2021/22 Integrated Development Plan (IDP)

Osborne Gaebler says :

“What gets measured gets done

If you don’t measure results, you can’t tell success from failure

If you can’t see success, you can’t reward it

If you can’t reward success, you are probably rewarding failure

If you can’t see success, you can’t learn from it

If you can’t recognize failure, you can’t correct it

If you can demonstrate results, you can win public support”

It is important to note that Integrated Development Plans are the Five-year (05) Development Plans of municipalities that are adopted at the beginning of Five- year Council terms. This 2017 / 18 – 2021 / 22 IDP was adopted by the Council of the Nelson Mandela Bay Municipality at its sitting on 28 June 2017. The IDP is reviewed annually. Certain aspects of the document will remain the same for the duration of the 5-year period within which the IDP is in effect, with some changes being made to aspects of it on a yearly basis.

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NELSON MANDELA BAY MUNICIPALITY (2016 DEMARCATION)

TABLE OF CONTENTS

FOREWORD BY THE EXECUTIVE MAYOR ...... 1 FOREWORD BY THE CITY MANAGER ...... 4 CHAPTER 1: INTRODUCTION ...... 6 1.1 CONTEXT AND OVERVIEW ...... 6 1.2 ABOUT NELSON MANDELA BAY ...... 10 1.3 VISION , MISSION AND BRAND PROMISE ...... 10 1.4 POLITICAL STRUCTURE ...... 15 1.5 ADMINISTRATION ...... 20 1.6 LEGISLATIVE AND POLICY MANDATES AND ALIGNMENT WITH LONG -TERM VISION ...... 22 1.7 BATHO PELE PRINCIPLES ...... 32 1.8 IMPLEMENTING THE LONG -TERM DEVELOPMENT PLAN ...... 33 CHAPTER 2: SITUATIONAL ANALYSIS...... 36 CHAPTER 3: METHODOLOGY ...... 63 CHAPTER 4: SPATIAL STRATEGY ...... 68 CHAPTER 5: DELIVERY APPROACH ...... 93 5.1 CORPORATE SERVICES ...... 93 5.2 CHIEF OPERATING OFFICER ...... 95 5.3 INFRASTRUCTURE , ENGINEERING , ELECTRICITY AND ENERGY ...... 96 5.4 HUMAN SETTLEMENTS ...... 101 5.5 PUBLIC HEALTH ...... 105 5.6 ECONOMIC DEVELOPMENT , TOURISM AND AGRICULTURE (EDTA) ...... 106 5.7 SPORTS , RECREATION , ARTS AND CULTURE ...... 110 5.8 SAFETY AND SECURITY ...... 112 CHAPTER 6: DELIVERY PLAN ...... 115 CHAPTER 7: BUDGET ...... 221 CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVALUATION ...... 288 8.1 EXECUTIVE MAYOR ...... 288 8.2 CITY MANAGER ...... 289 8.3 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE ...... 290 8.4 RULES AND ETHICS COMMITTEE ...... 291 8.5 OFFICE OF THE AUDITOR -GENERAL ...... 291 8.6 AUDIT COMMITTEE ...... 292 8.7 INTERNAL AUDIT AND RISK ASSURANCE ...... 292 8.8 PERFORMANCE , MONITORING AND EVALUATION ...... 293 8.9 SUPPLY CHAIN MANAGEMENT ...... 298 8.10 WARD COMMITTEES ...... 299 8.11 SPECIAL SECTORS AND MAINSTREAMING ...... 299

ANNEXURE “A” – Documented changes in the IDP ANNEXURE “B” – Public Participation Report ANNEXURE “C” – Ward Priorities v

LIST OF ACRONYMS

ACDP African Christian Democratic Party ANC African National Congress ATTP Assistance to the Poor BEPP Built Environment Performance Plan CBD Central Business District CBOs Community Based Organisations CGDS City Growth and Development Strategy CIDZ Coega Industrial Development Zone CITP Comprehensive Integrated Transport Plan COPE Congress of the People (insert above CSIR) CSIR Council for Scientific and Industrial Research DA Democratic Alliance DORA Division of Revenue Act EC Eastern Cape ECSECC Eastern Cape Socio-economic Consultative Council EDTA Economic Development, Tourism and Agriculture EFF Economic Freedom Fighters EPWP Expanded Public Works Programme ERP Enterprise Resource Planning FLISP Finance Linked Individual Subsidy Programme FWFWWTW Fish Water Flats Waste Water Treatment Works GDP Gross Domestic Product GGP Gross Geographic Product GIS Geographic Information Systems GRAP 17 Generally Recognised Accounting Practices GV General Valuation GVA Gross Value Added HIV/AIDS Human Immunodeficiency Virus causing the Acquired Immunodeficiency Syndrome vi

HOVs High Occupancy Vehicles HSDG Human Settlements Development Grant HURP Helenvale Urban Renewal Programme ICDG Integrated City Development Grant ICT Information and Communication Technology IDP Integrated Development Plan IDZ Industrial Development Zone IGR Intergovernmental Relations IPTS Integrated Public Transport System IUDF Integrated Urban Development Framework KPA Key Performance Area KPE Key Performance Element KPI Key Performance Indicator LED Local Economic Development LLF Local Labour Forum LSDF Local Spatial Development Framework LTFS Long-Term Financial Strategy LTFSP Long-Term Financial Sustainability Plan LUMS Land Use Management System MBDA Mandela Bay Development Agency MFMA Municipal Finance Management Act MOSS Metropolitan Open Space System MSCOA Municipal Standard Chart of Accounts MSDF Metropolitan Spatial Development Framework MUM Management Union Meeting MURP Motherwell Urban Renewal Programme NDP National Development Plan NDPG Neighbourhood Development Partnership Grant NEMA National Environmental Management Act NERSA National Energy Regulator of South Africa NGO Non-governmental Organisation NMBM Nelson Mandela Bay Municipality vii

NMBM IDP Nelson Mandela Bay Municipality’s Integrated Development Plan NMBMM Nelson Mandela Bay Metropolitan Municipality NT National Treasury (move to below NMBMM) OHS & W Occupational Health, Safety and Wellness PA Patriotic Alliance PDP Provincial Development Plan PDoHS Provincial Department of Human Settlements (move to below PDP) PE Port Elizabeth PPE Property, Plant and Equipment PMS Performance Management System POS Public Open Space PPP Public-Private Partnership PTIG Public Transport Infrastructure Grant QMS Quality Management System RDP Reconstruction and Development Programme SACN South African Cities Network SAIMI South African International Maritime Institute SANAS South African National Accreditation System SANRAL South African National Roads Agency Limited SAPS South African Police Services SCOA Standard Chart of Accounts SCU Sustainable Community Unit SDBIP Service Delivery and Budget Implementation Plan SDGs Sustainable Development Goals SMMEs Small Medium and Micro Enterprises SNDB Sub-National Doing Business SOEs State Owned Enterprises SOPs Standard Operating Procedures SPLUMA Spatial Planning and Land Use Management Act STATS SA Statistics South Africa viii

SWOT Strengths, Weaknesses, Opportunities and Threats TOD Transit Oriented Development UDM United Democratic Movement UFEC United Front Eastern Cape UNS Urban Network Strategy USDG Urban Settlements Development Grant WWTW Waste Water Treatment Works

FOREWORD BY THE EXECUTIVE MAYOR

The August 2016 Local Government elections delivered an exciting change of administration to Nelson Mandela Bay. This historic about-turn and rejection of the maladministration of the previous administration heralded in the new DA- led coalition government in Nelson Mandela Bay.

The participating coalition partners and their respective parties had all campaigned in one way or another on the offer of change and a commitment to stopping corruption, growing our economy in order to create jobs, and improving service delivery. These are the seminal issues that influenced the electorate to vote against the status quo and to vote for change.

It was also perhaps predestined that in a city named after our iconic first democratically elected President, Nelson Mandela, we would have to govern in a coalition of different parties in a spirit of cooperation, reconciliation and united interest to deal with the issues of all the citizens of the City and their respective needs.

This change of administration brought not only much excitement, anticipation and expectation; it brought a fresh approach to governance. Almost immediately after our elections, we embarked on the most comprehensive interaction with citizens ever across all sixty wards and all stakeholder communities in an endeavour to craft a credible IDP, based on the actual needs of all the communities in our City.

We also informed these communities unambiguously about what the objectives of this new administration are.

We have built our new administration on six pillars, which will form the foundation of what kind of city this new administration wishes to create in our term of office. 2

The first and probably most important pillar is to create an Opportunity City . This is intended to create, facilitate and stimulate an economic environment that is growing and able to provide job opportunities to especially our youth, who are faced with 49% unemployment. As long as this situation prevails, we will not be able to turn the current socio-economic conditions around. The opportunity to find a job brings dignity and independence and breaks the cycle of dependency in poor communities. This is our objective.

The next pillar, which is also directly linked to the one above, is creating a Caring City . Our vision of a caring city is one that treats everyone with fairness and that freedom and opportunity for all becomes a lived reality in our City.

Creating a Safe City is the next pillar of our strategy. This does not focus on crime and the combating thereof only, even though the role of the Metro Police Service is central to achieving this, in collaboration with the SAPS. A Safe City is one that ensures that streets are illuminated, that roads are trafficable, so that commuters are not dropped off kilometres from where they live, that everyone has access to safe drinking water and safe electricity, and that women and children do not feel more vulnerable than other sections of society.

We also aim to create an Inclusive City , which deals finally with the spatial reality of the apartheid legacy, where we will do everything in our power to transform “townships” into suburbs and make provision for social housing within the confines of the inner-city and on vacant pieces of land in order to integrate communities who have for generations been separated by political design and kept apart from areas of economic opportunity.

Then, with regard to effective, efficient and economic government, we aim to be an example of good governance by becoming an exemplary and Well Run City . In this regard, we know where the bar is set in South Africa and, as the leading party in this coalition, we will use the examples of best practice that we have access to through the DA’s good governance department. We are fortunate that we do not have to reinvent the wheel in this regard; we will select 3

policies and practices that have yielded renowned results and apply these to our unique circumstances and needs.

In conclusion, we also intend to ensure that we are a Forward Thinking City that makes provision for multi-generational planning in order to avoid duplication or negligence, which results in wasted expenditure. We also believe that a forward thinking city is a Smart City and that every latest and practical application of the electronic and information age should be incorporated into our systems and daily operations in order to minimise bureaucratic bottlenecks and restrictive administrative red tape.

We are determined to become a destination of choice for investment in commerce by exploiting our niche economic and competitive advantage, such as having two world-class ocean ports. Tourism is also one of our singularly unique advantages in that we are rapidly becoming a sports tourism destination of choice, based on our magnificent climate and world-class beaches situated in a beautiful and safe bay that is home to some of our rarest ocean birds, mammals and fish.

Nelson Mandela Bay is open for business and we are committed to improving our image in the world’s network of economic and tourism supply and demand. We recognise, too, the more and more important role major cities are playing in driving regional economies and we plan to be the main catalyst in our regional economic growth.

COUNCILLOR ATHOL TROLLIP

EXECUTIVE MAYOR 4

FOREWORD BY THE CITY MANAGER

The IDP is a five-year strategic living document that is reviewed on an annual basis. Following the 2016 Local Government elections, the newly constituted Council approved the 2017/18 IDP and Budget schedule. This IDP was duly subjected to public participation process, as prescribed by the Municipal Systems Act. There was an extensive public participation process, which also prioritised consultation with key sectors that are significant role players in the economy of Nelson Mandela Bay, namely SMMEs and the manufacturing, automotive, construction, Green Economy, Ocean Economy, tourism, agriculture, transport and services sectors. This platform was also used to share the new vision of the NMBM – “an iconic, friendly ocean City driven by innovation, service excellence and economic development – a destination of choice”.

This vision is centred on six key pillars: The Well-Run City; The Opportunity City; the Caring City; The Inclusive City; The Safe City; and The Forward Thinking City. This IDP is the stepping stone towards achieving the vision of the City, based on these six pillars. The issues and needs raised by the communities from the six clusters in Nelson Mandela Bay, and the representatives of children, youth, elderly and differently abled persons; as well as key role-players in the Metro’s economy, are all aligned to the six pillars. These stakeholders emphasised, amongst other things, the provision and improvement of basic services; focus on early childhood development; the visibility of the Metro Police; job creation; the empowerment of SMMEs and the revitalisation of business hives; urgent engagement with Transnet to expedite the relocation of the manganese ore facilities and fuel storage tanks in order to develop the Harbour; strengthening collaboration within and amongst sectors; and revamping dilapidated signage across the Metro.

The expectations of our stakeholders require a change of mind-set in how we conduct our business as the City administration – it cannot be business as usual. This IDP is the beginning of a new journey that we are committed to embrace. It responds to the issues raised by our stakeholders.

The only gap that we must close is the lack of active participation by sector government departments in the IDP process. The significance of their participation cannot be overemphasised, as they play a key role in the development of our municipal space; therefore, collaboration with them is important. We should therefore strive for the IDP not only to be seen as, but to become a central planning tool for the three spheres of government.

Many thanks to our stakeholders who participated during the review process of the IDP. Their inputs have enriched our five-year road map.

JOHANN METTLER CITY MANAGER

CHAPTER 1: INTRODUCTION

1.1 Context and overview

Municipalities are constitutionally mandated to prepare a five-year Integrated Development Plan (IDP), which serves as a strategic action and service delivery oriented resource and, as such, supersedes all other plans that inform the developmental agenda in local government. Accordingly, the Nelson Mandela Bay Municipality’s IDP outlook is guided by its developmental goals, including the programmes of the provincial and national government.

The Nelson Mandela Bay Municipality’s IDP is a strategic planning instrument that requires the participation and input of all Metro residents. As such, it informs and guides all relevant planning, management, budgeting and decision- making processes within the institution.

It has the potential to transform local communities in direct response to the needs of our diverse communities and adapt to their changing demands and expectations. And for this reason, communities are participating more dynamically in decisions and resource allocation, especially around the municipal budget and strategic planning initiatives. This is given expression through active involvement, giving residents more say in the provision of services and by enhancing customer satisfaction as the primary determinant of our success in the provision of services.

The following role-players and stakeholders were consulted during the IDP and Budget development and review processes of the Municipality:

• Communities of Nelson Mandela Bay • Organised stakeholder groupings, e.g. Chambers of Commerce; NGOs; civic groupings; unions; and ratepayers’ associations • Institutions of Higher Learning and government sector departments 7

• Surrounding municipalities • Special sectors (youth, women, elderly people and people with disabilities) • Economic sectors • Creative arts and heritage Organisations • Municipal Councillors and officials; and • Ward Committees

The current administration, under the hand of a multi-party coalition, is facing the complex challenge of transforming the institution in order to eradicate the legacy of apartheid and the dysfunctional state of affairs inherited from previous administrations. It has engaged in a full evaluation of the functioning of every aspect affecting the lives of communities in Nelson Mandela Bay. It spells, succinctly, our vision and mission, which are given life and practical expression through the six foundational pillars on which the Municipality’s developmental priorities are hinged.

Our Constitution requires us as local government to be developmental – a responsibility to structure and manage the administrative, budgeting and planning processes that will give expression and priority to the basic needs of communities and to promote their social and economic development. Hence our IDP sets out a vision for the future of local government in Nelson Mandela Bay, in line with legislation and the Constitution.

Our vision points to democratic local government in which the needs of all, but especially the poor and vulnerable communities, are met with efficiency and effectiveness. This will ensure that we are accountable and viable, and capable of delivering sustainable services that meet the diverse needs of our communities.

Our IDP, the strategic planning document against which this Council’s performance is judged, is committed to its developmental vision and the creation of a vibrant local sphere that spells a clean break from the past. It is 8

an implicit acknowledgement of our electoral mandate, but also to ensure that this mandate is constantly challenged and refreshed through oversight and scrutiny by communities that will ultimately effect meaningful change. In a nutshell, it is aimed and geared at restructuring and transforming municipal governance to meet the demands, first and foremost of our communities, as well as the demands of living in a globalised world.

Together with our communities, we have identified where we are and where we want to be in the future. And to do this, we realize that we need to understand the complexity of the challenges confronting our Metro and the significant trends that influence the direction in which the future unfolds. All of this is needed to be taken into account when establishing the strategic plan for the future of our Metro. In doing so, we improved accountability and transparency with residents in order to achieve the vision and commitment of the city on its journey into the future. Developing accountability is a key aspect of our strategy as we engage with our residents through honest and frank dialogue to gauge expectations and measure performance around the needs of residents.

All of our efforts can succeed only if there is sufficient capacity within municipal leadership to drive the process for change. Political leadership is crucial in driving transformation and achieving the desired results in performance, as well as the need to ensure appropriate staffing levels and build the capacity of municipal employees.

This IDP is a bold and confident attempt to achieve the fundamental reorganization and necessary change of municipal governance in Nelson Mandela Bay, as directed by our communities and as required by legislation and the Constitution. It has the innate potential to create a local government environment that combines the best from within communities with best practice from around the world that will stimulate socio-economic growth and play a key role in attaining our developmental priorities as outlined.

It is evident that we need new perspectives all the time to live up to the expectations of communities. We need to think and dream big – harnessing our collective dreams, knowledge, creativity and motivation in order to find new ways to develop strategic city strategies for delivering prosperous and socially harmonious environments for all our citizens and ensuring the evolvement of Nelson Mandela Bay.

The enormous complexity of our Metro today means that the demands on infrastructure and services are extremely challenging. Not only are the basic needs of transport, housing, water and energy under strain, but new demands are emerging in other areas. And for this reason, the IDP gives a holistic view that seeks to measure the impacts on and of development in our city. It envisages improving services to residents through rapid response and innovative solutions that allow for more effective collaboration, resulting in better communication and better services for our communities.

As the 21 st century unfolds, and we move ever faster towards global economic integration, our role as a city is to drive growth, prosperity and social wellbeing. Nelson Mandela Bay must become a Well Run City; an Opportunity City; a Safe City; an Inclusive City; a Caring City; and a Forward Thinking City – which simply means a modern city, somewhere to grow, to develop and to enjoy. But also a place to work, to educate, to socialize and to relax. At the same time, social disunity, crime and poverty cannot be ignored. These factors motivate the ongoing aspiration of a city that improves people’s lives and meet their needs in all areas of life.

Change is real and the demands of the future are pressing on us all. We need to lead with the vision and the dreams that will empower and inspire all our people living in Nelson Mandela Bay. Our rapidly changing communities are creating a need for strategic development that offers constant innovation and a renewal of processes and people’s attitudes. And this is exactly what this IDP encapsulates. 10

1.2 About Nelson Mandela Bay

A mecca for both local and international beach sporting activities and outdoor fun, Nelson Mandela Bay offers a bounty of rich pickings in many aspects. It combines the best of all worlds – the economic opportunities and benefits of a large city and the genuine, warm hospitality for which its residents are rightly famous.

The city’s entry point showcases its monumental developmental aspirations and capabilities, with the most modern deep-water port in the Southern Hemisphere, the Port of Ngqura.

Nelson Mandela Bay is the hub of the automotive industry on the African continent, with many major international vehicle and component manufacturers based in the city. It is a preferred region for the manufacturing of pharmaceuticals, flour, meat, frozen veggies, soft drinks, chocolates, cheese, yoghurt, ice-cream, paper and leather products.

A paradise for nature lovers, nowhere else in South Africa does a city offer the Big 7 wildlife, malaria-free game reserves and such warm, friendly people. Furthermore, it carries the rich legacy of an area that saw the first meetings of the Khoisan, British, Dutch, German and Xhosa people.

The landing place of the 1820 Settlers, it boasts some of the finest Victorian and Edwardian architecture in South Africa.

1.3 Vision, Mission and Brand Promise

MISSION To create Freedom, Fairness and Opportunity for all in NMBM; stop corruption; create jobs; and improve service delivery

VISION An iconic, friendly, ocean city driven by innovation, service excellence and economic development – a destination of choice

BRAND PROMISE One City One Future

The IDP is required to: • link, integrate and coordinate plans and take into account proposals for the development of the Municipality and the achievement of transversal governance; • align the resources and capacity of the Municipality with the implementation of the Plan; • form the policy framework and general basis of annual budgets; • be developmentally oriented; • comply with the provisions of Chapter 5 of the Municipal Systems Act; • be compatible with national and provincial and provincial development plan requirements, which are binding on the Municipality in terms of legislation.

The NMBM’s IDP is anchored on six pillars; the foundations on which the Municipality’s developmental priorities are hinged.

‘THE WELL RUN CITY’ This pillar pertains to all initiatives that cater for meeting the standard operational expectations of the Municipality, including initiatives that address human resources, systems, accountable governance and the financial viability of the institution.

Objectives :

Nelson Mandela Bay strives to: • Transform the institutional systems, processes and organizational structure to one of high performance in order to effectively deliver basic services. • Ensure that the Municipality is staffed throughout with a motivated, committed and capable workforce. • Ensure financial prudence and transparent governance and work towards eradicating corruption.

‘THE OPPORTUNITY CITY’ The Opportunity City delivers on well-planned initiatives to enable and cultivate job creation and economic opportunity, develop competitive advantage, and ensure access to skills.

Objectives :

Nelson Mandela Bay strives to: • Grow and diversify the local economy through the attraction of new investment, skills development and facilitation of an enabling environment for small business growth and job creation. • Facilitate and promote infrastructure led growth, development and tourism.

‘THE SAFE CITY’ This pillar speaks to all initiatives that address safety and security. It also includes those that create environmental safety, as well as safety for residents and tourists.

Objectives :

Nelson Mandela Bay strives to: • Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and visitors • Provide infrastructure that improves the safety of communities and visitors • Improve the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships

‘THE INCLUSIVE CITY’

This pillar relates to initiatives to promote equality and social cohesion and that enable informal means of mobility between communities.

Objectives :

Nelson Mandela Bay strives to:

• Ensure institutional accessibility, effective communication channels for participatory and responsive governance • Deliver spatial and built environment developments that promote integrated neighbourhoods, inclusive communities and a well- connected Nelson Mandela Bay. • Deliver on transformation objectives, promote redress and foster social cohesion.

‘THE CARING CITY’

In a Caring City, equality is strived for through ensuring that all residents have access to delivery that promotes their well-being.

Objectives :

Nelson Mandela Bay strives to: • Provide for the social needs of communities and empowerment of vulnerable people through provision of access to social services, social development programmes and indigent support. • Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure. • Provide effective general environmental and public health services. • Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living conditions for all residents.

‘THE FORWARD THINKING CITY’

The Forward Thinking City is concerned with institutional innovation, support for research and development, and plans for future sustainability.

Objectives :

Nelson Mandela Bay strives to:

• Ensure multi-generational planning that promotes sustainable economic growth through research and development, innovation and the optimal use and development of technology. • Develop an environmentally sustainable city through proactive planning, and conservation of resources and the natural and built environments.

1.4 Political structure

The Nelson Mandela Bay Municipality is governed by a coalition government, comprising the following political parties: the Democratic Alliance (DA), United Democratic Movement (UDM), the Congress of the People (COPE), and the African Christian Democratic Party (ACDP).

The political structure of the Nelson Mandela Bay Municipality comprises the Council, the Executive Mayoral Committee, the Portfolio Committees and the Municipal Public Accounts Committee (MPAC), as described below.

1.4.1 Council

The role of a council in local government is that of lawmaker and, as such, it focuses on legislation, participation and oversight. In addition, municipal councils facilitate political discussions and debate in order to assist in decision- making.

The Council of the Nelson Mandela Bay Municipality is headed by the Speaker and comprises 120 Councillors, elected through a mixed-member proportional representation system. Altogether 60 of those Councillors were elected through a voting process in the 60 wards that make up Nelson Mandela Bay. The remaining 60 Councillors were selected from party lists, on the basis that the total number of party representatives must be proportional to the number of votes received.

Of the 120 Councillors serving in Nelson Mandela Bay, 37 are females and 83 are males. The Democratic Alliance has the largest number of seats (57), followed by the African National Congress (ANC) (50 seats); the Economic Freedom Fighters (EFF) (6 seats); the United Democratic Movement (2 seats); and the Congress of the People, the Patriotic Alliance (PA), the United Front Eastern Cape (UFEC), African Christian Democratic Party (ACDP) and the African Independent Congress (AIC) (1 seat each). 16

The table below illustrates the above narrative.

TABLE: Political party seat allocation and gender distribution POLITICAL PARTY ALLOCATION GENDER DISTRIBUTION OF SEATS MALE FEMALE Democratic Alliance 57 43 14 African National Congress 50 32 18 Economic Freedom Fighters 6 3 3 United Democratic 2 1 1 Movement Cope 1 0 1 African Christian Democratic 1 1 0 Party African Independent 1 1 0 Congress Patriotic Alliance 1 1 0 United Front Eastern Cape 1 1 0 TOTAL 120 83 37 Source: Nelson Mandela Bay Municipality Corporate Services Directorate

1.4.2 Executive Mayoral System

The Executive Mayor’s role and responsibilities include identifying and prioritising community needs and drafting strategies to deliver on those needs. In addition, he has oversight of the delivery of services by the administrative structure of the City.

The Executive Mayor is supported by the Speaker, the Chief Whip and a Mayoral Committee that comprises 10 members, each of whom chairs a Portfolio Committee. The Municipality has a functional Municipal Public Accounts Committee (MPAC) in place, which performs an oversight role in respect of both the political and administrative structures. 17

Councillor Jonathan Councillor Athol Trollip Councillor Werner Senekal Lawack Executive Mayor Chief Whip Speaker

COUNCILLOR PORTFOLIO

Councillor Retief Odendaal Budget and Treasury

Councillor Shirley Sauls Constituency Services

Corporate Services Councillor Annette Lovemore

Economic Development, Councillor Andrew Whitfield Tourism and Agriculture

COUNCILLOR PORTFOLIO

Councillor Nqaba Bhanga Human Settlements

Infrastructure and

Councillor Masixole Zinto Engineering, Electricity and Energy

Councillor Lance Grootboom Public Health

Safety and Security Councillor John Best

Councillor Rano Kayser Roads and Transport

Sports, Recreation, Councillor Siyasanga Sijadu Arts and Culture

COUNCILLOR PORTFOLIO

Municipal Councillor Yoliswa Yako Public Accounts Committee (MPAC)

1.4.3 Office of the Chief Whip

The Office of the Chief Whip of Council has existed in the Nelson Mandela Bay Municipality since 2003. Its primary purpose, namely maintaining discipline amongst Council members, has evolved over many decades through custom and precedent in many legislatures around the world. The Office of the Chief Whip has been adapted to local conditions since the inception of parliamentary democracy in 1994. The contact point between the executive and legislative spheres of the Municipality is the Office of the Chief Whip.

The Office of the Chief Whip focuses on the following:

• Building better relations between the various political parties represented in Council. • Political management of Council meetings. • Management of the majority and Coalition caucuses.

The relationship between the political parties is enhanced through bi-monthly internal meetings, as well as multi-party Whippery meetings. The multi-party Whippery is the forum in which all parties represented in Council discuss the order of business in Council and determine which items serving before it will require debate.

The Office is also responsible for recommending to the Executive Mayor Councillors to serve on Committees and represent the institution on external bodies. In being a responsive coalition government, the Office also deals with addressing and resolving complaints that come directly from communities or through the Municipality’s Petitions Office.

1.5 Administration

The Administration of the City is headed by the City Manager, Mr Johann Mettler, who is also the Accounting Officer.

ACCOUNTING OFFICER TITLE

Mr Johann Mettler City Manager

The City Manager is appointed by the municipal Council and appoints an Executive Management Team to assist him in running the administration. He is, inter alia , responsible for implementing the IDP, which is the institution’s five-year service delivery plan.

The Executive Management Team comprises 10 senior managers, each responsible for a portfolio, which largely matches the corresponding political portfolio.

The organisational structure of the City is presently being reviewed. The current organisational structure is as follows:

21 ORGANISATIONAL STRUCTURE OF NELSON MANDELA BAY MUNICIPALITY

NELSON MANDELA BAY COUNCIL

Speaker Chief Whip

Executive Mayor Chief of Staff

City Manager Internal Audit and Risk Assurance

Chief Financial Officer Chief Operating Officer 60 Ward Budget and Financial Control Committees Expenditure Management and Financial Communications Integrated Development Plan Control Revenue Management and Customer Legal Services Monitoring and Evaluation Care Community Supply Chain Management Policy, Strategy and Research Risk Management Treasury and Financial Support Executive Directors Uitenhage/Despatch Office

Directorate: Directorate: Directorate: Directorate: Directorate: Directorate: Directorate: Directorate: Directorate: Corporate Services Economic Sports, Recreation, Electricity and Human Infrastructure and Public Health Safety and Security Special Programmes Development, Tourism Arts and Culture Energy Settlements Engineering and Agriculture

Administrative Services Fresh Produce Market Beaches, Resorts and Distribution Development and Design and Administration Disaster Management Motherwell Urban Asset Management and Urban Agriculture Support Services Technical Services Support Implementation Environmental Health Fire and Emergency Renewal Programme Constituency Services Sector Development Libraries, Arts and Projects Housing Delivery Special Projects and Environmental Services Integrated Poverty Corporate HR Services Special Projects Culture Retail and Land Planning and Strategic Operations Management Security Services Alleviation Facilities Management Trade and Investment Nelson Mandela Commercial Management Roads, Stormwater Occupational Health, Traffic and Licencing Expanded Public Works Labour Relations Metropolitan Art Museum Management Social Development, and Transportation Safety and Wellness Services Programme Municipal Information Red Location Museum Education and Support Services Parks and Cemeteries Metro Police Helenvale Urban Systems Sports and Recreation Administration Water and Sanitation Waste Management Renewal Programme Human Resources Integrated Public HIV/IADS and TB Multi- Walmer Urban Renewal Transformation Transport Services sectoral Response Programme Human Resource Technical and Operators Management Services Coordination Office of the Speaker 22

1.6 LEGISLATIVE AND POLICY MANDATES AND ALIGNMENT WITH LONG TERM VISION

The legislative and policy mandates that influence the activities of local government are numerous, encompassing international, national, provincial and regional influences. It is important that there is a direct linkage between the activities at a local government level and the broader strategic policy and legislative environment in order that a common vision for the development of South Africans and Nelson Mandela Bay residents can be achieved.

This section demonstrates the direct linkage between Nelson Mandela Bay’s six pillars of action and the following legislative and policy directives, whilst acknowledging that there are numerous other mandates that are adhered to:

• Sustainable Development Goals (SDGs) • National Development Plan (NDP) 2030 • Integrated Urban Development Framework 2016 • Eastern Cape Vision 2030 – Provincial Development Plan (PDP) • Medium-Term Strategic Framework Outcomes • Batho Pele Principles

1.6.1 The Sustainable Development Goals

The Sustainable Development Goals (SDGs) is a set of 17 global goals with 169 targets, for achievement by 2030. The goals were adopted in 2015 by the 194 countries of the United Nations’ General Assembly. South Africa is a member country. The following diagram shows the linkage between the 17 goals and the 6 pillars. Through the effective delivery of the 6 pillars, Nelson Mandela Bay will in turn contribute towards the achievement of the 17 sustainable development goals.

Linkage between Sustainable Development Goals and the 6 Pillars

No Poverty

Pillar 1:

Zero Hunger Well Run City

Good Health and Well-being

Quality Pillar 2: Education

Gender Equality Opportunity City

Clean Water and Sanitation

Affordable and Pillar 3: Clean Energy

Safe City Decent Work and Economic Growth Industry,

Innovation and

Infrastructure Pillar 4:

Reduced

Inequalities Inclusive City

Sustainable Cities and Communities

Responsible Pillar 5: Consumption

and Production

Caring City

Climate Action

Life Below Water

Pillar 6:

Life On Land

Forward Thinking Peace, Justice City and Strong Institutions

Partnerships for the Goals

1.6.2 National Development Plan 2030

The National Development Plan (NDP) of South Africa was produced by the National Planning Commission in 2011. It aims through its implementation to eliminate poverty and reduce inequality by 2030. The Plan focuses on a number of thematic areas, which together will transform South African society in combination with capable institutions, a growing economy, increased capacity and leadership, and partnerships.

The thematic areas all have identified objectives and a number of actions that will give rise to the transformation of the status quo . The following diagram shows the linkage between the major thematic areas of the National Development Plan and the six Pillars of Nelson Mandela Bay. By demonstrating these linkages, the actions of Nelson Mandela Bay in achieving the objectives of the National Development Plan can be easily identified.

Linkage between National Development Plan 2030 and the 6 Pillars

Pillar 1:

Economy and Employment

Well Run City

Economic Infrastructure

Environmental Sustainability Pillar 2:

and Resilience

Opportunity City Inclusive Rural Economy

SA in the Region and World Pillar 3:

Transforming Human Safe City Settlements

Improving Education, Training and Innovation

Pillar 4: Health Care for All

Inclusive City Social Protection

Building Safer Communities Pillar 5:

Caring City Building a Capable and Developmental State

Fighting Corruption

Pillar 6:

Nation Building and Social

Cohesion Forward Thinking City

1.6.3 Integrated Urban Development Framework (IUDF)

The IUDF responds directly to the vision outlined in the National Development Plan and is a policy framework to guide future growth and management of urban areas. It is designed to effect spatial transformation through reorganising the urban system in order that cities can become more inclusive, resilient and liveable.

Four overall strategic goals are pursued in the IUDF namely:

Spatial Integration – new spatial forms Inclusion and access- access to social and economic opportunities Growth – inclusive sustainable economic growth and development Governance- enhanced state capacity and citizens for collaboration around spatial and social integration.

The above inform priorities of 9 policy levers identified as follows:

1. Integrated urban planning and management 2. Integrated transport and mobility 3. Integrated sustainable human settlements 4. Integrated Urban Infrastructure 5. Efficient land governance and management 6. Inclusive economic development 7. Empowered active communities and 8. Efficient Urban governance. 9. Sustainable finances

Source: COGTA 2016

The IUDF can be seen to directly linked to all six pillars of the IDP.

The Eastern Cape Development Plan is grounded in the National Development Plan, but has specifically been developed taking cognizance of the critical priorities that face the Eastern Cape. The Plan was developed in 2014 and involved collaboration with citizens, organisations and institutions within and outside of the Eastern Cape.

The following principles underpin the implementation of the Eastern Cape Development Plan:

• Understanding context • Social justice • Spatial equity and justice • Intergenerational equity • People centred development

• Keeping the public good public • Distributed agency and shared agenda setting • Integrated coordination and efficiencies • Resourcing the PDP

Arising from the above, five related goals have been developed for the Eastern Cape. Each goal has a vision, key objectives and strategic actions. The goals are interrelated. The Plan has a specific focus on rural development, due to the specific absence of spatial equity in the Eastern Cape.

The following diagram shows the linkages between the five goals and the 6 pillars. The linkages are important to identify the role of Nelson Mandela Bay in achieving the Provincial Development Plan, as Nelson Mandela Bay is the largest City with the strongest regional influence in the Eastern Cape.

Linkage between Provincial Development Plan and the 6 Pillars

Pillar 1:

Well Run City

A growing inclusive and equitable economy

Pillar 2:

Opportunity City

An educated, empowered and innovative citizenry

Pillar 3:

Safe City

A healthy population

Pillar 4:

Inclusive City

Vibrant equitably enabled

communities

Pillar 5:

Caring City

Capable, conscientious and accountable institutions

Pillar 6:

Forward Thinking City

1.6.4 Medium-Term Strategic Framework Outcomes

The Medium-Term Strategic Framework is an expression of Government’s Programme of Action. In terms of the Programme of Action, ten strategic priority areas have been identified. In order to achieve the strategic priorities, twelve Key Outcomes with accompanying Outputs and Activities have been identified. This has led to the conclusion of ministerial performance agreements related to the strategic priority areas. As a result of this, various structures are in place to coordinate the implementation of the outcomes, review progress and decide on interventions when needed.

