district; therefore sets out to: • To provide an overarching and coordinating framework for • Describe the desired outcome in respect of each Strategic planning and development initiatives within each of the local Objective; municipalities and across municipal boundaries; • Identify the Key Performance Indicators (KPI) in respect of each • To provide a spatial context and justification for priority Strategic Objective that will be used to measure progress and interventions; performance; • To guide resource allocation of various spheres of government, • Plot the trajectory in respect of each (KPI) in five yearly intervals, service delivery agencies and private sector working within the setting targets for 2015, 2020, 2025 and 2030; district;
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• To develop institutional arrangement for an effective As such, each five year IDP review constitutes the progressive implementation of the DGDP and the PGDS; implementation of the long-term strategy as defined in the District
• To align and integrate departmental strategic plans at a district Growth and Development Plan. level; 1.4 UNDERLYING PRINCIPLES
• To facilitate commitment of resources (human, financial, etc.) 1.4.1 A PRODUCTIVE REGION (DISTRICT) towards the implementation of strategic objectives, catalytic A productive region (district) essentially refers to activities that initiatives and other district priorities. enhance business competitiveness, promote investment, improve 1.3.3 THE UMDM INTEGRATED DEVELOPMENT PLAN the l business environment and initiate local economic development The uMgungundlovu Integrated Development Plan is the principal initiatives. strategic planning instrument that guides and informs all planning, The district will continue to support economic growth that is both budgeting, management and decision-making within the competitive and job-intensive, thereby ensuring the sharing of municipality. The IDP is the product of an integrated development economic opportunities. Facilitating shared growth and involving planning process and reviewed on an annual basis (with more citizens in economically productive activities will serve to comprehensive reviews being undertaken every five years). benefit all. Figure 2: Progressive implementation of DGDP 1.4.2 AN INCLUSIVE REGION (DISTRICT)
IDP IDP IDP IDP An inclusive region (district), which describes actions focused on 2016 2021 2026 2030 social issues and integration of communities, poverty reduction and equitable service delivery. This principle is one of the main pillars of the integrated development planning service delivery program and UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT VISION 2030 citizen participation in municipal affairs.
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1.4.3 A SUSTAINABLE REGION (DISTRICT) • Accommodating the poor, by working to ensure that they can A sustainable region (district) refers to the systemic relationship find and retain decent lowest-cost housing and rental-housing between ecological, social, economic and institutional issues. This opportunities – without needing to resort to a life lived in forms the main thrust of the environmental management program informal settlements. as implemented by the District. The management of all scarce • Empowering the poor politically through meaningful resources is the collective responsibility of everyone. For success, participatory governance. this principle requires the development of compacts between the 1.4.5 A WELL-GOVERNED REGION (DISTRICT) district, local municipalities, government, business, individual A well-governed region (district) refers to processes of governance citizens and communities, with joint action representing the only and administration and developing adequate structures and option for adequately addressing resource security requirements. institutions to manage the District. Good governance is central to all 1.4.4 EMPOWERMENT AND ERAD ICATING POVERTY of the principles outlined above, serving as the foundation upon This principle revitalises our understanding of our Constitutional which all other principles can be realised. The district commits to duty to look after the ‘basic needs’ of the community. This principle ensuring financial sustainability and deepening participation. not only refers to the provision of free basic services, but also Financial sustainability is critical if the district is to meet the long- includes the districts’ role in respect of the following: term demands for capital infrastructure. Recognising that
• Enabling the poor to access basic livelihoods, inter-alia by communication is critical for deepening participation, the District helping them to secure social grants, facilitating skills will transform the manner in which communicates with communities development and basic employment opportunities, and and stakeholders. supporting ‘self-help’ projects, start-up micro-enterprises and community-based co-operatives;
• Ensuring the affordability of municipal services, public transport and social facilities.
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2 STRATEGIC FRAMEWORK
The strategic framework for the UMDM Growth and Development Plan provides the focus for maximum impact in the district. The purpose of a strategic framework is to focus and coordinate the activities of all stakeholders in order to attain the vision developed for the growth and development of the district. The strategy sets out the long-term direction for growth in the district.
2.1 DEVELOPMENT VISION
NATIONAL DEVELOPMENT PLAN PROVINCIAL GROWTH AND UMGUNGUNDLOVU DEVELOPMENT PLAN
Gateway to Healthy Employable
Africa and the educated people are
world communities employed Dynamic functional Expand Use resources Vibrant economy Create jobs properly economic region infrastructure Sustainable More Basic services use of natural equitable delivered resources Society
Inclusive Quality Quality
planning education healthcare World class Investor Skilled labour Integrated Quality service infrastructure confidence force development delivery
Build a Fight Unite the capable state corruption nation People Strong and Foster social centred decisive compacts development leadership
Improved quality of Prosperity end Equity Equity life
Safe, healthy & sustainable living environments
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC FRAMEWORK JUNE 2014
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2.2 STRATEGIC GOALS AND OBJECTIVES
The strategic goals and objectives are aligned to the Provincial Growth and Development Plan, reflected below.
Figure 3: The uMgungundlovu Strategic Framework structure
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | JUNE 2014
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3 STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
The growth of the district economy is one of the strategic focus areas 3.1 DEVELOPING AND DIVER SIFYING THE AGRICULTURAL of the Growth and Development Plan. The district’s economic SECTOR performance has been somewhat disappointing and this sector has The primary sector in the district is the most important economic not been performing as expected. sector and is dominated by agriculture and forestry, especially in the Figure 4: Economic growth and development objectives rural municipalities. This sector is one of the largest contributors to
formal sector employment in the district and also plays a pivotal role
Developing and diversifying the Agricultural sector in the economy, especially due to its tendency to have a multiplier
effect on the economy (processing and packaging of produce).
Enhance Sectoral Development through Trade and Approximately 75% of the land in UMDM is under agriculture, of
AND Investment
which 39% is grassland, 16% is forestry and 19% is under cultivation. The highest potential agricultural land are located in uMshwathi,
Expand Government-led job creation Programmes GROWTH Mpofana and uMngeni municipalities and it is important to note that
high potential agricultural land has become a scarce and an ever-
DEVELOPMENT dwindling resource. Its protection is high on the agenda for the Promoting SMME, Entrepreneurial development ECONOMIC Department of Agriculture, Environmental Affairs and Rural Development and there is an urgent need for national government
to promote commercial agriculture through provision of certain Enhance the Knowledge Economy
incentives and mitigating the negative impact of the land reform programme on commercial agriculture. This strategic goal should aim to grow the key economic sectors of the district and increase its contribution to the provincial economy.
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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An interview with KwaNalu, the provincial organisation that • Mechanisms and incentives are needed to develop and educate represents commercial, entrant commercial and subsistence (arable young emerging farmers. and livestock) farmers, noted some of the challenges facing this • The District needs to put in place strategies and incentives that sector in in the District as follows: will make UMDM the most preferential District within the • Slow pace and failure of land reform programmes. province.
• Failing infrastructure in rural areas particularly road and • Development and investment in emerging commercial farmers.
telecommunications, which is critical for effective operation of • Research and development in the district must be strengthened business and movements to and from markets.IN addition, local and supported. municipalities need to maintain and upgrade infrastructure in • Veterinary services. The failure of the animal health (veterinary urban areas regularly to avoid impacts that local breakdowns services) to adequately control movement of animal products in (e.g. disruptions in municipal water supply/ electricity supply) the province has seriously impacted on the livestock industry can have on agricultural processing plants, for example. and the potential to export animal products to other countries. • Access to water is becoming an increasing challenge in the • Safety and security issues facing the District includes theft from district and catchments areas remain closed and under stress. agricultural properties (commercial and subsistence farmers), • Rising cost of capital and other input costs, such as labour, livestock theft, and violent crimes. This poses major threats to electricity, water, etc. Factors such as increases in minimum agriculture. Although stock theft units are up and running wages will ultimately result in retrenchments and farmers will effectively, one of the major constraints are capacity within move progressively toward mechanisation and the use of these units. The District need to identify how they can migrant/seasonal workers. As such, large commercial farms will contribute/ assist in this matter. keep on growing, while smaller commercial farms will ultimately vanish over time.
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• The agricultural sector requires a solid agricultural policy and agricultural sector will be a critical component of a rural policy on land reform from government, which is currently development and land reform programme. In addition, the district’s lacking. agriculture focus will be oriented towards the provision of affordable
• Smart subsidies and incentives are needed to encourage food to meet the basic needs of the population and towards employment and investment and the District needs strong household food security. leadership in agriculture and politics. The following are interventions suggested to achieve the highlighted
• Trade opportunities for agricultural produce on the global objectives. market are being brokered by the private sector with little (if 3.1.1 DIVERSIFICATION OF A GRICULTURAL PRODUCTION AND any) support from government. IDENTIFICATION OF NICHE MARKETS AND AGRI- PROCESSING OPPORTUNITIES • There is a need to bring some of the under-used land in the Research into the comparative advantages within the district has communal areas and under land reform projects into identified the following focus areas: commercial production over a period of time that is commensurate with the aims and objectives of the land reform • Forestry and timber, as well as agriculture and hunting have programme and food security needs. been identified as existing or stable sectors in the district. Forestry plantations are located particularly in the Richmond, INDICATORS uMshwati and uMngeni area, while out-grower programmes . Total employment in agricultural sector and experimentation with new farming techniques can . Value of agricultural contribution to district economy . Number of emerging commercial farmers contribute to the growth in the sector and spread the economic . Hectares of land under agricultural production benefits to wider communities.
• Food beverages and tobacco processing have been identified as The agriculture sector has significant promise for the growing the an emerging comparative advantage in the district and includes district’s economic base. To this end, a vibrant and expanded sugar cane processing and dairy. Beneficiation of raw
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agricultural produce is one of the key activities that should be advantages. This hub could include crop and dairy processing, as focussed on, as well as the expansion of feed stock industries well as canning and packaging. and the dairy production industry. (DEDT Comparative 3.1.2 DEVELOPMENT OF EMERGING COMMERCIAL FARMERS Advantages report, 2012) This intervention seeks to achieve the design of a strategy for the • Other focus areas should be the strengthening of niche markets: development of emerging commercial farmers in the district, who Flower farms in the Richmond area (linked to export are usually excluded from the mainstream agricultural economy. opportunities). They face a myriad of challenges and the main objective should be to support these farmers to be sustainable, viable and independent. Resuscitation of citrus in the Richmond area. Particular focus should be awarded to support mechanisms, such as Richmond (timber, packaging & processing). training and development of technical skills, financial management, Wartburg/ Dalton area (sugarcane, timber). maintenance, personal development, literacy, mentorship and business ethics. To this end, the private sector has started with uMngeni, Karkloof area (timber). several initiatives such as the uMati Trust, Sengani Sustainable Dairy Eston/Mkhambathini (poultry production, sugarcane). Transformation and Mpofana Irrigation Project.
Opportunities to establish a poultry hub in Mkhambathini Mechanisms and incentives are also needed to develop and educate municipality. The latter should also include backward young emerging farmers. The private sector has started such an and forward linkages and linkages to opportunities initiative, namely the uMati Trust (Midlands Agricultural associated with the N3 corridor. Transformation Trust), which aims to coordinate education from a • Options for a Special Economic Zone / Industrial hub should be primary school level. The Trust will start early mentorship investigated further, especially the option for an Agro- programmes and send successful candidates to agricultural high processing Hub to further exploit the districts agricultural schools and tertiary institutions. Business and farmers can thus
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contribute to education and enterprise development and get BBEEE poles, firewood, etc.), and in so doing provide an economic credits to add to their scorecard. vehicle for SMMEs / local micro enterprises to generate income through value adding activities. This intervention requires well- 3.1.3 PROTECTION AND REHABILITATION OF AGRICULTURAL RESOURCES structured partnerships between role players, including the private sector, the District, and relevant government Comprehensive or agricultural protection planning that includes departments. Secondly, the control of existing alien tree growth management and more direct farmland protection activities infestations where they do not present an economic should be the foundation of agricultural land protection efforts. opportunity. A number of response programmes creates Protection and rehabilitation of natural agricultural resources should opportunities in this regard, such as Land Care, Working for seek to achieve the following: Water and Working for Wetlands. • Control over the subdivision and change of use of agricultural • Areas with high potential agricultural land must be protected at land and prime- and unique agricultural land. Sub-division and all costs. These include areas that offer unique opportunities for change of land use on agricultural land is governed in terms of cultivation and food security and should ultimately not be the Sub-division of agricultural Land Act, Act No. 70 of 1970, and developed for purposes other than agriculture, and should is administered nationally. At present, there is no coherent retain the opportunity for future agricultural production. It is provincial policy that guides assessment of Act 70 of 70 recommended that activities that will result in the loss of applications and it is critically important for the district to agricultural potential such as the subdivision of land, settlement develop its own guidelines for managing development on and extensive infrastructure development should not be agricultural land. undertaken in these areas. It is also important to identify land • Control over the spreading of weeds and invader plants, thus the uses that may achieve both objectives in areas with high proper management of alien plants. This intervention has two agricultural potential that also have high biodiversity value. primary aims, firstly, the conversion of certain alien plant infestations into an economic opportunity (charcoal, bio fuel,
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• The District has Cedara as a research institute, which must abstraction, unauthorised utilisation puts additional pressure on ensure ongoing and quality research in the agricultural sector. river systems. Regulations pertaining to water abstraction must be However, the District and Provincial Government must ensure applied equally to all water users and the price of raw water also that Cedara gets up to speed and produces the best possible needs to be reviewed to accommodate the agricultural sector, which resources and scientists in this sector. is highly dependent on water. Opportunities for the utilisation of other river systems within the district, which are not under pressure 3.1.4 EXPEDITE LAND CLAIM RESOLUTIONS need to be identified. Unresolved land claims has led to the destabilisation of the sector in terms of uncertainty over future production and the associated 3.2 ENHANCE SECTORAL DEVELOPMENT down and upstream implications associated with this uncertainty. This objective relates to enhance industrial development that could Unresolved land claims usually result in continued production, but be achieved through trade, investment and exports. farmers stop further investment. While some land claims that were lodged in the District during the previous round have not been INDICATORS resolved yet, a new window to lodge claims have now been opened. . Total employment in in all sectors excluding primary agriculture . Value of district economy excluding primary agriculture This will result in further destabilisation in this sector and further . % increase in visitors (tourism) to the district contribute to uncertain tenure. Proactive engagements and . Number of projects implemented by District Development Agency . partnership between the government, the private sector and the community to resolve claims, are critical. 3.2.1 ENHANCE VALUE-ADDING WITHIN THE MANUFACTURING 3.1.5 EXPANSION OF IRRIGATION SCHEMES AND WATER USE SECTOR EFFICIENCY Re-vitalising the declining manufacturing sector in district is critical Access to water is becoming an increasing challenge in the district and should aim at the promotion retention and expansion of existing and catchments areas remain closed and under stress. Although all light industrial businesses in the local economy. In addition, an farmers have to pay for raw water and licenses are required for aggressive marketing campaign is proposed to increase awareness
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of the District as a desirable location for mixed-use office, light attract them to the district for pre- or post-trip stopovers. Events industry, warehouse/distribution facilities, retail and tourism. The tourism is another crucial product that can be built on further, with development of an aggressive “business park” development the district already hosting big events like the Royal Show, the programme could also contribute to this objective. Comrades Marathon, the Duzi Canoe Marathon and the Midmar Mile. It is suggested that: 3.2.2 DEVELOP, DIVERSIFY A ND MARKET THE TOURISM SECTOR TO INCREASE DOMESTIC AND FOREIGN VISITORS • The existing UMDM Tourism Strategy be reviewed and updated.
The district plays an important role in the tourism industry, having • Rural municipalities exploit and explore new tourism contributed ±R28.3bn to the provincial GDP in 2012 opportunities and products that can contribute to economic (http://www.zulu.org.za). The district, which falls under the development in their municipal area. ‘Pietermaritzburg and Midlands’ destination, received 8% of foreign • SMME development along tourist routes, skills development, visitors in 2012, while the Drakensberg received 15.8% visitors. Since training for tourist guides and empowering and funding local some of the rural municipalities are in close proximity to the Berg, tourism organisations will also be beneficial to the district. they need to exploit and explore new tourism opportunities and products that can contribute to economic development in their • Explore opportunities for conferencing (MICE) and hotel municipal area. Given the status of Pietermaritzburg as the capital facilities of the province and the location of various government departments • Support events tourism, cultural tourism, township tourism in the city, business / government tourism market and opportunities opportunities. should be high on the agenda. There is thus a need to further explore • SMME development along tourist routes, skills development, opportunities for conferencing (MICE) and hotel facilities in training for tourist guides and empowering and funding local Pietermaritzburg. In addition, the district has a large transit market tourism organisations will also be beneficial to the district. that passes along the N3 highway, on route to or from coastal destinations in neighbouring municipalities, as well as to or from the • Explore development opportunities offered by dams in the Berg. This market needs to be explored and understood in order to district.
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3.2.3 IMPROVE THE EFFICIENCY AND PRODUCTIVITY OF THE uMgungundlovu District Development Agency. UMDM, uMngeni, TRANSPORT AND LOGISTICS SECTORS uMtshezi and Mpofana Local Municipalities resolved to transfer the District must facilitate and contribute to implementation of SIP2 and Midlands Economic Development Agency (MEDA) to the District to coordination with all relevant stakeholders. form a District Development Agency. MEDA is an established Municipal Entity owned collectively by Umngeni, uMtshezi and 3.2.4 FACILITATE THE EXPAN SION OF INVESTMENT INTO THE SERVICES SECTOR Mpofana. The District Development Agency focus on regionally impacting, commercially viable, high-impact projects. The feasibility The financial, insurance and real estate, business services and study found the proposal to be feasible. government services sectors are the fastest growing in the district economy. This intervention thus requires the continued investment 3.2.6 DEVELOPMENT OF SPECIAL ECONOMIC ZONES AND in retail and wholesale trade, finance and business and ICT. INDUSTRIAL HUBS The District should facilitate the implementation of Special Economic 3.2.5 ESTABLISH DISTRICT DEVELOPMENT AGENCY TO DRIVE LED AND INVESTMENT Zone identified (innovation hubs). The KZN Department of Economic Development and Tourism has undertaken a comparative study The Provincial Cabinet resolved that all District Municipalities in identifying sectors that drive regional economic activity. Leather and KwaZulu-Natal should establish District Development Agencies. Footwear was identified as a primary sector for an Industrial These agencies must be able to strengthen the capacity of Economic Hub. Comparative advantages relates to a possible niche municipalities to leverage social partnerships and to accelerate local market for the District, the availability of raw material throughout economic development. It will also serve as a platform where the the KZN province and existing players within the District in this private sector and civil society can make a meaningful contribution sector. These hubs must be protected from unfair competition and to the development agenda, together with the local and district must be marketed properly. In addition, comprehensive municipalities. implementation plans must be developed and solid partnership To this end, the uMgungundlovu District Municipality (UMDM), has agreements among the role-players are critical to ensure that the undertaken a feasibility study to assess the proposed project is effective.
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3.2.7 STRENGTHENING THE EXISTING BUSINESS CHAM BER FOR Programme (EPWP) and the Community Work Programme (CWP). IMPROVED PARTNERSHIP S AND FUNCTIONALITY These programmes are aimed at creating sustainable employment In the District, the Pietermaritzburg Chamber of Business (PCB) is a opportunities through labour-intensive programmes. voluntary association of business enterprises. It came into existence INDICATORS as a result of the unification of the Midlands Black Business Chamber, . Number of jobs created through EPWP and CWP the Pietermaritzburg Sakekamer and the Pietermaritzburg Chamber . Rand value of EPWP jobs in district of Commerce & Industries. The PCB stands alone as a comprehensively united business organisation enjoying wide credibility and the full confidence of government at all levels. It 3.3.1 SUPPORT ENHANCED IMP LEMENTATION OF THE EXTENDED PUBLIC WORK PROGRAMME (EPWP) represents the business community of Pietermaritzburg and districts. The District should assist in strengthening the resources of It is important that the district support the implementation of the the Chamber in order to implement the development vision of the Extended Public Work Programme (EPWP) in local municipalities District Growth and Development Plan. within the district and work towards the expansion of the impact of these programmes. In addition, the rollout of the Community Work 3.3 EXPAND GOVERNMENT-LED JOB CREATION PRO GRAMMES Programme (CWP) should be expedited. This will require close
Unemployment is one of the most severe problems in our country partnership and cooperation between the relevant role-players. and society today. In UMDM, the unemployment rate is 30.4%, with Local municipalities within the district need to identify projects in an even more concerning youth unemployment rate of 39.5%. This include these in their Integrated Development Plans, which can contributes to high levels of poverty where people cannot provide make use of government led programmes. The identification of for themselves and their families because they cannot find work and projects identified by other government departments are also earn an income. Government has responded to this problem by critical in this regard. introducing key government initiatives and government-led job Municipalities must therefore increase their performance by creation programmes, such as the Extended Public Works implementing more labour intensive projects and by establishing
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dedicated labour intensive maintenance programmes. This can have the Non-Profit Organisation. The CWP is area based and is managed the potential to provide regular employment. EPWP includes a range by the Department of Cooperative Governance. It can include fixing of sector programmes, such as the Infrastructure Programme, the community assets like schools, road and parks, and setting up food Non-State Programme, Environment and culture programme and gardens. The NPO is institutional based and is managed by the Social Sector programmes. Each of these sectors provides Department of Public Works. opportunities for implementation of EPWP projects. EPWP EPWP Environment and Culture Sector Programmes include flagship Infrastructure Sector Programmes include the following: programmes such as Sustainable Land-based Livelihoods, Waste • The training of individuals in labour intensive methods of Management, Tourism and Creative Industries, Parks and construction to become contractors. Beautification, Coastal Management, and Sustainable Energy.
• Youth training that provide unemployed youth with technical EPWP Social Sector Programmes focus on training to enhance the skills and life skills training, access to practical work experience abilities of unemployed or unskilled people to render social services, and mentoring. such as Early Childhood Development, Home Community Based
• The implementation of large projects (minimum budget of R30m Care, School nutrition programme, Community Crime Prevention. or more). 3.3.2 IMPLEMENTATION OF THE YOUTH EMPLOYMENT A CCORD • Provincial roads programme where assistance is provided to the The signing of the youth wage subsidy Bill into law is a reflection of Provincial roads department in partnership with the National the governments’ initiative to create jobs for young workers. The Act Department of Transport. The focus in the Provincial roads took effect on January 1, 2014, and offers a tax incentive whereby programme is on rural access roads. employers are encouraged to employ young people. Given the high youth unemployment rate of 39.5% in the district, this tax incentive The Non State Sector Programme (NSS) uses wage subsidies to can decrease the cost of hiring young inexperienced workers and support Non-Profit Organisations (NPOs) and comprises of two gradually contribute to youth employment challenge. It is stated programmes, namely the Community Work Programme (CWP) and that Government would share the costs of the employment for a
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maximum of two years. The district must prepare for the opportunities. Supporting entrepreneurial spirit is thus imperative, implementation of the Youth Wage Subsidy Scheme and can given the obstacles that entrepreneurs and small business have to contribute to the Youth Employment Accord through introducing a face. Appropriate support for and the creation of an enabling focused internship programme, aiming at employing interns in the environment for entrepreneurs and SMMEs are thus very important. district municipality. In addition, they can ensure that government The establishment of an enabling environment must include, led projects, such as EPWP, Working for Wetlands etc. and include amongst others, appropriate government policies, regulations and youth brigades. institutions, skills development, the transfer of technology, support services and efficient infrastructure. 3.3.3 FACILITATE EXPANDED ACCESS TO THE JOBS FUND
The Jobs Fund is aimed at co-financing projects by public, private and INDICATORS non-governmental organisations that will contribute to job creation. . No. of cooperatives & SMMEs registered in district – in operation for Funding is provided for enterprise development, infrastructure, more than 2 years . No of jobs created through establishment of SMMEs and Coops institutional capacity building and support for work seekers. It is . Balanced B-BBEEE scorecard to measure progress in B-BBEEE thus important that the District create awareness in terms of opportunities of the Jobs Fund. In line with the KZN PGDP, the district should promote SMME and 3.4 PROMOTING SMME AND ENTREPRENEURIAL entrepreneurial development. Although the district developed a DEVELOPMENT SMME Development and Support Plan, this plan should be reviewed The informal sector and entrepreneurs within the district hold and updated to take into account the findings and interventions of significant potential for supporting sustainable, inclusive growth of the KZN SMME and Cooperative Strategy. In addition, the the economy and has a major role to play in the South African establishment of learnerships, apprenticeship and mentorship economy. This sector contributes to employment creation, income programmes within the public and private sector (scholars and generation and output growth and are often the vehicle by which young adults) must be supported. To this end, the Small Enterprise people in the lowest-income bracket gain access to economic Development Agency (SEDA) offers training programmes, as well as
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mentorship to small enterprises, which requires guidance with the 3.4.3 CAPACITY BUILDING AND MENTORSHIP SUPPORT FOR day-to-day operations of their businesses. SMALL ENTERPRISES There are also a considerable number of SMME programmes that 3.4.1 FACILITATION OF ACCESS TO MARKETS FOR SM ALL ENTERPRISES deal with mentorship, marketing, B-BBEE and capacity building. The Access to markets is one of the challenges highlighted in the District’s District SMME Plan proposes an annual event where SMMEs meet SMME Development and Support Plan. The Plan propose to increase with the larger businesses of the district to explore outsourcing SMME development opportunities in the district by revising and opportunities and mentorship. In addition, the District should implementing the procurement policy of SMMEs and thereby provide emerging entrepreneurs with relevant information, identify creating better access to markets. For this intervention to succeed, training needs and develop capacity building and empowerment it is thus necessary to improve business linkages and create a programmes. This intervention should be linked to the development marketing platform for small enterprises to facilitate linkages of the KZN Small Enterprise Academy and the proposed Institute of Small Enterprise Development Practitioners (aimed at formalising between small and big businesses to improve and create market and business opportunities. small enterprise development). 3.4.4 IMPLEMENTATION AND E NFORCEMENT OF B–BBEE 3.4.2 FACILITATION OF ACCESS TO FINANCE FOR SM ALL ENTERPRISES The District must support and implement Broad-Based Black In order to facilitate access to finance, it is necessary to boost the Economic Empowerment through its Supply Chain Management, as institutional and coordination capacity of SMME support service regulated by the Municipal Finance Management Act. The system providers in the district. The District can assist in the promotion of should seek to promote and support local business in respect of the information on available funding for small enterprises, while SEDA supply of a range of goods and services. It should also make provision should establish their presence in all municipalities and provide for SMMEs to register on the District’s database of suppliers. The emerging and existing entrepreneurs with information, training and challenge is to use the SCM system as a means to promote Broad technical support through mobile units, amongst other means.
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Based Black Economic Empowerment (BBBEE) and SMME • Educated and skilled people that can create, share and use development. knowledge;
3.4.5 ACCESS TO APPROPRIATELY LOCATED FACILITI ES WITH • Universities, research centres, consultants that can make use of LINKED SERVICES global knowledge and adapt it to local needs;
The District can assist with the provision of business trading centres • Information and Communication Technologies (ICT) that can or premises, district operational infrastructure and facilities, and facilitate the effective communication, dissemination, and district wide information and communication technology centres to processing of information. small enterprises. INDICATORS 3.5 ENHANCE THE KNOWLEDGE ECONOMY . % SA patents & designs registered by district entities and individuals . % registered professional engineers in district labour force The district should build on developing and making use of . Gross expenditure on R&D as a proportion of provincial GVA opportunities associated with its knowledge economy, which is the . % academic staff with PhD qualification term used to reflect the increased importance of knowledge. In general, the knowledge economy is one where organizations and people acquire, create, disseminate, and use knowledge more In order to achieve growth of the knowledge economy it is thus effectively for greater economic and social development critical to have the above-mentioned pillars in place and ensure (http://web.worldbank.org). It is one of the new driving forces for linkages to and partnerships with higher educational facilities in the economic competitiveness, but relies on education as a critical district such as the University of KZN and the Durban University of driver. To this end, the growth of the knowledge economy is Technology (DUT). Research focus areas at UKZN includes dependent on four important pillars: Biotechnology (which has a range of applications in medicine, industry, agriculture, and the environment), Agriculture and food • Efficient incentives for the use of existing and new knowledge security, Energy and Technology for Sustainable Development, and thriving entrepreneurs; HIV/AIDS, Tuberculosis and Health Promotion, Indigenous African
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Knowledge Systems, Water, Environment and Biodiversity, etc. All of stakeholders (tertiary institutions, government institutions and these research focus areas have valuable contributions that could be industry) are created. Such initiatives should be encouraged and used to assist several of the issues/challenges facing the district. It strengthened in the District. is however, imperative that an effective partnership mechanism be 3.5.2 ESTABLISHMENT OF DISTRICT INNOVATION HUBS established between research entities and the district authorities. The province identified Special Economic Zones in each district, 3.5.1 STRENGHTEN PARTNERSHIPS BETWEEN PUBLIC A ND where there will also be a focus on research, innovation and regional PRIVATE SECTOR AND R ESEARCH AND TERTIATY development in areas such as science parks, industrial parks and INSTITUTIONS sector development zones. Support structures such as technology The establishment of mechanism for strengthening partnerships hubs/science parks serve as enablers of knowledge economies and between all research institutions in the District can result in stronger will allow alignment of innovation efforts between industry, linkages with local industries in order to support innovation and academia and government. This will in essence contribute to the access to new technologies within the region. creation of a strong and vibrant regional innovation system. One such initiative is the KwaZulu-Natal Regional Office of As such, the feasibility of establishing technology hubs in the Technology Transfer. This is a National Intellectual Property province was undertaken, identifying hubs that will be established, Management Office (under the Department of Science and amongst others, in Pietermaritzburg. To this end, the Msunduzi Technology) funded initiative of four tertiary institutions in the Municipality has identified a potential site adjacent to the region of KwaZulu-Natal. Tertiary institutions include the University Pietermaritzburg Airport. The intention is that the proposed of KwaZulu-Natal (UKZN), Mangosuthu University of Technology technology hub will be coupled with the Msunduzi Municipality’s (MUT), University of Zululand (UZ) and the Durban University of plans to create an aerospace innovation hub. Technology (DUT). The project is currently in phase 2, which is focussing on mobilising Through this initiative research technologies are commercialised and key stakeholders specifically the investors and/or tenants. Several partnerships (business and non-business) between a range of
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institutions have been approached and three proposals are on the The UKZN has conducted research on indigenous knowledge related table for the Pietermaritzburg Technology Hub, as follows: to the following areas:
• Establishment of an Aviation Cluster – (Private Sector aviation • African Indigenous Agriculture and Food Security. companies). • African Traditional medicine. • Establishment of an Aviation Academy (Durban University of • African Indigenous Approaches to conflict management and Technology). transformation. • Establishment of a Cycling Science Centre (International Cycling • African Traditional Leadership and Governance Systems. Federation). (Coetzee, 2014:10) • Indigenous Knowledge Systems and Creative/ cultural 3.5.3 ESTABLISH A CONSOLID ATED INDIGENOUS KNOW LEDGE Industries. SYSTEM TOWARDS COMMERCIALISATION • African Indigenous Languages. Indigenous knowledge refers to unique local knowledge of a culture or society. According to the World Bank, indigenous knowledge is It is thus important to preserve the inherent knowledge within the the basic component of any country’s knowledge system and it province and District and apply it in such a manner as to contribute encompasses the skills, experiences and insights of people, applied to employment creation / economic opportunities. to maintain or improve their livelihood (http://www.worldbank.org/afr/ik/basic.htm). It further indicates the relevance of indigenous knowledge to areas of agriculture, animal husbandry, the use and management of natural resources, primary health care, preventive medicine, saving and lending, community development and poverty alleviation. In the context of rural KZN, indigenous knowledge is very important, although knowledge systems may differ from region to region.
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4 STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOP MENT
Education is one of the cornerstones of a developmental community Education serves as one of the drivers that support people out of and is important for building self-sustainability and resilience. While poverty, opening doors and increasing opportunity. However, these learning is very important for social and human development, it is outcomes demand quality education that is also relevant to the also critical for unlocking the human potential and contributing needs of the economy. Basic education is arguably the most toward the knowledge economy. In essence, early childhood significant bottleneck faced by poor youth as they seek to exit development and Adult Basic Education, which forms the building poverty. Basic education includes early childhood development, blocks for further education and development, should be a key focus primary and secondary education. The following trends in respect to point in the district. basic education have emerged in the District:
Figure 5: Human resource development objectives • Early childhood development is the cornerstones of basic education, which improves educational outcomes in respect of numeracy and literacy levels. It is also a major tool through
which to close the achievement gap between the very poorest Childhood Development, Primary and Secondary children and their middle-class peers. In 2011, 14 436 learners Education were enrolled in Grade R in the district.
DEVELOPMENT • Primary education: the district had a 92% Gross Enrolment Ratio Skills alignment to Economic Growth (GER) for the primary education phase (Grade 1-7) in 2011.
RESOURCE
• Secondary education: 90% GER for the secondary phase (Grade
Youth Skills Development and Life-Long Learning 8-12). In 2012, 74.7% of learners in the district achieved
HUMAN National Senior Certificate (73.1% provincial achievement for
NSC in 2012). The Independent Examinations Board examinations had a pass rate of 98.2% in 2012.
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOPMENT JUNE 2014
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UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOPMENT JUNE 2014
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The district is well endowed with educational facilities and has a 4.1 EARLY CHILDHOOD D EVELOPMENT, PRIMARY AND highly competitive education cluster situated in Pietermaritzburg SECONDARY EDUCATION and surrounds. This includes some world-renowned private schools, As mentioned above, Early Childhood Development (ECD) is one of such as Michaelhouse and Hilton College, amongst others. In 2011 the most important aspects in laying the foundation toward further the district had 502 public schools, 45 independent schools, education and training. Early Childhood Development through the accommodating 239 760 learners and 8 482 educators. development of a quality ECD strategy is thus essential and of Higher educational facilities in the district include the University of particular importance in poor and rural areas. Departmental policies KZN and the Durban University of Technology (DUT). The graduation for the admissions of learners at the right age and curriculum must rates in public higher educational institutions indicates a 23% be implemented for the benefit of young children. Proposed graduation rate in undergraduate degrees and diplomas at the interventions are as follows: Durban University of Technology in 2011 and a 20% graduation rate • Ensure the delivery of professional management and relevant in undergraduate degrees and diplomas at UKZN. These facilities teacher development programmes. plays an important role in the context of the district, by providing higher educational opportunities to students residing in close • Efficient data collection to track learner progress and enhance proximity, who might not be able to access other educational retention. facilities in the country. • Improving school infrastructure
The main objectives relating to the strategic goal of Human Resource • Promoting the use of new technologies development includes childhood development, primary and • Enhance technical and vocational education. secondary education, alignment of skills to economic growth and the development of youth skills and life-long learning.
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further develop mathematics and science teachers. Organisations INDICATORS such as the Centre for the Advancement of Science and Mathematics
. Enrolment of 3-5 year old children in educational institutions (public and Education (CASME) can also be approached to further the capacity private) of teachers in these fields. . % of Grade 1 learners who have attended a Grade R class . Retention rates: Grades 10-12 4.1.2 EFFICIENT DATA COLLECTION TO TRACK LEARNER . % of learners in Grade 3, 6 & 9 performing at the required levels in the PROGRESS AND ENHANCE RETENTION ANA . % children who turned 9 in previous year in Grade 4 or above A system that monitors the number of learners entering and exiting . % children who turned 12 in previous year in Grade 7 or above the education system at certain ages could be a valuable source of . % of learners who obtain NSC information to monitor the performance of learners within the . Number of learners qualifying in NSC for Bachelors, Diploma and Certificate programme system. For example, the number of Grade 1 entrants entering at
age 7 versus the number of learners existing at a certain point and age (e.g. number of Grade 7 learners existing primary school at age
13).
4.1.1 ENSURE THE DELIVERY OF PROFESSIONAL MANAGEMENT To this end the Learner Unit Record Information and Tracking System AND RELEVANT TEACHER DEVELOPMENT PROGRAMMES (LURITS) has been developed. This system aims to collect unit record Well-resourced teacher education and capacity development data for each learner, from grade R through to Grade 12 and also programmes will go a long way in assisting teachers. Schools with tracks the movement of each learner from school to school. more experienced teachers can be approached to undertake support However, data need to be uploaded via computerised school and capacity building programmes with teachers in less capacitated administration systems and schools that do not have electronic schools. Exchanging information and practical experience can school administration tools should be assisted to capture on LURITS contribute a lot to less capacitated teachers. It is thus important to using the LURITS capturing functionality. (http://www.isasa.org) The develop management programmes that can target under- system has been developed by SITA and works with SA-SAMS, which performing schools. Specific programmes can also be introduced to is run at a school level.