The following diagram shows the linkage between the 6 pillars and the twelve outcomes for 2014 to 2019:

Linkage between Medium-Term Strategic Framework Outcomes and the 6 Pillars

Pillar 1: 1: Improved basic education

Well Run City

2: Long and Healthy Life for All

3: All People Are and Feel Safe Pillar 2:

Opportunity City 4: Decent Employment Through

Inclusive Economic Growth

5: Skilled and Capable Workforce

Pillar 3:

6: Efficient, Competitive and Safe City Responsive Economic Infrastructure

7: Vibrant, Equitable and Sustainable Rural Communities with

Food Security Pillar 4:

8: Sustainable Human Settlements

and Improved Quality of Life Inclusive City

9: Responsive, Accountable, Effective and Efficient Local Government

Pillar 5: 10: Environmental Assets and

Natural Resources Protected and

Enhanced Caring City

11: Better South Africa and Better and Safer Africa and World

12: Efficient, Effective and Pillar 6: Development Orientated Public

Service and Empowered, Fair and

Inclusive Citizenship Forward Thinking City

1.7 Batho Pele Principles

The White Paper on Transforming Public Service Delivery was produced in 1998. In that document, the Batho Pele (or People First ) initiative was outlined. It aimed to make municipal officials who operate in the service delivery environment more service orientated, strive for excellence, and commit to continuous improvement for the benefit of all citizens. It also aimed to hold officials accountable for the level of services that they deliver.

The legislative framework identifies the need to determine service standards, define outputs and targets, and benchmark against 18 performance standards internationally. Monitoring and evaluation mechanisms were also introduced to continuously measure progress.

The following eight principles were identified:

• Consultation – Citizens should be consulted on the level and quality of the public services they receive and, wherever possible, should be given a choice about the services that are offered. • Service standards and targets – Citizens should be told what level and quality of public services they will receive so that they know what to expect. • Access – All citizens should have equal access to the services to which they are entitled. • Courtesy – Citizens should be treated with courtesy and consideration. • Information – Citizens should be given full, accurate information about the public services they are entitled to receive. • Openness and transparency – Citizens should be told how municipalities are run, how much they cost, and who is in charge. • Best value – Public services should be provided economically and efficiently in order to give citizens the best possible value for money.

• Dealing with complaints – If the promised standards of service are not delivered, citizens should be offered an apology, a full explanation and a speedy and effective remedy, and when complaints are made, citizens should receive a sympathetic and positive response.

In pursuing the pillars of a Well Run City, an Inclusive City and a Caring City, the Nelson Mandela Bay Municipality will strive to implement the above principles.

In line with Section 29 of the MSA and 21 (1) (b) MFMA, the IDP and Budget Time Schedule was adopted by Council in its seating on 28 August 2017. It is available on the NMBM Website at: www.nelsonmandelabay.gov.za.

1.8 IMPLEMENTING THE LONG-TERM DEVELOPMENT PLAN

The Metro’s political and administrative leadership, communities and economic sector groups consulted throughout the development of this long term plan have high ambitions for a bright future for Nelson Mandela Bay. This Municipality is determined to achieve those ambitions throughout Port Elizabeth, Uitenhage and Despatch. It is generally accepted that progress cannot proceed across all fronts simultaneously and at equal pace – the essence of strategy is the optimal prioritisation and making of choices regarding which elements of an envisioned future are most practically pursued in each phase of its realisation. In this way, each set of milestones can be achieved through advance from the solid foundation of delivery preceding it. The purpose of this section of the plan is to set out broad phasing for the implementation of strategy.

This long-term development plan adopts a fifteen-year perspective. It therefore covers the period of three Integrated Development Plans:

(a) IDP 1, passed in June 2017, covering the 2017/18 to 2021/22 financial years; (b) IDP 2, to be passed in June 2022, covering the 2022/23 to 2026/27 financial years; and (c) IDP 3, to be passed in June 2027, covering the 2027/28 to 2031/32 financial years.

Each new IDP builds systematically on the achievements of its predecessors, through essential progress in each of the following development focus areas:

• Governance and organization-led development • Infrastructure-led development • Opportunity-led development • Infrastructure-led development • Development for resilience • Development through lifestyle offering • Development through conservation of our natural, built and cultural assets • Safety-enabled development • People-oriented development • Technology-led development

1.8.1 Development for Resilience

Building a successful Nelson Mandela Bay means that we have to make sustainable choices about how we develop. Nelson Mandela Bay will grow. Our choice is therefore not whether we grow, but how well we grow. Making Nelson Mandela Bay better should always come before making it bigger, but we will get bigger. This plan sets its sights on building consensus around change by painting a picture of the city’s future.

In order to ensure balanced prioritization of “people, planet and profit”, the costs and benefits of every development undertaken need to be carefully assessed to ensure that for every decision the implications are well understood and planned for.

The concepts of resilience and sustainability from a planning perspective enable us to broaden our vision in consideration of economic, environmental and social implications together, rather than using a single perspective. It encourages decision making that is long-range, democratic, participatory and respectful of all stakeholders and aspects of what a sustainable future Metro should embody. Such a focus aligns with the Metro pillar of a Forward Thinking Metro - which requires that planning be geared to meet the needs of today without compromising the ability of future generations to meet their needs.

CHAPTER 2: SITUATIONAL ANALYSIS

This chapter describes the development context of the Nelson Mandela Bay Municipality and identifies the City’s strengths, opportunities, weaknesses and threats within this context and the ability of the City to perform in terms of the six pillars that have been identified by the leadership, namely:

• The Well Run City • The Opportunity City • The Safe City • The Inclusive City • The Caring City • The Forward Thinking City

2.1 Location

The Nelson Mandela Bay Municipality is the larger of two metropolitan municipalities located in the Eastern Cape Province. It covers an area of 1959,02 km².

Statistics South Africa (STATS SA) describes Nelson Mandela Bay as follows:

“Nelson Mandela Bay Municipality is located on the south-eastern coast of Africa in the Eastern Cape. It is one of eight Category A municipalities in South Africa. In 2001, the Nelson Mandela Bay Metropolitan Municipality was formed as an administrative area covering Port Elizabeth, the neighbouring towns of Uitenhage and Despatch, and the surrounding agricultural areas. Nelson Mandela Bay is a major seaport and automotive manufacturing centre.

The Coega Industrial Development Zone (IDZ) is situated within the Nelson Mandela Bay Metropolitan Municipality. The initiative is a multi-billion dollar industrial development complex customised for heavy, medium and light industries. It is adjacent to a deepwater port, the Port of Ngqura, and covers 110 km² of land. The city’s unique

advantage of possessing two ports, namely Port Elizabeth Harbour and Ngqura, creates an opportunity for the city to establish a strong and vibrant maritime sector”.

2.2 Population and human development

The current population of Nelson Mandela Bay is 1 271 776 (STATS SA), with a growth rate of 1.36%, which is lower than that of other metropolitan areas, such as Ekurhuleni (2.47%) and Tshwane (3.1%). Nelson Mandela Bay is characterized by a youthful population, with the age group of 5 to 14 years dominating.

The total number of households is 365 973, of which 21 668 are estimated to be informal households (STATS SA).

Nelson Mandela Bay has the lowest proportion of informal households among South African Metropolitan Municipalities, having significantly reduced the numbers since 2001 (SACN, 2016). In addition, the average number of people per household declined from 4,25 in 1996 to 3,55 in 2011.

The life expectancy among Nelson Mandela Bay residents is 59,3 years and 53,7 years for females and males respectively. This is the same as for Buffalo City. By comparison, Cape Town has a life expectancy of 70,1 and 64,2 years, while Mangaung has a life expectancy of 52,7 and 49,6 years for females and males respectively (SACN, 2016).

Regarding education, in 2011, 19,7% of Nelson Mandela Bay’s population had attained matric, whilst 6,8% had a higher education (SACN, 2016).

In analysing non-school going residents, 3% had no schooling, 13% had Grade 7 or less (Primary School level), while 75% had a school education of Grade 12 or less (Secondary School level) (STATS SA, 2011).

2.3 Poverty and the economy

Between 2001 and 2011, the total number of people living below the poverty line decreased from 46% to 29% (SACN, 2016).

The Nelson Mandela Bay Municipality assists the poorest of the poor among its residents with an indigent subsidy (Assistance to the Poor Scheme), which covers the costs of free basic services. The number of indigent households subsidized, grew from 71 551 in 2013 to 115 934 during 2017. Altogether 31% of formal households in Nelson Mandela Bay are dependent on the municipal indigent subsidy.

Over the period 2001 to 2011, the Nelson Mandela Bay’s economy and average household income grew slower than those of other South African metropolitan municipalities.

Nelson Mandela Bay is the driver of the Eastern Cape economy, contributing 41,81% of the provincial Gross Geographic Product (GGP) (Global Insight, 2013). The unemployment rate dropped from 46,4% in 2001 to 36,6% in 2011. The Eastern Cape Province’s average unemployment rate was 37,4% in 2011 (SACN, 2016).

The largest economic sectors in Nelson Mandela Bay Metro are manufacturing, finance, community services and transport. Community services, trade and manufacturing sectors are the sectors that create the most employment in the Metro.

Two single sectors, “Manufacturing and Community”, and “Social and Personal Services”, make up more than half (58,1%) of the Metro’s GVA (Gross Value Added), with “Financial and Related Services”, (Transport and Trade) contributing a further 37%. The automotive sector accounts for more than 50% of the Metro’s manufacturing sector (ECSECC, 2012).

A Doing Business in South Africa Survey (SNDB) was undertaken in 2015 among all South African Metropolitan Municipalities. The survey measured the performance of cities in relation to the cost of doing business over five indicator areas impacting on the ease of conducting business in South Africa.

The indicator areas focused on regulations relevant to the life cycle of a small to medium sized domestic business and were built on standardized case scenarios. This allowed an equal and fair comparison of all cities in the study. The indicators assessed, were:

• Dealing with construction permits • Starting a business • Registering property • Getting electricity • Enforcing contracts

Within these indicators, the length of time, financial cost and number of procedures were evaluated. Of the five indicators, three namely, dealing with construction permits, registering property and getting electricity, were within the direct control of municipalities.

The aim was to improve the indicators over time prior to the next survey, which will take place in 2018. The following is the result recorded in respect of Nelson Mandela Bay in relation to the afore-stated three municipal indicators:

• Dealing with construction permits – Nelson Mandela Bay is the overall second best performer in the country after Cape Town in this area. Analysis has shown that it is the cost of building plans that needs to be re-evaluated to bring the City in line with other local authorities. • Registering property – In terms of this indicator, the Nelson Mandela Bay Municipality performed above average and was rated fifth best in the country. The Municipality will need to address the time taken to issue rates clearance certificates in order to perform better. The aspect of Deeds Office clearance also affected this indicator. • Getting electricity – In this indicator, the Nelson Mandela Bay Municipality performed the worst of all South African Metropolitan Municipalities in terms of time and cost. The Municipality requires five procedures to be completed (which is average), but these procedures take 333 days to complete, which is

106% longer than the average of other cities. Cost is also a factor that could be improved.

The City has developed an Action Plan that is being monitored for improvement across these critical indicators. All Metro Action Plans are being monitored at national level by National Treasury.

2.4 Safety

In a 2016 South African Cities Report titled “State of Urban Safety in South Africa”, the importance of urban safety in cities is highlighted. Cities are “places not only of opportunity, but also of inequality and high levels of violence and crime”. The Report’s findings confirm that crime and violence in South Africa are heavily concentrated in urban areas.

Although crime statistics have their limitations, the following statistics for Nelson Mandela Bay are relevant from the aforementioned Report:

• The murder rate in Nelson Mandela Bay decreased from approximately 60 murders per 100 000 to 48 murders per 100 000 between 2005 and 2015. During this period, Buffalo City and Nelson Mandela Bay recorded the highest murder rate of all South African Metropolitan Municipalities; however, these cities also experienced the greatest decrease over the 10-year period. • The statistics for assault with intent to inflict grievous bodily harm decreased from 650 to 420 per 100 000 over the 10-year period from 2005 to 2015; mirroring a similar decline in the statistics of most other Metropolitan Municipalities and the national average.

• From 2005 to 2015, robberies at residential premises in Nelson Mandela Bay increased from approximately 10 to 50 per 100 000. This is consistent with the trend for robberies at non-residential premises as well as the national and metro trends.

• With regard to residential burglaries, Nelson Mandela Bay went from the highest score in 2005 (with 915 per 100 000), to the fifth highest of the eight South African Metropolitan Municipalities in 2015, at just over 600. • All South African Cities recorded increases in total crime rates between 2005 and 2015; in 2015, Nelson Mandela Bay recorded the fourth highest overall crime rate of the eight Metros.

2.5 Overview of basic services

Nelson Mandela Bay is noted for having achieved a high level of access to basic services in comparison to other Metros.

(a) Water

All formal households have access to water through an erf connection. Altogether 100% of households located in informal settlements within the urban edge receive water through communal standpipes within a 200 m radius of every erf and through water tanks. Communities occupying private land illegally are not guaranteed water access.

(b) Sanitation

All formal households are connected to waterborne sanitation. Informal areas are serviced by the bucket sanitation system. Altogether 16 317 buckets are still in circulation to informal settlements as a means of sanitation (this represents a marked decrease from the 23 479 buckets in circulation in 2012).

A revised strategy to achieve the total elimination of the bucket system is being implemented. This will see the replacement of the bucket system by communal ablution block facilities.

Altogether 100% of formal and informal households receive a domestic waste collection service (excluding informal areas on privately owned erven and erven not earmarked for human settlements development).

(d) Electricity

Altogether 100% of households in formally demarcated residential areas have access to electricity. Solar panels were installed in some informal settlements for electricity generation; however, some informal settlements remain unconnected to an electricity supply, and the plan is to provide a 20 amp supply to these settlements to ensure basic electricity provision to all households.

(e) Housing

The following is the housing situation in Nelson Mandela Bay –

• A high level of households live in formal housing (85%). • A high level of households live in owned formal housing (57%). • 12% of households live in informal housing conditions (in informal settlements and back-yards shacks). • New family formation to 2020 is estimated to be very low (7% between 2011 and 2020 (0.6% p.a.)).

This housing situation is a-typical of most Metros in South Africa, which are generally characterised by lower income home ownership, higher levels of informal housing conditions, and higher new family formation (Shisaka, 2017).

2.6 THE SIX PILLARS – DELIVERY APPROACH

The City has undertaken an introspective analysis in order to guide the preparation of this IDP. Key considerations include the best possible use of available resources (budget, human resources, infrastructure, skills and assets); how capacity, infrastructure and skills could be built to address gaps, including using strategic partnerships; and current and new activities that could potentially serve to develop a competitive advantage for the Metro.

The following represents an institutional analysis of the six pillars identified.

PILLAR 1: THE WELL RUN CITY

STRENGTHS WEAKNESSES • A strong performance management • The current organisational structure system, which is deadline driven and is outdated in respect of the needs of monitored, is in place. the City. • Management Union Meetings • Fragmented ICT systems and weak (MUMs) have been introduced for ICT governance and data recovery unions to meet the management of impact on performance. each directorate to address matters • Turnaround time in respect of concerning their members. responding to consumer queries. • Public participation processes have • Lack of appropriate online e- been rigorous in developing this IDP. governance systems. • Commitment exists to address the • Ineffective solutions for electricity need for a central planning office. theft (including tampering and illegal • Institutionalisation of labour connections) and non-revenue engagement has been achieved water. through Local Labour Forum (LLF) • Dependence on consultants and meetings, which comprise labour, contractors because of high level of Councillors and management. vacancies in directorates. • Asset management functions are • There is a need for an audit of well coordinated. equipment for basic services. • There is a reliable internal network • Large and growing maintenance and dedicated Information and backlogs, resulting in service gaps Communication Technology (ICT) and future problems. support. • Lack of consistent marketing and • The NMBM plays an active role in publicity of positive activities and professional engineering and other initiatives resulting in networks. misconceptions. • There is effective communication • The Scientific Services Laboratory and working relationship with requires accreditation to conduct a Councillors. wider range of analysis.

• Functional call centres have been • No single spatial plan for the city established to reduce complaint exists, resulting in fragmented turnaround time. responsibility for planning processes. • The Scientific Services Division • Staff capacity is lacking in certain offers the only laboratory in the • service delivery areas. metropolitan area with a broad scope • Poor work culture and ethos in some of analysis and trained scientists. parts of the institution. • A strong interdepartmental reference • Inconsistent application of human group exists for integrated Spatial resources policies. Strategy development and • Poor planning, resulting in under- implementation (BEPP Team). expenditure of the budget. • Emphasis is placed on capacity • Inefficient Supply Chain building and training of staff (this Management processes. includes internal apprenticeship • High levels of unauthorised, programmes and graduate irregular, fruitless and wasteful learnership programme). expenditure of the Budget. • Inaccurate billing, creating distrust in • E-recruitment has been successfully the institution among residents. implemented in the 2017/18 financial • High dependence on grant funding year which has reduced the availed by National/Provincial turnaround time for the filling of Government Departments. vacancies; • Inefficient budget spending.

• The revised recruitment policy now also allows for the recruitment of positions from Grades 1 – 11 to be considered on internally within the institution. This encourages internal promotion and career development.

• 23 Corporate Services policies were revised and implemented in 2017/18.

OPPORTUNITIES THREATS • Improvement of Supply Chain • Revenue associated with National Management processes for greater and Provincial Government grants efficiency. and subsidies is neither realistic nor • Promotion of partnerships with sustainable. provincial and national government • Politicisation of community meetings and non-governmental organisations results in ineffective communication. to serve the City’s interests. • Poor communication on housing • To become a SMART City. delivery plans undermines effective • Centralising the strategic plans of the planning to deliver basic services, City in one centre to create synergy, such as water and sanitation. alignment and seamless processes. • Highly unionised environment can • Improving institutional image through threaten roll-out of processes. positive publicity and connection to • Inadequate budget to address constituents can result in improved infrastructure maintenance backlogs. internal and external stakeholder • Increasing urbanisation has relations. increased demand for services, both • Enhancing performance through formal and informal, which innovative performance outweighs the current ability to meet management. those demands. • Exploring new revenue possibilities • Protracted Supply Chain and alternative sources of funding to Management processes slow down inter alia reduce reliance on grants. operations. • New emphasis by the leadership on • Strong silo mentality in different accountability through compliance directorates hinders effective intra- with transparency requirements. directorate service delivery. • Adjustment of the repairs and • Loss of institutional memory through maintenance budget to ensure resignations and retirement of staff. that buildings, offices are safe • Non-payment of debt by government and secure environments for departments and the community. staff, Councillors and the public • Increased loss of revenue as a result who utilises it. of illegal electricity connections.

• Decline in the economy increasing unemployment and poverty. • Non-achievement of the budgeted revenue collection rate. • Inability of consumers to financially afford municipal tariffs, resulting in loss of revenue.

The results of the institutional analysis in respect of the Well Run City indicate that the following areas need to be prioritized:

• Building on the strengths of the existing administration and optimising the organizational structure for effective governance and service delivery. • Scrutinizing existing and developing new processes to increase the sustainability and efficiency of the organization. • Leveraging partnerships to assist the City in achieving its developmental priorities. • Actively nurturing positive relationships between staff, Councillors, unions, private sector and other stakeholders.

PILLAR 2: THE OPPORTUNITY CITY

STRENGTHS WEAKNESSES • Smart City Wifi in townships allows • Ineffective capitalisation of some for local economic development and municipal partnerships. expansion of other related projects. • Lack of internal coordination and • Well-run Infrastructure Skills alignment of development Development Grant Training objectives. Programme developing young • Insufficient resources at Training technicians and technologists. Centre. • Competitive tariffs to support • Management of Expanded Public businesses. Works Programme (EPWP) not • Bursaries and learnerships offered strong enough. for study in key professions/fields. • Absence of fiscal and economic • High level of intake and exposure of feasibility studies for major projects. interns. • Lack of integrated planning in the • Water and sanitation infrastructure, region and inadequate coordination as well as litter picking and grass with provincial and national mowing, projects in place to support operations. economic development. • Inefficient and ineffective use of • Expanded Public Works Programme internal and external resources, as (EPWP) in place. well as misalignment of events and • Programmes that promote the tourism assets. development of local sporting talent • Lack of budget for the upgrading have been developed. and maintenance of facilities. • Economic infrastructure foundation is • Excessive cost of contract security already comprehensive (accessibility to safeguard landmarks. by rail, road, airport, two ports). • Economic zones exist (IDZ, Logistics Park, industrial areas). • IPTS planning of launch phase at advance stage.

• Institutions of higher learning are all available within Nelson Mandela Bay (University, TVETS Colleges). • Tourism and sporting infrastructure exists in the City. • Green Economy Strategy development of photo voltaic (pv), wind and other renewable energy projects. • Iconic brand name (Nelson Mandela Bay). • Establishment of the Strategic Events Committee. • Sport and cultural events contribute to the City’s Gross Domestic Product. • Blue Flag Beaches are a tourist attraction. • Delivery of incident free international and national events, such as the annual Ironman Competition, has built Nelson Mandela Bay’s reputation as a competent and reliable host city. OPPORTUNITIES THREATS • Transformation of the spatial form of • Water shortages. the city for more efficient and • Education system unresponsive to equitable development. the needs of the market (supply and • Improved coordination of internal demand). and external resources to optimise • Cost of doing business and red tape positive economic impact. (regulatory and business application processes).

• Increase revenue from the lease of • Lack of internal and external assets and infrastructure, e.g. fibre coordination and alignment, networks. resulting in a misalignment of • Strengthen relationships with all development objectives. stakeholders, particularly in the • High level of crime, tarnishing the tourism and industrial sectors. reputation of NMBM as a tourist • Establish linkages with surrounding destination. local authorities to align spatial and • Vandalism of facilities and non- economic development initiatives adherence to norms and standards and interventions. for the development of facilities. • Skills development support in priority • Junk status of the South African sectors. economy and its local impacts. • Prioritisation of Township Economy • National political and administrative Development. instability. • Development of tourism opportunities with other partners focusing on projects such as the Eco-Tourism Route and the Apple Express. • Destination marketing, which includes programmes such as the Tourist Ambassador Programme and Fair Trade Tourism. • Attract more national and international events. • City’s role in meaningful economic development can be expanded.

The results of the institutional analysis in respect of the Opportunity City indicate that the following areas need to be prioritized:

• Capitalizing on the competitive advantages that the City has to offer, whilst simultaneously investing in competitively differentiating Nelson Mandela Bay.

• Optimizing the use of partners and other stakeholders to increase opportunity for all residents. • Building and strengthening existing initiatives to train and develop local youth, the unemployed and the talented. • Clarifying and improving the role of the City in job creation, poverty alleviation and local and regional economic development.

PILLAR 3: THE SAFE CITY

STRENGTHS WEAKNESSES

• Safe City prioritised in strategic • Pollution of rivers and public places. planning documents. • Many areas are without functional • Strategic spatial plans prioritise street or public lighting. access/mobility, which are elements • Lack of adequate strategies exist for of safety. addressing cable theft. • A Metro Police Force is in place. • Lack of recognition that safety is a • Monitoring of safe drinking water, corporate responsibility, not a silo river water and swimming water responsibility. supplied to residents, as well as the • Safety element of spatial strategy is monitoring of air and noise pollution. not well articulated as a focus area. • CCTV cameras installed on high- • Succession planning and mast lights in townships. institutional memory retention needs • LED lighting provides high lighting attention. levels and longer life spans. • City is well covered by fire, emergency and disaster management services. • A comprehensive set of by-laws exist and the enforcement of by-laws is monitored. • Non-governmental Organisations (NGOs), Community Based Organisations (CBOs) and other organisations perform safety functions (example: life-saving clubs).

OPPORTUNITIES THREATS

• Planning for safe, resilient and • Lack of lighting, which encourages sustainable human settlements. criminal activity. • Innovative electrification and the • Illegal dumping into local rivers, removal of illegal connections can resulting in the pollution of these reduce non-technical losses and resources. electrocution incidents. • E.coli leaks into rivers, due to aging • Sustainable Community Planning infrastructure. and precinct planning for the BEPP • The current lack of safety for present an opportunity to tourists, communities and specifically address safety aspects businesses. at local level. • Perception of and actual high levels • Partnerships can be formed with of crime in public places. community stakeholders to address • Lack of enforcement of legislation specific community safety issues. and municipal by-laws.

The results of the institutional analysis in respect of the Safe City indicate that the following areas need to be prioritized:

• Safety needs to be integrated in all departmental plans and activities from an early stage. • The City needs to nurture and promote community initiatives that contribute towards the safety of residents. • The City needs to form partnerships with other agencies such as the South African Police Services (SAPS) and community safety forums in an effort to improve safety. • The City needs to ensure that all by-laws and legislation can be enforced for the safety of residents and visitors. • The City needs to address its human resources, maintenance and procurement capacity to be appropriate for the areas of safety.

PILLAR 4: THE INCLUSIVE CITY

STRENGTHS WEAKNESSES • Sustainable Community Planning • Lack of alignment within the Methodology was specifically Municipality for inclusive planning designed to promote inclusion and and development. integration in planning processes • Inner-city degeneration and decay. and plans. • No funding currently exists for full • Built Environment Performance Plan wifi / broadband access roll-out to all (BEPP) inter alia addresses spatial communities. fragmentation through integrated • Numerous settlements are located City development. on private ground and cannot be • Spatial Development Framework at provided with municipal services. city-wide level addresses inclusion. • Broad marketing of the City’s • IDP processes have prioritised strategic plans is needed to make effective participation and them more widely understood. stakeholder involvement. • No special measures exist for the • Initiatives exist to provide free wifi / prioritisation of the needs of broadband access at all libraries vulnerable groups. and some civic buildings, and in • Lack of an integrated, safe public some township areas. transport system. • Ward Committee System to ensure inclusivity of residents in decision- making processes. • Regular engagements with the community by the Executive Mayor through diverse communication channels and platforms, such as radio, TV and print media. OPPORTUNITIES THREATS • Better and more inclusive public • Residents in informal settlements participation in built environment lack security of tenure and positive interventions (planning and involvement in civic processes.

implementation) and general civic • Perpetuating development of processes. unsustainable townships with no or • Implementation of integrated limited access to social facilities and residential and mixed use amenities, due to poor alignment development. with government departments in • Development of the inner city as a housing projects (Intergovernmental 24-hour centre for all. Relations (IGR)). • Funding is being sought from • Lack of continued feedback and on- National Government to provide going communication with electricity to informal areas outside stakeholders, leading to lack of the Housing Programme. understanding of plans, as well as • Public-Private Partnership (PPP) mistrust of city strategic planning process is under way to obtain processes. external service provider to provide • Current housing delivery model Smart City / WiFi to all communities. promotes urban sprawl. • Possibility to establish public-private • Unsustainable housing delivery partnerships towards integrated models with predominantly development. Reconstruction and Development • Availability of private and public Programme (RDP) housing, as buildings in Inner-City areas that can opposed to other typologies and in be utilised for inner-city rejuvenation. prioritised areas. • Sports, arts and culture activities can • Limited availability of strategic and promote social cohesion and nation well located land for inner-city building. densification.

The results of the institutional analysis in respect of the Inclusive City indicate that the following areas need to be prioritized:

• Broad inclusive communication on all municipal processes, programmes and plans. • The use of technology to improve the accessibility of information and communication with all residents and stakeholders.

• Developing intergovernmental relations and other partnerships for the delivery of the full range of developmental needs and priorities of communities. • Institutional organization around all planning and development initiatives for the development of integrated and sustainable communities. • The inclusion of marginalized and vulnerable groups in civic plans, processes and products.

PILLAR 5: THE CARING CITY

STRENGTHS WEAKNESSES • EPWP is fostering work • The transition from poverty relief to opportunities. sustainable social entrepreneurs still • Established and co-ordinated co- needs to be made. operatives exist. • All programmes are funded through • Basic energy grants have been National Grants rather than through made available from National external funding. Government to provide energy to • Lack of socio-economic facilities and deserving communities. amenities persists in many poor • Basic services are provided to the areas. indigent in respect of water, • Lack of availability of land for electricity, sanitation and refuse burials. removal. • Illegal occupation of RDP houses. • IDP participation processes aim to • No special measures exist for the reach all groups in NMBM - special prioritisation of the needs of efforts are made to reach poor and vulnerable groups. vulnerable groups. • Inadequate provision of dignified • Playground equipment is provided sanitation solutions, with 16 317 on public open spaces (POS). bucket toilets still in place. • Parks and cemeteries are being • Lack of services to communities beautified. located in informal settlements on • Solar geysers were provided to private land. homes that were part of the housing programmes. • A detailed plan to eradicate the bucket toilet system has been formulated. • A highly functional Operations Centre exists for reporting water and sanitation related service delivery problems.

• “War of Waste” Project fostering a sense of pride and community responsibility. • Litter-picking project resulted in the creation of jobs. OPPORTUNITIES THREATS • Partner with other relevant • Slow implementation of Small structures and institutions to create Medium and Micro Enterprises a climate of cooperation. SMMEs (construction sector) • Presence of private sector with development programme. corporate social investment budgets • Inability to afford sustainable social allows sharing of goals and services and amenities for low resources. income households. • Enhance access to social facilities • Perpetuating development of and amenities through integrated unsustainable townships with no or development planning. limited access to social facilities and amenities due to poor alignment with government departments in housing projects (IGR). • Land invasion poses a threat to city development plans. • Lack of participation in municipal processes around planning and decision-making by poor and vulnerable groups.

The results of the institutional analysis in respect of the Caring City indicate that the following areas need to be prioritized:

• Creating an environment that promotes and ensures participation and the well- being of vulnerable and marginalized groups in municipal processes around planning and decision-making. • Ensuring the provision of adequate services and amenities to all communities. • Creating partnerships and seeking funding sources for improved social amenities. • Ensuring that city planning processes promote spatial justice and equitable access (physically, socially and economically). • Reviewing municipal operations to ensure efficient responses to community complaints, applications and queries.

PILLAR 6: THE FORWARD THINKING CITY

STRENGTHS WEAKNESSES • Partnership with Innovation Forum • Outdated City-wide Information and and local University. Communication Technology (ICT) • Public-private and City-to-City Strategy. partnerships for learning and • Lack of skills in innovation and knowledge sharing. research. • Development infrastructure plans • Lack of funding to implement long- and spatial development framework term projects. are in place. • Absence of resourced research • Imminent completion of the component in the city. Nooitgedagt Coega Low Level • Absence of a Long-term Financial Scheme (Phase 2). Sustainability Strategy. • “War on Waste” Cleaning Campaign • Lack of a well-articulated, properly on-going to eliminate illegal prioritised Capital Investment dumping. Framework attached to the BEPP • Spatial planning documents promote and SDF. sustainable planning, proactive • Renewable/Alternative energy use planning and conservation. decreases demand for electricity; as • Relations with Council for Scientific a result, electricity profit margins are and Industrial Research (CSIR). shrinking. • Innovative off-grid power supply solutions for informal settlements to address basic service issues within those areas. • Environmental issues are a strong element of strategic spatial plans. OPPORTUNITIES THREATS • International collaboration. • Absence of research capability within • Review and update all planning the Nelson Mandela Bay instruments, with a view to Municipality, including the lack of innovation and forward thinking.

• Investigating revenue growth ideas, accreditation of the Scientific such as the sale of data, as an Services Division. additional utility. • Lack of coordinated strategic • Organisational review can address planning for a single City Plan. the need for centralised strategic • Funding and implementation of planning function. Nooitgedagt Scheme being • The establishment and location of controlled by National Department of South African International Maritime Water and Sanitation. Institute (SAIMI) and other research institutes. • Groundwater exploration at Coega Kop to investigate an alternative water source. • Partnership in respect of innovative technologies with private and public entities. • Completing Long-term Financial Sustainability Strategy. • Identifying and exploring innovative approaches to municipal operations and activities.

The results of the institutional analysis in respect of the Forward Thinking City indicate that the following areas need to be prioritized:

• Aligning the organizational structure to meet the demands of an innovative and forward thinking and planning City. • Prioritizing the need for sustainability in all its dimensions (physical, social and economic) in the planning and operations of the Municipality.

The above situational analysis, which provides the city context, current status of service delivery and the introspective Strength, Weaknesses, Opportunities and

Threats (SWOT) analysis for each of the six pillars will, when combined with the results of the comprehensive public participation undertaken, provide the foundation for the activities to be conducted, as expressed in this IDP.

CHAPTER 3: METHODOLOGY

The Municipality’s leadership set in motion a strategy to prepare an Integrated Development Plan that would change the face of Nelson Mandela Bay. With a strong commitment to improving service delivery, stopping corruption and growing the economy to create jobs, it was incumbent on the government to completely reform the administration and its systems.

Chapter Seven (7) of the Constitution of the Republic of South Africa, Act 108 of 1996, Chapter Four (4) and Five (5) of Local Government Municipal Systems Act, 32 of 2000 and, Chapter Four (4) of the Municipal Finance Management Act Number 56 of 2003 compels municipalities to engage communities in public participation. This should not only be done as a compliance exercise but also as a serious engagement with communities in order for all programmes that a municipality is implementing within the five (5) year cycle of its Integrated Development Planning (IDP) to be informed by the priorities of its citizens.

The 2018/19 IDP / Budget public participation programme was approved by the Strategic Planning Steering Committee that was established by the Executive Mayor to oversee the whole planning and implementation processes. The residents took the current administration into their confidence through comprehensive feedback and guidance at over 20 public meetings across the Metro. The Executive Mayor and his Executive were given a clear direction, underpinned by a political vision for change and progress.

For the first time in the Metro’s history, a method of recording and rating ward priorities was implemented at the first round of IDP and Budget public participation meetings, which took place during 18 to 24 August 2017 . After reviewing the other major statutory documents, residents were asked to review the Council-noted list of ward priorities for their ward and assign a value of importance to each priority (with High, Medium and Delivered when possible).

The Municipality comprehensively consulted with the community and the economic sectors of the Metro to get inputs on how to best tackle the challenges faced in growing

the economy. The inputs received from community and the economic sectors provided critical direction for the City in pursuing inclusive growth and development going forward.

Table 1 presents a summary of the 13 most commonly raised issues by the communities during the public participation meetings held in August 2017, listed in ranked order:

TABLE 1: PRIORITIES FREQUENTLY RAISED IN WARD MEETINGS DURING IDP/ BUDGET REVIEW IN AUGUST 2017

PRIORITIES RAISED WARDS 1. Provision of street lights 4, 10, 11, 13, 14, 15, 18, 21, 24, 27, 28, 29, 30, 31, 32, 33, 34, 35 & 36 (19) (High-mast lights) 2. Construction of sports 4, 11, 13, 14, 15, 18, 20, 21, 22, 24, 28, 31, 32, 33, 34 & 36 (16) fields and upgrading /

maintenance of existing

ones

3. Rectification of houses 4, 10, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34, 35 & 36 (15) 4. Provision of houses 4, 11, 12, 13, 15, 18, 24, 25, 27, 30, 31, 32, 33, 34 & 36 (15) 5. Tarring of roads and 4, 11, 12, 13, 14,1 5, 29, 30, 31, 32, 33, 34, 35 & 36 (14) construction of speed humps 6. Provision and upgrade of 14, 25, 27, 31, 32, 36, 41, 42, 43, 49, 55 & 60 (12) Clinics 7. Illegal dumping 12, 15, 24, 26, 28, 30, 31, 32, 34 & 36 (10)

8. Rectification of pre-1994 4, 14, 15,17, 18, 20, 21, 25 & 36 (10)

Houses 9. Upgrading and 4, 15, 20, 26, 27, 28, 29 & 36 (8)

maintenance of sewerage

system

10. Visibility of Metro Police 12, 13, 14, 15, 18, 20, 27 & 34 (8)

11. Skills development 4, 13, 14, 27, 28, 28, 31, 33 & 36 (8)

12. Construction and 4, 11, 29, 31, 33, 35 & 36 (7)

Upgrade of Police

Stations

13. Construction and 9, 23, 40, 48,58 & 60 (6)

upgrade of Libraries

Table 1 shows that, of the 60 Wards in the NMBM, 19 (31,67%) prioritized the provision of street lights, 16 (26, 67%) the provision and upgrade of sporting facilities, 15 (25%) wanted houses, 15 (25%) were concerned about the rectification of houses, and a further 10 (15%) raised the issue of the rectification of houses built before 1994.

A SPATIAL REPRESENTATION OF THE 13 MOST FREQUENTLY RAISED PRIORITIES BY THE RESIDENTS DURING PUBLIC MEETINGS IN AUGUST 2017

The Municipality has aligned this information with the 2018/19 Ward-based budgets and will look to fully entrench the ratings system into all public participation engagements going forward.