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The South African School Administration and Management System 4.1.5 ENHANCE TECHNICAL AND VOCATIONAL EDUCATI ON (SA-SAMS) is made available to all schools free of charge, giving The advancement of technical and vocational education should be a equal access LURITS. major focus point in the district and the quality of training in FET 4.1.3 IMPROVING SCHOOL INFRASTRUCTURE colleges must be of such a standard that the skills produced can There is also a need to upgrade and properly maintain some schools match those required by industry. This will enable the absorption of in the district. This is especially evident in some of the more rural skills produced by training colleges into the private sector. More technical subjects should be included in ordinary schools and the schools where access to proper facilities, funding, school equipment feasibility of developing new technical and vocational schools should (e.g. laboratory facilities, libraries, computers, sports equipment be investigated. etc.) and access to infrastructure (water, sanitation and electricity) are problematic. Upgrading and maintenance programmes should In addition, apprenticeships can also be encouraged where a skilled be implemented and schools in need of these programmes must be occupation is best taught through hands on experience while identified. Projects to this effect are normally identified by the learning from and working for a master of a particular trade. This Department and included in IDPs of the local municipalities. type of work based experience is essential for specific trades, skilled crafts and professions. To this end, the district can use certain 4.1.4 PROMOTING THE USE OF NEW TECHNOLOGIES programmes that are implemented in the district (e.g. plumbers) to In the new technological era we are living in, the use of new link to vocational training in FETs and certain apprenticeships. technology must be promoted to encourage distance learning opportunities and access to electronic communications in schools. 4.2 SUPPORT SKILLS ALIGNMENT TO ECONOMIC GROWTH
The power and opportunities presented by the internet can be used A growing and prosperous economy requires a pool of skilled and in this regard and all schools should have access to and be connected professional people that can sustain and contribute to the economic to electronic communications. development of the district. In order to produce and retain these people, the lead economic sectors within the district need to be identified. In UMDM, the lead economic sectors include agriculture,
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forestry and logging, and government/administrative services, while economic sectors of the economy, such as agriculture, forestry and the dominant formal sector employment opportunities are within logging, community services and tourism. These skills plans must be the community services, agriculture and manufacturing sectors. Key implemented in partnership with tertiary institutions, such as the fields for these sectors should include Education and Science, University of KwaZulu Natal, the Durban University of Technology, Engineering and Technology. As such, education facilities should FET colleges and agricultural colleges, such as Cedara. focus on skills and programmes, which can produce skilled The provincial Human Resource Development Council will be key in candidates to take up positions in these sectors. The following are guiding this intervention. suggested in this regard: 4.2.2 ENSURE AN APPROPRIATE "PROGRAMME AND QUALIFICATION MIX" AT UNIVERSITIES, AND PROMOTE INDICATORS ENROLMENTS IN KEY AREAS
. Number of NSC candidates taking Mathematics and Science In line with the skills plans per economic sector, the functionality of . Full and part time students in public FET Colleges for NC(V), N courses and occupational programmes technical training institutions should be assessed to determine if the . Number of students graduating in fields of Education and in Science, most appropriate courses are included within their curriculum to Engineering and Technology provide skilled people that can take up positions offered by . Number of PhD graduates . Developed database of graduates for employers available from District opportunities offered in the lead economic sectors. Further offices Education and Training, Higher Education and Training, Maths,
Science and Technology should be key focus areas to promote the
research and development capacity of district. In addition, the 4.2.1 DEVELOP SKILLS PLANS FOR LEAD ECONOMIC SE CTORS district could promote certain fields of study through making BASED ON SKILLS DEMA ND students aware of available bursaries and bursary programmes for Skills plans must be developed for lead economic sectors based on research. skills demand and be implemented in partnership with post-school institutions. These skills should focus on the dominant and emerging
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4.2.3 EXPAND THE ENROLMENT OF YOUTH IN FET COLL EGE scientifically literate and technologically fluent society will empower PROGRAMMES AND IN OTHER POST-SCHOOL TRAINING individuals to participate in the emerging knowledge and skills based INSTITUTIONS economy. This will also allow for more competitive participation at The enrolment of students in FET colleges must be encouraged. national and international market levels. Although the District is not directly involved in higher education, they can encourage local municipalities to start identifying their INDICATORS . Number of youths supported by the National Skills Funds, SETAs and needs for FET colleges and including these into their Integrated other youth programmes Development Plans. . Participation in AET
4.2.4 DATABASE OF GRADUATES FOR EMPLOYERS TO A CCESS
The District can assist with facilitation of a labour desk (database) of 4.3.2 DEVELOP COMPREHENSIVE VOCATIONAL AND CAR EER graduates from universities and colleges, where information of GUIDANCE PROGRAMMES graduates can be accessed by potential employers via their website. Career guidance to higher-grade learners is of utmost importance to Links to existing databases, such as the DEDT unemployed graduates ensure that needed skills are attained after school that can ensure a database of the province and the South African Graduates smoother transition into the workforce. School counselling and Development Association database must be easily accessed from the career guidance are also critical aspects that could assist learners District’s website. A coordinated effort amongst relevant with making informed choices regarding their future careers. stakeholders will be required. To this end, the Department of Labour has an Employment Services 4.3 YOUTH SKILLS DEVELOP MENT AND LIFE-LONG LEARNING Centre where potential work seekers can register (work seeker database) and where organisations with learning or work The focus of this objective should be on further education, Adult opportunities can recruit from the Department of Labour’s work Education and Training (AET) and the promotion of mathematics, seeker database. science and technology in the education curriculum. To this end, the development of a numerically and mathematically literate,
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The district could mobilise resources to assist with post-school centre), furniture, levels of literacy, security threat during and after training and raising awareness in respect of opportunities and tuition hours etc. resources that are available for post-school training (e.g. make In this regard, the District can indirectly contribute to advance the libraries available as venues for tutoring or as a resource centre functionality of AET centres by making available certain District where information can be accessed regarding opportunities and facilities that can be used as AET centres. resources). Further to this, the District can assist when implementing programmes to include vocational training on infrastructure projects. A link on the District’s website to the Department of Labour’s jobs seekers database can also assist.
4.3.3 RELEVANT LIFE-LONG LEARNING TO BE DELIVERED BY ACCESSIBLE AND VIBRANT COMMUNITY-BASED ADULT EDUCATION AND TRAINING (AET) CENTRES AET develops reading, writing, numeracy and communication skills, which is the starting point in gaining access to other learning opportunities. It also contributes to broadening of the skills base. Illiteracy levels in the district was 97 964 in 2001 with 58 63 still being illiterate in March 2011. To this end, the Department of Education has rolled out programmes such as the Masifundisane adult literacy campaign and the Kha Ri Gude Mass Literacy Campaign. In uMgungundlovu District, there was 62 public adult learning centres in 2011, with 229 educators and 1898 learners. AET does however face a number of challenges, such as physical access (distance to the
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5 STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMEN T
The strategic goal of human and community development aim to 5.1 POVERTY ALLEVIATION AND SOCIAL WELFARE build on human capital and promote the overall health and well- One of the focus areas and challenges experienced, not only in the being of communities and citizens. district but also in the province, relates to issues of poverty and Figure 6: Human & community development objectives dependence. The end vision should be to improve the overall quality of life for all. Supporting individuals and communities to become Poverty alleviation and social welfare self-sufficient should be a primary objective, which will allow
communities to emerge as self-sustaining entities, with decreased Enhancing the health of communities and citizens reliance and dependence on poverty support.
With an estimated 42.3% of the population in UMDM living in Sustainable Livelihoods & Food Security poverty (thus earning less than R200 a month), high dependency
ratios and high expenditure on social grants, the district faces serious
challenges to improve overall quality of lives. The high dependency
COMMUNITY
Ensuring safety and security throughout the district
& ratio in the District [50.7 (per 100)] indicates an increased burden on
the average adult because the needs of the dependents must be met
HUMAN DEVELOPMENT Sustainable Human Settlements by the rest of the adult population.
Social grants form part of the social welfare system of South Africa Advance Social Cohesion (social capital) and aims to improve standards of living and redistribute wealth to create a more equitable society. This can improve the ability of the district to prosper and embark on a sustainable growth path. Objectives relating to this goal are reflected in figure 6.
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT JUNE 2014
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UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT JUNE 2014
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Social grants also have a significant impact on the impoverished 5.1.2 IMPLEMENTATION OF COMPREHENSIVE SOCIAL W ELFARE sectors of the population and would lead to an increase in poverty, SAFETY NET should it be removed. It is however critical that fraud and corruption The creation of a social welfare safety net includes more than just associated with the social welfare system be curbed. the social grant system. It also targets relief to those in social distress and should include the enhancement of the health of communities, INDICATORS . Measures of relative poverty food security and the advancement of social capital. It is thus . Measures of malnutrition focused on children necessary to identify areas in the district most in need (e.g. areas . Effective dependency ratio with highest poverty levels, under-serviced areas etc.). To this end, . Reduction in relative poverty Global Insight data indicated that the highest percentages of people
in poverty are located in the Richmond municipality (51.3%),
Mpofana municipality (58.1%) and Mkhambathini Municipality 5.1.1 PROMOTE AND ACCELERATE ROLL-OUT OF SUKUMA (58.2%). SAKHE Continued support for and coordination of the Sukuma Sakhe In addition, the elimination of corruption and fraud in the Social programme can assist in starting to address community problems. Grant System will require ongoing commitment from all role-players District and local municipalities should work vigorously to ensure to ensure that fraudulent government officials are identified and the promotion and acceleration of this programme. held accountable and that the effective implementation and use of the biometric-based payment system be supported. The recently • Functioning war rooms have been established at district level to completed re-registration process embarked on a process of coordinate Operation Sukuma Sakhe more effectively. This cleansing the data and creating a register of authenticated initiative is championed by the Office of the Municipal Manager. beneficiaries with a biometric payment card. This process has started • Socio-economic profiling of households should also be to reduce the risks in the grant application process. conducted to determine a poverty baseline and the basic requirements required for those in need.
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5.1.3 EXPANSION OF SOCIAL WELFARE SERVICES TO UNDER- Another important health indicator in the district is infant and SERVICED AREAS maternal mortality rates. One of the major contributors to the The District should embark on process whereby people receiving maternal mortality rate in the district is the inability of Provincial grants should be linked to the indigent list of local municipalities. EMRS to ensure that patients from outlying districts that are These lists must correspond with each other. transferred into this district reach the next level of care. The quality of health care, together with the high HIV prevalence rate in the 5.2 ENHANCING THE HEALTH OF COMMUNITIES AND C ITIZENS District, contribute to the high maternal mortality rate. Other Building a healthy community that is resilient to the threat of factors that can contribute to infant mortality include the mother’s disease, should be one of the cornerstones of the UMDM Growth level of education, environmental conditions, and political and and Development Plan. The objective to enhance the health of medical infrastructure. Improving sanitation, access to clean communities and citizens should thus directly relate to reduced drinking water, immunization against infectious diseases, and other HIV/AIDS prevalence and non-communicable diseases and a society public health measures could help reduce high rates of infant characterised by healthy living. mortality.
Health indicators suggest that uMgungundlovu has the highest HIV Critical factors in the delivery of healthcare includes improved access prevalence rate in the country (42.3%). In response, the District to quality facilities, affordable and quality services and quality care Municipality has developed a HIV/Aids Strategy to guide all in areas with inadequate healthcare (e.g. rural areas). stakeholders and role-players in their efforts to implement a The current Primary Health Care System includes Community systematic response to the pandemic within the District. In addition services (non-personal services and community based personal to the HIV/Aids Strategy, the Consolidated District Operational Plan services), Clinics and mobiles, and Community Health Centres (CHC). (CDOP) aims to seek cohesion, linkages and sharing of resources Each of these include specific services, with the overall aim to reach between various stakeholders. These strategies and plans forms the delivery of comprehensive services across the country. basic foundation for a coordinated response to the problem and the uMgungundlovu District was selected as part of the National Health continued evaluation and implementation thereof becomes critical. Insurance (NHI) pilot programme, which is now in its second year of
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implementation. This pilot programme is structured toward the implementation of the three major components of this programme implementation of NHI, which is aimed at improving access to quality should be continued. This includes the ward-based primary healthcare services for the whole population expenditures. In terms healthcare (PHC) agents, School health services and District of the implementation of this pilot, family health teams visiting clinical specialist teams. In addition, equitable access to health and households have been introduced in a number of wards, the school special facilities should be ensured through the application of health teams have been introduced in a number of schools and planning standards when planning for these facilities. contracting of General Practitioners have taken shape, amongst 5.2.2 ACCELERATE HIV/AIDS INTERVENTION PROGRAM MES other initiatives. Ongoing improvement and acceleration of HIV/AIDS intervention
programmes and district strategies should focus on strengthening INDICATORS the ongoing inter-sectoral and inter-governmental programmes for
. Decrease in the number of maternal & infant mortality. HIV and AIDS. Prevention of new infections, continuous . Decrease in prevalence of chronic illnesses improvement on the treatment of opportunistic infections and home . Prevalence &incidence of communicable diseases . Life expectancy at birth based care, as part of the community health care workers . % (decrease) in HIV and TB incidence programme, must be at the top of the agenda. In this regard the . Medical officers per 100 000 District can contribute by rolling-out and increasing HIV/Aids and TB . Professional nurses per 100 000 campaigns by raising the level of awareness and integrating the
message into the roll-out of all service delivery programmes in the
district. 5.2.1 DEVELOPMENT AND IMPL EMENTATION OF COMPREHENSIVE PRIMARY HEALTH CARE SYSTEM AND 5.2.3 IMPLEMENT AND ACCELE RATE AWARENESS CAMPAIGNS ROLL-OUT OF THE NATIONAL HEALTH INSURANCE Awareness campaigns focussing on the following issues must be PROGRAMME strengthened and implemented: The District forms part of the pilot programme for implementation of the NHI. Progress in several areas have been made and continued
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• Promote awareness programmes against substance abuse. 5.3 SUSTAINABLE HOUSEHOLD FOOD SECURITY There are existing programmes in place focussing on individual Given the impact of climate change and rising costs associated with awareness and law enforcement. These include, amongst the production and transportation of food supplies, food security is others Sukuma Sakhe campaigns against social ills, work done by very important aspect and should be safeguarded. Increasing risks the South African National Council on Alcoholism and Drug in respect of food security due to increasing urbanization trends Dependence (SANCA) etc. need to be addressed. Therefore, food security programmes in • Accelerate programmes to improve TB outcomes. urban areas should also receive specific attention.
• Facilitate the promotion of Awareness and Prevention and The concept of sustainable livelihoods broadly advocates the goal of providing access to information and knowledge relating to poverty reduction, community and individual empowerment and healthy living. self-sustainability. It is therefore important to support people to • Facilitate the promotion of physical and mental health sustain themselves through the implementation of various programmes. programmes.
• Accelerate programmes to improve maternal and child health INDICATORS outcomes, e.g. through health interventions, treatment and . Dietary diversity index education, including the implementation of the Campaign on . Hunger episodes. . Child malnutrition as a measure of food security Accelerated Reduction of Maternal and Child Mortality in Africa (CARMMA). CARMMA aims to expand the availability and use of
universally accessible quality health services, including those 5.3.1 DEVELOPING INFRASTRUCTURE FOR L OCAL MARKETS related to sexual and reproductive health that are critical for the Municipal Fresh Produce Markets plays a very important role in the reduction of maternal mortality. food sector and local economy, since they supply fresh produce to chain retailers, processing plants, wholesalers, wholesaler-retailers, local stores, and the informal sector as well as directly to the final
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consumer. The efficient management and utilisation of the Agribusiness Development Agency, the Department of Rural Pietermaritzburg Fresh Produce Market should thus not be Development and Land Reform, the Department of Economic underestimated and concerted efforts must be maintained to keep Development and Tourism, and the Department of Agriculture and the market viable. However, taking into consideration high Environmental Affairs that provide skills training that link local transportation costs, satellite / local markets bring the produce producers to formal and informal markets, should be promoted. closer to the customer and provide convenience. This will bring the 5.3.4 ONE-HOME ONE-GARDEN CAMPAIGN produce closer to the smaller businesses and informal traders, The District can support and promote the One-Home One-Garden reducing transport costs. By developing these smaller local markets campaign and rollout of school and community gardens. One Home in key areas, it will allow the average informal trader to better their One Garden beneficiaries should receive training from DAEA profit margins. The role of the Department of Agriculture and Environmental Affairs and COGTA are very important in the 5.3.5 PERMACULTURE PRACTICES formulation of a District Agricultural plan. The Department of Agriculture and Environmental Affairs should
5.3.2 SUPPORT TO INFORMAL ECONOMY lead and continue supporting projects through training and the provision of inputs for permaculture practices. Permaculture should The District can provide support to local enterprises (sustainable be promoted in rural and urban areas, as well as in schools. livelihoods) through the implementation of district LED interventions. Local LED interventions should focus on the needs of 5.3.6 100HA PROGRAMME BY T RADITIONAL COUNCILS the informal economy and provide access to infrastructure and This Programme by traditional council’s seeks to ensure the markets, skills development and training, funding sources and productivity of Ingonyama Trust Land. This is to be done by support programmes. promoting the availability of land through designating at least 100ha
5.3.3 SKILLS DEVELOPMENT T O SUPPORT LOCAL PROD UCTION of land within individual, traditionally designated enclaves towards agricultural production. The District could play an important role in The District can facilitate the process of linking communities with promoting this programme through their IGR. skills agencies. Projects and programmes undertaken by the
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5.3.7 INTEGRATED SYSTEM FOR CONTINUOUS ASSESSMENT INDICATORS Early Warning systems for poverty, malnutrition and hunger must be . Percentage housing backlog in the District. . Percentage of budget spent by DoHs on development of human established. settlements. . Number of Financially Linked Intervention Subsidies (FLIPS). 5.4 SUSTAINABLE HUMAN SETTLEMENTS . Community Residential Units in the District.
. The policy framework on sustainable human settlements supports % of households in district with access to basic services . % households with registrable form of tenure the creation of liveable places of work and rest that address spaces in a holistic manner. It should focus on issues of accommodation, services, the built environment and the natural environment, alongside issues of cultural identity. 5.4.1 ESTABLISHMENT OF A JOINT DISTRICT FORUM ADDRESSING INTEGRATED DEVELOPMENT All the local municipalities in the district developed Housing Plans as This structure should be a coordinated effort amongst all sector plans to IDPs, which expresses their housing needs. Access to stakeholders contributing toward the realisation of sustainable housing as per Census 2011 indicates that 60% of households live in human settlements. It is thus proposed that key government brick houses; 21% in traditional dwellings; and that 9.3% of departments form part of this forum (COGTA, DHS, DOT, DAEA, households do not have proper access to housing. In addition to the DWA, DRDLR, Land Claims Commission, ITB DOE, Eskom). The role provision of services, the district is also faced with challenges of the District should be as follows: relating to upgrading of informal settlements, settlements located on areas not suitable for development, and overcoming the past • District to support the alignment and co-ordination of spatial imprints of planning. government efforts for improved delivery of sustainable Human Settlement. Although the need and typology of human settlements within the district varies, the ultimate objective should be to create sustainable • District to use Municipal Housing Plans to identify projects and and liveable settlements that offers good quality of life and is programmes / areas in need of intervention and assist where connected to the necessary social amenities. possible.
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5.4.2 DENSIFICATIO N OF HUMAN SETTLEMENTS permanently and even ultimately gain access to formal housing, Distorted settlement patterns give rise to inefficient spatial form, whilst others might reside temporarily for specific purposes which, which requires densification in certain area. District and local Spatial once fulfilled, result in them moving elsewhere in the city or Development Frameworks (SDFs) must include densification policies returning from whence they came. It is therefore critical that (that makes use of existing housing instruments) and identify priority informal settlements are understood as being not only a housing areas for densification as per identified nodes in the District SDF. issue (in the narrow ‘shelter’ sense of the word), but more importantly in terms of access to the urban environment as well as The introduction of urban edges is one way of introducing valuable social networks which develop over time and are generally densification in human settlements. Effective management of urban localized and settlement specific. This suggests strongly that the growth are necessary to contain undesired growth/sprawl beyond responses to informal settlements should similarly be focused more the development borders of the municipality. This can be done by on the various issues of access and social capital/social networks, means of delineating an urban growth boundary/edge beyond which than the provision of houses and tenure as first proprieties. urban type development would be severely limited or restricted. An urban edge is a land use management measure available to manage A differential strategy should be followed in the development of urban growth. The urban edge can be described as a demarcated human settlements. Particular focus in the urban areas should be line around an urban area that direct and control the outer limits of paid to the eradication of informal settlements and release of land development. In this regard, the District can ensure that urban for the establishment of new settlements and delivery of a range of edges are delineated in their SDF and in local municipal SDFs. housing products within the urban edge. Dense peri-urban and rural settlements will be prioritised for the development of human
5.4.3 TRANSFORMATION OF INFORMAL SETTLEMENTS settlements through the rural housing subsidy scheme. Housing Eradication of informal settlements: Informal settlements serve a instruments include Informal Settlements Upgrade; Integrated critical function as ‘holding places’ where people can access the Residential Development Programme; and Enhanced Peoples urban environment at extremely low financial cost and piece Housing Programme. together various livelihood strategies there. Some might remain
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5.4.4 DEVELOP STRATEGY AND PLAN TO ADDRESS HOUSING IN focus should be paid to state owned land, which includes land THE GAP MARKET owned by a local municipality, land held by the Provincial The District can facilitate the inclusion of gap housing in all new Department of Human Settlements in terms of the power of housing projects by ensuring that housing instruments designed to attorney and land administered by the national Department of address this housing challenge [e.g. Financially Linked Intervention Rural Development and Land Affairs. Subsidies (FLIPS)] are implemented and used. • Ensure availability of bulk infrastructure for housing projects: A
5.4.5 EXPAND SOCIAL HOUSING PROGRAMME thorough investigation needs to be undertaken, in line with the planned housing programme of each local municipality, in order The implementation of Social Housing must be ensured through to ascertain that the municipality will be able to provide bulk housing instruments, such as the Social Housing Programme and the infrastructure. This exercise will determine whether there is Community Residential Units. Although the District has no control adequate capacity for bulk infrastructure, if there is available over this, they can play a role in ensuring that these housing products funding for new bulk infrastructure, whether treatment plants are promoted and included in Housing Sector Plans. have capacity and identifying various levels of services. Ensure that all municipal Human Settlement Plans are updated and reviewed. Although all local municipalities in the district have 5.5 ENSURING SAFETY AND SECURITY THROUGHOUT THE developed Housing Sector Plans, some are outdated and should be DISTRICT reviewed to reflect existing situations. This will enable municipalities Crime is one of the major social ills and challenges facing South Africa and the Department of Human Settlement to plan more effectively today. Similarly, this one of the main challenges in uMgungundlovu, for future implementation and roll-out of Human Settlement Plans. which should be acknowledged and addressed. Crime statistics over • Release of strategically and suitably located land: The primary the last eight years (2004-2012) indicate that Msunduzi municipality aim of this intervention is to facilitate the release of strategically has by far the highest incidence of crime. Contact crimes accounts and suitably located land as rapidly and cost effectively as for the majority of criminal activities within the district (29%), possible so as to provide a range of housing products. Particular followed by property related crimes (24%). Vulnerable residents
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such as women, children, people with disabilities and those living in INDICATORS informal settlements, should be a priority and requires creative . Number of contact crimes per 100 000 people registered per annum thinking to find effective long-term solutions. . Number of trio crimes per 100 000 people registered per annum . Number of property related crimes. The social dynamics that underpin violence in communities include . Number of stock thefts. . Number of functioning stock theft units. widespread poverty, unemployment and income inequality; risk- taking and the defence of honour; abuse in childhood and weak parenting; access to firearms; alcohol misuse; and weaknesses in law enforcement. All of these issues require dedicated focus to address 5.5.2 IMPLEMENTATION OF COMMUNITY PROTECTION the community safety issues and challenges it faces. THROUGH ENVIRONMENTAL DESIGN Creating safer streets and environment design to ensure safety. The There are a number of ways in which crime prevention can be objective is to improve levels and community perceptions of safety improved in uMgungundlovu, which includes a change in the general and security by minimising the opportunity for crime by addressing mind-set towards crime to prompt a collective responsibility toward environmental factors (environmental design factors are based on the reduction in crime. Communities must be mobilised and certain principles of architecture, landscaping, visibility and lighting, engaged in issues relating to their own safety. This includes the aesthetics and the marking of spaces that create greater public enhancement of strong community values, intolerance towards and security). The District can contribute by promoting the inclusion of social pressure against crime, as well as community participation in Community Protection through Environmental Design (CPETD) in the crime prevention. design of human settlements and ensuring that municipalities include CPETD strategies into their IDPs.
5.5.3 STRENGTHEN PROGRAMMES AIMED AT CURBING VIOLENCE AGAINST THE VULNERABLE Implementing developmental programmes aimed at providing the youth with life skills, conflict management and resolution skills, and
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strengthening programmes aimed at curbing violence against the Participation of authorities, communities and stakeholders are vulnerable with focus on women, children and the elderly. critical.
5.5.4 STRENGTHEN PARTNERSHIPS - CIVIL SOCIETY, BUSINESS 5.6 ADVANCE SOCIAL CAPITAL AND CRIMINAL JUSTICE SYSTEM The central principle of social capital is that social networks have Partnerships between individuals, communities, businesses, non- value. Social capital refers to the institutions, relationships, and government organisations and government is required in this regard. norms that shape the quality and quantity of a society's social These partners have to work together in a coordinated way to interactions (http://web.worldbank.org). Horizontal alignments implement effective strategies to prevent and reduce crime. It (ties) are however important to give communities a sense of identity should include the promotion of community policing, encouraging and common purpose, thus interacting within a community or community participation in crime prevention and supporting grouping. Vertical ties, on the other hand has to transcend various sustainable Community Police Forums. social divides (e.g. religion, ethnicity, socio-economic status). It is 5.5.5 ESTABLISH EDUCATIONAL PROGRAMMES ON SAFETY FOR stated that due to high levels of inequality between communities, CHILDREN AND THE YOUTH promotion of horizontal and vertical dimensions (ties) to social This could focus on programmes in schools where crime problems capital becomes very important (PGDP, 2013:80). include dealing with violence and drugs. The District can assist the relevant government departments to identify areas where INDICATORS . No of community level institutions with active registration status vulnerable schools are located and that can be prioritised for implementation of these programmes.
Interventions suggested as per the PGDP include the following: 5.5.6 REDUCTION IN STOCK T HEFT Strengthen activities to reduce stock theft, by ensuring that stock • Conduct research into the collapse of community level theft units within the District are operational and effective. institutions.
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• Develop and implement programmes that provide norms and behaviours that create an enabling environment for successful community level institutions. This should include the resuscitation of civic organisations.
• Identify, engage and strengthen the capacity of provincial institutions able to provide positive and useful support services to community level institutions. This intervention seeks to build on the work currently undertaken by departments which provide support to health service-oriented as well as arts, culture and sports oriented organisations which operate on a voluntary basis.
• Support the building and maintenance of networks between linking and community-level institutions.
• Promote voluntary associations such as stokvels and burial societies.
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6 STRATEGIC GOAL 4: ST RATEGIC INFRASTRUCTU RE
In the context of the UMDM District Growth and Development Plan, 6.1 AIRPORT DEVELOPMENT AND INVESTMENT strategic infrastructure refers to energy, airports, road and rail The Pietermaritzburg airport is being upgraded and is of specific networks and water infrastructure. Infrastructure forms part of the importance to the district, given its location in the capital city and backbone of growth and development in the district and is key to potential contribution to the economy. Passenger movement future attraction of investment and growth. The growth and indicates that the Pietermaritzburg airport had an average of 8019 development of the infrastructure sector in turn also provides passengers monthly between 2010 and 2014. Upgrades included the economic opportunities, such as renewable energy, recycling extension of the existing runway, together with the terminal initiatives, information technology, etc. buildings. This will allow larger aeroplanes to make use of the airport, Figure 7: Strategic infrastructure objectives thereby attracting additional operators and increasing the amount of feet through the airport. Development of Road and Rail Networks
Its capacity needs to be expanded further in order to stimulate Development of Information & Communications growth and improved accessibility to the airport is key. Technology (ICT) Opportunities that should be explored include:
Develop KZN Energy Production Capacity • Possible freight operations. This requires cold storage,
INFRASTRUCTURE warehousing and loading facilities. C
GI
TE Enhance Water Resource Management • Development of additional hanger space, for which there is a
TRA strong demand and which could provide an important source of
S Airport development and investment revenue.
• Opportunities to locate accommodation in close proximity to the airport, should also be investigated.
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• Opportunities for a manufacturing hub and the potential SANRAL has several projects and programmes in place, geared location for aviation industries around the airport should also be toward the upgrading and improvement of sections of the N3, which investigated. To this end, Msunduzi Municipality is investigating will contribute to the fulfilment of its future role in the district. The plans to create an aerospace innovation hub adjacent to the section of the N3 receiving immediate attention is between airport. Pietermaritzburg and Durban. It will also be critical to assess the future impact of proposed bypasses to the N3, which can impact on INDICATORS economic development within the district and create opportunities . Volume of passengers through Pietermaritzburg airport . Value of improvements to airport for investment and growth. . Increase in number of flights INTERVENTIONS
. No. of km declared road that provide access to communities . % of district road network in poor condition 6.2 DEVELOPMENT OF ROAD AND RAIL NETWORKS . % of provincial and national road network in poor condition . % modal split in commuter transport 6.2.1 CREATE ADDITIONAL CAPACITY ALONG PRIMARY MOVEMENT CORRIDORS
The development and upgrading of the N3 corridor as the most Development along the N3 Corridor include the following: strategic route within the district are critical for future development. The corridor has been identified as a Strategic Integrated Project 2 6.2.1.1 UPGRADING OF STRATEGIC IDENTIFIED INTERSECTIONS ALONG THE CORRIDOR (SIP 2) as part of the 2012 National Infrastructure Plan, but requires substantial upgrading and improvement to fulfil its future role. The Strategic areas, intersections and growth points along the N3 are major impact of SIP 2 on the District will be the increase of freight some of the critical areas where suitable provision of bulk volumes on the road and rail network. In addition, it provides infrastructure is required. An assessment of strategic interchanges opportunities for development of the manufacturing sector along in uMngeni municipality has revealed that the Hilton, Merrivale and the corridor, such as warehousing, logistic hubs, containers. Tweedie interchanges are most suitable for future development.
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However, the availability of bulk water and sanitation infrastructure Msunduzi Municipality and other poverty-stricken areas are perceived as possible challenges to growth and development. located in specifically the Richmond Municipality. Other areas, specifically along the N3, that will require assessment The proposed northern bypass can improve linkages to of bulk infrastructure needs are in Msunduzi and Camperdown. the Aerotropolis to be developed around the Dube 6.2.1.2 EXPANSION OF THE CAPACITY OF THE CORRIDOR Tradeport.
The expansion of the capacity of the corridor include the following: Alternative N2 to N3 link passing through parts of • Additional lanes will be added between Durban and Cato Ridge uMshwathi and Ndwedwe to the coast.
(six lane in both directions of the freeway) and between Cato 6.2.2 MAINTAIN SECONDARY ROAD NETWORK AND EXTE ND Ridge and Cedara (four lanes in both directions). RURAL ROAD ACCESS
• Tunnels on the Pietermaritzburg Ring road and at Townhill will The extension of rural road access and maintenance of secondary be considered as options. roads should receive priority attention. Road networks in the district performs a number of functions. Not only does it facilitate • Careful consideration and implementation of possible by- movement of people, but it also facilitates movement of freight from passes/ring roads around Pietermaritzburg, as well as link roads. one point to another. Road infrastructure development also forms The Pietermaritzburg Bypass have been put on the the backbone of rural development or any other development. The development agenda once again by SIP2. Alignment economic importance of a good road structure is thus critical to the options have been put forward by the Department of future growth and development of the district. Although a large Transport and careful consideration and investigations portion of provincial roads within the district has a blacktop surface, are required. almost 45% are still gravel. The gradual improvement of these roads The southern bypass provides the opportunity to link requires a programme and funding for operations and maintenance more directly with the port and the future dig-out port. of these roads, such as Operation kuShunquthuli. This programme This bypass will traverse the rural area of Vulindlela in the
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focuses on road infrastructure development in rural areas which are 6.2.5 IMPLEMENTATION OF THE INTEGRATED PUBLIC the areas of emphasis for service delivery. TRANSPORT SERVICES
Consideration should be given to provincial roads that form part of A well-developed public transport system will give less-developed the corridors identified in the UMDM SDF and which links and rural communities access to core economic activities. The drive communities to nodal areas. to promote public transport over private transport and the gradual shift to a more convenient, safe and efficient public transport system 6.2.3 EXPAND AND MAINTAIN CORE RAIL FREIGHT NE TWORK are an important imperative that should be worked towards. This AND BRANCH LINES will include the implementation of an integrated passenger strategy The district needs to draw on its rail network opportunities. This and should highlight the importance of the finalisation and includes the upgrading and maintenance of the core freight network implementation of the Msunduzi Integrated Rapid Public Transport and the timberlines. The rail network within the district is currently Network. The Msunduzi Integrated Rapid Public Transport Network underutilised and presents an opportunity for passenger and freight aims at the integration of various forms of public transport to realise transport. The intention is to gradually move transport of heavy a more efficient and reliable transport network, which is critical in goods by rail and thus free roads for passenger and light commerce. the urban context of the Msunduzi as the capital of the province the The continued upgrading and maintenance of the NATCOR line largest urbanised area in the district. between Durban to Gauteng, which is the most important general The implementation of IRPTN’s in rural areas should also be pursued freight rail route in South Africa, is also pivotal in the future to ensure effective transport services for people residing in rural economic growth of the district. areas. 6.2.4 IMPROVE PASSENGER RAIL SERVICES 6.3 DEVELOPMENT OF INFOR MATION & COMMUNICATIONS As part of the drive of promoting commuter rail transport, the TECHNOLOGY (ICT) completion of the upgrading of the Pietermaritzburg Station and the The effective use of Information and Communication Technology business express train between Pietermaritzburg and Durban is vital. (ICT) is of grave importance, given the fact that it can act as an
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enabler, to merge a wide range of dimensions (such as utilities, functionality and speed of ICT technology for a growing economy mobility, economy, environment, education, people, living, health, (business and government) be developed optimally. It is thus planning and governance). It is also stated that the optimal suggested that computer skills be taught to learners from a young deployment of ICT can further play a critical role in development. age, but also be included in the ABE curriculum to reach a broad However, in the context of uMgungundlovu, only 19.2 percent of spectrum of citizens. households have access to computers and only 35.3 percent have INDICATORS access to the internet (Stats SA 2011). Broadband has been a driver . % of municipalities with established Access networks of growth and development across the globe, improving community . % of households with access to internet at home development, ensuring access to economic opportunities and . Minimum broadband speed available in District knowledge and allowing for greater access of services. However, . Number of ICT infrastructure nodes access to broadband is usually clustered in the main urban economic nodes, effectively excluding township areas, informal settlements and non-urban/agricultural areas. At the same time, access to cell 6.3.1 DEVELOP ICT BACKBONE INFRASTRUCTURE phones has increased from 27.9% in 2001 to 86.8% in 2011, It is important to expand community access to broadband services reflecting a global trend of increasing cell phone usage. Smart and to increase bandwidth (speed) for economic competitiveness phones are increasing, including among the urban poor, and serve as within the district. Possible linkages to SIP 15, which aims at a useful tool through which people can access the internet. This expanding access to communication technology, should also be means that there are important opportunities for bridging the digital investigated. SIP 15 aims to provide for 100% broadband coverage divide through the use of wireless broadband networks. These to all households by 2020 by establishing core Points of Presence opportunities have as yet, not been optimised by the State, to (POP’s) in district municipalities, extend new Infraco fibre networks improve its service offerings. across provinces linking districts, establish POP’s and fibre connectivity at local level, and further penetrate the network into In the context of ICT development, it is thus critical that technological deep rural areas. As such, the District should assist in the skills in the workplace and by citizens be supported, while the establishment of Points of Presence (POP’s). The development of a
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fibre optic network throughout the District will further lead to 6.3.2 DEVELOP ACCESS NETWO RK INFRASTRUCTURE AT increased connectivity and usage, decreased costs, and stimulating DISTRICT AND MUNICIPAL LEVEL growth and development. To this end, KZN produced a Provincial The District can support the following programmes in respect of the Broadband Strategy that indicates interventions required and development of access networks. identifies the roll-out for all parts of the province. This strategy will • Tertiary institutions in the District must pursue connections to ensure that all segments of society can extract the benefits of national cyber-infrastructure. The South African National broadband services. Research Network (SANReN) is part of a comprehensive South The development of ICT infrastructure will also further benefit African government approach to cyber-infrastructure. The aim business operations by providing cost effective and reliable ICT is to ensure successful participation of South African researchers services. The District should take part in investing and rolling-out in the global knowledge production effort. broadband to all areas and define a clear framework and strategy in • Construction of wireless access networks. respect of broadband and other areas. The involvement and cooperation of the District with the various role-players in this regard • Increase connections to public precinct. is critical (major role-players include the Department of 6.3.3 ICT ACCESS CENTRES & TECHNOLOGY UP-SKILLING Communications, Sentech, Infraco, USAASA, Telkom, State The District can assist in making information technology more Enterprises, DEDT etc.). accessible through availing public facilities and mobilising district • Facilitate broadband investment. resources, such as libraries. In addition, the ICT Incubator
• Expand community access to broadband (especially to rural and Programme in Msunduzi should be rolled out and the non-urban areas). implementation of innovation/Science Hub in Msunduzi.
• Increase the speed of bandwidth for economic competitiveness.
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6.4 DEVELOP ENERGY PRODUCTION CAPACITY and update of this Plan will be critical for the sustained and committed implementation of renewable energy projects. In Despite the continued investment and supply of electrical addition, it is important that the Province develop and implement a infrastructure from Eskom within the district, the reality is that South Provincial Energy Strategy, which should provide a basis for district Africa is in an energy crisis and that alternative energy generation energy strategies. sources need to be investigated. Eskom has committed themselves to invest in electrical infrastructure and supply within the district and INDICATORS indicated their continued support to developments taking place . Number of rezoning applications not approved due to electricity supply within the district, as well as continued extension of their network constraints . % households with a source of electricity supply to rural areas within the district. (UMDM Summit, 2013)
It is however critical that the district embarks on a path of sustainable use of alternative and renewable energy sources. Even 6.4.1 DEVELOP A DISTRICT E NERGY PLAN though technology has greatly advanced in the last decade, most The development of a District Integrated Energy Sector Plan should countries still use fossil fuel-based methods of energy production. focus on renewable energy, as well as energy efficiency. Although The use of these fuels has two major problems; it depletes the the District has developed a Renewable Energy Plan, it is suggested natural supply and eventually we will run out; and the burning of the that this Renewable Energy Plan be aligned to the Provincial Energy fuel (i.e. coal) creates vast pollution in the form of greenhouse gases. Strategy.