The leadership committed to deliver on six pillars: Well-Run City; Opportunity City; Caring City; Inclusive City; Safe City; and Forward-Thinking City. It was decided over a number of engagements between the senior political and administrative leadership that the final IDP would express a number of chapters customised in a way that would directly respond to the express commitment to the six pillars identified.

The IDP therefore reflects on the status quo of the institution in respect of the six pillars, as determined through a SWOT analysis. Based on the ambitions of the current leadership, both political and administrative, as well as the feedback from the intensive public participation sessions, an appropriate delivery plan has been formulated that responds directly to the six pillars and the strategic objectives identified.

CHAPTER 4

SPATIAL STRATEGY

4.1 INTRODUCTION

The spatial strategy of the Municipality is embedded in three interrelated strategic documents; these are:

• The Metropolitan Spatial Development Framework (MSDF). • The Sustainable Community Planning Methodology. • The Built Environment Performance Plan (BEPP).

This Chapter outlines the key features of these three strategic documents, which together form the spatial strategy of the City. The documents exist as separate documents, and the MSDF and BEPP are required to be legally compliant.

The Metropolitan Spatial Development Framework (MSDF) is the primary spatial plan of the City and represents the spatial manifestation of the IDP. All matters of a spatial nature concerning the Municipality are encapsulated in the MSDF. It includes the aforementioned Sustainable Community Planning Methodology and the Built Environment Performance Plan.

The initial MSDF was approved by Council in 2009; a second version was approved in December 2015. A Draft MSDF exists, and this Chapter includes the revised Spatial Development Framework Strategy. The Spatial Planning and Land Use Management Act 2013 (SPLUMA) sets the legal framework for the SDFs of South African municipalities. A new and legally compliant SDF will be adopted within the 2018/19 financial year following the adoption of the new post-election IDP. The core principles of the SDF have remained intact over multi-year periods and political cycles.

The Sustainable Community Planning Methodology is an international award-winning planning methodology developed and implemented in the Nelson Mandela Bay Municipality (NMBM), to enhance the levels of sustainability and integration of development within the City and to reduce the effects of entrenched segregation. It promotes the analysis and planning of the City in what is termed Sustainable Community Units (SCUs), which apply to both new and existing areas and aim to ensure that any development is examined through the lenses of housing, work, services, transport and character / identity, in order that the need for travel is reduced and that essential services in the above categories are available within walking distance of all households within an SCU.

The Built Environment Performance Plan (BEPP) is an annual requirement of the Division of Revenue Act, which aims to bring about practical spatial restructuring of the country’s Metropolitan Cities through defining and actively implementing an Urban Network Strategy (UNS) that defines CBDs and hubs connected by Integration Zones, where access is prioritised Transit Oriented Development (TOD) as well as catalytic projects and high density mixed-use developments are promoted. The BEPP also focuses on the implementation of Growth Nodes and the eradication of Informal Settlements. The BEPP is required to release various grant funding from National Treasury and can be seen to represent the capital urban investment strategy of the city, especially of the conditional grants. The NMBM 2018/19 - 2021/22 Built Environment Performance Plan is available on the municipal website: www.nelsonmandelabay.gov.za.

4.2 NMBM METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK

The Metropolitan Spatial Development Framework (MSDF) and the associated, more detailed, Local Spatial Development Frameworks (LSDFs) seek to guide overall spatial form and identify current and future desirable land uses within the Municipality at a broad level in order to give physical effect to the vision, goals and objectives of the IDP.

The MSDF identifies major transport routes, future transport links, environmentally important areas and key potentials and constraints. The MSDF also aims to sequence

future development areas in a manner that makes the best use of infrastructure services and limits the leap-frogging of development and the unnecessary expansion of infrastructure networks.

The legal importance of the MSDF is contained, inter alia , in the Spatial Planning and Land Use Management Act 2013 (SPLUMA), Chapter 4, which states that:

“a Municipal Planning Tribunal or any other authority required or mandated to make a land development decision in terms of this Act or any other law relating to land development, may not make a decision which is inconsistent with a municipal spatial development framework, unless if site specific circumstances justify a departure from such provisions.”

4.2.1 Rationale for Spatial Planning

The MSDF must give effect to the development principles contained in the Spatial Planning and Land Use Management Act, 2013 (SPLUMA). These are:

• Spatial justice. • Spatial sustainability. • Efficiency. • Spatial resilience. • Good administration.

4.2.2 SDF processes

The following processes of the SDF support sustainable development within the Nelson Mandela Bay Municipality:

• Analysis of spatial opportunities, constraints, patterns and trends. • Identification of the need for spatial restructuring and land reform. • Provision of spatial solutions to developmental issues. • Identification of national spatial development principles and their spatial application in the NMBM.

• Understanding of and allowance for the spatial implications of social, economic and environmental sustainability. • Production of a document to guide decision-making on developable and non- developable areas, including the sequencing of development. • Creation of a framework for public and private investment decisions to facilitate investor confidence.

4.2.3 Priority Areas

The MSDF provides strategic guidance in respect of areas on which the Municipality should focus the allocation of its resources. In order to assist in prioritising projects and allocating resources, the following elements of the MSDF are isolated as geographic entities that give guidance as to where the priority capital investment areas lie. These areas are:

• Core economic areas • Infill priority areas • Strategic development areas • Service upgrading priority areas

The MSDF is also supported by a number of sectoral plans and topic-specific planning documents, which include the following:

• Strategic Environmental Assessment. • Urban edge/Rural management and urban densification policies. • Demographic Study update. • Land Use Management System (LUMS). • Human Settlements Implementation Plan.

4.2.4 Spatial Overview of Nelson Mandela Bay

The Nelson Mandela Bay Municipality (NMBM) was the first metropolitan municipality in the Eastern Cape Province and is one of eight metropolitan municipalities in South Africa. The Nelson Mandela Bay Municipality covers an area of 1959,02 square kilometres and is bordered by the Sundays River in the north, the Van Stadens River in the south west and the Greater Uitenhage/Despatch areas towards the west of the metropolitan area.

Nelson Mandela Bay Overview: Urban and Natural Environment

The demarcation process as provided for in the Demarcation Act (Act 27, 1998) caused the disestablishment of seven separate local authority administrations and the formation of the Nelson Mandela Bay Metropolitan Municipality (NMBMM). The most significant administrations incorporated were Port Elizabeth, Uitenhage, Despatch and a portion of the Western District Council.

4.2.5 Proposed Metropolitan Structure

Structuring the Plan

The spatial structuring of the Plan is based on the following factors:

• Available land and its features. • Envisaged population growth. • Economic development. • Principles guiding integration, efficiency and sustainability.

The following considerations have been used to determine the basic structure of the Plan:

• Land earmarked for new development, including low income housing, has been selected on the basis that vacant land within and close to the existing built-up areas must be utilised first, while further outlying areas are considered for development only once more centrally located land has been taken up. This will encourage more efficient use of existing infrastructure before network extensions are required. It will also discourage the leap-frogging of development, which is expensive from a bulk services provision perspective. • Land uses are to be arranged in a manner that promotes the development and use of an efficient public transport system. Densification and a mix of land uses along major transport corridors can achieve this objective. • Access to green recreational zones from residential areas has been given special attention. Natural, sensitive areas have been identified for protection and additional green spaces have been set aside for recreational use, as well as other uses that are of an ecological nature. • Certain land uses, such as large industrial areas, are kept away from residential areas, due to the heavy traffic, air pollution and noise generated by industrial operations.

• Existing economic nodes, such as the Coega IDZ, as well as the Uitenhage and Port Elizabeth main industrial areas and existing commercial centres as employment nodes; therefore, structuring elements. • Further transport links are proposed to promote integration and overall accessibility; linking major centres and industrial areas with residential areas is important, taking into account the limitations resulting from valleys, rivers and escarpments. • Public transport corridors have been proposed linking economic areas. The future growth direction from Motherwell would thus be to the west, in the direction of Uitenhage, with the Coega IDZ providing employment opportunities for the adjacent residential areas of Motherwell. • Main arterial roads and rail links for private and public transport between the different urban areas are most easily arranged in east-west directions. Linkages in the north-south direction as well as inland are impeded by valleys, rivers and escarpments and are consequently mainly limited to coastal corridors. It is important that cross city linkages are explored to improve accessibility. • It is vital to reserve land for future communication links through the urban zones. This is especially important when building between existing developments to make the urban structure denser and more efficient. Such reserves will serve to avoid future transport problems and the additional cost of creating new links through development areas. • The approach was therefore on pedestrian movement and public transport and the provision of access to services and job opportunities.

Primary Structuring Elements

Apartheid planning consigned most South Africa cities to the principles of segregation, separate development and unequal access to resources. Such planning divided cities and left places of work and economic opportunities far from the place where the majority of the population live. Measures and strategies need to be put in place to actively restructure the city. The following elements are important considerations in achieving this.

Activity Nodes

Nodes are places of high accessibility, characterised by a concentration of mixed use activities, such as retail, office, entertainment, community facilities and residential components. Such places are usually located at strategic transport interchanges.

These Nodes are regarded as priority areas for densification, integration, intensification and the improvement of environmental quality. Nodes are mostly targeted for public and private investment, as they can enhance economic opportunities and enable more efficient service delivery intensifying activities.

Urban Network Strategy

NMBM Urban Nodes

Urban Corridors / Activity Spines

Urban corridors are a combination of structuring elements that reinforce a hierarchy of nodes. They have varying development intensities and widths. Mixed used activities should be created and promoted within such corridors/spines to also include different modes of transport. This minimises travelling costs and the costs of transport infrastructure by increasing accessibility to employment opportunities, especially for previously disadvantaged communities.

The city structure needs to be developed in a manner that uses infrastructure more efficiently and minimises the need to extend infrastructure networks unnecessarily. Transportation infrastructure is the most expensive infrastructure in urban development and extensions to road and rail networks therefore need to be kept to a minimum.

Residential and commercial densities along transportation routes need to be increased at strategic locations (i.e. near development nodes) in order to transform major routes into activity or development corridors and create an environment conducive for sustainable human settlements.

NMBM Activity Corridors

Activity spines can be defined as concentrated urban development along movement routes that are typically also major public transport routes. Development can either take the form of continuous linear development or a series of nodes along the activity spine.

Natural Open Space and Green System

The Nelson Mandela Bay Municipality’s open space network plays a fundamental role in shaping the city through the conservation of ecological resources, which are amongst the major structuring elements guiding the development of the city. The open space network has spatial, social and technical dimensions.

The open space and green system within the Metro provides a diverse range of environments, characterised by conservation areas, recreational activities, corridor parks, watercourses, ridges, heritages sites, etc. Existing natural environmental resources are economic assets, as they promote liveability and the vitality of communities. The open space and green system should be protected and enhanced to ensure that the benefits of local ecosystems are maximised.

Consolidation and Densification

A consolidation and densification approach promotes more compact urban development and maximises the efficiency of areas that are well serviced and centrally located.

This approach contributes to the restructuring of the urban environment and discourages urban sprawl by promoting development that is adjacent to existing urban areas. Furthermore, it promotes the more efficient use of the existing infrastructure, especially at urban centres and along urban corridors.

Growth Management / Urban Edge

Most urban areas in South Africa are characterised by urban sprawl; citizens spend a lot of time and money travelling long distances to work, shops, schools and social facilities. Local authorities are also required to invest large amounts in providing and maintaining excessive infrastructure. A tool of the spatial development framework for growth management is the demarcation of an urban growth boundary or urban edge. The “urban edge” is a conceptual boundary that delineates the urban area in order to contain physical development and sprawl and re-direct growth towards a more integrated, compact and efficient urban form, guided by detailed plans.

The delineation of an urban edge achieves a more efficient and sustainable municipality through the –

• Containment of urban sprawl. • Intensification of development. • Integration of urban areas. • Protection of valuable agricultural, natural and cultural resources. • Optimum use of existing resources in established urban areas, such as bulk service infrastructure, roads and public facilities. • Reduced need for commuting, as well as reduced commuting distances.

4.3 SUSTAINABLE COMMUNITY PLANNING AND METHODOLOGY

The existing pattern of development in Nelson Mandela Bay is the result of historical segregation-based planning. The structuring not only separates different racial groupings in geographical terms, but has also resulted in huge disparities in standards of living, as well as access to infrastructural services, employment, and cultural and recreational facilities. As these imbalances serve as constraints for redevelopment, they should be addressed and rectified.

The NMBM developed and introduced this planning methodology to assist the city in dealing with the creation of a more sustainable city. The methodology is an integral part of the MSDF, LSDF and precinct planning that is undertaken.

Sustainable Community Units (SCUs) have been introduced to achieve a more balanced structure in Nelson Mandela Bay, in order to reduce discrepancies in terms of service provision and standards; promote integration in socio-economic and functional terms; and provide for economic activities and employment opportunities.

The urban area of Nelson Mandela Bay has been divided into a number of planning units or entities, known as Sustainable Community Units. These are defined by the distance that an average person can comfortably walk in half an hour, i.e. a 2 km radius.

The planning methodology aims to provide the requirements for a minimum standard of planning and living within those areas; in other words, amenities, facilities and job opportunities must be within walking distance of all residents. All SCUs in Nelson Mandela Bay are to be linked by a public transport network, which will ensure that all areas are accessible to all communities by means of public transport, which is also required in terms of the Integrated Transport Plan.

Basic municipal facilities and services should be provided within walking distance of residential areas; higher order facilities can be located further away.

Distance to Facilities The SCU planning methodology concept identifies the need to make higher levels of sustainability and integration in Nelson Mandela Bay its primary focus. The basis for sustainable community planning lies in the development principles adopted at national, provincial and local government levels, as supported by legislation and government policies.

The Municipality’s Sustainable Community Planning methodology covers both existing and future areas of development. A fundamental principle of this plan is to have work opportunities closer to places of residence in order to reduce the need to travel. This is to be achieved through the planning of new areas to accommodate more than just housing developments, but also through a paradigm shift, in location of new settlements closer to rather than further away from places of employment and social and public amenities. Peri-urban areas, in which settlements exist, are also planned according to the Sustainable Community Planning methodology, with a view to providing local job opportunities.

The development goals and principles of particular importance for spatial planning in SCUs are:

(a) Poverty alleviation and the satisfaction of basic needs. (b) Focus on special needs groups (HIV and AIDS affected/infected persons, children, the elderly, and persons with disabilities). (c) Gender equality and equity. (d) The environment (physical, socio-economic). (e) Participation and democratic processes. (f) Local economic development. (g) Accessibility (public transport and pedestrian focus). (h) Mixed-use development. (i) Corridor development. (j) Safety and security. (k) Variation and flexibility. (l) Appropriate densification. (m) Reducing urban sprawl.

To achieve both sustainability and integration, the following functional elements need attention in relation to the above principles:

(a) Housing (b) Work (c) Services (d) Transport (e) Community (f) Character and identity

Focusing on these six elements, minimum standards are pursued to achieve an acceptable planning quality, which will result in an improved quality of life for residents in these areas (for more detail on the planning methodology outlined above, refer to the Sustainable Community Planning Guide , dated June 2007; also available on the municipal website: (www.nelsonmandelabay.gov.za).

4.4 THE BUILT ENVIRONMENT PERFORMANCE PLAN (BEPP)

The development of a Built Environment Performance Plan (BEPP) is a requirement of the Division of Revenue Act (DoRA) in respect of the various infrastructure grants related to the built environment of metropolitan municipalities. It is submitted to National Treasury in order to , inter alia , access the following conditional grants:

• Integrated City Development Grant (ICDG) • Urban Settlements Development Grant (USDG) • Human Settlements Development Grant (HSDG) • Public Transport Infrastructure Grant (PTIG) • Neighbourhood Partnership Development Grant (NDPG) • Integrated National Electrification Grant (INEP)

The BEPP aims to demonstrate the use of these grants for the purpose of spatial restructuring through targeting capital expenditure in areas that will maximise the

positive impact on citizens, leverage private sector investment, and support growth and development towards a transformed spatial form and a more compact city.

The BEPP is complementary to the Municipality’s key strategic documents, which include the Integrated Development Plan (IDP), the Budget, the Spatial Development Framework (SDF) and the Comprehensive Integrated Transport Plan (CITP). The BEPP directly complements the MSDF, and the MSDF must embrace the BEPP.

The BEPP focuses on three main areas:

• An Urban Network Strategy (UNS), including Integration Zones and catalytic projects. • Economic/Growth nodes. • Informal settlements and marginalised areas.

4.4.1 Urban Network Strategy / Integration Zones and Catalytic Projects

Spatial targeting and the elimination of spatial inequalities, as envisaged in the National Development Plan, is an underlying principle of the Urban Network approach, hence the focus on the catalytic development of under-serviced city areas.

The Urban Network Strategy identifies a number of network elements (CBD, hubs, growth areas) and allows for the identification of Integration Zones that link CBDs and hubs in which catalytic development is encouraged.

4.4.1.1 Township Cluster

For the purposes of the BEPP, the townships of Nelson Mandela Bay have been clustered into six clusters.

The density and income characteristics of these clusters are illustrated in the figures below, which highlight the higher densities and lower income levels of the Northern Townships (clusters), with Ibhayi displaying the highest density per hectare. Motherwell has the highest percentage of the population earning less than R3 183 per

month. The population numbers and densities in the Southern Clusters are noticeably smaller and lower than those of the Northern Clusters.

Urban Network Strategy: Cluster Densities (Persons/Ha)

Urban Network Strategy - Income Levels per Cluster

4.4.1.2 Identification of urban network elements of the Urban Network Strategy (UNS) The major elements of the Urban Network Strategy are illustrated and explained in more detail below.

Urban Network Strategy Framework

CENTRAL BUSINESS DISTRICTS (CBDs)

The Urban Network Framework identifies the CBDs of Port Elizabeth, Uitenhage and Despatch as important nodes.

PRIMARY NETWORK / TRANSPORT LINKS

MAJOR ARTERIES

The primary transport network includes three of the five major transport arteries, being Harrower / Stanford Road, Provincial Route R75 and the Khulani Corridor.

Other primary arteries are Old Cape Road (R101), Provincial Route R10, Heugh / Buffelsfontein Road, the William Moffatt Expressway, and the N2.

ROAD NETWORK

Public transport serves the metropolitan area along the following existing and planned routes:

• North-South linkage between the PE CBD and Motherwell via Ibhayi; along the Khulani Corridor. • North-West linkage between the PE CBD and Bloemendal / Bethelsdorp, along Stanford Road. • South-West linkage between the PE CBD and the Western Suburbs, via Old Cape Road.

RAIL NETWORK

There is an existing passenger rail link between the PE CBD and Uitenhage.

There is an existing passenger rail link between the PE CBD and Motherwell / Markman.

A passenger rail link between Port Elizabeth CBD and Motherwell via a proposed new Motherwell Rail Corridor parallel to Tyhinira Street (Motherwell) is planned. There is a long-term possible linkage between Coega and Uitenhage.

A narrow-gauge rail line exists between Humerail (Port Elizabeth) and Loerie.

OTHER ACTIVITY CORRIDORS

The Nelson Mandela Bay Urban Network further identifies other existing mixed use activity corridors that are important. These are:

• Walmer Boulevard, Heugh Road and Buffelsfontein Road • Walmer Main Road • William Moffatt Expressway • Cape Road

URBAN HUBS

PRIMARY URBAN HUBS

The Primary Hubs are: • Port Elizabeth / Uitenhage / Despatch CBD • Njoli / Ibhayi Hub • Zanemvula (Chatty Jachtvlakte) Hub.

4.4.1.3 Integration Zones

Two integration zones are identified, linking the CBD and Primary Hubs. The Integration Zones traverse the poorest parts of the city, where catalytic development intervention is prioritised.

These Integration Zones are described below:

Integration Zone 1 Khulani / Njoli:

This Integration Zone includes the Khulani Corridor, as well as the Motherwell Node. It links the Inner City area and the Njoli Hub and incorporates a portion of the Khulani Corridor between Stanford Road and Njoli Square.

Integration Zone 2: Stanford Road to Uitenhage:

This Integration Zone 2 along Stanford Road is a link between Integration Zone 1 and Chatty Jachtvlakte. Environmental and spatial constraints make it a very narrow corridor with limited scope for catalytic and development intervention. These would be limited to modal interchanges along Stanford Road, such as the Cleary Park Modal interchange.

4.4.2 Growth Areas

Four growth areas have been identified:

• Walmer / Summerstrand Growth Area • Fairview West Growth Area • Motherwell Growth Area • Baywest Growth Area

The Urban Network Framework includes the following Secondary Hubs:

• Kenako / Vista • Red Location • Jachtvlakte / KwaNobuhle • Wells Estate

Other Nodes identified, include: • Greenacres / Newton Park Node • Walmer Node • Great Westway (Makro / Framesby / Westering) Node

4.4.3 Catalytic Programmes

The Catalytic Programmes of the BEPP reflect interventions that include developments that are: • Within defined Integration Zones. • Private and public sector initiatives in their implementation. • Inner-city, mixed use, social, commercial and residential development initiatives. • Informal settlements and marginalised area upgrading. • Linkage projects, such as critical road infrastructure, to ensure a proper linkage between the Integration Zones and the rest of the city.

The following map shows the location of the selected catalytic programmes in relation to the Integration Zones of the Urban Network Strategy.

Catalytic Programmes

It is the intention to move the catalytic projects as quickly as possible from the planning to the implementation phases.

The NMBM is characterised by slow economic growth; therefore, it can be concluded that positive change will be slow. In view of this, the City does not have the opportunity for many economic and “game-changing” projects. It is important therefore to focus efforts on a limited number of strategic projects that will have maximum impact. In addition, because of the extreme poverty of the city, poor areas need to be targeted for investment and development. The City is spatially divided, due to its geography and historic patterns of development. Linkage projects to increase access must therefore also be prioritised.

4.5 INFORMAL SETTLEMENTS AND MARGINALISED AREAS

4.5.1 Management and Upgrading of Informal Settlements

The Municipality has a dedicated programme for the elimination of informal settlements, as contained in the Informal Settlements Upgrading Plan (NMBM: Human Settlements Directorate, 2008). The Plan was developed in 2008 and included 81 informal settlements. Although 51 informal settlements now remain and are contained in a matrix of in situ upgrading / destination areas, programmed over time, prioritised and implemented according to the availability of funding.

In terms of municipal policy, the relocation of informal settlements happens as a last resort. Where an informal settlement can be formalised in situ , this is done. Of the 105 originally identified informal settlements, 34 informal settlements were upgraded in situ . In some instances, due to density, not everyone in the informal settlements can be accommodated in situ. In these cases, the remaining residents are relocated to locations situated as close-by as possible. Informal settlements in stressed areas, such as under power lines, on tip-sites, in floodplains or other such areas, are relocated to new areas. To accommodate these communities, 9 Greenfield sites have been prepared and serviced. In order to accommodate the total need for new development, 16 Greenfield sites have been programmed for completion in terms of the approved Human Settlements Plan.

The Informal Settlements Upgrading Plan is part of the NMBM Human Settlements Plan. The main focus of the Plan is the full technical and social investigation of all the informal settlements within the Metro, as well as the categorisation of each settlement in term of needs and vulnerability.

The prioritisation of projects is based on technical readiness, including town planning layout approvals, general plan layout approvals, environmental approvals, completed geotechnical investigations, and the availability of bulk infrastructure. Greenfield projects are also prioritised as destination projects for relocation purposes.

4.5.2 Strategy for better located housing development for all and specifically the poor in relation to densification

Well located, pro-poor urban development strategies are well entrenched in the Sustainable Community Planning Methodology of the NMBM. The methodology focuses on actions and approaches to achieve higher levels of functional, social and economic integration, simultaneously promoting and improving social, economic and environmental sustainability.

The density of existing areas should be increased through infill development on vacant land not required for other purposes. Corridor development along public transport and other major transport routes will also increase densities in existing areas. Transit Oriented Development (TOD) is a priority of the City.

To effectively increase density and thereby reduce urban sprawl, future densities should average at least 30 to 40 units per hectare (gross) in new areas. Current densities average 20 units per hectare.

It is predicted that more than 80% of the future residential demand in the Metro will be for low-income housing. In view of the need for densification, it is this sector that will, of necessity, be most affected.

The current practice of creating erven of 200 – 300 m² for low-income housing is unsustainable from an economic and land utilisation point of view. Increased densities will decrease land and servicing infrastructure costs and also enhance the viability of public transport systems.

The proposals in the context of the Nelson Mandela Bay area are as follows:

• Strengthening the existing major bus routes and commuter routes in the Metro by the addition of high-density development alongside (Transit Oriented Development (TOD)). • Intensifying development around existing public open spaces, where appropriate. Intensification refers to the subdivision of the existing appropriately located and designed Brownfield erven. • Greenfield development of certain strategic sites which, although located on the periphery of the City, could nevertheless be easily integrated into either the rail or road transport system. Environmental considerations rather than cadastral boundaries inform the perimeters of such external Greenfield sites.

4.6 CONCLUSION

The abovementioned documents together comprise the Spatial Strategy of the NMBM, which has at its core the aim of sustainability and achieving a more equitable spatial structure for the population of the Metro. The strategies mentioned above do not exist in isolation of each other, but together enhance the prospects of achieving spatial justice over time. Greater integration and alignment of the strategic spatial plans will be achieved in this IDP focus period.

CHAPTER 5: DELIVERY APPROACH

5.1 Corporate Services

The Corporate Services Directorate is the primary custodian of all human resources policies and procedures within the institution.

The Directorate is responsible for the following:

• The implementation of an integrated Microsoft ICT platform and ensuring proper ICT governance within the Municipality. • The implementation of cost-saving measures in telecommunications. • The creation of a Wi-Fi enabled environment, centralising all ICT systems in the NMBM, the upgrading of computer software and implementing approved ICT governance plans, contributes to the enhancement of optimum performance and service delivery. • The establishment of a legally compliant organisational structure as well as driving a performance driven culture by rolling out performance management to all levels within the institution. • The performance management process includes the cascading of the Directorate’s performance plan down to Director level and beyond, as well as quarterly performance evaluations being conducted within the Directorate. • The development, implementation and monitoring of the staff establishment. • The implementation of E-recruitment for all positions in TASK Grade 14 and above as well as focussing on the internal promotion of staff by advertising positions from Grades 1 – 11 only on internal circulars. • The development, implementation and monitoring of the staff establishment. • The development and implementation of human resources strategies and plans for the Municipality. • The provision of adequate and cost-effective office accommodation and facilities with connectivity for staff and Councillors. • The development and implementation of an integrated lease management strategy and plan for internal leases.

• Proactive and sound Labour relations and labour engagement. • The NMBM has a fully functional Local Labour Forum (LLF) in place and quarterly meetings as well as Special LLF meetings are convened as and when required; this is also a reflection of the improved relationship between the employer and the labour unions. • Labour relations and labour engagement. • Through its Constituency Services Sub-directorate, it facilitates and coordinates programmes and projects (in collaboration with Directorates and strategic partners) that aim to mainstream Children, People with Disabilities, Elderly, Women, Youth and Gender Equality development. • Establishment and operationalization of Ward Committees. • The Speaker’s office as well as Constituency Services provide a dual role between the administration and the political offices • Proper management of movable assets ensures that operational and replacement costs are significantly reduced. • The provision of corporate administration services (i.e. landlines and cellular phones, secretariat and printing services and a centralised records management system). • Migration from paper agendas to paperless agenda for all Council committees.

• Provision of communication initiatives and services to ensure that the public is well informed of municipal programmes, services and events. • Roll-out of work study services to improve efficiencies and to achieve value for money. • Continually reviewing policies relevant to Corporate Services as well as the development of Standard Operating Procedures (SOPs) relevant for the implementation of the said policies. • Skills development programmes are provided to unemployed job seekers as well as to officials employed by the NMBM as part of providing both internal and external skills development. • Scarce Skills and Critical Skills are considered when recruitment processes are being conducted.

5.2 Chief Operating Officer

The Office is responsible for ensuring a more responsive, accountable, transparent and compliant institution, with the focus on enhancing service delivery. In this regard, it manages the integrated planning processes of the Municipality and ensures that the focus remains on customers and that they are continuously engaged in planning, implementation and monitoring and review processes.

The Office of the Chief Operating Officer ensures good corporate governance through its sub-directorates, namely: Integrated Development Planning; External Relations, Legal Services; Monitoring and Evaluation; Policy, Strategy and Research; Risk Management; and Strategic Planning Coordination/Integrated City Development.

The following functions are performed within the Office of the Chief Operating Officer:

Strategic

• Manage the development, implementation and review of the Municipality’s vision, long-term strategy and the Integrated Development Plan (IDP). • Ensure that all institutional strategies are aligned to the IDP and long-term strategy. • Manage the development, implementation and review of corporate strategies and policies. • Develop and manage the implementation of institutional customer care initiatives. • Manage the development, implementation and review of the Municipality’s Built Environment Performance Plan (BEPP). • Provide for the prioritisation and coordination of planning, budgeting and implementation efforts in line with strategic planning. • Provide for the coordination of sectoral activities within the Metro. • Monitor, evaluate and report to internal municipal structures, other spheres of government and the public on the implementation of the Integrated Development Plan, other strategies and the Budget.

• Manage the development and implementation of external relations between the Municipality, stakeholders, other spheres of government and international partners to achieve alignment with the Council’s priorities, as expressed in its IDP. • Identify potential and/or existing control weaknesses and assess the adequacy of the control governance processes in the institution and recommend remedial actions. • Manage the development and implementation of the Corporate Risk Management Strategy.

Operational

• Manage the development and implementation of the institutional Performance Management System and directorate operational plans (Service Delivery and Budget Implementation Plans). • Co-ordinate institution-wide projects and programmes. • Undertake institution-wide research to support the development and implementation of institutional strategies. • Ensure the design and implementation of operational improvement initiatives. • Coordinate and report on the Urban Settlements Development Grant and the Integrated City Development Grant. • Develop and monitor the Council Resolutions Monitoring Matrix. • Ensure that the Municipality complies with all applicable legal and regulatory requirements. • Provide institution-wide legal support to the Executive and Council, to ensure informed decision-making.

5.3 Infrastructure, Engineering, Electricity and Energy

5.3.1 Water and Sanitation

The responsible delivery of water and sanitation services to residents of Nelson Mandela Bay is a key mandate of the institution, provided by way of managing the

supply of water, distribution of water, wastewater collection and treatment of wastewater, which include the following:

• the storage of water in 10 dams, • treatment of water at 8 water treatment works, including springs, • bulk supply of treated water via 650 km of large diameter pipelines to the Metro boundaries into distribution reservoirs, • water distribution reticulation to all customers via 4 800 km water pipelines, • collection of wastewater via 3 600 km pipework and pump stations, • treatment of sewage at 8 wastewater treatment plants for both domestic and industrial use, • monitoring trade effluent discharges; and • the relevant electrical and mechanical maintenance of plant/equipment.

The infrastructure described in general above is required to fulfill the key institutional mandate to provide services to citizens and businesses located within the NMBM. In order to achieve this, the infrastructure must be maintained, rehabilitated and expanded, to keep up with the developmental needs of the NMBM. In doing so, appropriate technologies are constantly researched and integrated into water and sanitation delivery plans.

The provision of water and sanitation services, connectivity to services, the discharge of sewage into sewers, as well as water conservation measures, are governed by legislation.

Within the mandate of delivering water and sanitation services, three main areas need special mention: • The ongoing Water/Drought Disaster: In January 2018, the average level of dams that supply water to the NMBM had dropped by 25% (from 54% in January 2017). The NMBM was declared a drought disaster area on 22 May 2017. No significant rain fell during the last 12 months, and none is predicted for the next six months. It is therefore critical that the water consumption that is on average at 285 Ml/d be reduced to 250 Ml/d.

In order to reduce the water usage and ensure that the current available water is stretched to the next rainy season the following is being carried out: o Awareness to reduce water usage. o Maximum use of the water from the Nooitgedagt Scheme. o Drilling of boreholes to supplement available water. o Reducing water pressure to limit water losses and water use. o Desalination and / or water reuse installation. • Water Losses: Reducing water losses remains key in the provision of an effective and efficient service. Losses contribute negatively to the drought situation and also affect the income of the NMBM. In this regard, the NMBM has developed a Business Plan that governs efforts to reduce water losses. In reducing losses, key interventions include: o Reticulation Leaks repairs o ATTP leak repairs o Pressure management o Reservoir rehabilitation o Meter replacement o Pipe replacement o Zoning and night flow analysis • Bucket Eradication: The NMBM has reduced the number of buckets being serviced in the NMBM from 16 317 in June 2016 to 8 562 in November 2017. The Bucket Eradication Programme, as approved by Council on 1 December 2016, is being implemented and is scheduled to be completed by June 2018. Operationally there might be some carry-over projects, especially in communities that are located on private land.

5.3.2 Electricity and Energy

The electricity industry in South Africa has historically provided adequate financing to municipalities, allowing them to fund their electricity operations and capital needs, generally subsidising a large portion of their budgets.

In 2010, when the Eskom base tariff increased, a dramatic loss occurred in the net profit derived through the sale of electricity. Since then, the profit on electricity has been insufficient to cross-subsidise capital budgets for a growing city. Fortunately, the City has a foundation of a good electricity network that is able to deliver quality services.

What is important is the methodology applied to use the historically good networks, staffing capacity and the additional opportunities that arise through our geographic position, climate and new business opportunities in the alternative energy carriers and renewable energy. It is intended to use this historic First World network as a basis to become a destination of choice for the green economy. The emerging gas economy that will arise in the Coega Industrial Development Zone of Nelson Mandela Bay is also a potential future energy priority.

The NMBM's drive to develop a “Smart City” / fifth utility by introducing City-wide broad band / internet services, both commercial and free, will allow the institution a potential increased financial stream.

A number of public-private partnerships, collaboration with local universities, close liaison with National Treasury and new service delivery methods will ensure that the City remains a leader in the field of energy and stays abreast of best practices.

5.3.3 Fleet Management

Fleet Management is an enabling internal division that provides vehicles and/or plant to all directorates across the Municipality. The Municipality intends to take a more active role in the Electric Vehicle Infrastructure Alliance, with the view of greening a section of the Municipality’s fleet by the year 2020.

The Nelson Mandela Bay Municipality’s Fleet Management Services is recognised as a benchmark for good practice. The Sub-Directorate is visited annually by a number of municipalities and Government Departments in order to study how the function is performed in Nelson Mandela Bay.

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5.3.4 Roads and Transport

Nelson Mandela Bay is traversed by 4 397 km of roads (3 126 km municipal, 1 018 km provincial and 253 km managed by the South African National Roads Agency Limited (SANRAL). A robust, high functioning road network, as well as a well- capacitated, maintained and comprehensive stormwater network, which the Municipality is mandated to provide, is vital in ensuring optimal mobility for residents. The Municipality is also mandated and committed to provide Metro commuters with a safe, accessible, reliable and affordable public transport / commuter system.

In the above regard, the Municipality is committed to maintaining existing roads, stormwater and transport infrastructure, as well as developing new infrastructure that will add value to the Metro and its residents.

The institution continuously identifies and evaluates road safety risks, and addresses these through the installation of traffic calming measures (traffic circles, speed humps and traffic lights). To ensure safety on our roads and to protect residents’ vehicles, the Municipality has prioritised the fixing of potholes, in addition to improving the visibility of directional signs and improving public awareness of high accident zones. The institution continues to develop and advance capacity for an effective IPTS, including the roll-out of IPTS specific stations and shelters on route networks, and the procurement of buses for IPTS operations.

5.3.5 Scientific Services

The Municipality must ensure that the residents of Nelson Mandela Bay are provided with potable water and live in a clean and uncontaminated environment. Towards this end, the Scientific Services Laboratory provides analytical services to NMBM directorates and external industrial customers. The accurate and efficient analysis of the samples by the Scientific Services Laboratory is a pre-requisite for the effective monitoring of the required parameters by the NMBM Public Health Directorate, as well as other NMBM directorates, enabling them to ensure a safe environment for local communities.

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The following criteria are monitored:

• Quality of potable water supply against the national specification; • Quality of sewage effluent against the national specification; • Quality of industrial effluent discharged into the municipal sewerage system and water-courses; • Compliance with public health standards (e.g. public food preparation); • Quality of recreational water at recreation venues, for example beaches and rivers.

The monitoring of the above in terms of compliance with national legislation and NMBM By-laws supports the institution’s mandate to protect the environment and the health of residents; also through ensuring compliance by local businesses and manufacturers with environmental and NMBM licensing provisions. In addition, it protects the NMBM against possible liability for non-compliance with required standards.

The Scientific Services Division has regular interaction with the South African National Accreditation System’s (SANAS) Management, other local authorities and government departments with regard to the analytical methods and approaches being adopted.

5.4 Human Settlements

Housing is a fundamental need and basic human right of the residents of Nelson Mandela Bay.

The Constitution of South Africa Act 108 of 1996 and the Bill of Rights contained therein, affirm the democratic values of human dignity, equality and freedom for all citizens. This informs the work of the Municipality in human settlements provision, while it must also give effect to the following associated rights:

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• Equality • Human dignity • Freedom and security • Privacy • Freedom of movement and residence • Property • Environment • Healthcare, food, water and security • Access to information • Administrative justice

The City’s mandate in respect of human settlements is derived from the National Housing Act 107 of 1997, which provides for “the establishment and maintenance of habitable, stable and sustainable public and private residential environments, to ensure viable households and communities in areas allowing convenient access to economic opportunities, and to health, educational and social amenities in which all citizens and permanent residents of the Republic will, on a progressive basis have access to permanent residential structures with secure tenure, ensuring internal and external privacy, and providing adequate protection against the elements, potable water, adequate sanitary facilities and domestic energy supply ”.

The delivery of housing in Nelson Mandela Bay provides an opportunity to transform the face, shape and form of the City and its settlements, reduce the effects of entrenched segregation and inequality, and provide rights to those citizens for whom these rights are not yet a reality.

The Municipality has failed to adequately respond to this opportunity, due to a variety of challenges:

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• A housing market in which poor households cannot participate. • An on-going housing affordability problem across various sub-markets, particularly the gap market. • Weak spatial planning and governance capabilities. • The high cost of well-located land for development, driving human settlements to the peripheral areas. • The inability to adequately respond to the diverse needs of low-middle income households. • The absence of a range of typologies and tenure types to support the needs of poor households. • The limited success of social housing to provide rental accommodation at scale. • The escalating cost of development for government, resulting in a reduced number of housing units delivered (National Department of Human Settlements Strategic Plan, 2015-2020).

Notwithstanding the legislative and policy obligations that influence the activities of the institution in providing human settlements, in order to be effective and deliver projects and programmes that are sustainable and integrated, the following aspects need to be addressed:

• Access to adequate accommodation that is suitable, relevant, appropriately located, affordable and fiscally sustainable. • Access to basic services such as water, sanitation, refuses removal and electricity. • Security of tenure, irrespective of ownership or rental, formal or informal structures. • Access to social services and economic opportunities within a reasonable distance.

In addressing the above aspects, a multi-disciplinary and collaborative approach with all relevant internal and external sectors is required. Alignment and integration between municipal directorates and other government departments is critical to the success and sustainability of human settlements interventions.

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It needs to be recognised that the Provincial Department of Human Settlements is responsible for the allocation of funding for housing development in the Nelson Mandela Bay area. This influences what can be achieved by the Municipality.

The key stakeholder group of the Municipality in providing human settlements is the most vulnerable, poverty-stricken and desperate citizens of society. Therefore, a priority area is to ensure the delivery of services to informal settlements and backyard shacks.

The reality that faces the Municipality in providing adequate housing is that not every citizen in need of a formal home, in a sustainable and integrated human settlement, will receive one in the short or even medium term. To mitigate this, the approach adopted to dealing with informal settlements is to focus on upgrading, de-densification and in situ development.

In addition, not every citizen is in need of a subsidised house. There are those who can benefit from other national housing or private initiatives, such as social housing and the Finance Linked Individual Subsidy Program (FLISP). The role of the Municipality is therefore to match citizens in need of homes to the appropriate available housing instruments, in collaboration with other role-players.

The NMBM Human Settlements Directorate is staffed not only with technical staff, but also project management and community development staff. These staff members are crucial to the success of delivery and are the bridge between the Municipality and local communities.

An important aspect in the provision of human settlements is the resolution of community conflicts, disputes and civil disturbances. The relocation of communities from emergency areas or after land invasions, or any highly emotive situations, requires particular facilitation, consensus building, conflict resolution and problem- solving skills. As the Human Settlements Directorate of the Municipality deals with the most vulnerable citizens, it is critically important to ensure the appropriateness of its approach to all aspects of human settlements delivery.

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In addition to the above, the Human Settlements Directorate inter alia performs the following functions:

• Land survey • Building control • Land use management and spatial planning • Development and support for human settlements delivery • Property and planning administration • Housing consumer education

5.5 Public Health

The purpose of the Public Health Directorate is to improve the health and quality of life of people and the environment through key strategic interventions, such as the prevention and treatment of pollution and diseases, and natural environment protection.

The Public Health Directorate is committed, through a process of community involvement, to rendering competitive services through developmental programmes to improve the quality of life of people within the Municipality by creating and maintaining a healthy and attractive environment.

Of extreme importance to the implementation of this mission are the legislative prescripts that provide the strategic placement and functioning of the Public Health Directorate to deliver efficient services to the people of this Municipality.

The Public Health Directorate’s functions inter alia include the following:

• Employee wellness. • Implementation of the Occupational Health and Safety Act. • Support of the Municipal Pound.

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• Planning and management of the Metropolitan Open Space System (MOSS) and parks. • Waste management. • Planning and management of cemeteries. • Pollution monitoring and control. • Mainstreaming of HIV/AIDS in municipal projects and programmes.

5.6 Economic Development, Tourism and Agriculture (EDTA)

The Nelson Mandela Bay Municipality is emerging as a city of rising opportunity. Nelson Mandela Bay is located along the Eastern Cape coastline and will therefore promote and invest in the Oceans Economy. Linked to this exciting opportunity is the opportunity to capitalise on the growth in the tourism sector in order that Nelson Mandela Bay can become a destination of choice for domestic and international visitors.

Nelson Mandela Bay is a major role-player in the economy of the Eastern Cape Province and its role in the economy thus goes beyond its own municipal boundaries.

Like many other urban areas of South Africa, Nelson Mandela Bay is challenged by extreme socio-economic disparity and poverty among large sections of the population. Against this backdrop, the NMBM is, like other South African local governments, faced with the challenge of ensuring that the lives of people in local communities are substantially improved; and this objective can only be achieved through inclusive economic growth and development.

This means that the Municipality must achieve the goals of economic growth, alleviation of poverty, as well as the general improvement of the quality of life of the people of Nelson Mandela Bay; and it is therefore important that Local Economic Development (LED) is implemented in such a way that it can achieve inclusive growth in order to redress the socio-economic imbalances in the Nelson Mandela Bay region.

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In this regard it is important that the Municipality facilitates the growth and diversification of the local economy through the attraction of new investments, skills development and the facilitation of an enabling environment for small business growth and job creation. In order to achieve this objective, the Municipality is committed to employment opportunities through the Expanded Public Works Programme (EPWP), strategic partnerships that enable empowerment through economic development and targeted industry support and cluster development. Furthermore, the Municipality has a responsibility to support the development of small businesses and emerging enterprises through incubation, training and development.

Support for the agricultural sector is also important so as to stimulate the local value chain of suppliers and the agro-processing industry. Creating an enabling environment to do business in Nelson Mandela Bay is a major focus area: by working together with other departments, cutting red tape and improving administrative efficiencies, Nelson Mandela Bay can become a globally competitive city.

The successful implementation of the Local Economic Development Strategy remains crucial to addressing the challenges of poverty and unemployment in Nelson Mandela Bay. The potential of LED to empower local citizens has gained popularity in many countries and cities. It is therefore vital that the City adopts and implements an appropriate LED approach that will grow the economy and also reduce poverty and unemployment.

After having conducted a thorough assessment of the state of the economy in the region and the challenges faced, several key lessons have been learnt. These include, but are not limited to, the approach in implementing LED projects, infrastructure development, and trade and investment facilitation and promotion. Further to the assessment done, the Municipality has comprehensively consulted with economic sectors to get inputs on how to best tackle the challenges faced in growing the economy.

The inputs from the economic sector sessions have provided critical direction for the growth and development of the Metro’s economy. The plan is to ensure that LED helps

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communities to realise lively, resilient and sustainable local economies in order to improve the quality of life for all.

Key to the creation of an “inclusive economy” is the focus on previously neglected areas such as the Uitenhage/Despatch area and various townships across the region. The City has placed strong emphasis on these areas, and various programmes and projects in this five-year plan are aimed at ensuring that economic development in these areas is given a priority.

The Municipality, in partnership with other stakeholders, will establish SMME Support Centres in various communities in order to ensure ease of access to SMME support services. The City therefore aims to implement projects and strategies to strengthen the city's economic inclusivity, protect vulnerable areas, and improve services and facilities for residents, businesses and visitors.

The next five years will cover two broad strategic approaches to local economic development, namely: a pro-market approach, based on business development, and a pro-poor approach, focusing on poverty reduction. The NMBM realises that both approaches are equally valid; each needs to be pursued to meet the needs of a wide range of stakeholders; and it is important to note that local development cuts across both strategic approaches of LED.

Nelson Mandela Bay holds great promise for accelerated growth, job creation, and poverty reduction over the next five years. In the full understanding that other external factors impact on the development and growth of local economies, the Municipality, through this five-year Plan, is determined to use its resources, and partner with other stakeholders, to develop the local economy, further reduce unemployment and tackle poverty. The Municipality will ensure the implementation of this Plan through various monitoring and evaluation processes.

The ultimate goal is to create an environment that inspires the confidence of business and communities and attracts job creating investments and initiatives, which will help to reduce unemployment and provide people access to life-changing opportunities.

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5.7 Sports, Recreation, Arts and Culture

The Municipality is committed to entrenching and further developing its reputation as a preferred sports destination and a competent host for local, national and international sporting events. Towards that end, it is vital that it upgrades, renews and augments existing sport facilities. A crucial area is the proper management of existing facilities, and, towards that end, the Municipality is establishing Facility Management Committees at its sport facilities.

As a water sports mecca and tourism city, the Municipality has prioritised the maintenance of recreational water quality standards at its three Blue Flag Beaches (three local beaches – Humewood, King’s Beach and Hobie – snatched the coveted Blue Flag status). The Blue Flag serves as an assurance to holiday-makers and tourists that the relevant beach is world class and offers safe, well managed facilities. The Municipality has also partnered with local swimming associations in presenting swimming lessons to local school-children, to prevent drowning at municipal beaches.

As part of its operations, the Municipality regularly hosts a number of key tourist and marketing events, such as the annual Splash Festival or National Pride Day celebrations, and is committed to ensuring compliance with relevant legislation.

Parallel to its commitment to entrench and grow the Municipality’s reputation as a competent host city for key provincial, national and international sporting and tourism events, the Municipality has prioritised the development and promotion of local sports talent and sports teams. Additionally, it is committed to develop the local arts, culture and creative industries sector, given its potential as a tool for social cohesion and nation building.

In order to promote its Destination City goal, the Municipality is committed to the maintenance and upgrading of major commercial sports infrastructure, the development of sport and recreation precincts, and the upgrading of leisure, recreational and beach facilities, as well as arts and cultural centres.

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Annually, the city hosts or supports a number of flagship events, national and international sports events, as well as arts and culture festivals, which serve to boost the local economy and promote the city’s reputation as an important events destination, such as the following:

• Standard Bank Ironman African Championship • Ironman 70.3 World Championships in 2018 • Mandela Festival • Summer Season Festival • Exterra Triathlon • Ebubeleni Festival • EP Athletics • Northern Arts Festival • Splash Festival • Heritage Week

These events are often realised through partnerships with local institutions in the private sector, sector stakeholders and NGOs. Examples are the aquatic, swimming and sports programmes that the Municipality hosts at local schools. As is evidenced by the number of arts and cultural events annually hosted or supported by the Municipality, the institution has prioritised the development of the local Arts, Culture and Creative Industries Sector, recognising its enormous potential for realising economic growth and development. A valuable new addition in the array of tourism attractions has been the NMBM Heritage Route, which has been prioritised for further development.

Its expanse of golden beaches is the prime tourist attraction of the City, which necessitates focus on the beach safety of holidaymakers and visitors. In this regard, the Municipality is committed to establishing and maintaining effective and well- supported partnerships with local lifesaving organisations.

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The City has a rich and diverse heritage and the Municipality has prioritised the commemoration and celebration of this heritage through programmes that promote redress and foster social cohesion.

The Municipality believes that instilling a culture of reading among residents and students is a vital prerequisite to transforming them into readers - essential to unlocking the doors to education and learning in the NMBM and promoting an informed public.

Municipal libraries play a vital role in our information-driven society and are extensively used by residents; both for academic research and recreational reading purposes. The upgrading and restoration of library facilities is an ongoing institutional commitment.

The Municipality is also mandated to promote the health and well-being of residents, and in this regard new sport and recreation facilities are being provided, while existing sport facilities are upgraded or rehabilitated.

The Municipality recognises that it is important to ensure the sustainable provision of water to its sports facilities and embraces research as the vital underpinning of the sustainable provision of services.

5.8 Safety and Security

The safety and security of local communities, residents, visitors, tourists and holidaymakers is a key focus area of the Municipality. To make the city safer, the institution provides a broad spectrum of services.

The emergency services that are provided to ensure the safety of all communities and visitors include disaster management, fire and emergency and security services, as well as traffic and licensing services.

Collaboration between all internal and external stakeholders, particularly law enforcement agencies, is maintained to identify potential threats and reduce or eliminate risks.

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The functions of a Municipal Police Service are provided for in terms of legislation and include the execution of traffic policing, the policing of municipal by-laws and regulations, as well as the prevention of crime.

A central communication centre provides for the effective and efficient coordination of disaster management services throughout the Municipality. Planning and training in disaster management operations are conducted on an on-going basis. The development of an integrated disaster management strategy and plan will address public awareness and the establishment of partnerships and satellite offices, as well as ensure that disaster risk assessment objectives are met.

The Municipality’s Fire and Emergency Services provides immediate and effective response to incidents. The implementation of an integrated Fire Safety Strategy will address aspects such as preventing the outbreak or spread of fires, fighting or extinguishing fires, the protection of life or property against fires and threatening danger, and the rescue of life or property from fire or other dangers.

Security Services provides for and coordinates all security related requirements in the Municipality. This includes the supervision of all municipal sites guarded by contract security services, armed escorts, security surveys and recommendations to directorates to prevent loss or potential loss, close protection services for senior officials, as well as integrated firearm management. All cases related to Council losses, theft, damage and/or misuse of assets are investigated, and outcomes are reported.

Traffic and Licensing Services promotes road safety through integrated and coordinated law enforcement initiatives. The services provided, include licencing, training of staff, municipal court services and the execution of traffic warrants.

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Two key Disaster Management related reports are available on the municipal website:

• Disaster Risk Assessment Report http://www.nelsonmandelabay.gov.za/datarepository/documents/qqGwV_DM %20Plan.pdf • Disaster Management Plan http://www.nelsonmandelabay.gov.za/Assets/leve_2_disaster_management_p lan_2010.pdf

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CHAPTER 6: DELIVERY PLAN

The Municipality’s Delivery Plan is informed by a new, delivery-focused political vision that has already brought change to Nelson Mandela Bay.

In order to ensure absolute alignment between the Budget, IDP and Strategic Objectives, the directorates have prepared comprehensive situational analyses, while the Mayoral Committee conducted extensive stakeholder engagements with residents and economic clusters.

Expressed in the form of six pillars and nineteen strategic objectives, this Chapter depicts the practical implementation of this political vision, realised and measured through a number of strategic outcome-, output- and impact-based key performance indicators.

The City Manager, as the Metro’s Accounting Officer, will oversee the performance management process of translating this IDP into an activity-based Service Delivery and Budget Implementation Plan (SDBIP), for which he is responsible.

The successful translation of the political vision into administrative action will result in a Nelson Mandela Bay that is an iconic, friendly, ocean city driven by innovation, service excellence and economic development – a destination of choice.

THE WELL RUN CITY

This pillar pertains to all initiatives that cater for meeting the standard operational expectations of the Municipality, including initiatives that address the Human Resources component, systems, accountable governance and the financial viability of

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the institution. In The Well Run City, monitoring and evaluation informs decision making and provides information for accountability and performance improvement.

A culture of excellence among staff and institutional systems and processes is strived for. In the Well Run Nelson Mandela Bay, all basic services are delivered to expectation and the City sets the benchmark for transparent governance and financial viability, and the eradication of corruption.

Objectives:

• Transforming the institutional systems, processes and organisational structure to one of high performance in order to effectively deliver basic services to a well-run city. • Changing the way we think about and approach our work and ensuring that the Municipality is staffed with the right people for the right jobs with the right attitudes. • Ensuring financial prudence and transparent governance and working towards eradicating corruption.

Key directorates that play a role in realising these strategic objectives:

Corporate Services –

Corporate Services is the primary custodian of all human resources policies and procedures within the institution. This Directorate will be responsible for the implementation of an integrated ICT platform, which will include a Wi-Fi enabled environment, and for driving a performance driven culture. More importantly, the Directorate will ensure the provision of communication initiatives and services to ensure that the public is well informed of municipal programmes, services and events. This all speaks to creating a well-run administration.

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Chief Operating Officer –

The Office of the Chief Operating Officer will ensure that all institutional strategies are aligned to the IDP and long-term strategy, provide for the coordination of sectoral activities within the Metro, identify potential and/or existing control weaknesses, assess the adequacy of the control governance processes in the institution, and recommend remedial actions. This will create an accountable and transparent institution, which can place its focus on enhanced service delivery.

Water, Sanitation, Electricity and Energy, Fleet Management -

A key part in delivering a Well Run City is having an efficient water and sanitation system, mandated by the Department of Water and Sanitation. The City will monitor trade effluent discharges, and ensure that water distribution and reticulation and wastewater conveyance are conducted at reservoirs and pump stations; this will be constantly improved by integrating new and innovative technologies into water delivery plans to ensure optimal and sustainable water delivery.

THE OPPORTUNITY CITY

The Opportunity City delivers on well-planned initiatives to enable and cultivate job creation and economic opportunity, develop competitive advantage, and ensure access to skills. The Opportunity City is competitively differentiated as a destination city for business, tourism and investment. Strategic partnerships with the private and non-profit sectors thrive. Opportunity City initiatives secure the development of a diversity of sectors, which range from marine manufacturing, urban agriculture and agri-processing, to the cultural and creative industries. Infrastructure led growth is properly planned and invested in and effective service provision for roads, public transport and mobility ensures universal access to the Opportunity City.

The Opportunity City ensures efficiency in municipal process so that development is not hamstrung or hindered in any way. Planning processes, land use applications,

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connection to utilities, issuing of rates clearance certificates and conducting environmental impact studies need to be modernised, streamlined and fast-tracked.

Entrepreneurship is encouraged in an Opportunity City; the informal economy should be supported and serviced in order to facilitate economic growth. Informal traders should feel safe to conduct business in clean and well-defined public spaces where by-laws are enforced and adhered to.

Nelson Mandela Bay, the Opportunity City, is a proudly iconic and global city that does the legacy of Nelson Mandela proud.

Objectives:

• Growing and diversifying the local economy through the attraction of new investment, skills development and facilitation of an enabling environment for small business growth and job creation. • Facilitating and promoting infrastructure led growth, development and tourism. • Executing existing and designing and implementing new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment – including through strategic partnerships. • Developing an effective integrated public transport system that promotes access to opportunity through mobility.

Key directorates that play a role in realising these strategic objectives:

Economic Development, Tourism and Agriculture –

The City under this Directorate plans to ensure that Local Economic Development helps communities to realise a lively, resilient and sustainable local economy in order to improve the quality of life for all. This will be achieved by growing and diversifying the local economy through the attraction of new investment, skills development and the facilitation of an enabling environment for small business growth and job creation. Government processes involved in investment and development will be made more efficient, and the informal economy will be supported.

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THE SAFE CITY

This pillar speaks to all initiatives that address safety and security. It also includes those that create environmental safety, as well as safety for residents and tourists. This pillar must also be aligned with the disaster management plans of the Metro.

In the Safe City, all communities, residents and visitors of Nelson Mandela Bay enjoy the basic freedom of not only being safe, but of feeling safe. The Safe City’s Metro Police are trusted, accessible, well-trained and suitably equipped, and protect the communities they serve with pride. Fire and Emergency Services in the Safe City are properly prepared to ensure that any disaster, natural or otherwise, is capably addressed. In the Safe City, the need for the delivery of well-maintained street lights to all communities is a top priority. In the Safe City, the Municipality partners with communities to eradicate illegal connections - and with civil organisations to ensure that residents and visitors enjoy access to adequately life-guarded public beaches and pools.

Residents that fall victim to drug and substance abuse should be supported, and awareness needs to be created around this societal challenge. Drug and substance abuse leads to and is the cause of many related criminal activities that are addressed in a Safe City.

In the Safe Nelson Mandela Bay, bylaws are fairly enforced and measures are set in place to ensure that cattle are kept off roads at night. Safe working conditions are ensured for all municipal employees.

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Objectives:

• Delivering well-resourced and capacitated policing and emergency services in order to ensure the safety of all communities and visitors. • Providing infrastructure that improves the safety of communities and visitors. • Improving the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships.

Key directorates that play a role in realising these strategic objectives:

Safety and Security –

In an effort to ensure the safety of all communities and visitors, this Directorate aims to deliver well-resourced capacitated policing and emergency services, as well as sound infrastructure. This shall be further enhanced through community, industry and civil organisation partnerships. The fight against drug and substance abuse will be prioritised and victims will be supported.

THE INCLUSIVE CITY

This pillar relates to initiatives that promote equality and social cohesion and that enable informal means of mobility between communities. The objectives under this pillar strive for the integrated access to and delivery of a single community city (pedestrian bridges, social cohesion promoting events, etc.). Deliverables are concerned with the promotion of redress, transformation and employment equity. Projects such as those providing communal grazing land could also be considered inclusive (from a cultural perspective).

Delivery to an Inclusive City means delivery that speaks to the maturity of our society as a collective community, and celebrated in all its diversity : One City One Future. The Inclusive Nelson Mandela Bay is a well-connected city. It delivers integrated

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access to a single-community city. It has properly planned infrastructure and a built environment that enables informal means of mobility between communities, including pedestrian bridges and connective “corridor” routes.

In the Inclusive City, responsive governance is delivered through effective public participation and the provision of communication channels that deliver the accessibility of the Municipality to all residents. The Inclusive City is served by properly functioning Ward Committees.

The Inclusive City proactively promotes redress and delivery on transformation objectives. Productive relationships are cultivated with organised labour, ensuring that all decisions are inclusively informed. Participatory governance is also reinforced in the Inclusive City, through developmental municipal management systems and processes, through which all employees are empowered to contribute to the successful delivery of the IDP.

Many of our residents still live in underserviced parts of the City with no access to even basic services – or access to rudimentary services only. In an Inclusive City, this legacy of Apartheid is redressed and the previous government’s maladministration is turned around on a systematic basis. Informal settlements need to be upgraded to improve the delivery of basic services and therefore the quality of life of residents living in those areas.

United in its diversity, the Inclusive City actively ensures that the cultural, traditional, ancestral and struggle heritage of our communities is respected and appropriately commemorated. In the Inclusive Nelson Mandela Bay, projects that pay homage to our heritage, including the renaming of streets, are properly consulted and budgeted for.

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Objectives:

• Ensuring responsive governance through consistent public participation, effectively functioning and supported Ward Committees, and the creation of an environment in and systems through which participatory and responsive governance can thrive. • Spatial and built environment developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay. • Delivering on transformation objectives, promoting redress and fostering social cohesion.

Key directorates that play a role in realising these strategic objectives:

Human Settlements –

Integrated development is a key priority in creating an Inclusive City. Nelson Mandela Bay still suffers from Apartheid-era spatial planning, and many communities are therefore separated and secluded from the larger City. Innovative spatial development and housing solutions will be utilised to address this challenge.

Roads and Transport –

An Inclusive City is well connected and offers adequate infrastructure and public transport to residents. The continued development of the IPTS plays an important role in improving connectivity and ensuring that people from different communities can travel easily throughout the City. Well-maintained road networks create a more inclusive and connected Nelson Mandela Bay.

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THE CARING CITY

In the Caring City, equality is strived for through ensuring that all residents have access to delivery that promotes their well-being. Access to affordable housing and the provision of dignified housing is properly planned for to ensure maximum possible delivery within the funding available. Dignified sanitation and waste management are a reality for all households.

In the Caring Nelson Mandela Bay, indigent communities are adequately supported and food security programmes and community gardens are fully operational. Social services and social development programmes are prioritised. In ensuring the well- being of residents, the Caring City delivers libraries and sports and recreational facilities that are accessible to all communities. Through effective cleansing programmes, greening initiatives and the provision of well-maintained public parks, every resident is able to feel proud of the community he or she lives in.

In the Caring City, occupational health and wellness for all municipal employees is ensured.

Through the delivery of Public Health services, cemeteries are well managed and planned, and the proper management of the environment is practised.

Objectives:

• Providing for the social needs of communities and the empowerment of vulnerable people through the provision of access to social services, social development programmes and indigent support. • Promoting the health and well-being of all communities through the spatially equitable provision of social infrastructure. • Providing effective general environmental and public health services.

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• Providing dignified housing and sanitation and accelerating access to improved services to indigent households in order to create safe and decent living conditions for all residents.

Key directorates that play a role in realising these strategic objectives:

Human Settlements –

The City aims to upgrade informal settlements by providing housing opportunities to qualifying residents. Appropriately located, affordable and fiscally sustainable housing opportunities will be prioritised by the City. A back-yarder programme will also be initiated, in terms of which basic services will be extended to not only formal houses, but also to residents residing in backyard structures.

Sport, Recreation, Arts and Culture –

Although sport and recreation speaks to Nelson Mandela Bay’s attractiveness as a preferred sport destination, this Directorate plays an important role in creating a Caring City that offers quality facilities and events for residents to get involved in positive recreational activities. Social services in the form of well-maintained public sport and cultural facilities are crucial in creating a Caring City that looks after the well-being of its residents.

Public Health –

Public health is an important aspect of a Caring City that leads to the improved quality of life of residents. Community involvement is critical in delivering competitive primary health care facilities and taking care of the environment.

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THE FORWARD THINKING CITY

The Forward Thinking City is concerned with institutional innovation, support for research and development, and plans for future sustainability. The Forward Thinking City ensures multi-generational planning that promotes sustainable economic growth through the optimal use and development of technology.

The Forward Thinking City strives for its environmental sustainability through proactive planning, and the conservation of resources and the natural and built environment.

Objectives:

• Ensuring multi-generational planning that promotes sustainable economic growth through research and development, innovation, and the optimal use and development of technology. • Developing an environmentally sustainable city through proactive planning and the conservation of resources and the natural and built environment.

Key directorates that play a role in realising these strategic objectives:

Chief Operating Officer –

The Office of the Chief Operating Officer is tasked with the management and implementation of long-term strategy in order to create an administration that focuses on long-term development and success.

Economic Development, Tourism and Agriculture –

A longer-term view of economic development in Nelson Mandela Bay involves facilitating the growth of industries that are labour absorptive and will change the growth trajectory of the City substantially. The oceans economy, tourism and the close

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proximity of the Coega Industrial Development Zone position Nelson Mandela Bay for accelerated future economic growth.

The table below reflects the Key Performance Areas of this IDP as part of the Performance Management System of the Municipality. It is usual to include only what are recognised as strategic indicators at the level of the Integrated Development Plan. Other indicators would be cascaded down to the Service Delivery and Budget Implementation Plan (SDBIP) and Performance Agreements of Officials.

For the purposes of this IDP, however, some indicators have been included at this level based on their strategic significance. These are:

Doing business in South Africa indicators : These have arisen as a result of the national report that measures the competitiveness of cities in South Africa from time to time. This indicator is important from a strategic perspective, as the Nelson Mandela Bay Municipality is striving to be competitive.

Statistical indicators: These indicators are included to monitor strategic trends over time. Once a trend has been established, performance indicators will be devised for inclusion in subsequent IDPs.

It should be noted that in terms of the aforementioned indicators, the 2017/18 financial year will be utilised to establish and verify reporting systems and determine accurate baseline information to inform targets to be set for the outer years.

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THE WELL RUN CITY In the Well Run City, monitoring and evaluation inform decision making and provide information for accountability and PILLAR 1 performance improvement. A culture of excellence among staff and institutional systems and processes is strived for. In the Well Run Nelson Mandela Bay, all basic services are delivered to expectation and the city sets the benchmark for transparent governance, financial viability and the eradication of corruption.

Transform the institutional systems, processes and organisational structure to one of high performance in order to STRATEGIC OBJECTIVE 1.1 effectively deliver basic services

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL NT IDP NT SDBIP TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of 97% 98% 100% 100% 100% Percentage of 100% I&E

households with households (both N/A (W&S) access to basic formal and WS1.1 sanitation informal) provided with access to a basic level of sanitation % completion of 50% I&E

the Coega Kop N/A (W&S) Boreholes exploration Improvedaccess sanitation to KPA 1: KPA BASIC SERVICE DELIVERY

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of basic Baseline Statistical Statistical Statistical Statistical Average Within 24 CM N/A service delivery N/A currently indicator: indicator: indicator: indicator: turnaround time hours complaints/fault being Number of Number of Number of Number of for dealing with reported established basic basic basic basic basic service

DELIVERY service service service service delivery delivery delivery complaints (from Customer Care delivery delivery complaints/ the date of receipt complaints/ complaints/ complaints/ fault of the complaint to fault fault fault reported the date of will be reported reported reported feedback to the KPA 1: KPA BASIC SERVICE Public Public Accountabilityand calculated will be will be will be complainant) annually calculated calculated calculated annually annually annually

% achievement New KPI – 80% 80% 80% 80% % achievement of 80% CM N/A of the Mandela N/A Baseline the Mandela Bay Bay will become Development Development available on Agency's 2018/19 Agency's 30 June Key Performance 2018/19 Key 2018 Indicators Performance reflected in the Indicators Mandela Bay reflected in the Development Mandela Bay Agency Business Development Plan Agency Business Plan

MandelaBay Development Agency

KPA 1: KPA BASIC SERVICE DELIVERY

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of 100% 100% 100% 100% 100% Percentage of 100% I&E

households with households (both N/A (W&S) access to basic formal and WS2.1 water supply informal) provided with access to a basic water supply (including households within a 200m radius of a standpipe) Improvedaccess water to KPA 1: KPA BASIC SERVICE DELIVERY Number of new 3000 I&E water connections In line with (W&S) meeting minimum Housing

standards WS2.11 Programm e

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Frequency of 708 675 650 600 550 Percentage of 100% I&E sewer wastewater and (W&S) blockages sanitation WS3.1

complaints / WS3.11 callouts responded to within 24 hours (sanitation / wastewater)

Average number I&E

of days taken to N/A (W&S) unblock a stormwater (revisedcontinuity from services) of

KPA 1: KPA BASIC SERVICE DELIVERY blockage (from the date that the stormwater blockage is reported to the Improvedquality water of andsanitation services date that the blockage is unblocked)

Frequency of 69 65 60 55 50 Percentage of 100% I&E mains failures complaints/ (W&S) callouts WS3.2

responded to WS3.21

DELIVERY within 24 hours (water)

Frequency of 15 13 12 10 8 continuity services) of unplanned

KPA 1: KPA BASIC SERVICE water service WS3.3 interruptions Improvedquality water of and sanitationservices (revised from

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of 99% 100% 100% 100% 100% % compliance with 100% I&E

Drinking Water the drinking water N/A (W&S) Compliance to standards in line WS4.1 SANS241 with South African National wastewater) Standards 241 KPA 1: KPA BASIC

water (including water (SANS 241) Improvedquality of SERVICEDELIVERY

Percentage of 75% 75% 80% 85% 85% Percentage of 100% I&E Wastewater industries with (W&S) samples trade effluent WS4.2

compliant to inspected for WS4.21

DELIVERY water use compliance licence conditions Percentage of I&E

(includingwastewater) wastewater safely (W&S) KPA 1: KPA BASIC SERVICE Improvedquality water of treated

WS4.22

Percentage of 42.2% 40% 37% 35% 30% % non-revenue I&E

non-revenue water (water that N/A (W&S) water has entered the WS5.1 supply system but is lost before sustainability reaching the KPA 1: KPA BASIC Improvedwater consumer) SERVICEDELIVERY

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Total water Litres per Litres per Litres per Litres per Litres per % real water 32% I&E

losses connection connection connection connection connection losses as defined N/A (W&S) per day per day per day per day per day by the WS5.2 resulting in resulting in resulting in resulting in resulting in International

DELIVERY 39.9% 37% losses 34% losses 30% losses 30% losses Water Association losses (physical losses of water from the distribution system, including leakage and KPA 1: KPA BASIC SERVICE storage overflows) Improvedwater sustainability

Road transport I&E

fuel usage per N/A (R&T)

capita EE4.3 energy Improved SERVICE

DELIVERY sustainability KPA 1: KPA BASIC

Non-motorised 0.15% of 0.13% of 0.12% of 0.12% of 0.11% of Length in km of 4KM I&E transport paths NMT paths NMT paths NMT paths NMT paths NMT paths non-motorised (R&T) and lanes as a (4,75KM as (4KM as a (3,8KM as (3,6KM as (3,4KM as transport paths TR1.2 TR1.21

transport percentage of a percentage a a a built

DELIVERY the total percentage of total percentage percentage percentage municipal road of total municipal of total of total of total Number of 2 I&E network length municipal road municipal municipal municipal pedestrian bridges (R&T) road network road road road constructed (includingeducation network length)t network network network length)t length)t length)t length)t m² of verges / 30000m² I&E KPA 1: KPA BASIC SERVICE sidewalks (R&T) trips) from private public to Modal shift Modal of weekday trips transportand non-motorised rehabilitated.