Options to combat these negative actions include the use of Important projects identified in the Renewable Energy Plan that alternative energy and renewable energy sources. These include must be pursued includes the following: solar energy, wind power and hydroelectricity. uMgungundlovu • The uMkomaas hydro electricity power generation facility in District Municipality has developed a Renewable Energy Plan. This Mkhambathini as one of its projects that is currently underway. Plan aims to facilitate the implementation of the drive toward sustainability using renewable energy and identifies a number of • The Springrove dam/Mearns dam to Midmar dam water possible projects, some of which is underway. The continued review transfer Hydro-electricity power generation facility, the
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Impendle solar power station and the Biomass Power station at Water is a strategically important natural resource that is both Howick as possible future projects that is under investigation. produced and consumed within the District and supports the economy of this District and the eThekwini Metro Municipality 6.4.2 PROGRAMME AND FUNDING FOR OPERATIONS AND MAINTENANCE downstream. The proper management of water and water resources is one of the critical challenges facing the district. An approach to Distribution Asset Management (ADAM) Turnaround Programme is a comprehensive, multi-year initiative targeted at According to DWA (2010) imminent water shortages for many areas addressing maintenance, refurbishment and strengthening in the country are a reality, unless immediate actions are taken. One shortcomings in key electricity distribution infrastructure. of these areas is the KZN Coastal Metropolitan Area from Pietermaritzburg to Durban from west to east and from Kwadukuza Msunduzi Municipality is a currently ADAM pilot and a review of (Stanger) in the north to Amanzimtoti in the south. It includes the implementation needs to happen to assess the effectiveness of the eThekwini Metropolitan and the Msunduzi and Ilembe programme and the possibility to extend this into other Local Municipalities (DWA, 2009). A study undertaken to develop Municipalities. strategies to reconcile the supply of and demand for water in this 6.4.3 EXPEDITE THE PLANNIN G AND IMPLEMENTATION OF SUB- area has suggested a number of actions that are required to assist TRANSMISSION NETWORKS with achieving reconciliation. These include the construction of Eskom has committed themselves to invest in electrical further dams and inter-basin transfers, exploitation of groundwater, infrastructure and supply within the district and indicated their re-use of treated sewage effluent and desalination of sea water. All continued support to developments taking place within the district, of these options require capital intensive investments and provide as well as continued extension of their network to rural areas within only a temporary solution to the reconciliation challenge. The the district. building of the Spring Grove Dam with related inter-basin transfers
6.5 IMPROVE WATER RESOURCE MANAGEMENT AND SU PPLY from the Mooirivier into the uMngeni promises to keep the system in a positive balance until 2016, i.e. for only three years after completion (DWA, 2010b). The absolute immediate requirements
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relate to what DWA term ‘Water Conservation and Water Demand 6.5.1 DISTRICT TO DEVELOP A DISTRICT WATER STR ATEGY Management’ which refers to the wise use of water and ensuring It is critical that water resources are managed in a sustainable optimum management and rehabilitation of reticulation manner to enable the provision of reliable and cost effective water infrastructure. services to all water users. Integrated water resource management Currently, water demand exceeds supply, with the District using must be implemented, including protecting and restoring natural approximately 30 million litres of water every year. Projections systems and increasing conjunctive use of surface and ground water. indicate that a deficit will be reached by 2018, should this trend Cooperation between all relevant stakeholders, spheres of continue. It is thus critical to ensure that Water Treatment Plants government and other organisations are key to effect integrated and Waste Water Treatment Works that has reached capacity be water resource management. To this end, the District must develop upgraded to be able to cope with anticipated population growth. A a District Water Strategy, which takes into consideration the programme for funding and maintenance is key. proposals of the provincial water strategy.
INDICATORS 6.5.2 RATIONALISATION AND EXTENSION OF WATER BOARD . Cubic meters per capita per year available JURISDICTIONS . No of water service system balance Water services delivery is performed by two Water Services . Non-revenue water . No. of rezoning applications not approved Authorities in the District via water supply systems. This includes the . % households with water & sanitation to MIG standards uMgungundlovu District Municipality and The Msunduzi . No functional and healthy aquatic ecosystems Municipalities. . % Municipal water losses. . % Reduction of water demand uMgungundlovu District Municipality is the Water Service Authority . Number aquatic ecosystems in a functional and healthy state. (WSA) and Water Service Provider (WSP) for six of the seven local
municipalities within its jurisdiction. These municipalities include
uMshwathi, Mkhambathini, Richmond, Impendle, uMngeni and
The objective includes the following strategic interventions. Mpofana. The Msunduzi Municipality was designated as a separate
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WSA in 2003 and has signed and entered into a Bulk Services be investigated. Local communities can be trained in water Agreement with Umgeni Water, which came into effect from harvesting and storage, as well as the treatment of water for December 2012. domestic purposes. In addition, consideration should be given to
Umgeni Water Board is the main Water Service Provider in the develop and implement household rainwater harvesting incentive District that abstract, treat and feed drinking water to the various programmes. Housing projects can, for example, be structured to municipal networks via a number of bulk water supply schemes. promote the installation of water tanks with each house for augmenting water supply within each household. The District should support the rationalisation and extension of Water Board jurisdictions that is proposed at provincial level. It is 6.5.4 PROGRAMME FOR BUILDING OF DAMS suggested that the main purpose of the Water Board will include A programme for building dams is currently being developed. The establishing responsibility for monitoring groundwater utilization, District should take cognizance of this programme and can also establishing clear guidelines for water resources quality monitoring develop policies and strategies for the more efficient and effective in terms of the responsibilities of various organisations including management of farm dams and irrigation systems. DMWS, DWA, Umgeni Water, etc. (PGDP 2013: 102) 6.5.5 PROGRAMME FOR DEVELOPMENT OF WATER SOURCES 6.5.3 LOCALISED WATER HARVESTING The development of alternative water sources should be The uMgungundlovu District falls predominantly within the summer investigated. Although alternative water sources is not regarded as rainfall area of South Africa, with the typical rainfall season sustainable alternatives, it does provide additional options to extending from October to April. The highest rainfall months are conventional water supply. In this respect, the following typically December and January. The mean annual precipitation opportunities are available: averaged across each local municipal area varies from 785mm in • The use of rainwater and groundwater. Mkhambathini to 986mm in Impendle. Given the above, the • Recycling of grey water. opportunity for rainwater harvesting as a strategy to improve access to water, especially in rural areas and poorer communities, should • Optimise the re-use of wastewater.
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• Encourage and develop water-sensitive urban design as a means 6.5.8 ESTABLISH POLICY AND DESIGN STANDARDS FOR THE of capturing water within the urban landscape and minimising PROVISION OF 75 LITRES OF WATER PER PERSON PER DAY pollution, erosion and disturbance by ensuring that storm water The proposal to provide 75 litres of water per person per day in the is treated as a valuable water resource and not simply PGDP, targets an intermediate level of service. It is indicated that discharged to rivers or the sea. this would enable households to have a yard and would support a flush toilet with a septic tank. In addition, it is indicated that it will 6.5.6 DEVELOP A MAINTENANCE PRO GRAMME also support the campaign of one-home-one food garden. In order In order to minimize system losses in infrastructure networks it is to comply with this proposal from Province, the District will need to necessary to increase investments in maintenance and renewals. investigate the feasibility of provision of 75l of water per person per Maintenance deferred is infinitely more expensive, and the District day. needs the most efficient networks possible to optimize currently available resources. It is thus suggested that the District develop 6.5.9 SUSTAINABLE USE OF A QUATIC RESOURCES maintenance programme, which is funded adequately in order to The objective of sustainable use of aquatic resources focus on the ensure the economic life of water infrastructure in the district. ability of aquatic resources to provide water, which is maintained within the limits of sustainability. 6.5.7 WATER CONSERVATION A ND DEMAND MANAGEMENT PROGRAMME • Restoration and sustainable management of water catchments.
The District has adopted a Water Demand Management Plan in • Determination and maintenance of the ecological reserve for 2012, which is being implemented. This Plan puts in place policies key rivers. and measures to significantly reduce levels of water consumption • Coordinate and integrate strategies and programmes for and demand through water use efficiencies. wetland and riparian area rehabilitation.
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6.6 DEVELOP INLAND MULTI-MODAL LOGISTIC HUBS (INLAND PORT)
The potential location of the proposed inland dry port at Camperdown poses significant development opportunities for this area. The initial location that was considered for Cato Ridge, suggest that it is not appropriate, thus the focus has shifted to Camperdown. The proposed dry port (sometimes inland port) will serve as an inland intermodal terminal directly connected by road or rail to the Durban seaport and will operate as a centre for the trans-shipment of sea cargo to inland destinations. In addition to its role in cargo trans-shipment, dry ports may also include facilities for storage and consolidation of goods, maintenance for road or rail cargo carriers and customs clearance services.
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7 STRATEGIC GOAL 5: ENVIRONMENTAL SUSTAINA BILITY
The District has recently finalised a Strategic Environmental The concept of sustainability is critical for the Growth and Assessment (SEA) and SEMP, which ultimately aims at providing a Development Plan for the UMDM and has been acknowledged at a regulatory framework for use in achieving a sustainable balance national level by virtue of the National Strategy for Sustainable between competing demands the needs for economic growth, social Development. This strategy clearly illustrates the dependence of well-being and environmental health. social well-being and economic resilience to the condition of the
The strategic goal of ’Environmental Sustainability’ is directly natural resource base. With the natural resource base being over- informed by the uMgungundlovu SEA Sustainability Framework, utilised, exploited and degraded, it highlights the fact that both the which includes a series of sustainability objectives and criteria, social and economic components of the UMDM are now vulnerable designed to address issues raised in the environmental context of to resource depletion and degradation. the district. 7.1 INCREASE LAND PRODUCTIVITY
Figure 8: Environmental sustainability objectives The indications are that agricultural resources are under threat in the
uMgungundlovu district particularly in and around the nodal areas and the major transportation corridors. In this context, agricultural Increase land productivity resources include areas suited to cultivation and natural grasslands (mainly used for livestock production). The district is inclusive of rich Advance alternative energy generation agricultural resources, which have, in the past, been used to supply market demand in the district in the form of foodstuffs and raw Manage pressure on biodiversity materials for industry. Responding to the impacts of climate change
ENVIRONMENTAL SUSTAINABILITY Some of the threats to agriculture in the district derive from urban ‘sprawl’, poor land use management by municipalities, economic recession and land reform.
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A further issue was that agriculture and natural resources have not • The rate and extent of land degradation in the District has been been assigned a realistic value by society. In other words, the costs halted and reversed. associated with the continued loss of both natural and agricultural • Land is at optimal level of production with a high yield of good resources in the district have not been fully quantified. quality water.
Whilst it is noted that the future of agriculture is closely related to This intervention should focus on the implementation of the Land market forces, it is also noted that in order for the resources and the Care Programme implemented by DAEA, as well as land degradation sector to survive, there is an urgent need for the recognition of its mapping in SDFs and scheme guidelines. The Land Care Programme importance by the state, associated provincial and local government also focus on rehabilitation of wetlands, alien species and erosion agencies, the private sector and traditional institutions. projects aimed at green job creation and restoring land and natural
INDICATORS resources. In essence, high potential agricultural land must be . % decrease in the Provincial Land Degradation index for the District identified, mapped and protected. Further activities suggested in . % land transformation of areas identified as being essential for the this regard are as follows: persistence of biodiversity and ecosystem goods and services . % land transformation of high potential agricultural land to non- • Incentives for sustainable agriculture land management agricultural uses practices must be within acceptable norms and standards. . Hectares of land rehabilitated annually
• Sustainability objectives and criteria must be integrated into all
relevant policies, programmes and plans.
• Land use management must be integrated and coordinated A critical intervention is to promote sustainable land use practices to through cooperative structures and strategies. preserve and enhance agricultural potential. The land resource / land productivity strategy therefore seeks to achieve the following • A community based natural resource management strategy outcomes: must be developed and implemented.
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7.2 ADVANCE ALTERNATIVE ENERGY GENERATION AND options such as producing energy from waste solutions, and a REDUCE RELIANCE ON F OSSIL FUELS number of other renewable energy sources (e.g. solar).
The District Municipality has developed a Renewable Energy Plan, INDICATORS which aims to facilitate the implementation of the drive toward . Number of solar water heaters implemented with housing projects. . % productivity of the uMkomaas hydro electricity power generation sustainability through renewable energy. This plan sets several plans facility in motion shifting the focus to alternative and renewable energy . Units saved through energy efficiency generation production, such as the uMkomaas hydro electricity power . Units produced through energy efficiency generation facility in Mkhambathini. Other possible future projects that under investigation include the Springrove dam/Mearns dam to
Midmar dam water transfer Hydro-electricity power generation 7.3 MANAGE PRESSURES ON BIODIVERSITY facility and the Impendle solar power station. In respect to this In terms of the terrestrial environment, the 2005 land cover data for strategic objective, the district should: the UMDM indicated that just over 57% was considered to be in a • Develop a programme for alternative energy demonstration natural state with 1.6% being degraded natural cover and just less projects. This programme should include the projects that 41% being transformed. The 2008 land cover data reflects a highlighted in the District Renewable Energy Plan, as well as negative trend in that approximately 51% was considered newly identified projects. Alternative energy demonstration untransformed and still in relatively good condition with a significant projects can be funded through the Green Economy Technical increase to 4.5% of degraded natural cover and the area under Assistance Fund. transformed land increased to 44.5%. Considering the trends • Further promote the Renewable Energy Manufacturing in the reflected in this data, a conservative estimate of the current district. The District should progressively move toward the use situation may be that more than 50% of the pristine natural land and manufacturing of renewable energy and also explore cover of the UMDM has been lost to a combination of transformation and degradation. This has occurred as a result of all
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forms of agriculture, except sugar, increasing in their cover, and that the more transformation that occurs, the more resilience is lost growth and expansion of both urban and rural settlement. In and vulnerability increases. conjunction with this has been a decrease in the cover of natural The aquatic environment within the UMDM has become significantly vegetation, primarily grasslands, and an increase in that which is compromised. The primary reasons for this relate to both the considered degraded. It is important to note that the land cover data quantity of water in the systems and the quality of this resource, and includes both aquatic and terrestrial categories. the relationship between these factors exacerbate the situation, i.e. There is a scattering of a variety of protected areas throughout the quantity is required to help address quality and the greater the UMDM that range in size and status from a sizable portion of the demand on the systems, the more significant the reduced capacity uKhahlamba Drakensberg Park World Heritage Site, i.e. almost to deal with the quality issues. Essentially the aquatic systems in the 67000 hectares, to the 530 hectares of the proposed Biodiversity UMDM are extremely stressed because demand far exceeds supply Stewardship site known as Hopedale. These 33 protected areas to the extent that inter-basin transfer schemes have been make up close to 110000 hectares, which is 11.5% of the UMDM introduced. These are under construction and are planned to help surface area. Based on the international target of 10%, this coverage meet the demand and augment the storage capacity of the four appears to be impressive. However, the Biodiversity Sector Plan for major dams already in the uMgeni system. Additional strategies the UMDM and the Protected Area Expansion Strategy for the such as water conservation and water demand management, and province indicate that the current protected area coverage is not wastewater recycling are also being implemented and considered meeting the biodiversity conservation targets for the UMDM, and respectively. that additional coverage is required. The upper reaches of the catchments that provide the water are in a The biodiversity and ecosystem features that have been used to poor condition with alien plant infestations accounting for losses in generate these targets all represent strategically valuable natural water production together with incompatible land uses and capital, which produces ecosystem goods and services that underpin degradation contributing to both a decrease in water production the socio-economic activities within and beyond the UMDM. This capacity as well as quality. Intensive agricultural practices such as situation raises the issues of resilience and vulnerability in the sense dairies, poultry batteries and piggeries all contribute to releasing
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pollutants into the system in the upper reaches of the catchments, 7.3.1 SPATIAL BIODIVERSITY PLANNING, DECISION-SUPPORT while the urban centres all contribute industrial and human waste. TOOL DEVELOPMENT AND MONITORING In the lower reaches of the catchments, other agricultural activities The following are suggested in respect of the above intervention: such as sugar cane production contribute to reduced water quality • Integrate the uMgungundlovu biodiversity sector plan into all through the leaching of agricultural chemicals. municipal spatial and land-use plans.
INDICATORS • Sustainability objectives and criteria must be integrated into all . % Blue drop status of the District. . Number of developed Integrated Catchment Management Plans relevant policies, programmes and plans. . Percentage of waste water treatment works complying with enforcement • Integrated and coordinated land use management through measures to meet effluent standards . % increase in volume of waste recycled cooperative structures and strategies. . Land transformation in High-Risk Biodiversity Planning Units (HRBPU) per • Develop and implement a community based natural resource district municipality . % conformance of land and resource use decisions with High-Risk management strategy. Biodiversity Planning Unit (HRBPU) guidelines per district municipality. • Implement a protected area expansion strategy.
• Strengthening Biodiversity Stewardship programmes.
• Establish urban open space and conservation plans.
Interventions proposed include the following: • Communicate all spatial products to relevant stakeholders such • Spatial biodiversity planning, decision-support tool as Estate Agents.
development and monitoring. 7.3.2 COOPERATIVE ENVIRONM ENTAL GOVERNANCE • Cooperative environmental governance procedures. PROCEDURES The following are suggested in respect of the above intervention: • Environmental quality management.
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• Establish effective co-operative environmental governance 7.3.3 ENVIRONMENTAL QUALIT Y MANAGEMENT structures and institutional mechanisms between key The following are suggested in respect of the above intervention: environmental authorities. • Development of Integrated Catchment Management Plans. • Integrate sustainability criteria & environmental sensitivity • Develop and implement a scheduled maintenance and upgrade information of the SEA into all municipal planning. programme of all sewerage infrastructure and wastewater • Ensure projects comply with all environmental legislation, treatment works. regulations, policies & guidelines. • Develop a water pollution emergency response protocol. • Embed environmental issues & priorities into PMS and KPAs of • Develop an integrated water quality and river health monitoring Municipality. system. • Build capacity in environmental compliance monitoring and • Develop an incentive scheme designed to improve water enforcement through increasing the numbers of Environmental quality. Management Inspectors. • Integrate the costs of restoration and sustainable management • Develop sustainability appraisal tool. of catchments into the water reconciliation and pricing strategy. • Develop M&E and reporting mechanism to facilitate continual • Ensure adequate resources and capacity for the compliance assessment towards achieving sustainability. monitoring and enforcement of relevant water legislation. • Develop and implement a sustainability awareness and Develop policies for improved technologies at the points of environmental capacity building campaign. waste generation & effluent treatment to reduce impacts.
• Develop & implement skills development strategies to promote • Implement and ensure compliance with an integrated waste integrated planning & enhance environmental management. discharge-charge system. • Promote access to environmental information.