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage 20% 20% 20% 20% 20% I&E share of (R&T)

monthly TR2.1 household income spent on public transport, for households using public transport KPA 1: KPA BASIC SERVICE DELIVERY Improvedaffordability of transportpublic

Total per capita 251 litres 250 litres 240 litres 230 litres 220 litres Water I&E consumption of per capita per capita per capita per capita per capita connections (W&S) water per day per day per day per day per day metered as a

WS5.3

percentage of total WS5.31

DELIVERY connections

% quarter - to - I&E

quarter reduction N/A (W&S) in water meters

KPA 1: KPA BASIC SERVICE that have reached or exceeded their

Improvedwater sustainability design life

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage Number of meters I&E

water reused procured and N/A (W&S) installed to meter WS5.4 recycled water DELIVERY sustainability

Improvedwater KPA 1: KPA BASIC SERVICE

Percentage of 0% 50% 55% 60% 65% Number of CCTV 50 I&E

respondents cameras installed N/A (R&T)

indicating that TR4.1 in the IPTS busses they believe and operational

DELIVERY public transport trunk routes to be "safe" Number of visible 15 I&E

Security N/A (R&T) personnel public transportpublic services KPA 1: KPA BASIC SERVICE

Improvedsatisfaction with deployed on the IPTS bus routes

Percentage of 0% 50% 55% 60% 65% Percentage of 70% I&E respondents municipally- (R&T)

indicating that TR4.2 contracted

they believe scheduled bus TR4.21

DELIVERY public transport services 'on time' to be "reliable" public transportpublic services KPA 1: KPA BASIC SERVICE Improvedsatisfaction with

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of Percentage of I&E rk

overall N/A unsurfaced road (R&T) municipal road graded network that is TR6.11 unsurfaced Km of unsurfaced 7km I&E

roads graded N/A (R&T)

Km of gravel roads 14km I&E

tarred N/A (R&T)

Km of surfaced 10.8km 10.7km 10.7km 10.7km 10.7km Percentage of 0.37% I&E

municipal road N/A surfaced (R&T) lanes which has municipal road TR6.12 KPA 1: KPA BASIC SERVICE DELIVERY been resurfaced lanes which has and resealed been resurfaced and resealed m² of roads 65000 m² I&E

rehabilitated / N/A (R&T) resealed /

A robust, A well maintainedroad stormwater and netwo resurfaced

% of reported 75% I&E

potholes repaired N/A (R&T) within 72 hours after inspection

Number of 2 I&E

stormwater ponds N/A (R&T) aesthetically rehabilitated for flood detention

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage of Number of streets HS

roads N/A marked / signed unmarked/ N/A unsigned SERVICE

DELIVERY A robust, A well KPA 1: KPA BASIC stormwater network maintainedroad and

Households 25% 25% 25% 25% Free Basic 25% E&E receiving Free Electricity

Basic Electricity EE2.1 provision levels as as a percentage a percentage of EE2.11 electricity

DELIVERY of all total residential households with electricity electricity provision (in terms connections of MWh) Improvedaffordability of KPA 1: KPA BASIC SERVICE

Percentage of 20% 20% 20% 20% low-income

households that EE2.2 spend more Improved electricity SERVICE

DELIVERY than 10% of

affordability of their monthly KPA 1: KPA BASIC income on electricity

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage of 100% 100% 100% 100% 100% Number of 1500 E&E households with dwellings provided EE1.1

access to with connections EE1.11 electricity to the mains electricity supply by the Municipality

Improvedaccess electricity to

KPA 1: KPA BASIC SERVICE DELIVERY

Number of 10 E&E dwellings provided

with connections EE1.12 to the mains electricity supply by Eskom within municipal jurisdiction

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) System On 30 Percentage of all 30% within E&E Average November unplanned 1.5 hours

Interruption EE3.1 2017, outages that are Duration Index Council restored to supply EE3.11

approved within industry 60% within

the standard 3.5 hours

appointmen timeframes 90% within

t of a 7.5 hours

service 98% within provider 24 hours Customer who will be 99% above Average able to 24hours assist with

Interruption EE3.2 Duration Index keeping KPA 1: KPA BASIC SERVICE DELIVERY municipal

Improvedreliability of electricity service database for customers for each circuit. The Municipality currently does not have the database of customers that are served with electricity on a single circuit

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% year-to-year 8% E&E

N/A reduction in electrical power N/A outages on the Improved SERVICE DELIVERY reliabilityof high voltage network (lasting KPA 1: KPA BASIC more than two electricityservice hours)

% of main street 96.5% 10% 97.5% 9.8% 98.5% Conducting an By E&E

and area lights N/A audit to determine September operational the number of N/A 2018 throughout the main street and year area lights

Average number 45 days E&E

of days taken to fix N/A reported street light faults (from

Improvedelectricity sustainability the date that the fault is reported to KPA 1: KPA BASIC SERVICE DELIVERY the date that the street light is fixed)

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) System On 30 Percentage of 100% E&E Average November Planned Electricity

Interruption EE3.3 2017, and Energy Frequency Council Maintenance EE3.21 Index approved Performed the appointment of a service provider who will be able to assist with keeping municipal

KPA 1: KPA BASIC SERVICE DELIVERY database

Improvedreliability of electricity service for customers Customer for each Average circuit. The Municipality

Interruption EE3.4 Frequency currently Index does not have the database of customers that are served with electricity on a single circuit KPA 1: KPA BASIC SERVICE DELIVERY Improvedreliability of electricity service

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Renewable 1% 1% 1% 1% 1% Total renewable 32MW E&E energy capacity energy capacity

available within EE4.1 available through the municipal Independent EE4.11 jurisdiction as a Power Producers percentage of Installed capacity 5MW E&E Eskom supply of embedded capacity to the generators on the Municipality municipal EE4.12 distribution network Renewable 4% E&E Improvedenergy sustainability energy production as a percentage of N/A

KPA 1: KPA BASIC SERVICE DELIVERY total energy consumption Percentage 13,8% 12,8% 11,3% 9,3% 9,0% E&E total electricity N/A N/A

losses EE4.4 Improvedenergy sustainability KPA 1: KPA BASIC SERVICE DELIVERY

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage of 6.3% 6.3% 6.3% 6.3% 6.3% Number of Sub- 3 E&E

technical N/A stations upgraded electricity through the N/A losses installation of voltage and sustainability current KPA 1: KPA BASIC transformers and Improvedenergy associated

SERVICEDELIVERY metering equipment % non-technical 5.5% of the 7.5% of the 7.5% of the 7.5% of the 7.5% of the % reduction in 7.5% of the E&E

electricity N/A total total total total total non-technical total losses electricity electricity electricity electricity electricity electricity losses N/A electricity (electricity losses losses losses losses losses (electricity losses losses losses as a as a result of non- result of non- technical causes technical attributed to either causes electricity theft / attributed to non-metered either electricity electricity / meter theft / non- tampering / meter metered failures and/or Improvedenergy sustainability electricity / illegal meter connections)

KPA 1: KPA BASIC SERVICE DELIVERY tampering / meter failures and/or illegal connections)

Tonnes of 0.03 0.03 0.03 0.03 0.03 PH municipal solid waste sent to N/A

landfill per ENV2.1 SERVICE Minimised DELIVERY solidwaste capita KPA 1: KPA BASIC

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Tonnes of Tonnes of PH municipal solid municipal solid waste diverted waste diverted N/A

from landfill per ENV2.2 from landfill per

SERVICE Minimised DELIVERY solidwaste capita capita KPA 1: KPA BASIC

Total collected 0.02 0.02 0.02 0.02 0.02 Tonnes of 0.02 PH

municipal solid municipal waste N/A waste per capita disposed of

ENV2.3 through landfill Minimised DELIVERY solidwaste alternatives

Number of 1 site PH

transfer sites N/A KPA 1: KPA BASIC SERVICE upgraded for recycling

Kilometres of Km of roadsides PH

roadsides swept N/A swept annually N/A (calculating the

DELIVERY studied street sweeping

beats) KPA 1: KPA BASIC SERVICE EffectiveWaste Management

144

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of 100% 100% 100% 100% 100% Percentage of 100% PH households with known informal basic refuse settlements

removal ENV3.1 receiving services or integrated waste ENV3.11

Management better handling services KPA 1: KPA BASIC EffectiveWaste Percentage or 100% PH N/A SERVICEDELIVERY number of known formal settlements Waste removal receiving complaints due integrated waste to non- handling services

collection as a ENV3.2

SERVICE

DELIVERY percentage of

Management total consumer KPA 1: KPA BASIC

EffectiveWaste units/billed accounts Number of 20% 25% 25% 25% 25% % of illegal 25% PH N/A N/A

illegal dumping dumping sites fines issued as cleared of either / a percentage of or domestic waste

DELIVERY the total number or construction of illegal rubble or building dumping reports rubble within the and tip-offs timeline specified received in the NMBM KPA 1: KPA BASIC SERVICE Service Delivery Charter EffectiveWaste Management

145

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage of 0.14% 0.14% 0.14% 0.14% S&S fatal crashes TR6 attributed to N/A

network road and SERVICE

DELIVERY environmental factors KPA 1: KPA BASIC municipalroad Improvedquality of

Road Traffic 24 24 24 24 Number of metro 50 S&S Fatalities Per police ghost N/A N/A

100 000 Of The TR7.1 squad vehicles in Population place

Number of road 48 S&S KPA 1: KPA BASIC blocks held roadblocks Improvedquality of SERVICEDELIVERY municipalroad network Average 5 5 5 5 % quarter - to - S&S number of quarter increase in N/A N/A

fatalities per TR7.2 the number of fatal crash roadworthy tests

DELIVERY conducted road network road KPA 1: KPA BASIC SERVICE Improvedquality of municipal

146

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Functionality of 100% 100% 100% 100% Implementing a By June CS prescribed Council 2019 municipal Committee N/A structures (as GG4.2 Structure defined in reporting and Governance Municipal monitoring system Structures Act 117 of 1998) TRANSFORMATION DEVELOPMENT AND Percentage of 80% 80% 80% 80% EffectiveCommunications

Regular Council N/A resolutions implemented Platformsfor Capably Responsive

KPA 2: MUNICIPAL INSTITUTIONAL per year % year-to-year Average of 5 % 10% 10% 10% Upgrading of the By June CS

increase in the N/A 200,000 increase increase increase increase NMBM website 2019 number of visitors per N/A unique visitors month to the NMBM during website 2017/18 INSTITUTIONAL KPA 2: MUNICIPAL TRANSFORMATION DEVELOPMENT AND Platformsfor Capably ResponsiveGovernance EffectiveCommunications

% positive Estimated 80% 80% 80% 80% Number of CS N/A media coverage N/A to stand at proactive media AND on the 107 at the statements issued Capably Effective Municipality end of June 2018 Responsive Governance Platformsfor INSTITUTIONAL DEVELOPMENT Communications KPA 2: MUNICIPAL TRANSFORMATION

147

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL

IDP NT SDBIP NT TARGET DIR REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of 1 1 1 1 Number of 7 S&S

unmanned N/A vacancies filled at customer the traffic and N/A service teller licensing centre

DELIVERY desk days per year at traffic and licensing

Customer Service centres Operationalisation By June S&S of the Motherwell 2019 Traffic and KPA 1: KPA BASIC SERVICE Public Public Accountabilityand Licensing Centre

% reduction in 25% 30% 35% 40% % of users 25% CS N/A Information N/A reduction reduction reduction reduction migrated from Communi- Novell to cations MicroSoft DELIVERY Telecommuni- cations (ICT) operational ImprovedMunicipal

Operational Efficiency costs as a result

KPA 1: KPA BASIC SERVICE of ICT systems improvements CentralisedICT Systemsfor

148

Strategic Objective 1.2 Ensure that the Municipality is staffed throughout with a motivated, committed and capable workforce

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET NT NT REF KPA KPE INDICATOR REF INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% of the 0.0630% 0.0945% 0.0945% 0.0945% 0.0945% % of the 0.0945% CM

Municipality's N/A Municipality's N/A budget actually budget actually spent on spent on implementing its implementing its Workplace Workplace Skills

MANAGEMENT Skills Plan Plan Implementation NMBM NMBM NMBM NMBM NMBM Implementation NMBM CM N/A of Performance N/A Performance Performance Performance Performance Performance of Performance Performance

capabilityand excellence Management Management Management Management Management Management Management Management System for all System System rolled System rolled System rolled System rolled System for all System employees in rolled out to out down to out down to out down to down to TASK employees in rolled out NMBM Director TASK Grade TASK Grade TASK Grade Grade NMBM down to Level 15 14 12 10 TASK Grade 15

KPA 4: KPA MUNICIPAL FINANCIAL VIABILITYAND Institutionalhuman resources capacity, compliance,

149

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BASELINE TARGET TARGET TARGET TARGET KPA KPE IDP (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) SDBIP 2018/19 IMPL INDICATOR INDICATOR TARGET DIR NTREF NTREF

Functional and "As is" Micro Existing Job Organisational Organisational Developing a By June CS

compliant N/A structure in Organizational descriptions structure in structure in micro structure 2019 Organisational place Structure reviewed in place and place and with supporting N/A Structure with approved by line with operational operational Job Job Council and approved Descriptions in Descriptions as JD developed organizational line with Section defined in the in line with the structure and 66 of the MSA MSA, Section approved approved job

CIPALINSTITUTIONAL 66 micro descriptions organizational structure

N/A Number of work CS

KPA 2: KPA MUNI stoppages N/A

Compliance, Capabilityand Excellence occurring per InstitutionalHuman Resources Capacity, quarter (per DEVELOPMENT TRANSFORMATION AND directorate)

150

Strategic Objective 1.3 Ensure financial prudence and transparent governance and work towards eradicating corruption

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Audit Opinion Qualified Unqualified Unqualified Unqualified Unqualified Number of repeat 0 CM Audit audit report audit report audit report audit report audit findings Opinion in received received received received GG3.1

respect of from the from the from the from the GG3.11 2016/17 Auditor Auditor Auditor Auditor General General General General % year-to-year 25% CM PARTICIPATION

reduction in N/A reduction unauthorised/ fruitless/ irregular/ wasteful expenditure as reported in the

More effective More city administration Auditor General Report Achieving risk By June CM

maturity level 3 in N/A 2019 line with National KPA 5: KPA GOOD GOVERNANCE AND PUBLIC Treasury standards

151

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of Baseline Statistical Statistical Statistical Statistical Number of active 0 CM alleged fraud currently indicator: indicator: indicator: indicator: suspensions longer and being number of number of number of number of than three months GG5.1

corruption established fraud and fraud and fraud and fraud and GG5.11 corruption cases corruption corruption corruption corruption reported per cases cases cases cases KPA 5: KPA GOOD 100 000 reported per reported per reported reported per population 100 000 100 000 per 100 000 100 000

GOVERNANCEAND population population population population will be will be will be will be PUBLIC PARTICIPATION

Zerotolerance fraud of and calculated calculated calculated calculated annually annually annually annually Number of Baseline Statistical Statistical Statistical Statistical Quarterly salary bill R-value of CM dismissals currently indicator: indicator: indicator: indicator: of suspended salaries of for fraud and being number of number of number of number of officials suspended GG5.2

corruption established dismissals dismissals dismissals dismissals GG5.12 officials per 100 000 for fraud and for fraud and for fraud for fraud and (acceptable population corruption corruption and corruption cost based reported per reported per corruption reported per on 100 000 100 000 reported 100 000 historical population population per 100 000 population trend) will be will be population will be

PUBLIC PARTICIPATION calculated calculated will be calculated annually annually calculated annually annually

KPA 5: KPA GOOD GOVERNANCE AND Zerotolerance fraud of andcorruption

152

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of Baseline Statistical Statistical Statistical Statistical % of cases 100% CM

convictions currently indicator: indicator: indicator: indicator: processed which N/A for bribery being number of number of number of number of have been reported and/or GG5.3 established convictions convictions convictions convictions through the ethics corruption corruption by for bribery for bribery for bribery for bribery hotline and been city officials and/or and/or and/or and/or identified for per 100 000 corruption by corruption by corruption corruption by investigation population city officials city officials by city city officials per 100 000 per 100 000 officials per per 100 000 population population 100 000 population

Zerotolerance fraud of and will be will be population will be calculated calculated will be calculated KPA 5: KPA GOOD GOVERNANCE AND AND PUBLIC PARTICIPATION annually annually calculated annually annually Growth rate 2016/17 Zero growth Zero growth Zero growth Zero growth Number of fleet 55 CM N/A in the annual N/A External rate rate rate rate purchased rand amount Non- spent on Passenger external Vehicle Hire rental fleet Vatable: R24,176,404 External ResourceEfficiency

AND AND MANAGEMENT Passenger Vehicle Hire (No Vat): R174,524 Equipment and Machinery: R16,035,695

KPA 4: KPA MUNICIPAL FINANCIAL VIABILITY

153

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% of the 97.50% 95% 95% 95% 95% % of the 95% CM

Municipality’s N/A Municipality’s N/A Capital Capital Budget Budget actually spent actually spent % of the 3.32% 3% 3% 3% 3% % of the 3% CM N/A Municipality’s N/A Municipality’s approved approved Operating Operating Budget spent on Budget spent repairs and

Sound financial Sound management on repairs maintenance and maintenance

Value spent R109 million Statistical Statistical Statistical Statistical % reduction in value CM N/A on N/A in respect of indicator – indicator – indicator – indicator – spent on outsourced outsourced 2016/17 value of value of value of value of professional / professional / financial outsourced outsourced outsourced outsourced consultancy consultancy year professional professional professional professional services services / consultancy / consultancy / / services will services will consultancy consultancy be calculated be calculated services will services will annually annually be be calculated calculated annually annually

Sound financial Sound management

154

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% in lost % implementation of 100% CS work hours the Electronic Leave N/A N/A as a result of N/A Management employee System absenteeism (AWOL and

abuse of Sick % of cases referred 100% CS Leave) to the NMBM EAP N/A TRANSFORMATION Programme in the event of sick leave Capabilityand Excellence abuse InstitutionalHuman Resources Capacity, Compliance, KPA 2: KPA MUNICIPAL INSTITUTIONAL DEVELOPMENT AND

155

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of Baseline Statistical Statistical Statistical Statistical CS

members of currently indicator: indicator: indicator: indicator: N/A N/A N/A the public in being Number of Number of Number of Number of attendance established members of members of members of members of at municipal the public in the public in the public in the public in public attendance attendance attendance attendance participation at municipal at municipal at municipal at municipal meetings public public public public TRANSFORMATION participation participation participation DEVELOPMENT AND meetings will participation meetings meetings will be calculated meetings will will be be annually be calculated calculated calculated annually annually annually CapablyResponsive Governance KPA 2: KPA MUNICIPAL INSTITUTIONAL EffectiveCommunications Platformsfor Number of Baseline Statistical Statistical Statistical Statistical % Cases referred to 100% CS

employees N/A currently indicator: indicator: indicator: indicator: Wellness and known to being Number of Number of Number of Number of rehabilitated N/A abuse established employees employees employees employees substances known to known to known to known to who received abuse abuse abuse abuse support from substances substances substances substances the NMBM who received who received who who Wellness support from support from received received centre the NMBM the NMBM support support from Wellness Wellness from the the NMBM

Addressof Substance Abuse centre will be centre will be NMBM Wellness

KPA 4: KPA MUNICIPAL FINANCIAL calculated calculated Wellness centre will VIABILITY AND MANAGEMENT annually annually centre will be be calculated calculated annually annually

156

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Percentage 70% 70% 70% 70% B&T

of e- N/A N/A commerce transactions per municipal account holder

framework(MTREF)

AND AND MANAGEMENT

Sound financial Sound management mediumrevenue term and expenditure (Implementation of the 2016/17 2018/19 to KPA 4: KPA MUNICIPAL FINANCIAL VIABILITY Liquidity .08:1 .08:1 .08:1 .08:1 N/A B&T

Ratio N/A N/A N/A

Turnaround Within 30 Within 30 Within 30 Within 30 Within 30 Turnaround time for 30 days B&T

time for the N/A days from days from days from days from days from the payment of N/A N/A payment of date of date of date of date of date of Creditors to ensure Creditors to receipt of receipt of receipt of receipt of receipt of creditor system ensure invoice invoice invoice invoice invoice efficiency (from the creditor date of receipt of the system invoice to date of efficiency payment) Sound financial Sound management Employee 34% 30% 30% 30% 30% N/A B&T KPA 4: KPA MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT expenditureframework (MTREF)

Costs ratio N/A N/A N/A (Implementation of the 2016/17 to 2018/19 2018/19 mediumterm revenue and

157

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Cost 2.32 months 2 months 2 months 2 months 2 months Cost Coverage 2 months B&T

Coverage N/A Ratio (cash and N/A Ratio (cash cash equivalents, and cash excluding unspent equivalents, conditional grants) excluding unspent conditional grants) % 24.11% 20% 20% 20% 20% % outstanding 20% B&T N/A outstanding N/A service debtors to service revenue debtors to revenue Debt 2.79% 53 times 53 times 53 times 53 times Debt Coverage ratio 53 times B&T N/A Coverage N/A (debt servicing costs ratio (debt to annual operating servicing income) costs to

management annual Sound financial Sound

MANAGEMENT operating term revenue term and income) KPA 4: KPA MUNICIPAL Repairs and 3.32% 2.90% 2.90% 2.90% 2.90% % expenditure 100% B&T (Implementation of the expenditureframework

Maintenance N/A against the planned ratio maintenance N/A 2016/17 2016/17 2018/19 to medium FINANCIAL VIABILITYAND budget

158

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR REF NT

KPA KPE INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) % billed 94.30 95.50 96% 96.50% 97% % billed revenue 95.50% B&T

revenue N/A collection rate N/A collection (revenue collected rate (revenue over billed revenue) collected over billed revenue)

159

THE OPPORTUNITY CITY The Opportunity City delivers on well-planned initiatives to enable and cultivate economic opportunity, develop competitive advantage and ensure access to skills. The Opportunity City is competitively differentiated as a destination city for business, tourism and investment. Strategic partnerships with the private and non-profit sectors thrive. Opportunity City initiatives secure PILLAR 2 development of a diversity of sectors that range from marine manufacturing, to urban agriculture and agri-processing, to the cultural and creative industries. Infrastructure led growth is properly planned and invested in and effective service provision for transport and mobility ensures universal access to the Opportunity City. Nelson Mandela Bay, the Opportunity City, is a proudly iconic and global city that does the legacy of Nelson Mandela proud.

Grow and diversify the local economy through the attraction of new investment, skills development and facilitation of an STRATEGIC OBJECTIVE 2.1 enabling environment for small business growth and job creation.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Percentage of 28% of all 28% 28% 28% 28% % qualifying households 100% B&T

all qualifying households earning less than or N/A households in classified equal to R3 200 per the municipal GG 6.1 as indigent month (two state area classified (as at 28 pensions) with access to as indigent February free basic services 2018) Percentage of the 5% CM DEVELOPMENT Municipality's operating budget spent on free

basic services to GG6.11 indigent households KPA 3: KPA LOCAL ECONOMIC More effective More poverty alleviation

160

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of work 14227 CM opportunities created through EPWP, CWP

and other related GG6.12 infrastructure programmes

Number of Full-time 4461 CM

Equivalent (FTE) jobs N/A created

Cost to obtain a 42.3% 42.3% 42.3% 42.3% 42.3% E&E

new electricity N/A connection as a N/A percentage of income per An enabling An ECONOMIC MandelaBay capita KPA 3: KPA LOCAL DEVELOPMENT environment to do businessNelson in

GDP 1.2% 1.5% 2.0% 2.0% 2.0% Number of milking PH N/A contribution of N/A parlours evaluated in

the agriculture terms of Foodstuffs sector, including Cosmetics and agro-processing Disinfectants Act

ECONOMIC Number of abattoirs PH KPA 3: KPA LOCAL

ImprovedGross inspected DEVELOPMENT DomesticProduct

161

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of standard 3- 5 E%E

phase business N/A N/A electricity supply units

kept in Municipal stock Jobcreation ECONOMIC KPA 3: KPA LOCAL DEVELOPMENT

Total Number of programmes SRAC

attendance as a delivered by the Port N/A percentage of N/A Elizabeth Opera House venue capacity in line with the Nelson at all arts and Mandela Bay culture events Municipality / Port hosted at Elizabeth Opera House DEVELOPMENT Municipal partnership agreement museums, and Creative and Economy galleries, the Athenaeum and Development the of Cultural KPA 3: KPA LOCAL ECONOMIC the Opera House

Percentage of 20% 18% 14% 10% 5% Percentage reduction of 18% PH households Environmental noise experiencing a pollution related ENV1.3 problem with ENV1.3 complaints SERVICE

DELIVERY noise pollution KPA 1: KPA BASIC Implementationof plan of of plan the NMBM the air the management

162

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Ecosystem Proportion of PH /vegetation type biodiversity priority protection level areas protected ENV4.2 ENV4.2

ENV4.21

DELIVERY

and and enhanced Biodiversity conservedis KPA 1: KPA BASIC SERVICE

Proportion of Reviewing a biodiversity PH biodiversity management plan priority areas N/A

protected ENV4.21 SERVICE enhanced

DELIVERY Biodiversity is KPA 1: KPA BASIC conservedand

Wetland PH

condition index N/A

ENV4.3 ENV4.3 SERVICE conserved DELIVERY Biodiversity is and and enhanced KPA 1: KPA BASIC

163

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Ratio of the Number of semi- 6 SRAC NMBM Sports professional sports Development N/A teams receiving funding N/A Budget spent in from NMBM to relation to the contribute towards their number of development sports teams (professional and semi- professional) Number of professional SRAC and schools that

sports teams receiving N/A received funding from NMBM to financial support

Promotionof Local Sports Talent contribute towards their from the development Municipality** KPA 3: KPA LOCAL ECONOMICDEVELOPMENT Number of schools SRAC

supported through the N/A provision of funding towards the Get Ahead Sport Program (GASP)

164

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Average number PH

of days taken to N/A complete an EIA N/A for municipal SERVICE

DELIVERY land An An Enabling MandelaBay KPA 1: KPA BASIC Environmentto do Business in Nelson

Number of 1 2 3 4 Number of Municipal 2 SRAC

Municipal N/A Resorts fully operational (Spring Resorts fully with compliant SLA or N/A Resort

Tourism operational with contract in place Beachview compliant SLA Resort) ECONOMIC development or contract in KPA 3: KPA LOCAL place DEVELOPMENT

Number of HS public N/A N/A spaces/sites N/A made available Audience for the ECONOMIC installation of KPA 3: KPA LOCAL

Artsand Culture public artworks DEVELOPMENT Mainstreaming of Development and

165

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

GDP 7.10% 2% 2% 2% 2% Number of jobs created 10 EDTA N/A contribution of N/A through support of the local tourism SMMEs in the tourism sector per year** sector Economic ECONOMIC empowerment KPA 3: KPA LOCAL DEVELOPMENT

% youth 1% 2% 2% 2% 2% Number of youth 500 EDTA

unemployment** N/A (increase) employed through the implementation of N/A municipal funded youth employment projects DEVELOPMENT

Economicempowerment Number of job 1000 EDTA opportunities created KPA 3: KPA LOCAL ECONOMIC through partnership with N/A private sector

166

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of 0 0 0 0 2 Conducting a needs Conditional EDTA

industrial areas N/A (Perseverance assessment on assessment N/A targeted for Markman) industrial areas within conducted upgrade and Nelson Mandela Bay by 30 June revitalisation with the intention to

ECONOMIC 2019 revitalise and / or KPA 3: KPA LOCAL

ImprovedGross upgrade to attract and

DEVELOPMENT DomesticProduct retain investors

Value of exports R3 million R3 million R3 million R3 million Number of Small EDTA

contracts Medium and Micro N/A facilitated within N/A Enterprises (SMMEs) the NMBM provided with training through the Export Development and Promotion Programme DEVELOPMENT

Value of exports R3 million contracts facilitated KPA 3: KPA LOCAL ECONOMIC within the NMBM ImprovedGross Domestic Product

167

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

% contribution of 1.50% 2% 2% 2% 2% Number of Small 10 EDTA the ICT Sector Medium and Micro N/A to NMB Enterprises (SMMEs) N/A Product economy graduating from the Nelson Mandela Bay Municipality (NMBM) - Small Enterprise DEVELOPMENT Development Agency (SEDA) Information Communication

ImprovedGross Domestic Technology Incubation KPA 3: KPA LOCAL ECONOMIC (ICT) Programme

% contribution of 2.69% 3% 3% 3% 3% Number of Small 12 EDTA the Construction Medium and Micro N/A N/A Sector to the Enterprises (SMMEs) in Product NMB economy the Nelson Mandela Bay Municipality (NMBM) - Small Enterprise

DEVELOPMENT Development Agency (SEDA) Construction Incubation Programme

ImprovedGross Domestic obtaining additional

KPA 3: KPA LOCAL ECONOMIC construction grade(s)

168

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of 0 100 120 150 200 SMMEs N/A N/A supported through the SMME Support Centre and

DEVELOPMENT Enterprise Development Policy turning a profit within

KPA 3: KPA LOCAL ECONOMIC business plan stipulated

ImprovedGross Domestic Product timeframe

Number of arts, 15 20 25 30 Number of arts, cultural, SRAC cultural, creative creative industries and N/A industries and N/A heritage practitioners heritage empowered to practitioners contribute to growth and empowered to development of the contribute to cultural, creative and DEVELOPMENT growth and heritage economy development of and Creative and Economy the cultural, creative and Development the of Cultural KPA 3: KPA LOCAL ECONOMIC heritage economy

169

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Recreational 40% 50% 60% 70% 80% % of recreational water 50% PH water quality samples taken which met the minimum N/A

ENV5.1 requirement for SERVICE

DELIVERY recreational water quality KPA 1: KPA BASIC maintainedand

Coastalresources amenitiesimproved

Green House Number of trees planted PH Gas emissions per capita N/A ENV6.1 SERVICE adapted adapted to

DELIVERY mitigated and KPA 1: KPA BASIC Climatechange

% of rates 100% 100% 100% 100% Average turnaround 7 days B&T clearance time for processing a N/A processed N/A rates clearance (from within 7 days the date of receipt of the (from the date of request to the date the ECONOMIC MandelaBay receipt of the rate clearance is KPA 3: KPA LOCAL request to the processed) DEVELOPMENT date the rate clearance is

to do to business in Nelson processed) An enabling An environment

170

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Average 45 days 45 days 45 days 45 days 45 days Average turnaround 45 days E&E turnaround time time for installing a N/A for installing a N/A standard 3-phase standard 3- business electricity phase business supply (from the date of

MandelaBay electricity supply receipt of payment to the (from the date of date of electricity DEVELOPMENT receipt of installation) payment to the do business do in Nelson date of electricity An enabling An environmentto KPA 3: KPA LOCAL ECONOMIC installation)

Average cost of SRAC library services N/A N/A in relation to

Audience NMBM budget,

ECONOMIC per library

KPA 3: KPA LOCAL access Artsand Culture DEVELOPMENT Mainstreaming of Development and

Hectares of % completion of the PH / N/A municipal land N/A Uitenhage Municipal HS available as animal pound upgrade commonage for

Business in

An An Enabling grazing KPA 1: KPA BASIC NelsonMandela Environmentto do SERVICEDELIVERY

171

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Hectares of Number of cemeteries PH / N/A municipal land N/A upgraded through either HS available for the construction of human burial berms / installation of

An An Enabling cameras / upgrade of KPA 1: KPA BASIC MandelaBay the sewerage system and/or provision of Environmentto do Business in Nelson

SERVICEDELIVERY fencing

Number of 0 2 1 1 1 Number of Industry 2 EDTA Industry clusters clusters established and N/A established and N/A supported through either supported that the provision of financial

ECONOMIC result in and / or other resources Partnerships Development

KPA 3: KPA LOCAL increased Establishment of DEVELOPMENT contribution to strategic Economic the local GDP

Number of 0 100 150 200 250 Number of informal 2 EDTA Informal Traders trading facilities N/A N/A accommodated N/A provided through

ECONOMIC Infrastructure

KPA 3: KPA LOCAL provision DEVELOPMENT Informal Economy Growthand Support

172

STRATEGIC OBJECTIVE 2.2 Facilitate and promote infrastructure led growth, development and tourism.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of visitors to Facility SRAC the Red Location closed Facilities (Museum, N/A Gallery and Digital Economy N/A N/A SERVICE

DELIVERY Library) and Creative and Development of the of Cultural KPA 1: KPA BASIC

% completion of the 100% 100% 45% % completion of the SRAC

Mendi cultural centre N/A Phase 2 (Operation Phase 3 Mendi cultural centre upgrade alisation) upgrade Economic ECONOMIC infrastructure N/A KPA 3: KPA LOCAL culturaltourism DEVELOPMENT development through commercialsports and

173

Execution of existing and design and implementation of new projects that competitively differentiate Nelson Mandela Bay STRATEGIC OBJECTIVE 2.3 as a destination city for business, tourism and investment – including through strategic partnerships.

SDBIP INDICATOR 2018/19 IMPL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TARGET DIR IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET KPA KPE (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Implementing the Number of Roads EDTA and

Built Environment N/A redesigned / I&E N/A Njoli Urban Hub constructed within Programme Njoli square

% completion of the HS Ibhayi precinct plan DEVELOPMENT

N/A Key catalytic Key projects

KPA 3: KPA LOCAL ECONOMIC

174

STRATEGIC OBJECTIVE 2.4 Develop an effective and integrated public transport system that promotes access to opportunity through mobility.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of 0 138360 285960 427940 569920 Developing an IPTS By June I&E (R&T)

Integrated Public N/A marketing strategy N/A 2019 Transport System passengers transported per KPA 1: KPA BASIC month** Establish safe, a integratedpublic transportsystem affordableand fully SERVICEDELIVERY

175

THE SAFE CITY In the Safe City, all communities, residents and visitors of Nelson Mandela Bay enjoy the basic freedom of not only being safe, but of feeling safe. The Safe City’s Metro Police are trusted, accessible, well-trained, suitably equipped and protect the communities they serve with pride. Fire and Emergencies Services in the Safe City are properly prepared to ensure that any disaster, natural or PILLAR 3 otherwise, is capably addressed. In the Safe City, the need for urgent delivery of well-maintained street lights to all communities is of high priority. In the Safe City, the Municipality partners with communities to eradicate illegal connections - and with civil organisations to ensure residents and visitors enjoy access to adequately life-guarded public beaches and pools. In the Safe Nelson Mandela Bay, bylaws are fairly enforced and measures are set in place to ensure that cattle are kept off roads at night. Safe working conditions are ensured for all municipal employees.

Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and STRATEGIC OBJECTIVE 3.1 visitors.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of fire Percentage 90% S&S related deaths per compliance with the

1 000 population FE1.1 required attendance

time for structural 1.11 FE firefighting incidents

Number of full time S&S firefighters per 1 000 population Mitigated effectsof emergencies FE 1.12 FE KPA 1: KPA BASIC SERVICE DELIVERY

176

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of natural Number of reservists 1 S&S disaster related and volunteer deaths per 1 000 responders per 1000 FE 1.2 FE

population population 1.21 FE

Number of Disaster 2 S&S Satellite stations capacitated in terms of N/A the Disaster Management Act Mitigated effectsof emergencies

requirements KPA 1: KPA BASIC SERVICE DELIVERY

Reviewing the NMBM By June S&S Disaster Management 2019 Plan for the NMBM N/A and

177

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

" % revenue collection 90% 90% 90% 90% 90% Average turnaround 30 days S&S from traffic fines (as time for issuing of N/A per the set budget N/A traffic fines in respect target) of traffic violations framework captured through cameras (from the date on which the violation was captured to the date on which the fine is issued) "Soundfinancial management KPA 1: KPA BASIC SERVICE DELIVERY mediumrevenue term and expenditure (Implementation of the 2016/17 2018/19 to

Number of Fire 0 1 2 3 4 Number of Fire 1 S&S Stations sufficiently Stations sufficiently N/A resourced with N/A resourced with human stations human capacity, fleet capacity, fleet and and equipment equipment

KPA 1: KPA BASIC

SERVICEDELIVERY Capacitating the of Fire

178

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Establishment of an 25 security 50 75 100 Number of security 25 S&S in-house security guards security security security personnel in-sourced guarding service N/A appointed guards guards guards N/A through the appointed appointed appointed appointment of

KPA 1: KPA BASIC security guards NelsonMandela Bay WorkingEnvironment SERVICEDELIVERY Municipalityas a Safe

Percentage of 20% 40% 60% 80% Number of 40 S&S CCTV, Early surveillance cameras N/A Warning Detection N/A in Municipal buildings Working System and Joint and/or facilities

Environment Operational Centre operational to (JOC) operational in facilitate safety and NMBM security of municipal staff, assets and resources

Number Early 2 S&S Warning Systems operational N/A KPA 1: KPA BASIC SERVICE DELIVERY

Number Joint 2 S&S Operational Centre Operational N/A NelsonMandela Bay Municipality Safeas a

179

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% of municipal 2 5 5 5 5 Number of municipal 5 S&S buildings that have buildings that have fully functional N/A fully functional N/A biometrics access biometrics access DELIVERY

Environment control control NelsonMandela Bay KPA 1: KPA BASIC SERVICE Municipalityas a SafeWorking

% implementation of 20% 40% 60% 80% Number of Metro 1 S&S the NMBM Metro Police precincts N/A Police Service established within N/A Nelson Mandela Bay DELIVERY Police Police Service

Number of Metro 1000 S&S Police foot patrol hours patrolled to N/A establish visibility of KPA 1: KPA BASIC SERVICE the Metro Police within Nelson Mandela Bay Operationalisationof the Metro

Percentage of fatal Number of roadside PH / crashes attributed to trees maintained S&S N/A

road and TR6.1 environmental

factors

KPA 1: KPA BASIC

Improvedquality of SERVICEDELIVERY

municipalroad network

180

STRATEGIC OBJECTIVE 3.2 Provision of infrastructure that improves the safety of communities and visitors.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF

Electricity Number of new 600 E&E usage per area lights N/A energy

capita EE4.2 installed "Improved sustainability" Number of new 200 E&E main road lights installed N/A

Number of new 160 E&E residential street lights installed N/A KPA 1: KPA BASIC SERVICE DELIVERY

Number of 0 0 0 0 0 Number of 1000 E&E fatalities informal N/A resulting N/A households on from illegal non-proclaimed DELIVERY electricity erven provided connection with a temporary per 100 000 alternative of the electricity supply population (either an off-grid

KPA 1: KPA BASIC SERVICE photo voltage system or a basic 20 amp electrical

Eradicationof illegal connections supply)

181

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% of illegal 100% 100% 100% 100% 100% Number of illegal 1300 E&E connections connections removed N/A addressed N/A within 24 through the DELIVERY

connections hours of replacement with inspection a cheaper alternative (either

Eradicationof illegal an off-grid photo voltage system or

KPA 1: KPA BASIC SERVICE a basic 20 amp electrical supply)

182

STRATEGIC OBJECTIVE 3.3 Improve the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET NT NT KPA KPE INDICATOR REF INDICATOR REF TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) Number of 3 3 3 3 2 Number of 12 SRAC N/A N/A

life-saving seasonal clubs lifeguards placed operating at Municipal DELIVERY from fixed beaches in line organisations premises with WESSA within requirements Nelson Mandela

KPA 1: KPA BASIC SERVICE Bay partnershipswith lifesaving Effectiveand well supported

183

THE INCLUSIVE CITY Delivery to an Inclusive City means delivery that speaks to maturity of our society as one collective community, and celebrated in all its diversity; One City * One Future. The Inclusive Nelson Mandela Bay is a well-connected city. It delivers integrated access to a single-community city. It has properly planned infrastructure and a built environment that enables informal means of mobility between communities, including pedestrian bridges and connective “corridor” routes. In the Inclusive City, responsive governance PILLAR 4 is delivered through effective public participation and the provision of communication channels that deliver the accessibility of the Municipality to all residents. The Inclusive City is served by properly functioning ward committees. The Inclusive City proactively promotes redress and delivery on transformation objectives. Productive relationships are cultivated with organised labour, ensuring that all decisions are inclusively informed. Participatory governance is also reinforced in the Inclusive City, through developmental municipal management systems and processes, through which all employees are empowered to contribute to successful delivery of the IDP.