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7.4 ADAPT TO CLIMATE CHANGE The density of industrial activities in the other local municipal areas is much lower than in Msunduzi and the sources are predominantly Climate change is a worldwide phenomenon, affecting the domestic and agricultural, but are at levels that do not cause undue environment, habitats and eco-systems and creates an uncertainty. concern. It is likely to manifest in a number of different ways according to local conditions. Many of these impacts will develop indirectly through Poor air quality issues localised within the Msunduzi and N3 corridor increased stresses placed on the environment systems, such as more area are resulting in increased human health and well-being risks. frequent periods of extreme heat. As a direct consequence, extreme Greenhouse gas emissions contribute to global climate change. A weather events have been increasing in scale, frequency and decrease in natural capital diminishes the District’s ability to intensity. Climate change in this context refers to changes in the sequestrate carbon and mitigate predicted climate change impacts. modern climate, including the rise in average temperatures known The District has recently completed a Climate Change Response as global warming, and extreme weather events such as floods and Strategy and has recognised the synergy that is required between droughts that are likely to become more frequent and intense. The the Climate Change Response Strategy and the SEA and SEMP. The impact of climate change will challenge the adaptive capacity and Climate Change Response Strategy recommends that where natural resilience of cities and regions especially with respect to capital has been abused and degraded, restoration and infrastructure systems. rehabilitation will be an appropriate response strategy. In addition Although the UMDM generates the third highest level of to this, it recommends that where natural capital is still intact, it atmospheric pollution in the province, this level is relatively low. The should be well managed and maintained. In this way investments aspect of primary concern though is the combination of the into the rehabilitation and management of the UMDM’s natural topographical and atmospheric conditions, and the concentration of capital will help to build resilience to negative implications such as pollution sources in the Msunduzi Local Municipal area. The daily climate change. development of a strong and shallow surface temperature inversion layer in winter traps pollutants causing an exceedance of ambient air quality standards.
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INDICATORS • Update disaster management plans to include pro-active . % reduction in Greenhouse gas emissions. response to climate change. . Units of energy saved through energy efficient interventions. . Average response time for disasters • Restore and maintain indigenous woodlands, forests and other . Development applications addressing Disaster Management areas suitable for the sequestration of carbon. . Share of events with early warning systems, where affected parties received prior warning. • Promote urban greening initiatives for the role it plays in . Regular forecast of anticipated impacts of climate change and response mitigating air pollution and in carbon sequestration. plan. • Reducing household indoor combustion of wood and coal by
increasing access to electricity.
• Develop and implement increased standard design 7.4.1 CLIMATE CHANGE POLICY, PLANNING AND MONITORING specifications for key infrastructure to cater for extreme climatic The following are suggested in respect of the above intervention: events.
• Develop a District Air Quality Management Plan, including • Develop incentives for energy efficiency and air pollution comprehensive ambient air quality standards, and air quality reduction and abatement. monitoring, evaluation and reporting protocols. 7.4.2 ENHANCE DISASTER MANAGEMENT PLANNING AND • Establish the financial and human resources to manage and MONITORING monitor air quality in the District. This intervention should focus on formulating a climate change • Decrease greenhouse gas emissions to levels in line with Cabinet disaster response plan and strengthen the District Disaster approved targets. Management and mitigation capacity. The District has an adopted Disaster Management Plan, which is reviewed annually. • Promote efficient and clean public transport systems.
• Develop and implement a climate change response and adaptation strategy.
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7.5 WORKING TOWARDS A GREEN ECONOMY • Create opportunities for training and job creation in green economy programmes (carbon sequestration; rehabilitation of Economic goals based on ecological sustainability and built on a degraded areas; alien invasive species management; waste culture that recognises that socio-economic systems are dependent management & recycling; and, urban greening). on and embedded in ecosystems can contribute to a green economy. • Promote self-sufficiency, food security and sustainable INDICATORS livelihoods. . Number of green jobs created within the District . Number of green technology businesses established within the District
Strategic interventions relates to the following:
• Develop and implement a green economy strategy and programmes for the District.
• Implement skills development in the green economy sector.
• Develop incentives for the production of environmentally friendly products.
• Establish investment incentives to support and promote green industries and developments in the District.
• Implement programmes to ensure the rehabilitation and sustainable management of natural assets and ecosystem services.
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8 STRATEGIC GOAL 6: GOVERNANCE AND POLICY
Good governance is an ideal, which is difficult to achieve in its consultation and engagement processes. The uMgungundlovu totality. Good governance is achieved through an on-going discourse District Municipality has adopted a Cluster Model that deals with IGR that attempts to capture all of the considerations involved in in the district. However, there is still a need for a more effective assuring that stakeholder interests are addressed and reflected in platform for planning and coordination between the provincial policy initiatives. Objectives that relate to this goal is captured in government and district municipalities. figure 9 below. INDICATORS Figure 9: Governance and policy objectives . % of public sector expenditure spent in accordance with municipal IDPs . % of public sector capital spent in accordance with DGDP projects . % of development applications that meet time norms for processing Strengthen Strategy Policy Coordination and Inter- Governmental Relations (IGR)
AND AND
Build Government Capacity
To this end, the following interventions are proposed. Eradicate Fraud and Corruption
GOVERNANCE POLICY 8.1.1 DEVELOP AN INTEGRATED FUNDING AND Promote Participative, Facilitative and Accountable IMPLEMENTATION MANAGEMENT FRAMEWORK Governance This framework should be formulated to provide a basis for
municipalities and stakeholders from which all funds available are 8.1 STRENGTHEN STRATEGY POLICY COORDINATION AND clearly described and accessible. It should be web-based and should INTER-GOVERNMENTAL RELATIO NS (IGR) provide a description of objectives of the funding, the criteria Inter-Governmental Relations (IGR) is critical to affect and effect applicable, the extent of and parameters of the fund, any conditions service delivery in the district. IGR generally includes elected attached to the funding, the application and/or motivation process members and officials and consist of communicating information, and the relevant contact points for the funding etc.
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The district should assist with this framework by providing a link to competent and qualified staff. There is thus a general lack of the web based system and an official with the relevant knowledge to implementation capacity, resulting in poor service delivery. assist queries in respect of the framework. There is also the need for sharing of knowledge, resources and 8.1.2 CREATE A SINGLE WIND OW OF CO-ORDINATION BETWEEN specialist services. To this end, the Department of Cooperative THE PROVINCIAL GOVERNMENT, MUNICIPALITIE S AND Governance and Traditional Affairs (COGTA) has initiated the NON-GOVERNMENT FORUMS Development Planning Shared Services (DPSS) within the province of Participation by district in creation of a single window of co- KwaZulu Natal in an attempt to address skills shortages and ensure ordination between the Provincial Government, Municipalities and efficient processing of planning applications. However, this non-government forums. programme has been met with various degrees of success.
8.1.3 RE-ORIENTATE THE BUSINESS OF THE CLUSTERS TO ALIGN Lastly, an integrated human resource development strategy will TO GOVERNMENT'S CORE POLICIES OF TRANSFORMATION, benefit the building of government capacity greatly. This GROWTH AND DEVELOPMENT intervention should also incorporate learnerships, mentorships and The District should develop an inventory of policy instruments and internships in addition to the normal short courses and skills strategic frameworks, which should be captured in a database. The development programmes. database and extent of implementation should be analysed. INDICATORS
8.2 BUILD LOCAL GOVERNMENT CAPACITY . % municipal expenditure spent on capital infrastructure The uMgungundlovu District is constituted by seven local . % municipalities with clean audits municipalities. The majority of these municipalities are rural in nature and exhibits various human and financial resource capacity. In addition, the majority is highly dependent on grants and face To this end, the following interventions are proposed. continuous challenges with the attraction and retention of
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8.2.1 DEVELOP AN INTEGRATED HRD AND PROFESSIONAL In terms of the focus on a clean audit, Operation Clean Audit has SUPPORT PROGRAMME FOR THE PUBLIC SECTOR been implemented to address challenges faced by municipalities and The District must align to the integrated human resource provinces in managing audits, especially audit findings and queries development strategy for the province, which is being developed. from the Auditor-General (AG). The campaign seeks to achieve clean This will provide direction on the development of appropriate skills audits in municipalities and provincial government departments by and capacity within the district municipality. 2014.
INDICATORS 8.2.2 PROMOTE SHARED SERVICES AMONGST MUNICIPALITIES . % of District and municipal entities that have audit disclaimers, The existing shared services amongst municipalities in the district qualifications . Value of district municipal sector funds affected by fraud and corruption must be strengthened and the District must ensure that challenges faced by shared services in the district are resolved.
8.2.3 ALIGN PGDP INTERVENTIONS TO STAFF PERFORMANCE
AGREEMENTS To this end, the following interventions are proposed. District to align DGDP interventions to staff performance 8.3.1 OPERATION CLEAN AUDIT agreements. Monitor and measure the effectiveness of Operation Clean Audit
8.3 ERADICATE FRAUD AND CORRUPTION within the district, based on the number of municipalities that
Fraud and corruption are some of the main evils facing effective received clean audits in 2014. It should also be noted that clean governance and should be a key focus area for the district and local audits are only possible in the context of sound quality and capacity municipalities. Fraud Prevention and Anti-Corruption Policies should 8.3.2 FRAUD PREVENTION lay the foundation for combatting these evils and provide clear Fast track disciplinary processes and effective criminal prosecution strategies to deal with this issue. To this end, uMgungundlovu has and identify areas where disciplinary and criminal prosecution developed an Anti-Fraud Policy Statement and a Fraud Prevention processes can be improved and implemented. Plan.
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In addition, District leadership and management must design and stakeholders it serves – and it cannot be effective in delivering true implement appropriate, transparent and fair processes to prevent value without their participation, and the active use of partnerships. fraud. These should address some of the issues that are perceived as INDICATORS contributing to fraud, e.g. mal-administration; misuse of Council . Voter participation in municipal elections property; and tender irregularities. . Number of active partnerships between district and business . Increase in % of women, youth and people with disabilities in the political 8.3.3 IMPLEMENT INTEGRITY MANAGEMENT PROGRAMMES and economic sphere.
Implement proactive integrity management programmes within the district municipality. The District must ensure that all staff have participated in Integrity Management Training and that all public To this end, the following is proposed. officials disclose all of their financial interests outside of their public 8.4.2 IMPROVE RELATIONSHIP BETWEEN TRADITIONAL sector work. This will contribute to more ethical and responsible COUNCILS, MUNICIPALITIES AND PROVINCIAL behaviour. DEPARTMENTS Traditional councils have been given a strong voice in development 8.4 PROMOTE PARTICIPATIVE, FACILITATIVE AND matters and may now enter into partnerships and service-delivery ACCOUNTABLE GOVERNANCE agreements with government in all spheres. As such, it is very The objective of participative, facilitative and accountable important to strengthen relations between traditional councils and governance revolves around effective systems and procedures local municipalities and enhancing the participation of members of through which the public and partners of government are provided traditional councils in the processes of municipalities. with opportunities to collaborate in a meaningful way. An informed 8.4.3 DISTRICT DEVELOPMENT AGENCY view of the realities and needs of all the stakeholders that is served by the District is critical for the successful functioning of this entity As discussed under section 3.2.5, uMgungundlovu District and service delivery. Municipality (UMDM), has undertaken a feasibility study to assess the proposed uMgungundlovu District Development Agency. The
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study indicated that UMDM, uMngeni, uMtshezi and Mpofana Local • Developing stronger collaboration and accountability system Municipalities resolved to transfer the Midlands Economic between ward committees, community development workers, Development Agency (MEDA) to the District to form a District and traditional leadership at local level.
Development Agency. • Developing a better financial strategy for support of ward 8.4.4 DEVELOP ADVOCACY PROGRAMMES TO STRENGTHEN THE committees to address unintended negative consequences of WARD COMMITTEE SYSTE M the voluntary status of ward committee membership.
The functionality of Ward Committees must be strengthened, since • Integrating an evaluation report of ward committees into the they provide a platform for participation and communication auditing and annual reporting of local municipalities. between Council and the public. The ward committee reports problems to the ward councillor who then reports on these issues and/or developments at council meetings. The ward councillor acts as the chairperson of the ward committee and thus liaise between the municipality and the community. This structure is very powerful and can greatly enhance community participation in the governance process. Measures required to strengthen the ward committee system includes the following (PGDP 2013: 136):
• Provide relevant training to ward committees with additional training for selected members 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.
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9 STRATEGIC GOAL 7: SPATIAL EQUITY
The strategic goal of spatial equity seeks to facilitate the progressive which facilitates development of a spatial structure that promotes move towards spatial transformation and restructuring of the impact integrated development and an efficient delivery of services. The of past planning practices. The District is currently in the process of SDF gives direction to future planning and development within the municipality, and provides a framework for more detailed and area reviewing its Spatial Development Framework. specific development plans. Figure 10: Spatial equity objectives
INDICATORS
. Approval of Reviewed District SDF. To actively promote spatial concentration and coordination of . Approved funding for Government precinct development. development interventions
. Approved N3 Strategic Development Framework Plan.
ITY TIAL . Number of strategic rural nodes that have been formalised.
A
QU
SP E Integrated Land Management & Spatial Planning Initiatives . Increase in population density in designated development areas. . Spatial distribution of HDI at district scale.
9.1 PROMOTE SPATIAL CONCENTRATION AND COORDINATION
OF DEVELOPMENT INTER VENTIONS Interventions to promote spatial concentration and coordination of This objective relates to the promotion of spatial concentration and development interventions include the following: coordination of development interventions. It includes the • Establish a hierarchy of District Nodes with clearly defined establishment of a hierarchy of nodes, as defined and identified in functions and interventions per node. the District Spatial Development Framework and development of • Development of specific Corridor Plans to co-ordinate corridor plans. The majority of these elements are included in the interventions around district corridors. District Spatial Development Framework (currently under review),
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9.1.1 ESTABLISH A HIERARCHY OF DISTRICT NOD ES WITH CLEARLY DEFINED FUNCTIONS AND INTERVENTIONS PER NODE The ordering and location of services and facilities, in a manner that promotes accessibility and efficiency in service delivery, is required. This is critical for the performance of the municipal area as a whole and land use integration. As such, the clustering of various activities at appropriate and accessible nodal locations provides the district with a network/system of opportunity centres. Some of these nodes have benefited from significant public and private sector investment in services and infrastructure, which needs to be managed and maintained. Others are located in previously disadvantaged areas, which have suffered from institutionalised neglect. Although the nodes have contrasting characters, profiles and management issues, they cumulatively accommodate the majority of economic activities, employment prospects, an existing/growing residential stock, and access to community facilities. As such, the strength and feasibility of the nodal points is directly linked to the functioning and health of their catchment areas. The concentration of activities in and around these areas will stimulate further development of higher order activities.
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The exiting primary node and urban core within the district, being Other nodal areas of significance include the following: Pietermaritzburg / Ashburton / Edendale, should continue to be the • Mooi River / Bruntville, New Hanover / Wartburg and Richmond focus of strategic economic development. It is however proposed serve as tertiary nodes fulfilling administrative and commercial that the urban core of the district be expanded, to reflect this major roles. These smaller towns should focus on revitalisation and concentration of urban settlement. The expansion of the urban core regeneration of the urban fabric. This can be done through should include the Howick / Hilton / Mphophomeni complex to the effective and continued implementation and support of the northeast, as well as the Camperdown / Cato Ridge area to the Small Town Regeneration and Rehabilitation Programme. southeast. These areas are located along the N3 corridor, and • Existing tourism nodes are Rosetta and Nottingham where the provides opportunities for strategic development. One such additional recreational and tourism opportunities are presented proposal that affects Camperdown, is the establishment of an inland by the Spring Grove Dam. dry-port, which seem to focus on Camperdown as the best alternative. Combined with the proposed railway by-pass that will • Rural nodes, serving as rural service nodes to the surrounding cut in at Camperdown, this area should prepare itself for future communities, are identified as Dalton / Cool Air, Impendle and investment and growth. Suitable land for development should thus Vulindlela. A large portion of the district population reside in be identified and unlocked in the Camperdown nodal area. rural areas and approximately 26.8% of the district’s population resides on Ingonyama Trust land. As such, these rural areas In addition, the Howick / Hilton / Mphophomeni complex (also should become focus areas for development and investment. located along the N3 Corridor) should also gear itself to Investment opportunities in these areas should be investigated accommodate future development and investment opportunities. and areas with high population densities must be identified and As mentioned, this area should be included in the urban core and targeted for service delivery. land along the freeway/N3, as well as land in proximity to strategic interchanges (such as Hilton, Merrivale and Tweedie interchanges) It is suggested that Strategic Rural Nodes be formalised through the that are most suitable for future development, should be identified development settlement plans for these nodal areas, which will and unlocked.
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contribute to the attraction of investment opportunities to these investment, services, economic activities and settlement. Generally, areas. larger routes linking generators of movement and investment have
More focus should also be awarded to areas such as the New a greater generative capacity than smaller routes. It thus follows that Hanover / Wartburg / Dalton triangle, which has important regional facilities and services should gravitate towards these areas. functional linkages to the traditional areas of Appelsbosch / Smaller facilities requiring smaller thresholds should be located Bamshela (serve west of Ndwedwe) and Gcumisa to the southeast along smaller routes. Viewed in this way, the issue of regional and thereof. rural spatial organization becomes one of creating a systemic framework of interlocking activity routes over time. This has an The Vumindaba and Esiphahleni Traditional Authority areas to the impact of reducing spatial marginalization; increasing equitable southwest of Richmond town have functional linkages to the access to all levels of services and promoting investment. Vumakwenza Traditional Authority area (further to the south), which should be strenghthened. Linkages between the Embo-Tumini The N3 corridor is unquestionably the most important corridor Traditional Authority area to the Durban South area in eThekwini within the District. The development of a Strategic Development must also be strengthened. Plan (currently being developed) for this corridor will provide a framework for the implementation of SIP 2. The N3 is one of the 9.1.2 DEVELOPMENT OF CORRIDOR PLANS TO CO-ORDINATE major drivers for economic development can thus be regarded as a INTERVENTIONS AROUND DISTRICT CORRIDORS high profile growth area in the district, which provides economic A system of regional and local transport routes, which link a number development opportunities for the district’s nodal areas of areas, should be viewed as the logical focus areas of an ordered (Camperdown; Pietermaritzburg; Howick and Mooi River) located strategy for development. These routes should be seen as activity along this corridor. The most important intervention for this and investment lines. The structure they give to the area is corridor is the finalisation of the N3 Strategic Corridor Framework articulated in the form of movement patterns and systematic Plan. This plan will provide a strategic framework for the future distribution of land uses in space. However, not all regional routes development of the N3 corridor. are the same in terms of the intensity of use and ability to attract Primary corridors within the district are as follows:
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• Eastern Cape – Richmond – Msunduzi – Greytown (R56 and throughout the city, which is becoming very costly. R33); Investigations into the development of a government office park
• Camperdown – Umbumbulu – South Coast (R603); have been initiated, where all the headquarters of the provincial departments can be housed. • Msunduzi – Boston – Underberg (P7-2); • The city should focus on building and preserving the diverse • Howick – Boston – Underberg (R617). heritage of the district. A heritage precinct could be developed, Secondary corridors are identified as follows and provide linkages to focussing on the Colonial buildings and preservation thereof, the internal and external nodes: Zulu culture, Indian heritage (Ghandi) and the Voortrekkers.
• Howick – Mooi River (R103); 9.2 FACILITATE INTEGRATE D LAND MANAGEMENT AND • Mooi River – Greytown (R622); SPATIAL PLANNING
• Albert Falls – Wartburg – North Coast (R614). The uMgungundlovu District Municipality developed and adopted its first Integrated Development Plan (IDP) in 2002. The IDP is a 9.1.3 BUILDING THE CAPITAL STATUS legislative requirement introduced in terms of Section 25(1) of the Pietermaritzburg has been awarded with the capital status of the Municipal Systems Act, (Act No. 117 of 2000) to give effect to province and is the seat of government in KwaZulu-Natal. In line with intentions of the Constitution in respect of local governance and the this status, the capital should be branded as such and should White Paper on Local Government which introduces progressively build its capital status. Interventions suggested in this developmentally oriented local government structures. regard are as follows: A spatial Development Framework (SDF) is a component of the IDP • Development of a clear identifiable government precinct with a and thus a legislated mandate. It is a principal spatial planning signature building whereby Pietermaritzburg can be recognised instrument, which guides and informs all planning, land as the capital of KZN. Government departments are currently management, development and spatial decision-making in a housed in state-owned and rented properties, scattered municipality. It provides a spatial interpretation of the strategies and
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projects already contained within the IDP. The main purpose of the It is thus suggested that the District develop and implement an SDF is to guide the form and location of future spatial development integrated sustainable planning system as a means to introduce within a Municipal area in order to address the imbalances of the formal planning and integrate traditional land allocation processes past. into the planning system. This could be undertaken by introducing a suite of plans to guide development in the District, which could In addition, the KwaZulu-Natal Planning and Development Act, 2008 include, amongst others, the following: (Act No. 6 of 2008), requires all municipalities in the province to develop and introduce wall-to-wall Land Use Schemes throughout • Formulation of Land Reform Area Based Plans, which can serve their area of jurisdiction. This has to take place within 5 years of the as a tool for the sustainable delivery and integration of land and promulgation of the PDA provisions that deals with the Land Use agrarian reform programmes within the strategic priorities of Schemes. With the exception of broad high level spatial planning in municipalities (as expressed in IDPs), national programmes and the form of Spatial Development Frameworks, very few of the rural provincial imperatives. areas in the District has benefitted from formal spatial planning • Implementation of land use management schemes across the processes. Rural settlements have evolved to their current state district, as required by the KwaZulu Natal Planning and because of traditional land allocation system. There are also several Development Act, 2008 (Act No. 6 of 2008) and the Spatial challenges around the implementation of Act 70 of 1970, which Planning and Land Use Management Act (SPLUMA). The District hampers the development of schemes that cover rural areas. can facilitate and coordinate this process, by providing support
INDICATORS to municipalities in respect of the development and
implementation of wall-to-wall schemes. . % of district geographical area with Land Use Management Schemes. . Number of approved Area Based Plans. • Act 70 of 1970 alignment within Land Use Management . Number of local municipalities with wall-to wall schemes. Schemes. Sub-division and change of land use on agricultural . Number of Ward Based Plans. land is governed in terms of the Sub-division of agricultural Land Act (SALA), Act No. 70 of 1970, and is administered nationally.
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At present, there is no coherent provincial policy that guides assessment of Act 70 of 70 applications. As such, it is critically important for the district and local municipalities to develop guidelines for managing development on agricultural land.
• Promote development of Ward Based Plans: The District can facilitate and promote the development of Ward Based Plans.
• Alignment of District and Local municipal Spatial Development Frameworks with the Provincial Spatial Development Framework. While the Provincial SDF provides overarching guidelines for investment in the Province, it is important that the District and local municipality’s SDFs be aligned properly to avoid any contradictions or conflict of interest. The District should thus play a leading role in engaging with local municipalities to ensure alignment.
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10 IMPLEMENTATION FRAME WORK
10.1 CATALYTIC PROJECTS
Table 2: Catalytic projects
PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Provincial Government Development of a clear identifiable government precinct with a signature building UMDM Precinct whereby Pietermaritzburg can be recognised as the capital of KZN. COGTA DRDLR
N3 By-Pass The proposals for N3 bypasses requires careful consideration. DoT SANRAL UMDM Local municipalities N3 Upgrade The capacity of the N3 corridor will be expanded to accommodate the SIP2 and associated DOT impacts. SANRAL
Upgrading of the railway Railway infrastructure within the district is currently underutilised and presents an infrastructure opportunity for passenger and freight transport. The intention is to gradually move transport of heavy goods by rail and thus free roads for passenger and light commerce. Dry Port Camperdown has been identified as a possible location of the proposed inland dry port SIP2 coordinating structure (logistics), which presents significant development opportunities for this area.
Establishment of a District UMDM, uMngeni, uMtshezi and Mpofana Local Municipalities resolved to transfer the UMDM Development Agency Midlands Economic Development Agency (MEDA) to the District to form a District UMngeni LM uMtshezi LM Development Agency. The District Development Agency focus on regionally impacting, Mpofana LM commercially viable, high-impact projects. Cogta
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PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Umkhomazi Hydro-Electricity The uMkomaas hydro electricity power generation facility in Mkhambathini as one of the UMDM Generation projects identified in the UMDM Renewable Energy Plan, and is currently underway. ESKOM
Sengani Sustainable Dairy The Sengani Sustainable Dairy Transformation Project is working towards the KwaNalu Transformation Project transformation for the dairy sector in Kwa-Zulu Natal by identifying development DRDLR DEDTEA (Private sector) opportunities to restore, support and grow agricultural enterprises or community/state- owned farms. The project aims to provide support, skills transfer, and education to partners to grow and build the dairy industry. Umati Trust uMati Trust (Midlands Agricultural Transformation Trust), is a private sector which aims KwaNalu (Private sector) to coordinate education from a primary school level. The Trust will start early mentorship DRDLR DEDTEA programmes and send successful candidates to agricultural high schools and tertiary institutions. Business and farmers can thus contribute to education and enterprise development and get BBEEE credits to add to their scorecard. Mpofana Irrigation Project The Mpofana irrigation project is an initiative of the commercial farmers in KZN Midlands, KwaNalu (Private sector) aimed at agricultural transformation through infrastructure and education. The Mooi- DRDLR DEDTEA Mpofana Agricultural Association drives the initiative and the program aims to facilitate Mooi-Mpofana Agricultural and mentor aspiring developing farmers and communities by assisting government and Association DWA other role players to provide infrastructure, education and training in the Upper Midlands region of the Mooi River and upper Umgeni catchments. Pietermaritzburg Airport The Pietermaritzburg airport is being upgraded and is of specific importance to the KZN Treasury Upgrade district, given its location in the capital city and potential contribution to the economy. Msunduzi LM Airports Company Recent upgrades included the extension of the existing runway, together with the terminal buildings. Its capacity needs to be expanded further in order to stimulate growth and improved accessibility to the airport is key.
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PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Technology / innovation hub The feasibility of establishing technology hubs in the province was undertaken, identifying KZN Treasury hubs that will be established, amongst others, in Pietermaritzburg. To this end, the Msunduzi LM Msunduzi Municipality has identified a potential site adjacent to the Pietermaritzburg Airport. The intention is that the proposed technology hub will be coupled with the Msunduzi Municipality’s plans to create an aerospace innovation hub. Hilton-Mondi Development A proposed private sector development in Hilton, which includes a business park (Private sector) component, light industrial and warehousing, offices and a residential component.
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10.2 INSTITUTIONAL ARRANGEMENTS
DISTRICT COUNCIL
IGR UNIT
ECONOMIC COMMUNITY BASED COORDINATING DEVELOPMENT UMDM CLUSTERS STRUCTURES STRUCTURES STRUCTURES
• Corporate Governance • IGR Structures • Civic associations • Economic • Technical & Infrastructure • District Economic • Ward Committees Development Agency • Financial Management Council • Interest and pressure • Economic • Planning and Development groups Development Forum • Good Governance • Tourism Associations • ICT & Communications • Special Programmes and Catalytic Projects • Corporate & Social Services
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | IMPLEMENTATION FRAMEWORK JUNE 2014
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10.3 MONITORING AND EVALU ATION FRAMEWORK
It should be noted that due to a lack of base information available and applicable at a district level, most of the data are indicative and are not verified. As such, it should be used with caution. The majority of the data used have been extrapolated from the PDGP (September 2013) and where possible, data relevant to the district have been used. Further refinement will be required to make the data more applicable to the district context.
10.3.1 ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Developing and Total employment within 21 590 (20% 25 720 40 000 52 000 70 000 Statistics South Africa and associated Annual diversifying the the agricultural sector of 108 800) databases such as Global Insight or DEDTEA Agricultural sector (including forestry and Quantec livestock)
Value of agricultural R1 345 200 R1 670 100 R2 622 000 R3 762 000 R5 130 000 Agricultural Census, Statistics South Annual contribution to the (11.4% of Africa and associated databases such DEDTEA provincial economy (Real R11 800m) as Global Insight or Quantec Rands, 2005)
Development of 3 574 3 870 4 270 4 715 5 200 Agricultural Census and National Annual commercial farmers (new (2007) [as per [as per [as per [as per Dept of Agriculture, Forestry and DAEA entrant, small scale, ITB PGDP] PGDP] PGDP] PGDP] Fisheries and KwaNalu and land reform farmers) [as per PGDP] Hectares of land under 710 286 872 100 917 150 963 900 1 013 200 Agricultural Census, National Annual agricultural production (17% of Department of Agriculture, Forestry DAEA including forestry and 4148700) and Fisheries / Stats SA, Land Cover livestock farming data (excluding land under ITB)
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GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Enhance sectoral Total employment within 112 676 116 160 149 520 174 000 203 040 Statistics South Africa and associated Annual development all sectors excluding (4.8% of databases such as Global Insight or DEDTEA through trade and primary agriculture R2 319 000) Quantec investment Value of the district R17 164 639 R26 560 m R34 000m R44 000m R58 000m Statistics South Africa and associated Annual economy excluding (8% OF databases such as Global Insight or DEDTEA primary agriculture (Real R255400m) Quantec Rands, 2005) % increase in visitors 8% (2012) 10% 12% 14% 16% DEDTEA, Tourism stats Annual (tourism) to the district
Number of projects District TBD TBD TBD TBD District Development Agency, Annual implemented by District Development DEDTEA Development Agency Agency by June 2015 Improve efficiency of Cumulative total number Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Department of Transport, Annual government led job of FTEs created through (2004-2009) (2009-2014) (2014-2019) (2019-2024) (2024-2029) Department of Agriculture, DPW creation programmes EPWP and CWP, inclusive 163 800 211 156 282 060 338 472 406 166 Department of Human Settlement of all sectors [as per PGDP] and others that undertake job creation. Nerve Centre
Cumulative total number 483 921 424 088 725 340 870 408 957 449 Department of Transport, Annual of work opportunities Department of Agriculture, DPW created through EPWP Department of Human Settlement and CWP, inclusive of all and others that undertake job sectors [as per PGDP] creation. Nerve Centre
Total Rand Value of each EPWP work opportunity [as per PGDP] CIDB Database, Department of Annual Transport and others that undertake DPW 1. Infrastructure sector R25 000 R40 000 R60 000 R56 000 R45 000 job creation programmes
UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | IMPLEMENTATION FRAMEWORK JUNE 2014
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GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 2. Environmental & culture R20 000 R22 000 R25 000 R20 000 R22 000 sector 3. Social sector R18 000 R21 000 R40 000 R36 000 R30 000
Number of Emerging TBD TBD TBD TBD TBD Provincial departments that appoint Annual Contractors registered on emerging contractors. DPW district database. District Database.
Number of Contracts 284 411 900 1200 2000 Provincial departments that appoint awarded to emerging emerging contractors contractors[as per PGDP] Number of Emerging 200 400 450 600 600 Provincial departments that appoint Contractors trained[as per emerging contractors PGDP] Promote SMME and Number of Cooperatives 15 622 18 122 21 021 24 384 28 286 District database, DEDTEA Annual entrepreneurial and SMMEs registered in DEDTEA development District, that have been in operation for more than 2 years [as per PGDP-to be adapted to district registrations] Number of new jobs 1 506 100 1 580 000 1 660 000 1 745 000 1 830 000 Survey, provincial government Annual created through database, DEDTEA DEDTEA establishment of SMMEs and Coops. [as per PGDP] Increase in level of BBBEE Level 4 Level 3 Level 2 Level 1 Level 1 DEDTEA , BBBEE Advisory Council Annual compliance in the District Compliance Compliance Compliance Compliance Compliance DEDTEA [as per PGDP] Develop the % SA patents & designs 222 237 7% increase 12% 17% 22% Registered patents - Companies and Annual knowledge base to registered by KZN and on base year increase increase increase Intellectual Property Commission DEDTEA enhance the district entities and on base year on base year on base year (CIPC) knowledge economy individuals [as per PGDP- UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | IMPLEMENTATION FRAMEWORK JUNE 2014
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GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 to be determined for district]
% registered professional 0.02% 0.15% 18% 23% 30% Engineering Council of South Africa Annual engineers in UMDM (1 627 reg 14% increase increase increase (ECSA). HSRC DEDTEA labour force [as per PGDP- engineers) increase on base year on base year on base year to be determined for on base year district – info from ECSA not per district breakdown] Gross expenditure on R&D R2 167m R 3 000 m R 4 000 m R 6 0000 m R 8 000 m National Survey of Research and Annual as a proportion of district Experimental Development. National DEDTEA GVA (Real Rands, 2005) Department of Science and [as per PGDP] Technology (DST).
% academic staff with PhD 48% (UKZN) 50% UKZN 59% 66% 75% Tertiary Institutions, Office of the Annual qualification [as per PGDP] 6.5% (MUT) 8% MUT Premier OoP 8% (DUT) 13% DUT 5% (Unizul) 29% Unizul
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10.3.2 HUMAN RESOURCE DEVEL OPMENT
GOAL 2: HUMAN RESOURCE DEVELOPMENT STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 Improve Early Enrolment of 3-5 year old children in 20 % 30% 35% 40% 50% Extracted from General Annual Childhood educational institutions (public and Household Survey (GHS) of DoE Development, private) [as per PGDP] StatsSA Primary and Secondary % of Grade 1 learners who have 92% 93% 95% 100% 100% DoE Statistics Annual Education attended a Grade R class [as per Collected in Annual EMIS DoE PGDP] Survey by DoE Retention rates: Grades 10-12 [as per 57% 75% 80% 83% 85% DoE Statistics Annual PGDP] Collected in Annual EMIS DoE Survey by DoE
% of learners in Grade 3 performing ANA Report Published Annual at the required levels in the ANA annually by DBE DoE Numeracy 53.7% (2013) 60% 70% 80% 90% Literacy 53% (2013) 60% 70% 80% 90% % of learners in Grade 6 performing ANA Report Published Annual at the required levels in the ANA annually by DBE DoE Numeracy 41.6% (2013) 60% 70% 80% 90% Literacy 56%(2013) 60% 70% 80% 90% % of learners in Grade 9 performing ANA Report Published Annual at the required levels in the ANA annually by DBE DoE Numeracy 14.8% (2013) 60% 70% 80% 90% Literacy 42.4% (2013) 60% 70% 80% 90% % children who turned 9 in previous 62% 65% 70% 75% 80% DoE Statistics Annual year in Grade 4 or above [as per Collected in Annual EMIS DoE PGDP] Survey by DoE
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GOAL 2: HUMAN RESOURCE DEVELOPMENT STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 % children who turned 12 in previous 47% 55% 60% 65% 70% DoE Statistics Annual year in Grade 7 or above [as per Collected in Annual EMIS DoE PGDP] Survey by DoE % of learners who obtain NSC 74.7% (UMDM in 2012) 80% 85% 90% 95% DoE Statistics Annual [PGDP]Extracted from DoE General Household Survey (GHS) of StatsSA Number of learners qualifying in NSC [KZN no breakdown] Extracted from General Annual for: Household Survey (GHS) of DoE . Bachelors 27 826 30000 33000 33000 35000 StatsSA . Diploma 35 488 37000 38000 39000 40000 . Certificate programmes 24 202 25000 26000 27000 28000 [as per PGDP] Align skills Number of NSC candidates taking [KZN no breakdown] Report on NSC by DBE and Annual development . Mathematics 15844 37000 40000 50000 60000 DoE DHET to economic . Science 15726 28000 30000 40000 50000 growth [as per PGDP] Full and part time students in public Data contained in DHET Annual FET colleges for Annual Reports DHET . All courses . 10 275 . 11000 . 13000 . 16000 . 18000 . NC(V) courses . 1 098 . 1200 . 1400 . 1600 . 1800 . N courses . unknown . Occupational qualification . 74 . 80 . 100 . 120 . 150 Graduation numbers in: DUT Data contained in DHET Annual . Education . Education: 114 . 120 . 150 . 170 . 200 Annual Reports DHET . Science, Engineering and . Science, . 2300 . 2500 . 2700 . 3000 Technology Engineering and
Technology: 2285 UKZN: . Education: 2724 . 2900 . 3200 . 3500 . 3800 . Science, . 1650 . 1800 . 1900 . 2100 Engineering and Technology: 1564
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GOAL 2: HUMAN RESOURCE DEVELOPMENT STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 Number of PhD graduates DUT: 14 DUT: 18 DUT: 25 DUT: 30 DUT: 35 Data contained in DHET Annual UKZN: 154 UKZN: 160 UKZN: 165 UKZN: 170 UKZN: 175 Annual Reports DHET Enhance youth Youths supported by National Skills 45 253 46 000 50 000 60 000 70 000 Data contained in DHET Annual development Fund, SETAs and youth programmes Annual Reports; collates from DHET and life-long [as per PGDP] National Skills Authority and learning others Participation in AET 59 000 61 000 69 000 76 000 83 000 DoE Statistics Annual [as per PGDP] Collected in Annual EMIS DoE Survey by DoE (DHET in future)
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10.3.3 HUMAN AND COMMUNITY DEVELOPMENT
GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Poverty Reduction in relative poverty: % 67.5 60.8 54.7 43.7 33.8 Composite indicator of the Every 3 years. alleviation below upper bound poverty line, PL depth and severity of poverty DHD and social = 1.25 R418 proposed by NPC) calculated from official statistics welfare (Baseline: NIDS, 2008) [as per provided by Stats SA LCS, IES PGDP] Reduction in child poverty: % . Stunted: . Stunted: . Stunted: . Stunted: . Stunted: Composite indicator showing the children that are stunted, wasted 15.3 14.2 12.3 10. 5 7.9 % households below a relative or obese (Baseline: NIDS, 2008, (2013) poverty line. Calculated from KIDS 2004) [as per PGDP] . Wasted: . Wasted: . Wasted: . Wasted: . Wasted: official statistics provided by 2.5 2.3 2 1.7 1.5 Stats SA. LCS, DHS (2013) . Obese: . Obese: . Obese: . Obese: . Obese: 14.6 14 12 10 8 (2013) Measures of malnutrition focused on children[as per PGDP] Calculated from official statistics Annually DOH provided by DHIS Severe malnutrition under 5 years 8.3 5.1 4.6 3.6 3 incidence (per 1000) Underweight for age under 5 years 44.6 40 35 30 25 incidence (per 1000) Percentage of children TBD 10% 9% 8% 7% under 5 years with moderate acute malnutrition (MAM) Effective dependency ratio 4.0 3.6 3.2 2.9 2.8 Composite indicator of economic Quarterly (economically inactive dependency calculated from DOH people/economically active people) official statistics provided by Baseline: Stats SA QLFS. 2010) [as Stats SA Quarterly Labour Force per PGDP] Survey, Census