STRATEGIC OBJECTIVE 4.1 Ensure institutional accessibility, effective communication channels for participatory and responsive governance

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Top 73% of 100% 100% 100% 100% Staff vacancy rate 100% of CM Management working days Vacancies Vacancies Vacancies Vacancies posts filled in Stability (% of as at 31 filled in filled in filled in filled in accordance GG1.21 days in the GG1.2 March 2018 accordance accordance accordance accordance with year that all (CM position with with with with timeframes Section 56 and 7 Senior timeframes timeframes timeframes timeframes contained in positions are Manager contained in contained in contained in contained in Local filled by full- positioned Local Local Local Local Government: time, filled) Government: Government: Government: Government: Regulations appointed 3 x Senior Regulations Regulations Regulations Regulations on

PUBLIC PARTICIPATION staff not in an Manager on on on on appointment

Improvedmunicipal capability acting positions appointment appointment appointment appointment and capacity) vacant and and and and conditions of (Budget and conditions of conditions of conditions of conditions of employment

KPA 5: KPA GOOD GOVERNANCE AND Treasury, employment employment employment employment of senior Public Health, of senior of senior of senior of senior managers Electricity and managers managers managers managers Energy)

184

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

% of 36% 50% 55% 60% 65% Conducting a By June CM N/A

households N/A Customer 2019 satisfied with Satisfaction services Survey for Nelson rendered by Mandela Bay Public safety Public Perception of AND AND PUBLIC Nelson KPA 5: KPA GOOD

GOVERNANCE Mandela Bay PARTICIPATION Municipality % of 30% 50% 80% 100% Number of N/A CS municipal municipal policies, policies, N/A bylaws and key bylaws and strategic identified key documents strategic identified for KPA 5: KPA GOOD documents translation to PARTICIPATION available in English, isiXhosa English, and Afrikaans

AccessibleGovernance isiXhosa and Afrikaans on the municipal GOVERNANCEAND PUBLIC website.

Number of 27 28 30 32 N/A CS community community community community community halls per 100 halls - halls - halls - halls - 000 3.2 HS dependent dependent dependent dependent population on funding on funding on funding on funding communityfacilities utilisationsocial of and

Increasedaccess to and Percentage 70% 70% 70% 70% N/A CS utilisation rate

KPA 5: KPA GOOD GOVERNANCE of community AND AND PUBLIC PARTICIPATION halls 3.5 HS

185

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage Dependent Dependent Dependent Dependent Number of N/A 200 CS of municipal on LGSETA on LGSETA on LGSETA on LGSETA unemployed skills jobseekers development GG1.1 registered on the levy NMBM database recovered and trained through LGSETA and other training providers Number of N/A 30 CS municipal officials Improvedmunicipal capability

KPA 5: KPA GOOD GOVERNANCE completed training AND AND PUBLIC PARTICIPATION in this quarter

Percentage of 80% 80% 80% 80% Percentage of 80% CS ward Ward Committees committees with 6 or more GG2.11 GG2.1 that are ward committee functional members in place (meet four

PARTICIPATION times a year, are quorate, Average number of CS and have an councillor- action plan) convened community GG 2.12 meetings per ward Improvedmunicipal responsiveness KPA 5: KPA GOOD GOVERNANCE AND PUBLIC

186

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Attendance Not applicable Not Not Not Not CS

rate of to NMBM applicable to applicable to applicable to applicable to N/A municipal NMBM NMBM NMBM NMBM PUBLIC council GG 2.2 meetings by

KPA 5: KPA GOOD all identified responsiveness PARTICIPATION Traditional Leaders Improvedmunicipal GOVERNANCEAND

Percentage of 100% 100% 100% 100% 100% Percentage of 100% CS councillors councillors who who have N/A have declared their declared their financial interests GG3.12 financial

administration interests and whose

More effective More city declarations have been verified KPA 5: KPA GOOD GOVERNANCE AND AND PUBLIC PARTICIPATION

187

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Percentage of 100% 100% 100% 100% 100% Percentage of 100% CS administrative administrative staff staff who N/A who have declared have their financial GG3.13 declared their interests financial

PARTICIPATION interests and whose declarations have been verified, including in comparison More effective More city administration with the municipal supplier database KPA 5: KPA GOOD GOVERNANCE AND PUBLIC

Average 50% plus 1 50% plus 1 50% plus 1 50% plus 1 Number of agenda 0 CS

percentage items deferred to GG councillors the next council 4.11 attending GG 4.1 meeting council Average of 50% plus 1 CS meetings councillors N/A attending council meetings Average of 50% plus 1 CS councillors attending standing N/A Improvedcouncil functionality

KPA 5: KPA GOOD GOVERNANCE committee AND AND PUBLIC PARTICIPATION meetings

188

Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson STRATEGIC OBJECTIVE 4.2 Mandela Bay

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Percentage 0% 8% 12% 18% 30% Non-residential m² HS of dwelling development TR1.1

units approved within TR1.11 within 500m 500m of of scheduled scheduled public public transport transport service, by service internal floor space

Number of 2 I&E operational (R&T)

public transport TR1.12 access points added KPA 1: KPA BASIC SERVICE DELIVERY

Number of taxi 3 I&E and bus N/A (R&T)

trips) from private public to transportand NMT embayment's constructed to "Modalshift of weekdaytrips (including education address illegal stopping

Number of IPTS 0 I&E routes N/A (R&T) operational after hours (between 6pm to 10pm)

189

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Percentage 47% 46% 45% 44% 43% Number of IPTS 1% I&E of commuters routes N/A (R&T) (citywide) TR1.3 operational services using private motorised

KPA 1: KPA BASIC transport with with transportpublic SERVICEDELIVERY Improvedsatisfaction

Average 45min 45min 43min 41min 43min Number of 180 trips I&E public weekday (R&T) TR3.1

transport scheduled TR3.11 commuting municipal bus DELIVERY time passenger trips

Average 33min 30min 29min 27min 26min

Reducedtravel time private transport TR3.2 KPA 1: KPA BASIC SERVICE commuting time

Percentage 52% 84% 86% 88% Number of 10 I&E of public transport N/A (R&T) households TR5.1 stops built within less than 10 800m radius in DELIVERY minutes walk IPTS operation from routes scheduled public motorisedtransport) transport KPA 1: KPA BASIC SERVICE transport(including non- Improvedaccess public to

190

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Rateable 94% 94% 94% 94% Number of B&T residential rateable HS 2.2 HS

properties as residential HS2.21 a percentage properties in the DELIVERY of total subsidy housing number of market entering propertymarket households in the municipal the valuation roll Municipality KPA 1: KPA BASIC SERVICE Improvedfunctionality of the

% of all I&E N/A

households N/A within 250m of a public education access road motorisedtransport"

KPA 1: KPA BASIC SERVICE DELIVERY "Modalshift of weekdaytrips (including trips) from private public to transportand non-

191

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Annual Inner City, Inner City, Inner City, N/A N/A Reviewing the By June HS Review of the Walmer, Walmer, Walmer, Metro Spatial 2019 N/A Metro Spatial N/A Western Western Western Development Development Suburbs, Suburbs, Suburbs, Framework Framework Lorraine, Lorraine, Lorraine, Mother, 2010 Mother, 2010 Mother, 2010 Stadium, Rural Stadium, Rural Stadium, Rural Management Management, Management, LSDFs Cape Road, Cape Road,

Integrated communitiesIntegrated (Procurement Helenvale, Helenvale, Processes to be Happy Valley, Happy Valley, undertaken) Uitenhage Uitenhage Despatch Despatch LSDFs Draft LSDFs Public

KPA 1: KPA BASIC SERVICE DELIVERY Document and Participation & Plan Approval

Number of Chatty/Jacktvla 4 N/A N/A N/A Number of 4 HS Precinct kte and Njoli (Lower Precinct Plans (Lower N/A Plans N/A Draft Baakens; complete Baakens; complete Document, Motherwell Motherwel

DELIVERY Public Rail link; l Rail link; Participation Cleary Park; Cleary and Approval. and Uitenhage Park; and Lower Baakens, Railway Uitenhage Motherwell Rail Shades) Railway

Integrated communitiesIntegrated link, Cleary Shades) KPA 1: KPA BASIC SERVICE Park and Uitenhage Railway Shades Procurement to be undertaken

192

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of new 2 HS LSDFs (Soweto N/A N/A prepared. on Sea and SERVICE Integrated Veeplaas) communities KPA 1: KPA BASIC

Number of SRAC N/A N/A

public spaces/sites made DELIVERY available for the

Artsand Culture installation of public

and and Mainstreamingof artworks PA1: BASIC SERVICE AudienceDevelopment

Percentage of I&E

households N/A less than 10 TR5.1 minutes’ walk from closest public transport

access point transport(incl. NMT)

Improvedaccess public to

KPA 1: KPA BASIC SERVICE DELIVERY

193

STRATEGIC OBJECTIVE 4.3 Deliver on transformation objectives, promote redress and foster social cohesion

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 NT IDP NT SDBIP 2018/19 IMPL REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of As at 31 Section 56 – Targets to Targets to Targets to Number of Section 56 – CS N/A people from N/A December 3 (ED:E&E; be set / be set / be set / positions filled 3 (ED:E&E; employment 2017:- ED:PH; reviewed in reviewed in reviewed in from ED:PH; equity target CM – 1 filled / 0 CFO) line with the line with the line with the employment CFO) groups vacant revised revised revised equity target employed in the Section 56 – 8 Strategic NMBM NMBM NMBM groups in the Strategic three highest filled / 2 vacant Skilled level Employment Employment Employment three highest Skilled level levels of Strategic Managers – Equity Plan Equity Plan Equity Plan levels of Managers – management Skilled level 9 set for set for set for management 9 (City Manager, Managers – 51 In line with adoption by adoption by adoption by (City Manager, In line with Section 56 filled / 9 vacant NMBM Council in Council in Council in Section 56 NMBM Managers and Employment 2018 2018 2018 Managers and Employment Strategic Skilled Equity Plan Strategic Skilled Equity Plan Level Level Managers) KPA 2: KPA MUNICIPAL INSTITUTIONAL Managers) in in compliance compliance with with the

Transformationthrough employment equity the Municipality’s DEVELOPMENT TRANSFORMATION AND Municipality’s approved approved Employment Employment Equity Plan Equity Plan

194

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP NT SDBIP NT 2018/19 IMPL REF REF BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of 2 2 2 2 2 Number of 2 SRAC

programmes N/A Programmes Programmes Programmes Programmes Programmes programmes N/A Programmes delivered by the per financial per financial per financial per financial per financial delivered by the per financial

Cohesion South End year year year year year South End year DELIVERY Museum in line Museum in line with the Nelson with the Nelson Mandela Bay Mandela Bay Municipality / Municipality/ South End South End

KPA 1: KPA BASIC SERVICE Museum Museum HeritageCommemoration Programmesthat Promote Redressand Foster Social partnership partnership agreement agreement

Number of 3 3 3 4 5 Number of 3 SRAC

Municipal N/A Municipal Buildings, Buildings,

Cohesion facilities and facilities and DELIVERY streets renamed streets renamed per year N/A KPA 1: KPA BASIC SERVICE HeritageCommemoration Programmesthat Promote Redressand Foster Social

195

STRATEGIC OBJECTIVE 4.4 Facilitate and promote infrastructure led growth, development and tourism

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET NT NT REF REF KPA KPE INDICATOR INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of 20 internet spots Number of Wi-Fi 20 CS

internet N/A exists in NMBM spots established N/A connections per by the Municipality 100 000 or through population partnership with

KPA 5: KPA GOOD the Municipality GOVERNANCEAND A WI-FI Enabled City Enabled A WI-FI PUBLIC PARTICIPATION

196

THE CARING CITY In the Caring City, equality is strived for through ensuring that all residents have access to delivery that promotes their well-being. Access to affordable housing and provision of dignified housing is properly planned for to ensure maximum possible delivery within funding available. Dignified sanitation and waste management are a reality for all households. In the Caring Nelson Mandela Bay, indigent communities are adequately supported and food security programmes and community PILLAR 5 gardens are fully operational. Social services and social development programmes are well-prioritised. In ensuring the well-being of residents, the Caring City delivers libraries, sport and recreational facilities that are accessible to all communities. Through effective cleansing programmes, greening initiatives and provision of well-maintained public parks, every resident is able to feel proud of the community they live in. In the Caring City, occupational health and wellness for all municipal employees is ensured. Through the delivery of Public Health services, cemeteries are well managed and planned and proper management of the environment is practiced.

Provide for the social needs of communities and empowerment of vulnerable people through provision of access to social services, STRATEGIC OBJECTIVE 5.1 social development and indigent support.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR

NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF

Number of food 15 20 25 30 35 Number of food 20 EDTA

gardens N/A gardens supported that supported N/A remain through the operational for provision of at least a year either farming

DEVELOPMENT after the support equipment and / was provided or other production inputs SubsistenceFood Gardens KPA 3: KPA LOCAL ECONOMIC

197

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR

NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF

Number of % completion of 10 SRAC public libraries the Main Library N/A HS3.3

NMBM per 100 000 Restoration / population Upgrade DELIVERY Inculcateculture a of reading and writing in KPA 1: KPA BASIC SERVICE

Average SRAC number of HS3.6

NMBM library visits per library DELIVERY Inculcateculture a of reading and writing in KPA 1: KPA BASIC SERVICE

Number of 24 24 24 25 25 SRAC

libraries open in N/A line with Nelson Mandela Bay DELIVERY Municipality library operating hours resolved by Council and writing and NMBM in KPA 1: KPA BASIC SERVICE Inculcateculture a reading of

198

STRATEGIC OBJECTIVE 5.2 Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Square meters Number of public PH / of municipally open spaces SRAC N/A owned or HS3.1 upgraded through maintained the provision of public outdoor either outdoor gym recreation equipment / fencing / space per pathways / benches

capita and/or playground infrastructure for residentsfor and visitors KPA 1: KPA BASIC SERVICE DELIVERY Promotionof healthy, active lifestyles

% of PH N/A

recyclables that are N/A recovered DELIVERY annually from

total tonnages

BASICSERVICE disposed at active lifestylesactive for landfill sites residents andvisitors Promotionof healthy, and permitted

KPA 1: KPA drop-off sites

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Percentage SRAC utilisation rate N/A of sports fields HS3.4 facilities SERVICE

social social and DELIVERY community KPA 1: KPA BASIC Increasedaccess to and to utilisation of

Rand net % completion of the 75% SRAC expenditure on upgrade of the sport and N/A changing rooms and N/A recreation ablutions at infrastructure Walmer/Fountain per 1000 Road Sports Field Sports Facilities Sports residents** % completion of the 80% SRAC upgrade of the changing rooms and N/A ablutions at Mqolomba Sports Field

Number of sports SRAC facilities installed KPA 1: KPA BASIC SERVICE DELIVERY with astroturf pitches N/A

Number of 2000 2500 3000 SRAC participants in N/A the Nelson N/A Mandela Bay Municipality for well-being for KPA 1: KPA BASIC Athletic Legacy Marathon** Sports development Sports SERVICEDELIVERY

200

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Number of Number of sport 48 SRAC existing sport facilities maintained N/A facilities N/A through day-to-day consistently maintenance DELIVERY maintained Number of additional 12 SRAC

Sport Facilities Sport over a twelve sports facilities month period equipped with rain N/A water tanks

KPA 1: KPA BASIC SERVICE Number of sports 5 SRAC facilities with boreholes N/A

The Number of SRAC SRAC percentage of organisations N/A N/A being municipal supported either budget through financial DELIVERY allocated to provision / access to sports, NMBM sports recreation, arts facilities / attire / and culture sporting equipment

Number of art pieces SRAC

KPA 1: KPA BASIC SERVICE acquired N/A Sports development Sports well-for

Number of 1 1 1 1 Number of Municipal 1 SRAC N/A N/A Municipal N/A Pools Upgraded Pools % completion of New SRAC / upgraded or Brighton Swimming MBDA N/A DELIVERY rehabilitated Pool communityfacilities utilisationsocial of and KPA 1: KPA BASIC SERVICE Increasedaccess to and

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF

Percentage of 0% 98% 96% 95% 93% Percentage of TR5.21 21% I&E persons with municipally- (R&T)

disability TR5.2 contracted bus fleet where access that are low entry DELIVERY to public

specialneeds transport is Number of facilities 15 I&E problematic transformed to (R&T) provide for the N/A mobility of disabled KPA 1: KPA BASIC SERVICE people Equal Equal accesswith those for

Number of bed % completion of the 100% (Phase 2) nights per year Nelson Mandela - Site Statue project N/A identification and approval; Approval of financial model Number of beaches EDTA / upgraded through SRAC / the provision of PH

for residentsfor and visitors either revetments / parking areas / walkways / security cameras / picnic facilities and/or dune KPA 1: KPA BASIC SERVICE DELIVERY Promotionof healthy, active lifestyles

stabilisation

Km of public PH walkways, hiking, running and cycling

paths maintained

leisureand Number of beaches SRAC ECONOMIC with Blue Flag status KPA 3: KPA LOCAL DEVELOPMENT Beaches,resorts, recreationtourism

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YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR

KPA KPE INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF NTREF % completion of the SRAC Wells Estate coastal infrastructure upgrade Number of flagship 6 SRAC events hosted to position the NMBM as a world class destination Number of beaches 11 SRAC with Blue Flag status % completion of the SRAC Wells Estate coastal infrastructure upgrade

% of Nelson 92% 95% 95% 95% 95% % of Nelson 95% EDTA

Mandela Bay N/A Mandela Bay Tourism Key Tourism Key N/A tourism Performance Performance Indicator Indicator targets targets successfully met by successfully Nelson Mandela Bay DEVELOPMENT met by Nelson Tourism per the Mandela Bay revised Service Tourism per Level Agreement the revised with Nelson Mandela KPA 3: KPA LOCAL ECONOMIC Service Level Bay Tourism Agreement with Nelson Mandela Bay

Beaches,resorts, leisure andrecreation Tourism

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STRATEGIC OBJECTIVE 5.3 Provide effective general environmental and public health services.

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET

KPA KPE INDICATOR INDICATOR TARGET DIR NTREF (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) NTREF

% year-to- Number of animal S&S

year N/A pounds N/A reduction of operational / stray animal constructed DELIVERY

complaints

AnimalControl

KPA 1: KPA BASIC SERVICE

Number of Implementation of By June 2019 PH N/A people known N/A the municipal

Abuse to abuse strategy for substances addressing the who received prevalence of

support from substance abuse the NMBM in the Metro and

KPA 4: KPA MUNICIPAL Wellness the associated AND AND MANAGEMENT Addressof Substance FINANCIAL VIABILITY centre social impacts thereof

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Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create STRATEGIC OBJECTIVE 5.4 safe and decent living conditions for all residents.

TARGET TARGET 2018/19 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP IMPL BASELINE TARGET TARGET TARGET TARGET SDBIP INDICATOR NTREF NTREF KPA KPE INDICATOR DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

Number of 16317 - 0 0 0 0 Number of new I&E

buckets in N/A June 2016 sewer connections (W&S) circulation on 8562 - meeting minimum

state- Nov. 2017 standards WS1.11 subsidised or

KPA 1: KPA BASIC municipal Number of buckets I&E N/A land within remaining in (W&S) Nelson circulation Dignified Dignified Sanitation SERVICEDELIVERY Mandela Bay

Percentage Number of HS of subsidised housing households HS1.1 units completed living in HS1.11 adequate

KPA 1: KPA BASIC housing Number of formal 2500 SITES HS sites serviced De-densification of informalsettlements HS1.12 SERVICEDELIVERY

Percentage Number of 800 HS

of N/A households households relocated from N/A living in stressed informal DELIVERY

informal settlements and settlements other servitudes to Greenfield

De-densification of development areas informalsettlements KPA 1: KPA BASIC SERVICE

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Number of backyard 80 HS households relocated to N/A formalised housing opportunities

Title deed 1800 1800 1800 1800 1800 Average number of HS backlog ratio days taken to HS1.2 register the title deed

HS1.21 housing SERVICE Improved adequate

access to (subsidised stands DELIVERY and units) KPA 1: KPA BASIC

Percentage Number of informal HS of settlements households HS1.3 enumerated and tenure) in informal classified (in terms of HS1.31 settlements National Upgrading targeted for Support Programme upgrading or equivalent

classification) Percentage of HS informal settlements using a participatory housing(including security of approach to planning HS1.32 or implementing HS1. HS1. Improvedaccess to adequate KPA 1: KPA BASIC SERVICE DELIVERY upgrading

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Percentage B&T of property HS2.1 market N/A tenure) transactions DELIVERY in the gap

and affordable adequatehousing housing - (includingsecurity of market range KPA 1: KPA BASIC SERVICE HS1. HS1. Improvedaccess to

Number of Average number of HS

building N/A days taken to plans process building plan approved per applications HS2.22

year KPA 1: KPA BASIC HS1. HS1. Improved securitytenure) of housing(including accessadequate to SERVICEDELIVERY

Percentage HS of N/A households HS2.3 living in DELIVERY

formal

dwellings HS2. HS2. Improved propertymarket who rent functionality the of KPA 1: KPA BASIC SERVICE

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THE FORWARD THINKING CITY The Forward Thinking City is concerned with institutional innovation, support for research and development, and plans for future sustainability. The Forward Thinking City ensures multi-generational planning that promotes sustainable economic growth PILLAR 6 through the optimal use and development of technology. The Forward Thinking City strives for its environmental sustainability city through proactive planning, and conservation of resources and the natural and built environment.

STRATEGIC OBJECTIVE 6.1 Ensure multi-general and proactive planning for sustainable city development

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 IDP SDBIP 2018/19 IMPL BASELINE TARGET TARGET TARGET TARGET NT NT KPA KPE REF INDICATOR REF INDICATOR TARGET DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22)

N/A

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Development of an environmentally sustainable city through proactive planning, and conservation of resources and natural and STRATEGIC OBJECTIVE 6.2 built environment

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 SDBIP IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET TARGE NTREF NTREF

KPA KPE INDICATOR DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) T

Metropolitan Air MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1 Percentage 70% PH Quality Index of

NMBM (MAQI) atmospheric ENV1.1 ENV1.1 emission ENV1.11 licenses (AELs) KPA 1: BASIC 1: BASIC KPA processed within SERVICE DELIVERY SERVICE

managementplan the of guideline Implementationof the air timeframes

Number of days Proportion of 80% PH where PM2.5 Air Quality levels exceeded monitoring ENV 1.2 ENV guideline levels stations ENV1.12 SERVICE SERVICE

DELIVERY providing adequate KPA 1: BASIC 1: BASIC KPA Implementationof plan of of plan the NMBM data over a the air the management reporting year

209

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2018/19 SDBIP IMPL IDP INDICATOR BASELINE TARGET TARGET TARGET TARGET TARGE NTREF NTREF

KPA KPE INDICATOR DIR (2017/18) (2018/19) (2019/20) (2020/21) (2021/22) T

Proportion of 100% PH municipal atmospheric emission ENV1.13 license applications captured on the National Atmospheric Emissions Inventory System Ecosystem/vege Percentage PH tation type threat of biodiversity

status priority area ENV4.1 ENV4.1

within the 4.11 ENV enhanced metro

Biodiversity is is Biodiversity KPA 1: BASIC 1: BASIC KPA conserved and and conserved Percentage of PH biodiversity

priority area SERVICE DELIVERY SERVICE ENV 4.11 ENV within the metro

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SECTOR DEPARTMENTS INPUT

In line with Intergovernmental Relations and Cooperation between various spheres of government, a number of Sector Departments were requested to submit their inputs for inclusion in the municipal IDP to ensure alignment of plans of the various spheres of government. Below are the submissions received from the various government departments:

1. PROVINCIAL DEPARTMENT OF ECONOMIC DEVELOPMENT, ENVIRONMENTAL AFFAIRS AND TOURISM

MANDATE / KEY STRATEGIC OBJECTIVE(S) OF SECTOR DEPARTMENT / PARASTATAL/ORGANISATION:

Sustainable development underpinned by economic growth and sound environmental management.

• ECONOMIC DEVELOPMENT To promote economic growth and the development of local economies by aligning LRED initiatives with government programmes, as well as to sustain economic development and growth through partnerships with key stakeholders. To this end, the District participates in IDP and LED Strategy Reviews initiated by local municipalities, as well as forums such as the District Support Team that support LED initiatives within the various municipal areas

To facilitate the implementation of micro-economic reform strategies through business development and support. Furthermore, this unit facilitates the registration of and access to finance by co-operatives and SMME’s. This is done through referral to Eastern Cape Development Corporation (Imvaba Fund and Business Loans) and the Small Enterprise Development Agency (Business Plans, Product and Market Development).

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To provide redress to valid consumer complaints on unfair business practices, as well as the promotion of consumer awareness in terms of the National Consumer Protection Act, 2011. This enables consumers to make educated decisions

• ENVIRONMENTAL AFFAIRS

The administering of legislation and regulations pertaining to the National Environmental Management Act (Act 107 of 1998). This mandate includes legislation such as Environmental Impact Management (EIA regulations), Waste Management, Air Quality Management and Biodiversity Management. All permits/approvals issued in terms of the afore-mentioned legislation are subject to oversight by the Compliance and Enforcement Unit.

To provide Environmental Empowerment Services, that is empowering local communities and various non-governmental stakeholders pertaining to issues of environmental concern.

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No. Details of Project / Overall Budget Area (specify Positive Challenge(s) Recommendation(s) Programme to be Provision per area / suburb / impact, anticipated / to address undertaken in project / township in sustainability experienced – both challenges 2016/17 programme which project / and job internally and (specify year(s) programme will creation externally and if draft or be implemented) opportunities approved budget) created by the project/ programme 1 LRED Grant Funding: R3 000 000 11 Parkin Street, Manufacturing Rental commitment Rental commitment to RV Footwear North End, Port of quality shoes. outstanding. be fast tracked by Elizabeth Creation of 101 NMBM. jobs. 2 LRED Grant Funding Total of R15.8m Dependent on Dependent on Applications not N/A proposals under requested by project approval project approval meeting the funding consideration (6): applicants criteria Africa Auto Group (Automotive parts) - Coega IDZ

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214

3 Consumer Awareness Operational Nelson Mandela Creating Budgetary N/A Budget Bay awareness re limitations the National Consumer Protection Act

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2. The South African Police Services Service Points in the Nelson Mandela Bay Municipality ;

Mount Road Cluster Office Motherwell Uitenhage Cluster Office Cluster Office

Mount Road Motherwell Uitenhage

Humewood KwaZakhele KwaNobuhle

Walmer New Brighton Kamesh

Kabega Park Ikamvelihle Despatch

Algoa Park KwaDwesi

Gelvandale Swartkops

Bethelsdorp Kinkelbos

Current Situation – Zwide Police Station is functioning from the Old Municipal Rent office at Bertram Street, utilizing two offices in the building. A request was made from Provincial Facility Management for additional accommodation at the building. The NMBM is requested to provide SAPS with a suitable site to build a new police station, or the proposal for additional accommodation at the current Old Rent Office to be considered by the Municipality.

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Bethelsdorp Police Station - Chatty Police Station

Background - The feasibility study was conducted to establish an additional police station was approved on 2011-12-05 by the Provincial Commissioner. Currently, the Bethelsdorp Police Station is functioning as the only police station in the area. During 2013, the identified sites, Erf 12638, Erf 11823 and Erf 11900 for building the proposed police station were visited and it was found not suitable for the envisaged project. Currently no progress reported on the matter from the Department of Public Works. The NMBM is requested to provide SAPS with a suitable site to build a new police station.

Kabega Park Police Station

A feasibility study was conducted in 2015 to ascertain if the police station building is meeting the required SAPS standards with regards to accommodation, SHE Management requirements and infrastructure. It was found that, the building does not meet certain standards on several avenues. It is recommended that a new building should to be built in order to accommodate Kabega Park Police Station. Currently, the Kabega Park Police is a rental building and belongs to a private owner. The NMBM is requested to provide SAPS with a suitable site to build a new police station in the Kabega Park Policing Area.

KwaNobuhle Police Station

The feasibility study conducted in 2013 to establish an additional police station in the area was not recommended. The NMBM is requested to provide SAPS with a suitable site, situated more central in the precinct, in order to build a new police station.

New Brighton Police Station

The police station is one of the oldest police stations build in the Port Elizabeth area and does not fulfil the increased policing requirements of the area. The Metro is requested to provide SAPS with a suitable site in New Brighton, centrally located in the precinct, in order to build a new police station.

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KwaDwesi Police Station

The police station was built during the late 80’s. Most of the infrastructure consists of prefabricated material. The police station is situated opposite a shopping centre and next to informal business, obstructing the traffic flow in and out from the police station. Secondly, the new residential developments create a situation where the station is now located on the geographical outskirts of the policing area. The Metro is requested to provide SAPS with a suitable site, situated more central in the precinct, in order to build a new police station.

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NAME OF SECTOR DEPARTMENT: DEPARTMENT OF ROADS AND PUBLIC WORKS

MANDATE / KEY STRATEGIC OBJECTIVE(S) OF SECTOR DEPARTMENT/PARASTATAL/ORGANISATION:

• “A custodian of provincial government immovable assets and a provider of sustainable infrastructure resulting in socio-economic reform, sector transformation and development”

No Details of Projects / Overall Budget Provision Area (specify Positive impact, Challenge(s) anticipated / Programme to be per project/ programme area/ward/suburb/ sustainability and job -both internally and undertaken in 2018/19 (specify year(s) and if draft township in which creation opportunities to be externally or approved budget) project/ programme will created by the project/ be implemented) programme

1. Jubilee Park R77 460 900,00 Uitenhage The project has employed 13 The project was supposed SSMEs and 90 laborers from to be completed long time the community. ago but there is a challenge with the contactor that is responsible for building the school.

2. David Livingstone R 71 460 900,00 Port Elizabeth The project has employed 18 Implementation of the SMMEs and 70 laborers from decanting process delayed the community by the tender evaluation process

3. Bhongweni R 39 989 440,76 Port Elizabeth The project has employed 17 Contractor is progressing SMMEs and 29 laborers from well on site despite the the community delays in payments

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4. Mfesane R 80 755 357,06 Port Elizabeth The project has employed 18 Delay in payments is SMMEs and 70 laborers from affecting the cashflow of the the community contractor. Community protest and internal labour issues 5. Bethelsdorp R 80 025 172,80 Port Elizabeth The project has employed 13 Issues relating to the SMMEs and 22 laborers from appointment of SMMEs has the community not been resolved

6. Dora Phase 1 R 99 851 315,06 Port Elizabeth The project has employed 30 1.Closure of site by SMME's SMMEs and 20 laborers from and community the community 2. Fire damage to the building. 3. Delays from the roofing subcontractor. 4. Slow progress by SMME's 7. Dora phase 11 R 119052000,6 Port Elizabeth The project has employed 26 1. Closure of site by SMMEs and 43 laborers from SMME's and community. the community 2. Piling delay caused by coguinite layer. 3. Slow production by SMME's

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CHAPTER 7: BUDGET

7.1 CAPITAL PROGRAMME

The expenditure of the Capital Programme is predominantly towards improving residents’ living conditions in the poor areas of the City. Funding has been allocated, inter alia to servicing housing delivery areas, bucket eradication, the tarring of gravel roads, stormwater improvements, electrification, and public open spaces.

The remainder of the Capital Programme focuses on essential infrastructure for the future growth and development of the Municipality, including such areas as major road construction, water supply and wastewater treatment.

Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget Programme: Services for Housing Delivery (10074) 221,676,316 219,754,386 241,569,298

Khayamnandi Extension - Roadworks 20110091 (Human Settlements) 12,500,000 22,000,000 22,500,000

Khayamnandi Extension - Stormwater (Human Settlements) 3,750,000 6,600,000 6,750,000

Khayamnandi Extension - Water Bulks (Human Settlements) 3,750,000 6,600,000 6,750,000

Khayamnandi Extension - Sewer Bulks (Human Settlements) 5,000,000 8,800,000 9,000,000

KwaNobuhle Area 11 – Roadworks 20120030 (Human Settlements) 21,001,316 15,750,000 -

KwaNobuhle Area 11 - Stormwater (Human Settlements) 6,300,395 4,725,000 -

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Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget KwaNobuhle Area 11 - Water Bulks (Human Settlements) 6,300,395 4,725,000 -

KwaNobuhle Area 11 - Sewer Bulks (Human Settlements) 8,400,526 6,300,000 -

Ekuphumleni - KwaZakhele – 20120031 Roadworks (Human Settlements) - 500,000 500,000

Ekuphumleni - KwaZakhele - Stormwater (Human Settlements) 150,000 150,000

Ekuphumleni - KwaZakhele - Water Bulks (Human Settlements) 150,000 150,000

Ekuphumleni - KwaZakhele - Sewer Bulks (Human Settlements) 200,000 200,000

Jagtvlagte (Chatty 11-14) – Roadworks 20120033 (Human Settlements) 20,000,000 21,627,193 30,872,807

Jagtvlagte (Chatty 11-14) - Stormwater (Human Settlements) 6,000,000 6,488,158 9,261,842

Jagtvlagte (Chatty 11-14) - Water Bulks (Human Settlements) 6,000,000 6,488,158 9,261,842

Jagtvlagte (Chatty 11-14) - Sewer Bulks (Human Settlements) 8,000,000 8,650,877 12,349,123

Seaview Housing Job – Roadworks 20120043 (Human Settlements) 2,800,000 2,500,000 8,000,000

Seaview Housing Job - Stormwater (Human Settlements) 800,000 750,000 2,400,000

Seaview Housing Job - Water Bulks (Human Settlements) 2,000,000 750,000 2,400,000

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Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget Seaview Housing Job - Sewer Bulks (Human Settlements) 2,400,000 1,000,000 3,200,000

Walmer Development – Roadworks 20120047 (Human Settlements) 14,935,789 17,500,000 28,161,842

Walmer Development - Stormwater (Human Settlements) 4,267,368 5,250,000 8,448,553

Walmer Development - Water Bulks (Human Settlements) 10,668,421 5,250,000 8,448,553

Walmer Development - Sewer Bulks (Human Settlements) 12,802,105 7,000,000 11,264,737

Motherwell NU 30 – Roadworks (Human 20120055 Settlements) 2,000,000 - -

Motherwell NU 30 - Stormwater (Human Settlements) 600,000 - -

Motherwell NU 30 - Water Bulks (Human Settlements) 600,000 - -

Motherwell NU 30 - Sewer Bulks (Human Settlements) 800,000 - -

Malabar Ext 6, Phase 2 – Roadworks 20120059 (Human Settlements) 15,050,000 2,500,000 2,500,000

Malabar Ext 6, Phase 2 - Stormwater (Human Settlements) 4,300,000 750,000 750,000

Malabar Ext 6, Phase 2 - Water Bulks (Human Settlements) 10,750,000 750,000 750,000

Malabar Ext 6, Phase 2 - Sewer Bulks (Human Settlements) 12,900,000 1,000,000 1,000,000

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Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget Motherwell NU 31 – Roadworks (Human 20120061 Settlements) 1,000,000 1,750,000 1,750,000

Motherwell NU 31 - Stormwater (Human Settlements) 300,000 525,000 525,000

Motherwell NU 31 - Water Bulks (Human Settlements) 300,000 525,000 525,000

Motherwell NU 31 - Sewer Bulks (Human Settlements) 400,000 700,000 700,000

Kuyga Phase 3 – Roadworks (Human 20120062 Settlements) 175,000 1,250,000 1,750,000

Kuyga Phase 3 - Stormwater (Human Settlements) 50,000 375,000 525,000

Kuyga Phase 3 - Water Bulks (Human Settlements) 125,000 375,000 525,000

Kuyga Phase 3 - Sewer Bulks (Human Settlements) 150,000 500,000 700,000

Nkatha / Seyisi - Roadworks (Human 20130040 Settlements) 350,000 2,000,000 1,250,000

Nkatha / Seyisi - Stormwater (Human Settlements) 100,000 600,000 375,000

Nkatha / Seyisi - Water Bulks (Human Settlements) 250,000 600,000 375,000

Nkatha / Seyisi - Sewer Bulks (Human Settlements) 300,000 800,000 500,000

Bethelsdorp Ext 32, 34 & 36 - 20130054 Roadworks (Human Settlements) 350,000 7,500,000 7,500,000

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Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget Bethelsdorp Ext 32, 34 & 36 - Stormwater (Human Settlements) 100,000 2,250,000 2,250,000

Bethelsdorp Ext 32, 34 & 36 - Water Bulks (Human Settlements) 250,000 2,250,000 2,250,000

Bethelsdorp Ext 32, 34 & 36 - Sewer Bulks (Human Settlements) 300,000 3,000,000 3,000,000

Kleinskool Kliprand - Roadworks 20130057 (Human Settlements) 350,000 7,500,000 7,500,000

Kleinskool Kliprand - Stormwater (Human Settlements) 100,000 2,250,000 2,250,000

Kleinskool Kliprand - Water Bulks (Human Settlements) 250,000 2,250,000 2,250,000

Kleinskool Kliprand - Sewer Bulks (Human Settlements) 300,000 3,000,000 3,000,000

N2 North Development - Roadworks 20120048 (Human Settlements) 4,000,000 5,000,000 7,500,000

N2 North Development - Stormwater (Human Settlements) 1,200,000 1,500,000 2,250,000

N2 North Development - Water Bulks (Human Settlements) 1,200,000 1,500,000 2,250,000

N2 North Development - Sewer Bulks (Human Settlements) 1,600,000 2,000,000 3,000,000

Motherwell NU 29 - Roadworks (Human New Settlements) 700,000 1,500,000 -

Motherwell NU 29 - Stormwater (Human Settlements) 200,000 450,000 -

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Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Human Settlements Budget Budget Budget Motherwell NU 29 - Water Bulks (Human Settlements) 500,000 450,000 -

Motherwell NU 29 - Sewer Bulks (Human Settlements) 600,000 600,000 -

Rocklands - Roadworks (Human New Settlements) 525,000 1,000,000 1,000,000

Rocklands - Stormwater (Human Settlements) 150,000 300,000 300,000

Rocklands - Water Bulks (Human Settlements) 375,000 300,000 300,000

Rocklands - Sewer Bulks (Human Settlements) 450,000 400,000 400,000

Total 221,676,316 219,754,386 241,569,298

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Programme: Resurfacing of Minor Roads (10002) 30,000,000 20,000,000 20,000,000

19930026 Resurfacing Tar roads (non-subsidy) 30,000,000 20,000,000 20,000,000

Programme: Resurfacing of Major Roads (10018) 10,000,000 10,000,000 10,000,000

19930002 Resurfacing of Subsidised Roads 10,000,000 10,000,000 10,000,000

Programme: Rehabilitation of Minor Tar Roads (10019) 9,000,000 20,000,000 10,000,000

20070137 Rehabilitation of roads 9,000,000 20,000,000 10,000,000

Programme: Rehabilitation of Minor Concrete Roads (10020) 1,000,000 1,000,000 1,000,000

Rehabilitate Concrete Roads - Northern 19980218 Areas 1,000,000 1,000,000 1,000,000

Programme: Buildings, Depots Upgrading & Additions (10009) 2,000,000 1,000,000 1,000,000

20042767 Upgrading Depots and Offices 2,000,000 - -

20140008 Rehabilitation of Workshop Buildings 1,000,000 1,000,000

Programme: Vehicles & Plant (10010) 7,000,000 13,000,000 20,000,000

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

19940289 Replacement Vehicles Fleet 7,000,000 13,000,000 20,000,000

Programme: Tarring of Gravel Roads (10023) 90,000,000 100,000,000 102,090,351

20050286 Tarring of Gravel Roads 90,000,000 100,000,000 102,090,351

Programme: Construction of Stormwater Infrastructure (10025) 2,000,000 5,000,000 8,000,000

Motherwell NU29 & 30 : Roads & S/w 20030379 Bulk Infrastructure 2,000,000 5,000,000 8,000,000

Programme: Stormwater Improvements (10026) 32,800,000 43,750,000 44,750,000

20030453 Flood Risk Improvements: Chatty River - - -

Flood Risk and Improvements (All other 20030609 rivers) - 750,000 750,000

20060241 Blue Horizon Bay Bulk Stormwater 4,000,000 4,000,000 4,000,000

Groundwater Problem Elimination 20060286 Northern Areas - 1,000,000 1,000,000

Cannonville / Colchester: Stormwater 20080080 Improvements 8,500,000 8,500,000 8,500,000

Greenbushes: Stormwater 20080081 Improvements - 500,000 500,000

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

20060240 Theescombe/Gqebera Bulk Stormwater 3,000,000 - -

20030017 Paapenkuils Canal Rehabilitation - 2,000,000 2,000,000

20060237 Zwide Bulk Stormwater 5,000,000 3,000,000 3,000,000

20090038 Stormwater Improvements: Ikamvelihle 2,000,000 4,000,000 4,000,000

20080079 Wells Estate: Stormwater Improvements - 1,000,000 1,000,000

New Brighton / KwaZakhele: Bulk 20030475 Stormwater 2,500,000 3,500,000 3,500,000

20020149 Stormwater Improvements 2,000,000 2,000,000 3,000,000

20080078 Chatty: Stormwater Improvement 400,000 5,000,000 5,000,000

20140009 Rehabilitation of Stormwater Ponds 2,000,000 3,000,000 3,000,000

NEW Motherwell Canal Pedestrian crossings 1,400,000 1,500,000 1,500,000

Reconstruction of stormwater system - NEW Uitenhage 2,000,000 3,000,000 3,000,000

19940233 Motherwell Canal Wetlands - 1,000,000 1,000,000

230

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Programme: Traffic and Signage Improvements (10031) 16,650,000 8,850,000 8,850,000

20070132 New Traffic Signals 800,000 2,000,000 2,000,000

20010023 Glen Hurd Drive Upgrading 12,500,000 - -

19940195 TM24 Guidance Signs 350,000 350,000 350,000

20060019 Public Transport Facilities 500,000 3,000,000 3,000,000

19940376 Traffic Control Equipment (Subsidy) 1,500,000 1,500,000 1,500,000

19980220 Traffic Calming Measures 1,000,000 2,000,000 2,000,000

Programme: Construction of Major Roads (10027) 18,000,000 39,000,000 39,000,000

20070235 Planning and Design of Main Roads 1,000,000 1,000,000 1,000,000

NEW John Tallant Link Road - 8,000,000 8,000,000

20140010 Construction of Bloemendal Arterial 15,000,000 10,000,000 10,000,000

NEW Stanford Road Extension 2,000,000 20,000,000 20,000,000

231

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Programme: Rehabilitation of Major Roads (10028) 1,500,000 4,000,000 10,000,000

19980319 Upgrade Main Road through Swartkops 1,500,000 3,000,000 5,000,000

Rehabilitation of William Moffatt 19990144 Expressway - 1,000,000 5,000,000

Programme: Improvements to Minor Roads (10022) 7,157,895 23,043,860 25,543,860

Provision of Rudimentary Services - 20043187 Roads and Stormwater - 1,500,000 1,500,000

19990168 Njoli Square Redevelopment 5,657,895 17,543,860 17,543,860

Rehabilitation of Verges and Sidewalks - 19930030 Northern Areas 1,500,000 1,500,000 1,500,000

20162188 Wells Estate - Access Road - 2,500,000 5,000,000

Programme: Improvements to Major Roads (10029) 16,100,000 17,000,000 12,000,000

19980253 Minor Intersection Improvements 1,000,000 2,000,000 2,000,000

20060251 Access Road to Chatty Developments 5,000,000 5,000,000 -

Seyisi Square & Daku Square 20100082 Development 100,000

232

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Road Upgrades to increase Capacity NEW (i.e. Circular Drive, Algoa Road, etc) 10,000,000 10,000,000 10,000,000

Programme: Management Systems (10024) 1,100,000 - -

20070102 Fleet Management System 1,000,000 - -

Computer Upgrade – Infrastructure and 20130051 Engineering 100,000

Programme: Rehabilitation of Bridge Structures (10030) 1,000,000 3,500,000 16,000,000

20070246 Rehabilitation of Bridge Structures - - 10,000,000

Construction of Joe Slovo Bridge – 20162191 Ward 41 - 2,500,000 5,000,000

20090079 Construction of Footbridges 1,000,000 1,000,000 1,000,000

Programme: Non-Motorised Transport Facilities (10032) 21,000,000 10,300,000 10,300,000

20050042 Facilities for People with Disabilities 1,000,000 300,000 300,000

20060020 Provision of Sidewalks 20,000,000 10,000,000 10,000,000

Programme: Specialised Equipment (10081) 1,500,000 2,800,000 3,860,000

233

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Laboratory equipment - Scientific 20070201 Services 1,000,000 2,800,000 3,860,000

Fleet Management - Workshop 20100084 Equipment 500,000 - -

Programme: 2010 World Cup Work Packages (10034) 168,242,175 104,986,775 109,667,963

IPTS - Work Package: Bus Rapid 20070244 Transit 168,242,175 104,986,775 109,667,963

Total 436,050,070 427,230,635 452,062,174

Sanitation - Metro (1411)

Programme: Buildings, Depots Upgrading & Additions (10009) - 3,000,000 1,000,000

Office Accommodation: Sanitation 20042918 - 3,000,000 1,000,000

Programme: Bucket Eradication (10043) 40,000,000 12,000,000 11,800,000

20050247 Rudimentary Services: Sanitation - 2,000,000 1,800,000

20050248 Bucket Eradication Programme 40,000,000 10,000,000 10,000,000

Programme: Reticulation Sewers - Rehabilitation & Refurbishment (10044) 11,400,000 15,000,000 15,000,000

20030672 Sewers: Maintenance Backlog 3,400,000 5,000,000 5,000,000

234

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

19930112 Sewer Replacement and Relining 8,000,000 10,000,000 10,000,000

Programme: Reticulation Sewers - New, Augmentation & Upgrade (10045) 8,000,000 10,900,000 10,900,000

19940098 Improvements to Sewerage System 7,000,000 10,000,000 10,000,000

KwaNobuhle: Upgrade of sewer 20080138 reticulation 400,000 500,000 500,000

TEI: Sampling Stations 20080136 600,000 400,000 400,000

Programme: Bulk Sewers - Rehabilitation & Refurbishment (10046) 26,000,000 16,500,000 11,000,000

Rehabilitation of KwaZakhele Collector 20070143 Sewer 4,000,000 6,500,000 10,000,000

20030034 Markman - Replace 600 mm Sewer 22,000,000 10,000,000 1,000,000

Programme: Bulk Sewers - New, Augmentation & Upgrade (10047) 72,664,035 94,100,526 106,060,526

20060106 Motherwell North Bulk Sewerage 3,000,000 3,000,000 3,000,000

19980348 Paapenkuils Main Sewer augmentation 564,035 - 460,526

20030030 Lorraine - Bulk Sewerage augmentation 1,000,000 20,000,000 20,000,000

235

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Colchester - Bulk Sewerage 20060102 Infrastructure & WWTW 500,000 100,526 100,000

Sewer Protection works for collector 20050105 sewers 1,000,000 2,000,000 500,000

20060103 Jagtvlakte Bulk Sewerage 1,000,000 3,000,000 3,000,000

Augment Collector Sewer for Walmer 20050064 Heights and Mt Pleasant 5,000,000 10,000,000 10,000,000

Chatty Valley Collector Sewer Stage 1 19960525 (nodes 20 -24) 1,000,000 - -

20110054 Motherwell Main Sewer Upgrade 1,000,000 1,000,000 3,000,000

Swartkops Low Level Collector Sewer 20110056 Upgrade 10,000,000 20,000,000 30,000,000

20030407 Seaview Bulk Sewer 1,000,000 2,000,000 2,000,000

Driftsands Collector Sewer - 20060177 Augmentation 32,000,000 10,000,000 10,000,000

Bulk Sewers Joe Slovo, Mandelaville, 20110066 Allenridge West, Uitenhage 9,500,000 15,000,000 15,000,000

Industrial Site (Airport Valley) - Bulk 20110067 Sewer 1,000,000 1,000,000 2,000,000

Motherwell / Coega WWTW and outfall 20060107 sewer 5,000,000 7,000,000 7,000,000

236

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

20110068 KwaNobuhle Area 11 - Link Sewer 100,000 - -

Programme: Sewerage Pump Stations - Rehabilitation & Refurbishment (10048) 10,000,000 8,360,000 8,000,000

Sewerage Pump Station : Maintenance 20060178 Backlog 10,000,000 8,360,000 8,000,000

Programme: Sewerage Pump Stations - New, Augmentation & Upgrade (10049) 500,000 500,000 2,000,000

20030167 Rocklands PHB Housing project WWTW 500,000 500,000 2,000,000

Programme: Waste Water Treatment Works - Rehabilitation & Refurbishment (10050) 15,500,000 13,500,000 18,000,000

20070147 Kelvin Jones WWTW: Upgrade 13,000,000 10,000,000 15,000,000

20050088 WWTW: Improve access roads - 1,000,000 1,000,000

Telemetry - Pump Stations 19990130 2,000,000 2,000,000 2,000,000

20070153 Brickfields: Upgrade 500,000 500,000 -

Programme: Waste Water Treatment Works (WWTW) - New, Augmentation & Upgrade (10051) 97,900,000 134,000,000 122,100,000

20050250 Driftsands WWTW Phase 3 extension 15,000,000 15,000,000 15,000,000

237

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

20070156 Fishwater Flats WWTW Upgrade 64,400,000 90,500,000 90,500,000

KwaNobuhle WWTW : Upgrading 20070144 10,000,000 14,000,000 1,000,000

Cape Receife WWTW : Upgrading 20060075 7,000,000 12,000,000 12,000,000

20030182 Upgrade Despatch Reclamation Works 500,000 500,000 500,000

20030405 Witteklip Bulk Sewerage 1,000,000 2,000,000 3,000,000

WWTW - Sludge Treatment and 20000066 disposal facilities - - 100,000

Programme: Vehicles (10009) - 2,000,000 3,000,000

Replacement of Sewage Collection 19980344 Vehicles - 2,000,000 3,000,000

Total 281,964,035 309,860,526 308,860,526

Metro Water Service (1412)

Programme: Vehicles and Plant (10010) 2,000,000 2,000,000 3,000,000

Purchase New Vehicles 20070160 2,000,000 2,000,000 3,000,000

238

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Programme: Dams - Drought Relief Projects 12,750,000 13,000,000 5,000,000

20050097 Nooitgedagt / Coega Low Level System 12,750,000 13,000,000 5,000,000

Programme: Dams - Rehabilitation & Refurbishment (10061) 1,000,000 2,000,000 2,000,000

Water Service Maintenance Backlog: 20080094 Dams 1,000,000 2,000,000 2,000,000

Programme: Water Treatment Works - New, Augmentation & Upgrade (10063) 36,000,000 39,000,000 47,000,000

20000037 Loerie Treatment Works: Rehabilitation 20,000,000 22,000,000 24,000,000

Upgrading of Churchill Water Treatment 20060080 Works 10,000,000 10,000,000 15,000,000

20010307 Upgrading Groendal Treatment Works 1,000,000 1,000,000 1,000,000

Upgrading Springs Water Treatment 20060082 Works 1,000,000 1,000,000 1,000,000

20070162 Desalination Augmentation 3,000,000 4,000,000 4,000,000

20042889 Linton: Additional Treatment Facility 1,000,000 1,000,000 2,000,000

Programme: Water Treatment Works - Rehabilitation & Refurbishment (10064) 12,000,000 15,000,000 5,000,000

239

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Elandsjagt - Upgrade to Restore 19960156 Capacity 12,000,000 15,000,000 5,000,000

Programme: Water Pump Stations - Rehabilitation & Refurbishment (10065) 25,000,000 35,000,000 29,000,000

20050106 Seaview Pump Station: Upgrade 25,000,000 35,000,000 29,000,000

Programme: Supply Pipe lines - New, Augmentation & Upgrade (10067) 14,400,000 23,300,000 17,900,000

20030511 Seaview Bulk Water 8,000,000 10,000,000 10,000,000

20030512 St Albans Bulk Water 800,000 6,600,000 3,300,000

20060081 Coega Reclaimed Effluent Scheme 1,000,000 1,000,000 1,000,000

20080048 Jagtvlakte: Bulk Water Supply Pipeline 1,000,000 2,000,000 1,000,000

20080090 Govan Mbeki Midblock Mains 100,000 200,000 100,000

KwaNobuhle: Upgrading of water 20080144 reticulation 500,000 500,000 500,000

20162356 Advanced Meter Infrastructure - Water 3,000,000 3,000,000 2,000,000

Programme: Supply Pipe lines - Rehabilitation & Refurbishment (10068) 20,500,000 8,000,000 8,000,000

240

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget Water Services Maintenance Backlog: 20030630 Pipelines 19,500,000 6,000,000 6,000,000

20042883 Older Dams Pipelines Augmentation 1,000,000 2,000,000 2,000,000

Programme: Reservoirs - Rehabilitation & Refurbishment (10069) 11,500,000 8,500,000 8,500,000

19990185 Rehabilitation of Reservoirs 10,000,000 7,000,000 7,000,000

19990184 Reservoir Fencing 1,000,000 1,000,000 1,000,000

20120085 KwaNobuhle Reservoir Link Watermain 500,000 500,000 500,000

Programme: Reservoirs - New, Augmentation & Upgrade (10070) 3,500,000 7,750,000 11,000,000

20100034 Balmoral Reservoir and Bulk Pipeline 500,000 1,000,000 1,000,000

Construction of Amanzi Reservoir and 20030295 Pipeline 2,000,000 4,750,000 9,000,000

Construction of a 1,0 Ml reclaimed 20030601 effluent reservoir: Uitenhage 1,000,000 2,000,000 1,000,000

Programme: Buildings, Depots Upgrading & Additions (10009) - 4,500,000 4,500,000

20042881 Office Accommodation: Water - 2,500,000 2,500,000

241

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

20070152 Access Roads: Upgrade - 2,000,000 2,000,000

Programme: Management Systems (10024) 21,000,000 14,000,000 25,000,000

20042885 Metro Water: Master Plan - - -

20070157 Telemetry Systems Upgrade 2,000,000 2,000,000 2,000,000

20070161 Groundwater Investigation 19,000,000 12,000,000 23,000,000

Programme: Distribution Pipe lines - New, Augmentation & Upgrade (10071) 3,000,000 3,000,000 3,000,000

Rudimentary Service: Water 20060083 1,000,000 1,000,000 1,000,000

20080088 Bulk Water Metering and Control 2,000,000 2,000,000 2,000,000

Programme: Distribution Pipe lines - Rehabilitation & Refurbishment (10072) 33,350,000 35,450,000 42,100,000

19930320 Improvements to System - General 14,000,000 15,000,000 19,000,000

Water Service Maintenance Backlog: 20080093 Pump Stations 5,000,000 5,000,000 6,000,000

20000052 Purchase of Water Meters - Metro 9,000,000 10,000,000 10,000,000

242

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Infrastructure and Engineering Budget Budget Budget

20000051 Installation of Zone Water meters 3,250,000 3,250,000 4,000,000

20080087 Rehabilitation of Pipe Bridges 1,000,000 1,000,000 2,000,000

Helenvale Urban Renewal Programme 20080091 (HURP) 100,000 200,000 100,000

19950866 Cathodic Protection of Steel Pipelines 1,000,000 1,000,000 1,000,000

Total 196,000,000 210,500,000 211,000,000

243

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget Programme: Customer Requirements (10003) 57,000,000 60,500,000 60,000,000

19930259 Private Township Development 15,000,000 15,000,000 15,000,000

19930255 Miscellaneous Mains and Substations 30,000,000 30,000,000 30,000,000

19940149 Meters and Current Transformers 4,000,000 5,000,000 5,000,000

19930256 Peri-Urban Network 2,000,000 3,500,000 3,000,000

20130022 Relocation of existing electrical services 4,000,000 5,000,000 5,000,000

20160079 NMBM-Amat Prepaid meter project -

Non-electrification Areas - Service 19930233 Connections 2,000,000 2,000,000 2,000,000

Programme: Network Reinforcements (10005) 86,340,000 58,150,000 55,140,000

HV Network Reinforcement - Overhead 20042993 Cabling 16,500,000

HV Network Reinforcement - New 20100122 Substations 6,500,000

Reinforcement of Electricity Network - 19990104 Coega 30,000,000 30,000,000 30,000,000

244

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget Reinforcement of Electricity Network - 20042992 Western 2,000,000 2,000,000 2,000,000

Reinforcement of Electricity Network - 20030472 Hunters Retreat 2,000,000 3,000,000 3,000,000

Reinforcement of Electricity Network- 20030470 Despatch 1,500,000 1,500,000 1,500,000

Reinforcement of Electricity Network- 20030074 Mount Road 3,000,000 3,000,000 3,000,000

Reinforcement of Electricity Network - 20010119 Uitenhage 6,000,000 4,000,000 1,000,000

Reinforcement of Electricity Network - 20010118 Ibhayi 1,700,000 1,650,000 1,600,000

Reinforcement of Electricity Network- 20000175 Swartkops 2,200,000 2,200,000 2,200,000

Reinforcement of Electricity Network- 20000172 Korsten 1,000,000 1,000,000 1,000,000

Reinforcement of Electricity Network- 19970063 Bethelsdorp 11kV 1,100,000 1,100,000 1,100,000

Reinforcement of Electricity Network 19960193 Wells Estate 550,000 550,000 550,000

Reinforcement of Electricity Network - 19970061 Newton Park 550,000 550,000 550,000

Reinforcement of Electricity Network- 20030471 Walmer Lorraine 3,000,000 3,000,000 3,000,000

245

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget Reinforcement of Electricity Network- 19960190 Redhouse 540,000 600,000 540,000

Reinforcement of Electricity Network - 19960195 Summerstrand 1,000,000 1,000,000 1,000,000

Reinforcement of Electricity Network – 19980402 Malabar / Helenvale 1,000,000 1,000,000 1,000,000

HV Network Reinforcement - 20100120 Underground Cabling 5,000,000

19930254 Low Voltage Reticulation Improvement 1,200,000 2,000,000 2,100,000

Programme: Radio Communication Systems (10006) 750,000 750,000 750,000

19930232 Radio & Test Equipment 750,000 750,000 750,000

Programme: Technical Control Systems (10007) 9,580,000 16,500,000 17,500,000

20070209 Substation Fibre Optic Backbone 2,500,000 3,500,000 3,500,000

19990109 Substation Security Alarm Upgrade 3,000,000 5,000,000 5,000,000

19940414 Supervisory Control Systems Upgrade 2,000,000 2,500,000 2,500,000

Distribution Substation Building 20170045 Refurbishment Programme 1,000,000 3,000,000 4,000,000

246

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget

20060174 Control Room Upgrade 1,080,000 2,500,000 2,500,000

Programme: Data & Communication Systems (10008) 4,000,000 2,000,000 2,000,000

SANEDI - Smart Grid Initiative 20150053 Programmes 3,000,000 - -

20030467 Computer Systems Upgrade 1,000,000 2,000,000 2,000,000

Programme: Buildings, Depots Upgrading & Additions (10009) 1,000,000 4,000,000 4,000,000

20150030 North Depot Improvements 1,000,000 4,000,000 4,000,000

Programme: Vehicles and Plant (10010) 4,500,000 8,000,000 8,000,000

New / Replacement of Plant and Motor 20020093 Vehicles 3,000,000 8,000,000 8,000,000

20170044 Test Van Equipment 1,500,000

Programme: Cables & Distribution Kiosks (10013) 4,000,000 4,500,000 5,000,000

19980174 Distribution Kiosk Replacement 2,000,000 2,000,000 2,000,000

19970064 Cable Replacement 6.6kV 2,000,000 2,500,000 3,000,000

247

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget Programme: Transformers & Switchgear (10014) 24,000,000 28,500,000 33,500,000

20042989 MV and HV Switchgear replacement 20,000,000 25,000,000 30,000,000

19970070 Relay Replacement 3,000,000 3,000,000 3,000,000

Replace Switchgear in Mini substations - 20050189 KwaNobuhle 1,000,000 500,000 500,000

Programme: Line Refurbishment (10015) 21,000,000 21,500,000 28,500,000

20042988 Overhead Lines Refurbishment 6,000,000 7,000,000 8,000,000

20050187 HV Line Refurbishment (66 & 132kV) 9,000,000 12,000,000 15,000,000

20090039 Fairview Refurbishment 1,000,000 1,500,000 2,000,000

20150028 Refurbishment of Power Transformers 5,000,000 - -

20060217 Gas Turbine Refurbishment 1,000,000 3,500,000

Programme: Furniture and Equipment (10073) - 4,000,000 4,000,000

19930234 Electricity Buildings improvements 4,000,000 4,000,000

248

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Electricity & Energy Budget Budget Budget Programme: Informal Housing Electrification (10012) 44,815,789 39,473,684 39,473,684

19930264 Informal Housing Electrification 36,315,789 39,473,684 39,473,684

20170022 Undeclared Informal Electrification 8,500,000

Programme: Street Lighting (10017) 20,000,000 20,000,000 27,849,000

19930283 Public Lighting 20,000,000 20,000,000 27,849,000

Total 276,985,789 267,873,684 285,712,684

249

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Public Health Budget Budget Budget Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 1,800,000 6,000,000 5,000,000

19980266 Secure Municipal Parks Facilities - 1,000,000 1,000,000

20100095 Upgrade Major Parks 1,000,000 2,000,000 2,000,000

Occupational Health and Wellness 20070191 Centre at Walmer - 500,000 500,000

Upgrade Infrastructure: Metro 20030658 Integration 500,000 1,500,000 500,000

20090053 Upgrade of Uitenhage Dog Pound 300,000 1,000,000 1,000,000

Programme: Medical Equipment (10041) - - -

20000141 Specialized Equipment

Occupational Health Rehabilitation 20100099 Medical Equipment

Programme: Upgrade and Rehabilitation of Beaches (10052) 2,500,000 3,000,000 3,000,000

20010064 Beachfront 1,500,000 2,000,000 2,000,000

250

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Public Health Budget Budget Budget Reinstatement of Embankment - 20010059 Tygerbay 1,000,000 1,000,000 1,000,000

20100088 Multi-purpose Reefs

Programme: Greening and Development of Gateways and Public Open Spaces (10053) 15,500,000 11,500,000 17,500,000

Upgrade and Development of Public 20010362 Open Spaces 12,500,000 5,000,000 11,000,000

Greenhouse Upgrade - Peter Gibbs 20060110 Nursery - 2,000,000 2,000,000

20030420 Develop Floodplains 500,000 1,000,000 1,000,000

20150039 Upgrade of Public Toilets 1,000,000 2,000,000 2,000,000

20100100 New Playground Equipment 1,500,000 1,500,000 1,500,000

Programme: Cemetery Development and Upgrading (10054) 6,000,000 6,000,000 6,000,000

Water drainage and roads at 20140003 cemeteries 2,000,000 2,000,000 2,000,000

Upgrade and development of 20030421 cemeteries 2,000,000 2,000,000 2,000,000

251

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Public Health Budget Budget Budget

20120045 Fencing of cemeteries 2,000,000 2,000,000 2,000,000

Rehabilitation of Bloemendal 20162181 Cemetery

Programme: Furniture and Equipment (10073) 100,000 500,000 266,000

20000141 Computer and Office equipment 100,000 500,000 266,000

Programme: Specialised Vehicles (1011) 1,500,000 2,000,000 2,000,000

Specialised Vehicles and Plant 20010370 (Parks) 1,500,000 2,000,000 2,000,000

20162197 Mobile Unit - OHS & W

Specialised Vehicles and Plant 20162196 (Waste Management)

Procurement of 4 bakkies and a 20162198 minibus

Programme: Refuse, Tip-Sites, Recycle Stations and Equipment (10055) 19,700,000 15,000,000 18,000,000

20010391 Waste Management Containers 1,500,000 2,000,000 2,000,000

252

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Public Health Budget Budget Budget Development of Waste Disposal 20030177 Facilities 4,000,000 4,500,000 4,500,000

19940138 Replacement of Refuse Compactors 3,500,000 3,500,000 3,500,000

Urban Refuse Transfer/Recycling 20000106 Station 3,000,000 3,000,000 3,000,000

Municipal Solid Waste Beneficiation 20162440 and Diversion Project 7,500,000 - -

New Air Pollution Monitoring Equipment 200,000 - -

20150040 Climate change - 2,000,000 5,000,000

Total 47,100,000 44,000,000 51,766,000

253

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Safety & Security Budget Budget Budget Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 5,150,000 5,250,000 8,240,000

20080065 Additional Satellite Offices 2,000,000 1,000,000 1,000,000

20090019 Replacement of engine bay doors 650,000 500,000 500,000

Fire station Motherwell - 20100060 Refurbishment 2,000,000 500,000 2,000,000

20162192 Security Offices - Sidwell Fire Station 500,000 2,500,000 -

New Security Offices - Contract Unit - - 2,000,000

New Stores / Archiving at Contract Unit - - 240,000

20080073 South End Fire Station - - 2,000,000

New Upgrade of Uitenhage Pound - - 500,000

Security wall / fencing - Fire Training 20162193 Centre - 750,000 -

254

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Safety & Security Budget Budget Budget Programme: Upgrading of Computer Systems and Software Enhancement (10037) - - 500,000

Traffic Training Centre - Learner New Information Management System - 500,000

Programme: Specialised Vehicles (1011) 1,600,000 8,360,000 -

20060221 Replacement of off-road Appliances 1,700,000 -

New Refurbishment of Fire Appliances 2,000,000 -

20162194 Replacement of Firefighting Vehicle 1,860,000 -

20162195 Replacement of light off-road vehicle 1,600,000 2,800,000 -

Programme: Vehicles and Plant (10010) 2,500,000 1,940,000 3,050,000

Vehicles for Safety and Security 20140015 (Security Only) - 1,940,000 -

Vehicles for Safety & Security New (Disaster only) - - 550,000

Vehicles for Safety & Security (Metro New Police only) 2,500,000 - 2,500,000

255

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Safety & Security Budget Budget Budget Programme: Furniture and Equipment (10073) - - 2,000,000

New Furniture - Metro Police - 2,000,000

Programme: Safety and Security Equipment (10057) 3,000,000 5,500,000 5,210,000

20090062 CCTV Equipment & Infrastructure 1,000,000 1,000,000 -

Purchase of New Firearms - - 150,000

New PE TTC Firearms - - 500,000

New Law Enforcement Equipment - - 1,500,000

Replacement of Motor cycle test New equipment - - 60,000

PE TTC Road Safety : Seat belt New convincer - - 500,000

New In Car Camera for Law Enforcement - - 500,000

20100059 Replacement of Radios 1,000,000 500,000 -

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Safety & Security Budget Budget Budget

New Replacement Rescue Pump - 2,500,000 -

Purchase of Plant and Equipment New (Fire & Emergency Services) 1,000,000 1,500,000 2,000,000

Replacement of Turntable Ladder 20162189 Aerial Appliance -

Purchase of Plant and Equipment 20150047 (Fire & Emergency services) -

Programme: Furniture and Equipment (10073) 1,450,000 450,000 -

Upgrade and replacement of 20150051 Computers 1,000,000 - -

20090017 Replacement of standby generator 450,000 450,000 -

Total 13,700,000 21,500,000 19,000,000

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Corporate Services Budget Budget Budget

Programme: Upgrading of Computer Systems and Software Enhancement (10037) 7,800,000 3,850,000 3,685,000

Computer Enhancements - 19930187 Corporate 2,000,000 3,850,000 3,685,000

Disaster Recovery Centre - New Information Security 4,000,000

New IT Infrastructure for mSCOA 1,800,000

Programme: Vehicles and Plant (10010) 500,000 - -

20162152 Vehicles - Corporate Services 500,000 - -

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 5,260,000 13,300,000 12,400,000

Office accommodation (Ward 20030221 Councillors) - 2,000,000 2,000,000

Office accommodation (Ward New Councillors) - Matthew Goniwe 180,000 - -

Office accommodation (Ward New Councillors) - Joe Slovo 180,000 - -

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Corporate Services Budget Budget Budget

Office accommodation (Ward New Councillors) - Jarman Hall - - -

20043125 Upgrade of Community Halls - 1,000,000 1,500,000

Rehabilitation & Upgrading of Babs New Madlakane Community Hall -

Upgrading of Nangoza Jebe New Community Hall - 1,000,000

Upgrading of Gelvandale New Community Hall - 400,000

20050222 Office Renovation - 3,000,000 2,000,000

Lillian Diedericks Office Renovation - New Personnel files and archives offices 1,770,000 - -

New Harrower Road Office Renovations 300,000 - -

New KwaNobuhle Administration Building 500,000 - -

Uitenhage Town Hall - Upgrade of the foyer, passages leading to the New Mayor's Parlour 180,000 - -

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Corporate Services Budget Budget Budget

Despatch Town Hall - Upgrade of the Council Chamber, caucus room & New common areas 150,000 - -

20060065 Air Conditioning of Buildings 1,000,000 1,000,000 1,000,000

Lillian Diedericks Building and 20060149 Rehabilitation 500,000 1,500,000 1,000,000

20070196 Mfanasekhaya Gqobose Building 500,000 500,000 1,500,000

Rehabilitation of Noninzi Luzipho 20080041 Building -

20100077 KwaNobuhle Municipal Aerodrome -

20120076 Woolboard Conference Centre - 400,000 400,000

20120078 Upgrade of Municipal Depots - 1,500,000 2,000,000

20130067 Algoa House Upgrade - 1,000,000 1,000,000

Total 13,560,000 17,150,000 16,085,000

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Budget & Treasury Budget Budget Budget Programme: Management Systems

(10024) 18,000,000 - -

20140011 System Enhancements - Various 18,000,000 Programme: Rehabilitation and Upgrading of Halls and Buildings

(10038) 5,424,580 5,242,500 18,619,553 Upgrade and Furnishing Customer

20050219 Care Centres 3,000,000 1,000,000 1,000,000 Mfanasekhaya Gqobose Building 20060254 Office Renovations

SCM Building Additions and

New Upgrades 2,424,580 4,242,500 17,619,553 Programme: Furniture and

Equipment (10073) 2,150,000 1,000,000 1,200,000

20120040 Creditors Filing Equipment 1,500,000 - - Economic Catalytic Projects - 20162351 Various

Replacement Handheld Devices -

20120079 Meter Reading 300,000 500,000 600,000 Replacement of Vending POS

20120080 Equipment 350,000 500,000 600,000 Total 25,574,580 6,242,500 19,819,553

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Chief Operating Officer Budget Budget Budget

Programme: Integrated City Development 6,410,526 15,331,579 16,191,228

Integrated City Development 20162353 Programmes 6,410,526 15,331,579 16,191,228

Total 6,410,526 15,331,579 16,191,228

Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Motherwell Urban Renewal Programme (MURP) Budget Budget Budget

Programme: Buildings, Depots Upgrading & Additions (10009) 7,500,000 - -

Motherwell Traffic and Licencing 20090018 Centre 7,500,000

7,500,000 - -

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Recreational & Cultural Services Budget Budget Budget Programme: Vehicles and Plant (10010) - - - 20162167 Vehicles for Sport and Recreation Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) 19,000,000 19,500,000 13,000,000

20100104 Mendi Arts and Cultural Centre 6,000,000 6,000,000 6,000,000

20060113 Upgrade and Restoration of Libraries 13,000,000 13,500,000 7,000,000 Rehabilitation of Red Location 20162174 Precinct Buildings 20162173 Upgrading of Art Museum Secure Recreational Buildings / 20030427 Facilities Programme: Upgrading and Development of Sport and Recreation Facilities (10058) 19,720,000 13,000,000 11,000,000

19980285 Upgrade Existing Sports Facilities 11,000,000 5,000,000 5,000,000 Springs Resort - Upgrade 20010221 Infrastructure 600,000 500,000 500,000

20030795 Upgrade Beaches -Tourism 400,000 1,000,000 2,500,000

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Revised Draft Draft Draft 2017/18 2018/19 2019/20 Capital Capital Capital Recreational & Cultural Services Budget Budget Budget Maintain / Rehabilitate Sports Facility 20000149 Infrastructure - 20162354 KwaNobuhle Sports Complex - 20162170 Upgrade of Hobie Beach Yacht Club -

New Gelvandale Stadium Roof Structure 6,000,000 Provision of lighting - Mooredyke New Sports Ground 220,000

New Upgrade of Resorts (Beachview) - 5,000,000 2,000,000

New Beach Protection Equipment 1,500,000 1,500,000 1,000,000 NEW Hard Sports Surfaces - Programme: Upgrade and Development of Swimming Pools (10059) - 3,000,000 4,000,000 Rehabilitating and Upgrading of 20000160 Swimming Pool Structures - 3,000,000 4,000,000 Programme: Upgrade and Development of Heritage Sites, Memorials and Cultural Centres (10060) - - - 20060281 Motherwell Cultural Centre

Total 38,720,000 35,500,000 28,000,000

Total 1,565,241,316 1,574,943,310 1,650,066,463

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7.2 FINANCIAL SUSTAINABILITY AND VIABILITY

7.2.1 INTRODUCTION

The institution must ensure that it becomes financially sustainable in order to deliver on its objectives in terms of the IDP. The Budget and Treasury Directorate operates within the parameters determined by the Municipal Financial Management Act (MFMA) (56 of 2003), together with the applicable Regulations, and it is the responsibility of this Directorate to ensure compliance across the institution. The Directorate provides financial related services and support to all Council structures and other municipal directorates and strives to ensure a well-run city.