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 The poverty gap (p1) and 28.8 (p1) 27.4 (p1) 23.3 (p1) 18.6 (p1) 14.3 (p1) Composite indicator showing the Every 3 years. severity of poverty (p2) 16.7 (p2) 15.9 (p2) 13.5 (p2) 10.8 (p2) 8.3 (p2) % households below a relative DOH (Baseline NIDS 2008) poverty line. Calculated from [as per PGDP] official statistics provided by Stats SA. LCS, IES Enhancing Decrease in the number of DHIS (reporting on Public Health health of maternal & infant mortality: Facility mortality ratio) communities . Facility maternal mortality ratio 197.2 125 100 75 60 and citizens - proxy (per 100 000 live births) Annual DOH . Infant mortality rate (per 1000 14.7 13 11 9 8 live births) . Under-5 mortality rate (per 11.4 11 9 7 6 1000 live births) (UMDM Health profile data) Decrease in prevalence of chronic Annual illnesses DHIS and Stats SA . Diabetes incidence (per 1000 3 2.7 2.43 2.19 1.98 population) . Hypertension incidence (per 29.8 26.9 24.3 21.9 19.8 1000 population over 40 years) 28.9 (2011) [as per PGDP] Prevalence &incidence of Annual communicable diseases . HIV incidence (%) 1.01% 1% 0.9% 0.6% 0.4% . ASSA2008 modelling; Stats (ASSA2008) SA; HSRC . TB incidence (per 100 000 862 850 750 550 350 . ETR.net; Research population) . Malaria incidence (per 1000 0.8 (2012) 0.75 0.02 0.01 0.01 . Malaria database population at risk) [as per PGDP] Medical officers per 100 000 24 28 29 31 33 Persal DOH and Stats SA Annual [as per PGDP]
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Professional nurses per 100 000 130 140 147 152 155 Persal DOH and Stats SA Annual [as per PGDP] Enhance Dietary diversity index: 60 54 46 37 30 % of households consuming < 15 Every 3 years. sustainable % of households consuming < 15 major food categories in DSD and DOH household major food categories in previous previous month. LCS, IES, NIDS food month [as per PGDP] security Hunger episodes: 35 32 24 12 6 Household member has gone Annual household member has gone hungry at least sometimes in DSD and DOH hungry at least sometimes in past past 12 months - % of 12 months - % of households households. Living Conditions [as per PGDP] Survey, General Household Survey, National Income Dynamics Study Number of local municipalities TBD 7 7 7 7 Data from DEDTEA DEDTEA supported with informal economy policies
Number of municipal officials TBD TBD TBD TBD TBD Data from DEDTEA DEDTEA capacitated to support the informal economy sector
Number of municipalities funded TBD TBD TBD TBD TBD Data from COGTA COGTA for informal economy infrastructure development Sustainable % Housing backlog[as per PGDP] 47 611 units Decrease by Decrease by Decrease by Decrease by IDP’s, Housing Sector Plans, 5 years human 7% 7% 7% 7% Census data settlements Percentage households with a 55.1% 56% 57% 58% 59% Census data 5 years registrable form of tenure. [as per PGDP]
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 % budget spent by DoHs on 36% 37% 42% 45% 50% Municipal Housing Plans. Dept. Annual development of formal settlement Human Settlements, DHS development[as per PGDP] Municipalities, Statistics South Africa % of social housing and rental TBD TBD TBD TBD TBD DoHS Annual opportunities [as per PGDP] DoHS
Safety and Number of contact crimes (2004- 18 102 17000 15000 13000 10000 SAPS Annual Crime Report Annual security 2012) DCSL Number of crimes against women SAPS Annual Crime Report Annual and children (no such category) DCSL Number of drug related crimes 47 510 45000 43000 41000 38000 (2004-2012) Social capital No of community level institutions 2 438 2 682 2 950 3 245 3 569 DSD database. Annual with active registration status [as DSD per PGDP]
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10.3.4 STRATEGIC INFRASTRUCTURE
GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC INDICATORS BASELINE (2010) TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 Airport Volume of passengers 4933 10196 15000 20000 25000 Airports Company of South Africa Annual development through Pmb airport database and municipal annual DOT and (monthly average) reports collected by KZN treasury investment
Development No. of km declared road that Provincial KZN Department of Transport Annual Annual of road and provide access to Roads: 1 Report DOT rail networks communities 860.5km District Roads: 1 101.6km Local Roads: 643.8km Local Access/Track: 21 371.9km % of district road network in 91% gravel 85% 80% 75% 70% KZN Department of Transport Annual Annual poor condition Report DOT
% of provincial and national 44.8% provincial 40% 35% 30% 25% SANRAL Annual Report Annual road network in poor roads gravel SANRAL condition % modal split in commuter New indicator TBD TBD TBD TBD PRASA Annual Report Annual transport SANRAL
% Tonnage to Capacity TBD TBD TBD TBD TBD Transnet Annual Report Annual Utilisation (Demand SANRAL Installed)
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GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC INDICATORS BASELINE (2010) TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 Development Number of kilometres of Cable connections Connections Connections Connectio Connections EDTEA database and reports Annual of ICT backbone Fibre Optic cables to Msunduzi from Msunduzi to all ns to all to all tertiary DEDTEA infrastructure rolled out to Primary secondary tertiary district district nodes district district nodes and nodes nodes surrounding areas Number of Points of TBD TBD TBD TBD TBD Telkom, CellC, MTN, Vodacom, , Annual Presence (POPS) Broadband Infraco database and DEDTEA reports Number of established (1) 2% (10) 100% (10)100% (10)100% (10)100% Telkom, CellC, MTN, Vodacom, Annual Municipal Access database and reports DEDTEA networks[as per PGDP] Number of Schools 40 50 150 300 541 (all) DOE database reports Annual DOE Connected (assume 40 of the 44 independent schools were connected) Number of Health Facilities TBD TBD TBD TBD TBD DOH database reports Annual Connected DOH
Minimum broadband speed TBD 5Mbps 30Mbps 70Mbps 100Mbps Telkom, CellC, MTN, Vodacom, Annual available in District (IDP VirginMobile database and reports DEDTEA 2015/16: 120) Number of ICT infrastructure DEDTEA database and reports Annual nodes DEDTEA Lowest Cost of Data[as per TBD TBD TBD TBD TBD EDTEA database and reports Annual PGDP] DEDTEA Improve Cubic metres per capita per 917 m³ 1000 m³ 1000 m³ 1000 m³ 1000 m³ UMDM SEA, Department of Water Annual water year available[as per PGDP] Affairs and DCOGTA resource Sanitation National Water UMDM Management System.
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GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC INDICATORS BASELINE (2010) TARGETS VERIFICATION REPORTING OBJECTIVE 2015 2020 2025 2030 management No of water service system 40% in 60%³ 80% 90% 95% Reconciliation strategies available Annual and supply balance (supply and demand balance out of from DWA and WSAs DCOGTA balance) [as per PGDP] 155 measures
Non-revenue water Water demand TBD TBD TBD TBD Water Loss Surveys. District Annual management plan Municipalities / Water Authorities, DCOGTA implemented UMDM UMDM (2012) Value of development / TBD TBD TBD TBD TBD Development application reports. Annual rezoning applications not District Municipalities / Water DCOGTA approved to due to bulk Authorities water and effluent constraints % households with water 42.7% 55% 65% 80% 100% Municipal IDPs and DCOGTA, Stats SA Annual (piped water inside dwelling) DCOGTA % households with yard 35.6% (2011) 50 65% 80% 100% Municipal IDPs and DCOGTA, Stats SA Annual water connections DCOGTA % households with 74.4% (2011) 75% 80% 90% 100% Municipal IDPs and DCOGTA, Stats SA Annual sanitation to MIG standards DCOGTA Improve Value of development / TBD TBD TBD TBD TBD Development application reports. Annual energy rezoning applications not Electricity Supply Authorities, DCOGTA production approved due to electricity Municipalities and supply supply constraints % households with a source 86.1% 88% 90% 95% 100% Total households without electricity Annual of electricity supply services divided by total Provincial DCOGTA (StatsSA) number of households. Municipal IDPs and DCOGTA
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10.3.5 ENVIRONMENTAL SUSTAINABILITY
GOAL 5: ENVIRONMENTAL SUSTAINABILITY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Increase % decrease in the Land degradation surveys (soil Annual productive use Provincial Land and vegetation evaluations). DARD
of land Degradation index for the 2.1% current DARD 2% 1.9% 1.7% 1.6% District [as per PGDP] rate
% land transformation of 1.8% 1.5% 1.3% 1.1% 1% Land Categories dataset and the Annual high potential agricultural Land Use Regulatory Unit (DARD) DARD land to non-agricultural National land cover data base. uses[as per PGDP] CSIR, ARC,NDA Hectares of land Baseline to be 11000 11000 11000 11000 The National Land Care Annual rehabilitated annually [as established Programme. DARD DARD per PGDP] Invasive Alien Species DEDTEA Programme (DEDTEA) Advance % productivity of the TBD TBD TBD TBD TBD ESKOM Annual alternative uMkomaas hydro UMDM UMDM energy electricity power generation and generation facility reduce reliance Units saved through 180GWh 3905GWh 7811GWh 9649GWh 9649GWh Municipal Greenhouse Gas Annual on fossil fuels energy efficiency (2012) Inventory. Department of DEDTEA interventions[as per Energy/ESKOM PGDP] Rural Renewable Energy TBD TBD TBD TBD TBD ESKOM Annual Rollout DEDTEA . % of non- electrified households linked to off-grid technology . % of non-electrified households linked to minigrids
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GOAL 5: ENVIRONMENTAL SUSTAINABILITY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 [as per PGDP] Manage Land transformation in At the average Not exceeding Not exceeding Not exceeding Not exceeding National land cover data base, Every three pressures on High-Risk Biodiversity rate of connectivity connectivity connectivity connectivity District Biodiversity Sector Plans, years biodiversity Planning Units (HRBPU) transformation thresholds, i.e. thresholds, i.e. thresholds, i.e. thresholds, i.e. Bioregional Plans and State of EKZNW per district municipality of 127 909 75% of land in 75% of land in 75% of land in 75% of land in Biodiversity Reports. CSIR, ARC [as per PGDP] ha/annum the identified identified identified identified (National land cover data base); persistent planning units planning units planning units planning units EKZNW (biodiversity reports) and threshold will remains remains remains remains DAEA (SoER) be met in untransformed untransformed untransformed untransformed 2012 and the fragmentation threshold will be met in 2035. % conformance of land 35% 55% 75% 85% 100% National Environmental Annual and resource use Authorisation System (NEAS); EKZNW decisions with High-Risk EKZNW Spatial EIA Database, Biodiversity Planning Unit Annual Performance Reports and (HRBPU) guidelines per Compliance Records. CARA district municipality. records. Annual Compliance [as per PGDP] Reports (Chapter 3 of NEMA). DEA & DAEA, EKZNW, NDA (CARA) Compliance with national 60% 60% 80% 80% 100% Annual reports of SAAQIS Annual Ambient Air Quality DEDTEA Standards[as per PGDP] Blue drop status of the 64.7% (2010) 70% 80% 90% 95% Blue Drop Programme Annual District. DWAS % of waste water 73.6% (2011) 77% 80% 85% 90% Green Drop Programme Annual treatment works DWAS
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GOAL 5: ENVIRONMENTAL SUSTAINABILITY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 complying with enforcement measures
% increase in volume of 30% 35% 40% 50% 60% Waste Sector Reports and Waste Annual waste recycled Information System. DEA, DAEA DEDTEA
Percentage of waste 64% 80% 90% 95% 98% Waste Sector Reports and Waste Annual license applications Information System. DEA, DARD DARD finalised within legislated timeframes[as per PGDP] Number of environmental 90% (2014) 90% 90% 95% 98% NEAS, DEA, Impact Management Annual impact assessments (EIA) Unit, DEDTEA DEDTEA applications finalized within legislated timeframes[as per PGDP] Number of compliance TBD TBD TBD TBD TBD Compliance, monitoring and Annual inspections conducted enforcement, DEDTEA DEDTEA Adapting to % reduction in 34% below 42% below climate change Greenhouse gas business-as- business-as- emissions. usual baseline usual baseline
Average response time 100% 100% 100% 100% 100% Records of disaster response Annual for disasters[as per PGDP] times and relief funding DCOGTA turnaround times. Dept. of Co- operative Governance and Traditional Affairs (DM Unit)
Regular forecast of 100% 100% 100% 100% 100% Records of forecasts and Annual anticipated impacts of anticipated impacts. Dept of DCOGTA climate change and Cooperative
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GOAL 5: ENVIRONMENTAL SUSTAINABILITY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 response plan[as per Governance and Traditional PGDP] Affairs (DM Unit)
Share of events with early 100% 100% 100% 100% 100% Electronic Provincial Annual warning systems, where Development Application DCOGTA affected parties received Management System. Dept. of prior warning. [as per Co-operative Governance and PGDP] Traditional Affairs
Share of development 50% 75% 100% 100% 100% Electronic Provincial Annual applications addressing Development Application DCOGTA disaster risk management Management System. Dept. of (where applicable) [as per Co-operative Governance and PGDP] Traditional Affairs
% of IDPs incorporating New 50% 100% 100% 100% IDP review DEDTEA comprehensive strategies for adaption and mitigation of climate change Working Number of green jobs New indicator 12 000 13 000 14 000 15 000 UMDM SEA Annual towards a Green created within the District economy Number of green New indicator 20 30 40 50 UMDM SEA Annual technology businesses established within the District
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10.3.6 GOVERNANCE AND POLIC Y
GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Strengthen policy, % of public sector expenditure 51.6% 60% 75% 85% 95% Annual analysis of Levels of Public Annual. Reports to be strategy co- spent in accordance with Sector Expenditure. Reports submitted by municipalities ordination and IGR municipal IDPs[as per PGDP] submitted by municipalities. after end of their financial year Analysis by OTP, in conjunction in June of each year. Analysis to with Treasury. be undertaken by September each year by OTP, in conjunction with Treasury and DCOGTA. % of public sector capital No baseline 50% 70% 95% 95% Annual analysis of public sector Annual. Analysis to be spent in accordance with Available expenditure reports. Expenditure undertaken by September each DGDP projects[as per PGDP] reports submitted by sector year by OTP, and PPC in departments and implementing conjunction with Treasury and agents. DCOGTA. % of development applications 60% in 2010 70% 80% 85% 90% Records from the Provincial Records from the Provincial that meet time norms for Electronic Development Electronic Development processing Application System. Dept. of Application System. Dept. of Co- [as per PGDP] Cooperative Governance and operative Governance and Traditional Affairs; records from Traditional Affairs. COGTA shared service centres. Building % municipal budget allocated TBD 100% 100% 100% 100% Annual analysis and collation of Annual. Reports to be government to capital infrastructure (new information submitted by submitted by municipalities capacity construction, maintenance municipalities. Municipal reports after end of their financial year and operation) spent [as per analysed by OTP, in conjunction in June of each year. Analysis to PGDP] with Treasury. Analysis should be undertaken by September allow for identification of problem each year by OTP areas and the initiation of corrective programmes by the OTP & DCOGTA.
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GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 % municipal budget allocated 18.9% 20% 22% 25% 30% Annual analysis and collation of Annual. Reports to be to capital infrastructure information submitted by submitted by municipalities [CAPEX] (new construction, municipalities. Municipal reports after end of their financial year maintenance and operation) analysed by OTP, in conjunction in June of each year. Analysis to [as per PGDP] with Treasury. Analysis should be undertaken by September allow for identification of problem each year by OTP areas and the initiation of corrective programmes by the OTP & DCOGTA. Percentage of budget of TBD 100% 100% 100% 100% Annual analysis and collation of Annual. Reports to be provincial departments and information submitted by submitted by municipalities public entities allocated to municipalities. Municipal reports after end of their financial year capital infrastructure spent [as analysed by OTP, in conjunction in June of each year. Analysis to per PGDP] with Treasury. Analysis should be undertaken by September allow for identification of problem each year by OTP areas and the initiation of corrective programmes by the OTP & DCOGTA. Percentage of provincial 17.2% 20% 22% 25% 30% Annual analysis and collation of Annual. Reports to be departments and public information submitted by submitted by municipalities entities municipalities. Municipal reports after end of their financial year budget allocated to capital analysed by OTP, in conjunction in June of each year. Analysis to infrastructure (new with Treasury. Analysis should be undertaken by September construction, maintenance allow for identification of problem each year by OTP and areas and the initiation of operation) [as per PGDP] corrective programmes by the OTP & DCOGTA. % municipalities with clean TBD 100% 100% 100% 100% Auditor-General's office Annual COGTA; Provincial audits Treasury
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GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Eradicating fraud % of municipal entities that TBD 0% 0% 0% 0% Auditor-General's office Annual and corruption have audit disclaimers or KZNT adverse findings Number of government TBD TBD TBD TBD TBD Reports from Provincial Treasury Annual officials convicted for Internal Audit Provincial corruption or offences related Treasury to corruption [as per PGDP] Promote Voter participation in (2011) 65% 67% 69% 71% Poll reports. IECC After each election participative, municipal elections 61.52% OTP facilitative and [as per PGDP] accountable Increase in % of Less than 4% 5% 5% 5% 5% AWG reports 6 monthly governance nongovernmental increase annual increase increase OTP stakeholders in on increase annual from the DGDP & PGDP action baseline from from previous workgroups[as per PGDP] previous previous year year year
Increase in % of women, youth Women 42% 44% 45%. 46%. Information to be sourced from Every two years. and people with disabilities in occupy 40% Stats SA, the Commission on OTP the political and economic of Employment Equity and political sphere. [as per PGDP] jobs across structures & organisations. all Information to be collated and occupational analysed by OTP: Human Rights levels Unit.
People with 1.2% 2.5% 3% 3.5% Information to be sourced from Every two years. disabilities Stats SA, the Commission on OTP occupy .83% Employment Equity and political of jobs cross structures & organisations. all Information to be collated and occupational analysed by OTP: Human Rights Unit.
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GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Percentage of high PGDP TBD 100% 100% 100% 100% OSS reports Annual intervention areas (as per the OSS PGDP Priority Interventions Areas Map) with functional OSS war rooms
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10.3.7 SPATIAL EQUITY
GOAL 7: SPATIAL EQUITY
STRATEGIC OBJECTIVE INDICATORS ACTIONS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Actively promote spatial Number of local municipal SDFs with Local Municipalities to 1 3 5 7 Local and district Annually; concentration and densification policies or strategies. include densification 0 municipal SDFs and UMDM; coordination of policies/strategies in densification COGTA development their SDFs. strategies/targets interventions Review of District SDFs UMDM to monitor 100% 100% 100% 100% 100% Reviewed SDFs Annually; [Local SDFs reviewed]? review of local SDFs. UMDM; COGTA Number of strategic rural nodes that Baseline 20% 30% 50% 100% Municipal SDFs Annual; have been formalised. to be UMDM determin ed Facilitate Integrated Land Number of local municipalities with Umngeni, Msunduzi, 0 2 7 7 7 Calculated from total Annual; Management & Spatial adopted land use schemes (in terms of Richmond (in process), areas under PDA UMDM; Planning SPLUMA). Mkhambathini, Schemes. COGTA Impendle? Mpofana?, uMswathi (waiting for funding) uMngeni’s rural policy will be included in their SDF.
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UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | IMPLEMENTATION FRAMEWORK JUNE 2014