Over the last number of years, the Municipality has experienced a significant decrease in its collection rate, which in turn has led to a marked increase in the outstanding debt owed to the institution. As a direct result of the aforesaid, the institution has over recent years been unable to maintain cost coverage of three months, as required by National Treasury. During the 2016/17 financial year, the institution has seen a marked improvement in the collection rate as Council enforced strict adherence to the NMB Credit Control Policy and launched a vigorous debt collection campaign.

The Municipality has now stabilised its finances and significantly improved its cash holdings. The Budget and Treasury team will continue to strive to improve the financial position of the institution by focusing on five core principles:

• Collection of all outstanding debt from those that can afford to pay for their municipal services. • Optimising operational efficiency within the institution in order to maximise service delivery spending. • Reforming Supply Chain processes within the institution in order to ensure that said processes do not only become far more transparent, but also far less cumbersome than in the past.

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• Measures will also be put in place to ensure that Council receives value for money through all of its tenders. • Refining the Assistance to the Poor (ATTP) Policy in terms of which indigent families qualify for a free basket of municipal services, so as to ensure that the application process is as uncomplicated and efficient as possible.

Free Basic Services (FBS) - Indigent

The Municipality has an approved Indigent Policy referred to as the Assistance to the Poor (ATTP) Policy, which is reviewed on an annual basis. This Policy does not provide for a committee system which considers and approves Indigent applications, as the qualifying criteria, as stipulated in the policy, is contained in the on-line Indigent System where applications are captured and assessed after a site visit is completed and authorised. The Indigent Section has a dedicated team of 39 staff members who assist with the completion of application forms and attend to the on-site verification of households who apply for subsidy.

The schedules below indicate the cost of FBS for the past two (2) financial years.

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NELSON MANDELA BAY MUNICIPALITY - 2016/2017

ATTP WATER SEWERAGE ELECTRICITY REFUSE RATES R/C Month Accounts Total Value Total Value Total Value Total Value Total Value Total Value Jul-16 112,288 10,525,367 12,745,851 3,807,748 9,877,845 8,580,867 45,537,679 August 112,613 10,471,785 13,382,200 3,826,532 9,888,676 8,932,037 46,501,229 September 112,923 13,129,261 16,361,341 3,863,655 11,794,927 12,343,413 57,492,597 October 114,080 11,018,670 13,613,964 3,979,846 9,972,645 8,591,830 47,176,955 November 115,480 11,273,937 13,766,687 4,044,566 10,046,917 8,706,080 47,838,187 December 115,934 10,888,149 13,796,780 4,060,672 10,108,509 8,769,776 47,623,885 Jan-16 115,952 12,238,173 14,204,672 4,029,277 10,108,296 8,747,471 49,327,889 February 116,192 12,191,675 14,192,323 4,046,580 10,114,156 8,716,523 49,261,257 March 115,656 11,115,318 13,827,362 4,065,197 10,914,123 8,684,584 48,606,585 April 115,339 11,553,057 13,860,353 4,060,259 10,036,474 8,628,359 48,138,502 May 115,339 11,703,500 13,893,120 4,084,400 9,972,432 8,540,569 48,194,021 June 112,419 11,398,898 13,571,225 4,038,318 9,718,499 8,338,750 47,065,690 TOTAL 137,507,790 167,215,878 47,907,050 122,553,500 107,580,259 582,764,477

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NELSON MANDELA BAY MUNICIPALITY - 2015/2016

Total ATTP WATER SEWERAGE ELECTRICITY REFUSE RATES R/C Month Accounts Total Value Total Value Total Value Total Value Total Value Total Value Jul-15 86,508 7,515,223 6,775,297 3,377,689 6,591,099 6,635,748 30,895,056 August 86,040 7,911,487 7,339,179 3,335,449 6,555,986 6,867,271 32,009,372 September 85,884 7,854,641 7,346,960 3,337,441 6,545,232 8,172,117 33,256,391 October 85,913 7,702,264 7,306,723 3,301,347 6,552,272 6,544,689 31,407,295 November 86,181 8,314,929 7,402,913 3,305,778 6,575,541 6,593,051 32,192,212 December 86,931 8,216,676 7,426,377 3,269,021 6,626,479 6,651,756 32,190,309 Jan-16 87,123 8,779,001 7,676,523 3,296,278 6,643,882 6,664,802 33,060,486 February 87,350 8,517,342 7,572,185 3,293,172 6,664,316 6,675,782 32,722,797 March 87,471 9,073,564 7,654,201 3,332,940 6,674,680 6,667,857 33,403,241 April 88,167 8,842,783 7,648,061 3,358,487 6,704,402 6,667,853 33,221,586 May 88,252 7,956,903 7,569,266 3,387,750 6,733,733 6,662,662 32,310,313 June 88,776 7,539,287 7,548,936 3,399,793 6,766,975 6,630,797 31,885,787 TOTAL 98,224,100 89,266,621 39,995,145 79,634,596 81,434,384 388,554,845

Streamlining the billing system to ensure that accurate accounts are rendered on time on a monthly basis

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7.2.2 Delivery Approach

In terms of the Municipal Systems Act of 2000, Financial Sustainability is defined as follows:

“in relation to the provision of a municipal service, means the provision of a municipal service in a manner aimed at ensuring that the financing of that service from internal and external resource, including budgeted income, grants and subsidies for that service, is sufficient to cover the costs of:

The initial capital expenditure required for the service;

Operating the service; and

Maintaining, repairing and replacing the physical assets used in the provision of the service”.

The Municipality experienced a serious cash-flow crisis during the 2010/11 financial year. The recovery at the time was guided by a comprehensive Financial Recovery Plan, aimed at placing the institution in a sound and sustainable financial position, thereby ensuring its ability to meet its obligations.

Proper, adequate and regular financial management oversight is therefore crucial to ensure this ongoing financial sustainability. This can be achieved through the effective implementation of financial policies and procedures, not only within the Directorate itself, but throughout the institution.

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In addition to the above, the Budget and Treasury Directorate must:

• address the weaknesses identified in the SWOT analysis; • give attention to the opportunities that have been documented; • build on the strengths of the Directorate; and • develop strategies to mitigate the risks identified, where possible.

In dealing with the above, priority and emphasis must be given to the following:

• Increased debt collection and credit control measures; • revenue optimisation; • operational efficiency and cost containment measures; • proper procurement planning by all directorates; and • ensuring value for money during the procurement process; • proper tariff modelling; • ensuring a cost coverage ratio of three months; • the development of a Long-term Financial Plan.

In addition, the NMBM is in the process of developing a policy governing the Long- term Financial Plan of the Municipality. This will serve as a guiding document for the institution and contribute towards the establishment of a well-run and forward-thinking city.

7.2.3 Long-Term Financial Sustainability Plan (LTFSP)

Long-term financial planning forms a key element of the Integrated Development Plan (IDP), which enables local government to set priorities aligned to achieving the strategic objectives of Council. The Long-term Financial Sustainability Plan (LTFSP) must be constructed over a minimum period of 10 years and will be instrumental in

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indicating the financial sustainability of the Nelson Mandela’s Bay Municipality over the short, medium and long term.

The LTFSP is underpinned by a number of financial strategies, assumptions and performance indicators, which will enable Council to make informed decisions to ensure financial sustainability, while at the same time meeting the increasing service delivery demands of local communities with the limited available resources.

Council has a legislative requirement to comply with the principles of sound financial management, as detailed in the Municipal Finance Management Act No. 56 of 2003 (MFMA). National Treasury has played a pivotal role in the introduction of financial management reforms across government since 1994, and local government since 1996. National Treasury’s primary objective was to secure the sound and sustainable management of the financial affairs of government (national, provincial and local) and to lead such reforms through policies, guidelines, regulatory interventions, circulars, training etc., as well as provide hands-on support to municipalities.

The MFMA further aims to modernise budget, accounting and financial management practices by placing local government finances on a sustainable footing in order to maximise the capacity of municipalities to deliver services across communities. It also aims to put in place a sound financial framework by clarifying and separating the roles and responsibilities of the Council, Mayor and officials.

The NMBM is committed to work with National Treasury, as a pilot project, to develop a long-term financial planning model as a basis for its Long-term Financial Strategy/Plan. Extensive work has been done on the model, which is currently being amended to comply with the SCOA accounting reforms.

A key component of sound financial management is the preparation of longer-term financial strategies, plans and budgets. When preparing an LTFSP, a municipality must take the following into consideration:

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• Capital and Operating Budgets • Master plans and Backlog reports – Asset Management • Consumption levels/units • Losses and unaccounted for units • Revenue streams • Financial or other risks that may impact on financial sustainability • Staffing levels

A policy governing the Long-term Financial Management Plan has been developed and is in the process of being submitted to Council. The Policy assists the institution in dealing with long-term financial management matters, even though not exhaustive or comprehensive, and also takes into account all other regulatory requirements.

Key Objectives of the Long-term Financial Sustainability Plan (LTSFP)

The key objectives of the LTFSP are to ensure the financial sustainability of the NMBM and therefore:

• The ability of the Municipality to meet its current and future service delivery obligations and financial requirements, and • The ability of the Municipality to retain sufficient financial capacity to be able to manage and absorb future financial risks without external assistance or having to significantly adjust revenue or expenditure. • This implies that the Municipality must maintain a strong cash position, whilst simultaneously developing its capacity to expand and meet the increasing needs of the communities. Key performance indicators (KPIs) that have been identified, will assist in ensuring that: • the NMBM maintains a strong cash position; • service delivery is maintained;

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• there is adequate capital spending – new and renewal; • there is adequate spending on repairs and maintenance; • the working capital levels are sufficient; • the debt levels are minimised (reduced) and affordable; • revenue streams are expanded and maximised.

7.2.4 Financial Plan

Section 26 (h) of the Local Government: Municipal Systems Act, as amended, stipulates that a financial plan must be prepared as part of the Municipality’s Integrated Development Plan.

Over recent years, financial sustainability in local government has become increasingly difficult to maintain, as the demand for services expands beyond the available revenue streams. Municipalities need to be proactive in minimising costs and maximising operational efficiencies in order to meet these demands. In July 2010, the NMBM was faced with serious cash and sustainability challenges as a result of the absence of robust long-term financial planning.

The Five-year Financial Plan includes an Operating Budget and Capital Budget, both informed by IDP priorities. It takes into account the Key Performance Areas reflected in the IDP. All programmes contained in the Budget are reflected in the IDP. The review of the Municipality’s IDP therefore has a ripple effect on the Budget.

In addition to being informed by the IDP, the municipal fiscal environment is influenced by a variety of macro-economic measures. National Treasury determines the ceiling of year-on-year increases in the total Operating Budget, whilst the National Energy Regulator of SA (NERSA) regulates electricity tariff increases. Various government departments also affect municipal service delivery through the level of grants and subsidies.

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Budget assumptions

The multi-year Budget is underpinned by the following assumptions:

Financial targets for the period 2018/19 to 2022/23

2017/18

(Baseline) 2018/19 2019/20 2020/21 2021/2022 2022/2023

Income % % % % % %

Water tariff increase 9.00 9.5 9.5 9.5 8 8

Sanitation tariff increase 9.00 9.5 9.5 9.5 8 8

Refuse tariff increase 9.00 9.5 9.5 9 9 9

Property rates increase 4.40 (Average) 7 7 7 7 7

Electricity tariff increase 1.88 (Average) 8.3 8.6 9 9.5 10

Revenue collection rates 94.00 95.5 96 96.5 97 97

Expenditure

Total expenditure increase allowed (excluding repairs and 6.00 6 6 6 6 6 maintenance)

Salary increase (Subject to the three year agreement) 8.00 8.3 8.5 8.9 9.1 9.1

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2017/18

(Baseline) 2018/19 2019/20 2020/21 2021/2022 2022/2023

Increase in repairs and maintenance (i.e. Inventory 8.00 Consumed) 22 11.5 11.5 12.5 13.5

Increase in bulk purchase of power costs (subject to determination by NERSA) 0.32 7.3 7.6 8.0 8.5 9

Increase in bulk purchase of water costs 12.00 9.0 9.0 9.0 7.5 7.5

Projected Operating Budget for the period 2018/19 to 2022/23 (based on recommended tariff increases)

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PROJECTED REVENUE AND EXPENDITURE TRENDS REVENUE Sum of 2017/2018 Category (Baseline) 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 Fines, Penalties and Forfeits 265,711,307 318,853,568 350,738,925 382,305,429 416,712,917 416,712,917 Interest, Dividend and Rent on Land 281,717,842 306,931,589 331,332,650 355,354,267 380,229,066 406,845,101 Licences or Permits 26,671,035 28,271,297 29,967,575 31,915,467 33,989,973 36,369,271 Operational Revenue 75,164,846 81,553,858 88,893,705 96,894,139 106,099,082 116,178,495 Property Rates 2,000,000,000 2,140,000,000 2,289,800,000 2,450,086,000 2,621,592,020 2,805,103,461 Rental from Fixed Assets 18,685,624 20,357,987 22,190,206 24,187,325 26,364,184 28,736,961 Sales of Goods and Rendering of Services 160,053,835 179,660,430 198,524,775 219,369,876 241,306,864 265,437,550 Electricity 3,808,158,080 4,124,235,201 4,478,919,428 4,882,022,176 5,345,814,283 5,880,395,711 Waste Management 278,888,790 305,383,225 334,394,631 370,843,646 411,265,604 456,093,555 Waste Water Management 644,668,660 705,912,183 772,973,840 846,406,355 937,818,241 1,012,843,700 Water 838,136,260 917,759,205 1,004,946,329 1,100,416,230 1,219,261,183 1,316,802,078 Transfers and Subsidies (OPERATIONAL) 1,539,803,529 1,685,582,088 1,801,936,540 1,928,072,098 2,063,037,145 2,207,449,745 TOTAL REVENUE 9,937,659,808 10,814,500,630 11,704,618,605 12,687,873,008 13,803,490,561 14,948,968,544 PROJECTED REVENUE AND EXPENDITURE TRENDS EXPENDITURE Sum of 2017/2018 Category (Baseline) 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 Bulk Purchases - Electricity 2,871,187,163 3,080,783,826 3,314,923,397 3,580,117,268 3,884,427,236 4,234,025,687.5 Bulk Purchases - Water 134,260,230 146,343,651 159,514,579 173,870,891 186,911,208 200,929,548.9 Contracted Services 1,161,192,669 1,242,476,156 1,329,449,487 1,422,510,951 1,529,199,272 1,643,889,218 Employee Related Cost 2,820,756,176 3,054,878,939 3,314,543,648 3,609,538,033 3,938,005,994 4,296,364,540 Interest, Dividends and Rent on Land (Incl Interest on Loan) 147,941,226 246,817,700 425,626,762 539,164,367 703,514,229 830,725,083 Inventory Consumed (Incl Maintenance portion) 276,892,170 337,808,447 376,656,419 419,971,907 472,468,395 536,251,629 Operating Leases 79,631,838 85,206,067 91,170,491 97,552,426 104,381,096 111,687,772 Operational Cost 997,056,932 1,046,909,779 1,104,489,816 1,170,759,205 1,246,858,554 1,327,904,360 Remuneration of Councillors 70,437,756 74,664,021 79,143,863 84,288,214 89,766,948 95,601,799 Transfers and Subsidies 112,165,450 119,568,370 127,938,156 137,277,641 147,298,909 158,051,729 Depreciation and Amortisation 808,877,177 869,542,965 934,758,688 1,009,539,383 1,090,302,533 1,177,526,736 Impairment Loss 619,213,278 422,398,042 408,649,369 391,989,094 372,424,779 389,984,051 TOTAL EXPENDITURE 10,099,612,065 10,727,397,961 11,666,864,674 12,636,579,381 13,765,559,154 15,002,942,153 TOTAL REVENUE - TOTAL EXPENDITURE -161,952,257 87,102,669 37,753,931 51,293,628 37,931,408 -53,973,608

7.2.5 Statutory requirements specific to Capital Budget

The vehicle through which the needs of the Municipality are identified and its priorities are set, is the Integrated Development Plan. The Capital Budget must be allocated to cover the higher priority projects in the IDP.

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The Municipal Finance Management Act (Act No. 56, 2003) states that:

“19.1 A Municipality may spend money on a capital project only if-: -

• the money for the project, excluding the cost of feasibility studies conducted by or on behalf of the Municipality, has been appropriated in the capital budget; • the project, including the total cost, has been approved by the council; • the sources of funding have been considered, are available and have not been committed for other purposes.

19.2 Before approving a capital project in terms of Section 19 (1) (b), the council of a municipality must consider- the project cost covering all financial years until the project is operational; and the future operational costs and revenue on the project, including municipal tax and tariff implications.”

Furthermore, the Financial Standing Orders state that

“1.5 Every Director shall, in respect of the activities of the Directorate, in consultation with the Executive Director: Budget and Treasury, prepare: - a draft Capital Budget in respect of the ensuing financial year and a draft Capital Programme for the following two financial years, based on the following principles:

Year Two of the current Capital Programme shall become the new Capital Budget and Year Three of the current Capital Programme shall become Year Two in the new Capital Programme and New projects shall enter the Programme in Year Three.”

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a) 7.2.6 Credit Rating

A credit rating is an evaluation of the credit risk of a prospective debtor, predicting its ability to pay back the debt, and an implicit forecast of the likelihood of the debtor defaulting.

On 28 November 2017 Moody’s Investors Services, an internationally recognised credit ratings agency, placed the long-term global scale rating of the NMBM, together with those of other Metro’s under review for downgrade. This followed the weakening of the South African government’s credit profile. On 01 December 2017, Moody’s Investor Services assigned a Baa3/Aa1.za national scale issuer rating to the NMBM which takes into account the NMBM’s solid financial performance and low debt. External loan funding is currently being considered for the next five-year period; this will, however, need to be structured in a sustainable manner without having a negative impact on the Municipality’s credit rating going forward.

7.2.7 Policies / By-Laws

The Directorate is reliant on the following policies and by-laws to assist it in achieving the respective IDP priorities:

• Financial Management Policy • Revenue Enhancement Master Plan • Assistance to the Poor Policy • Cash Management and Investment Policy • Tariffs Policy • Creditors Payment Policy

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• Asset Management and Disposal Policy (the Municipality has a Generally Recognized Accounting Practices (GRAP) compliant asset register) • Supply Chain Management Policy • Rates Policy • Long-term Funding Policy • Funding and Reserves Policy • Customer Care and Revenue Management By-laws • Unauthorized, Irregular, Fruitless and Wasteful (UIF+W) Expenditure Policy • Credit Control Policy

The Budget related policies are updated on an annual basis.

7.2.8 Property Valuation Rolls

The rating of property is implemented impartially, fairly, equitable and without bias, and these principles also apply to the setting of criteria for exemptions, reductions and rebates, contemplated in Section 15 of the Municipal Property Rating Act.

The rating of property will be implemented in a way that:

• is developmental oriented; • supports sustainable local government by providing a stable and buoyant revenue source within the discretionary control of the Municipality; • supports local and socio-economic development; • promotes simplicity, uniformity, certainty in the property rates assessment process; • gives due consideration to the need for a simple and practical process of billing and collection of property rates; • promotes sustainable land management, especially that which reduces the risk from natural disasters; and • achieves national and local environmental management objectives.

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The NMBM has an updated Valuation Roll, which has been implemented. One supplementary valuation is completed per financial year.

The NMBM has further implemented a General Valuation (GV) on 1 July 2017. The relevant notice indicating that the valuation roll is open for public inspection and the valuation roll is published on the municipal website in terms of section 49 of the Municipal Property Rates Act, 2004. The next General Valuation will be implemented on 1 July 2021, based on property valuations as at 1 July 2020. Ensuring that the Valuation Roll is updated on a regular basis will achieve a sustainable rates base, in order to generate income to provide quality services in a Well Run City.

Financial Reporting

The NMBM received a qualified audit report for the 2016/17 financial year. The qualification was based on following:

The lack of adequate systems in place to identify and disclose all irregular expenditure incurred during the year, as required by Section 125(2)(d)(i) of the MFMA.

Sufficient appropriate evidence could not be obtained for the retention of creditors

The municipality did not assess whether there were any indications that its expectations about the useful lives of PPE had changed, as required by SA Standard of GRAP 17.

An audit action plan is being developed to address the issues raised by the Auditor- General, as with all previous audit reports. These action plans are monitored by the Internal Audit Division.

In order to improve the audit outcomes of the 2016/17 financial year, an interim financial statements (2016/17 financial year) Circular No. 1 of 2017 was submitted to all directorates on 14 February 2017. The 2016/17 Annual Financial Statements were

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presented to the Auditor-General on 31 August 2017, and the consolidated annual financial statements were presented to the Auditor-General on 30 September 2017.

The municipality compiles and submits all the required legislated financial reports, which includes, inter-alia, those reports required in terms of Sections 71, 52 (d) 72 and 121 of the MFMA.

7.2.9 Implementation of SCOA Regulations

The objective of the Standard Chart of Accounts (SCOA) Regulations is to provide for a national standard for the uniform recording and classification of municipal budget and financial information at a transactional level, by prescribing a standard chart of accounts for municipalities that: is aligned to the budget formats and accounting standards prescribed for municipalities; and enables uniform information sets to be recorded in terms of national norms and standards across the whole of government, for the purpose of national policy coordination and reporting, benchmarking and performance measurement in the local government sphere.

The NMBM’s implementation of the SCOA Regulations on 01 July 2017 will align itself to the Well Run City Pillar, upon its compliance to the SCOA assessment check that will be undertaken by National Treasury.

In addition, National Treasury aims to improve the credibility and reliability of financial data, as well as general business processes and applications.

On 20 June 2014, Council considered an item dealing with the Municipal Regulations for the SCOA and resolved, inter alia:

That Council adopts the Municipal Regulations on the Standard Chart of Accounts, as gazetted for implementation, effective 1 July 2017.

That the City Manager drafts an Implementation Plan to ensure the implementation of the SCOA, effective 1 July 2017.

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On 13 November 2014, the SCOA Implementation Plan was adopted by Council and submitted to National Treasury on 14 November 2014.

The implementation of the SCOA will result in significant changes in the Municipality’s business processes and will influence, amongst other things, the following:

• The Municipality’s accounting systems • The preparation of budgets • Reporting requirements • Re-organization of cost centres

The above changes to business processes will ensure that the NMBM is aligned to its six Pillars as follows:

The Well Run City : The implementation of the SCOA Regulations on 01 July 2017 will facilitate compliance with the Regulations, as well as pave the way for the NMBM’s SCOA compliance assessment, to be conducted by the National Treasury. This will further give credence to the NMBM’s aim of guaranteeing transparent budgeting; transparent and efficient spending and performance monitoring. Furthermore, the re- organisation of the NMBM’s cost centres closer to the Regulation’s Functional Segment requirement will also support this Pillar.

The Opportunity City : This will be achieved as a result of implementing an accounting system that aids efficiency; performance measurement; transparency and benchmarking. The efficient use of public funds will result in further investor confidence and more investment opportunities being identified within the NMBM.

The Safe City : This will be achieved through linking the NMBM’s budget to its IDP and the Safety and Security Directorate’s SDBIP, as it relates to ensuring a safe city. In addition, the reporting requirements will assist the benchmarking of the NMBM’s safety and security processes and their outcomes to other government institutions.

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The Inclusive City : This will be achieved by linking the NMBM’s Budget to its IDP and the SDBIP of all its directorates as it relates to the outcomes of the public participation sessions held with local communities. The reporting requirements will assist in transparent reporting and benchmarking of the NMBM to the respective legislative requirements on creating an all-inclusive society, e.g. the Constitution; the Employment Equity Act; the Labour Relations Act; the Municipal Finance Management Act; the Preferential Procurement Policy Framework Act; the Occupational Health and Safety Act, etc.

The Caring City : This will be achieved through linking the prescribed budget preparation processes to the Regulations, which will in turn facilitate the benchmarking of the NMBM’s budget for social cohesion and social upliftment and their outcomes to other government institutions.

The Forward Thinking City : The reporting requirements enabled by the SCOA Regulations will assist the City in identifying economic, financial, technological and social opportunities within the NMBM, as well as enable the implementation of these opportunities. The Regulations will allow National Treasury to easily conduct benchmarking exercises across all spheres of government and all municipalities, which will allow the NMBM to identify and implement solutions that will conform to the definition of “The Forward Thinking City” across its functional areas, such as energy efficient service offerings; water-wise projects; sustainable socio-economic upliftment; environmental awareness; cost-saving technologies, etc.

The benefits of implementing the SCOA include:

• Standardization of all municipal and the whole-of-government reporting, which leads to a reduction in the Auditor-General’s interpretations of multiple charts of accounts. • Improved transparency and accountability, leading to a high level of service delivery and contributing to a well-run municipality. • Providing for evidence based financial management, leading to improved municipal bench-marking, policy making and interventions.

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• Bringing higher levels of cooperative government by enabling the submission of credible, reliable and timely municipal information.

In order to meet the tight deadlines prescribed by National Treasury in respect of the implementation of the SCOA, a service provider was appointed to provide and implement a complete SCOA compliant Enterprise Resource Planning (ERP) System.

The benefits of an ERP System are:

• Web-based, which allows for dynamic access, e.g. via 3G or VPN sign-on. • Real time online posting of financial transactions. • Integration of planning and budgeting processes as a core feature (golden thread). • Seamless integration of the standard business processes of local government.

7.2.10 Revenue Enhancement and Improvement of Debt Recovery

The escalating arrear consumer debt of the NMBM has resulted in the institution soliciting the services of an external party, a specialist in the field of debt collection and revenue enhancement, to curb its escalating arrears and identify new revenue streams. The service provider was appointed for a three-year period in December 2015, where-after the project commenced in terms of a staged approach.

The major work streams identified, are the following:

• Baseline diagnostics • Data cleansing and analysis • Command and control centre • Field verification • Debt management (focusing on debt older than 120 days), and • Income and cost optimization

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The project serves to strengthen and expand on the revenue base of the municipality. The collection rate for the 2016/17 financial year is calculated at 94.3%. The collection rate as at 31 December 2017 is calculated at 94.46%

Expenditure

Conditional Grants

The NMBM manages its conditional grants in terms of the DoRA requirements and submits all required statutory reports in terms of the relevant requirements.

Remuneration

Councilor remuneration is determined annually in terms of the relevant Government Notice issued by the Minister of COGTA in terms of the Remuneration of Public Office- Bearers Act, 1998 (Act No 20 of 1998).

The upper limits of total remuneration packages payable to municipal managers and managers directly accountable to municipal managers are determined and paid in accordance with the annual government notice issued by the Minister of COGTA in terms of Regulation 35 of the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers as issued in terms of Government Notice No 21 as published under Government Gazette No 37245 of 17 January 2014.

The overall increase in human resource costs as relevant to all other municipal employees is determined in line with the relevant SALGBC agreement in this regard.

As at 30 September 2017 employee costs constituted 22.62% of the total operating revenue.

Finance costs

All financing costs in terms of external loan funding agreements are serviced in terms of the relevant approved funding agreements.

Payments to service providers

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All monies owing by the municipality to service providers are paid in terms of Section 65 (2) (e) of the MFMA.

Funding of Capital Expenditure

The table below reflects the reliance on government grants in order to fulfill the mandate of providing services to the community:

Sources of funding 2014/15 % 2015/16 % 2016/17 %

Government Grants 781,938 53.87% 760,841 56.28% 849,241 59.74%

Other grants 2,266 0.16% 16,671 1.23% 5,170 0.36%

Public contributions 56,854 3.92% 47,757 3.53% 107,513 7.56%

Internal Funds 610,383 42.05% 526,641 38.96% 459,589 32.33%

Total Capital 1,451,441 100% 1,351,900 100% 1,421,512 100% Funding

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7.2.11 Funding of Capital Expenditure

The table below reflects the reliance on government grants in order to fulfill the mandate of providing services to the community:

Sources of funding 2013/14 % 2014/15 % 2015/16 %

Government Grants 1,012,405 64.04% 781,938 53.87% 760,841 56.28%

Other grants 14,048 0.89% 2,266 0.16% 16,671 1.23%

Public contributions 31,987 2.02% 56,854 3.92% 47,757 3.53%

Internal Funds 522,447 33.05% 610,383 42.05% 526,641 38.96%

Total Capital 1,580,887 100% 1,451,441 100% 1,351,900 100% Funding

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7.2.12 Capital and Operating Spending Results

2014/15 2015/16 2016/17

R thousand Budget Actual Audited Budget Actual Audited Budget Actual Audited Operating Revenue 8 291 268 8 179 284 8 179 284 9 388 921 8 797 972 8 797 972 9 401 671 8 991 343 % Operating Revenue 98.65% 93.71% 95.64% Operating Expenditure 8 757 794 8 192 029 8 192 029 9 321 591 8 765 724 8 765 724 9 823 533 9 292 077 % Operating Expenditure 93.54% 94.04% 94.59% Net Surplus/(Deficit) (448,525) (12 745) (12 745) 67 330 32 248 32 248 (421 861) (300 734)

Capital Expenditure 1 560 118 1 436 107 1 436 107 1 573 441 1 352 298 1 351 900 1 552 012 1 421 512 % Capital Expenditure 92.05% 85.95% 91.59%

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CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVALUATION

This Chapter outlines the important aspects of oversight, reporting, monitoring and evaluation in order to ensure the accountable and well aligned delivery of this Integrated Development Plan and its six pillars by the Nelson Mandela Bay Municipality.

The key offices, role-players, structures and tools for these important functions are discussed below and include:

• Executive Mayor • City Manager • Municipal Public Accounts Committee • Rules and Ethics Committee • Office of the Auditor-General • NMBM Audit Committee • NMBM Internal Audit and Risk Assurance • Performance, Monitoring and Evaluation • Supply Chain Management • Ward Committees

8.1 Executive Mayor

The Executive Mayor is required to identify and prioritise the needs of the Municipality. These are to be reflected in the IDP and Budget, which also need to take into account applicable national and provincial plans.

The Executive Mayor is required to evaluate the progress of the performance of the institution in the implementation of the IDP. This is done through the institutional Performance Management System. The Executive Mayor must provide political leadership and guidance in the annual revision, preparation and timeous approval of

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the IDP, the annual Budget and the Service Delivery and Budget Implementation Plan (SDBIP).

The Executive Mayor has delegated the development and implementation of the Performance Management System to the City Manager, in terms of the Municipal Systems Act.

8.2 City Manager

The City Manager must provide operational guidance on the annual revision, preparation and timeous approval of the IDP, the annual Budget and the SDBIP and ensure strategic alignment between them.

In relation to IDP implementation, oversight, monitoring and evaluation, the City Manager is inter alia responsible for the following:

• Developing an effective, efficient and accountable administration that is able to implement the institutional IDP; in addition, ensuring an administration responsive to the needs of the citizens, business and other sectors. • Ensuring that all business of the administration is conducted in a manner that is consistent with the IDP. • Overseeing the implementation of the IDP, whilst ensuring integrated multi- disciplinary orientated service delivery. • Ensuring that a performance management system is in place for the administration in order to determine whether the municipal targets set in the IDP are being met. • Ensuring regular reporting on progress with the implementation of the IDP to the relevant Council structures.

The City Manager has delegated the development of the institution’s Performance Management System to the Chief Operating Officer; and the cascading of performance management in respect of non-Section 57 employees to the Executive Director: Corporate Services.

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The City Manager must inculcate an organisational culture that is conducive to effective performance management within an appropriate organisational structure that can meet the demands of the IDP, and ensure that the Performance Management System is current, effective and efficient.

8.3 Municipal Public Accounts Committee

The Municipal Public Accounts Committee (MPAC) is a key structure in Council and the mechanism through which it exercises oversight over the expenditure of public money. With regard to financial management, MPAC enables Council to fulfil its obligation to ensure that the spending of ratepayers’ money and Council’s stewardship of public assets is done economically, efficiently and effectively.

MPAC conducts its affairs in a non-party political manner in order to ensure neutrality and maximise its effectiveness. It also ensures that the Municipality’s Oversight Report on the Annual Report is prepared for adoption by Council, as required in terms of the Municipal Finance Management Act (MFMA).

MPAC also has the responsibility to investigate and advise Council in respect of unauthorised, irregular or fruitless and wasteful expenditure.

The Municipality’s Municipal Public Accounts Committee currently comprises the following members:

• African National Congress (ANC) – 5 members • Democratic Alliance (DA) – 6 members • Economic Freedom Fighters (EFF) – 2 members and also one occupying Chairperson position • Patriotic Alliance (PA) – 1 member • United Democratic Movement (UDM) – 1 member

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8.4 Rules and Ethics Committee

A Rules and Ethics Committee was recently established for the purpose of monitoring and reviewing the Rules of Order of Council.

The objectives of this Committee include:

• Inculcating a respect for the rule of law in the institution. • Upholding Council’s Rules of Order, thereby promoting stability in Council. • Putting the people first (Batho Pele principles). • Ensuring open and constructive debate. • Respecting divergent views. • Enhancing the effective management of Council and Standing Committee meetings. • Fostering a sense of collective responsibility among Councillors in advancing service delivery and deepening democracy.

8.5 Office of the Auditor-General

The Auditor-General of South Africa has a constitutional mandate and, as the supreme audit institution of South Africa, exists to strengthen South Africa’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence.

The Auditor-General checks the spending of public money by determining whether it has been used properly and for the intended purposes. This is done by performing an annual audit. The results of the annual audit will reveal whether the Municipality is adhering to legislation and good practice or whether there are areas that require improvement. One of the areas examined, is that of irregular, fruitless and wasteful expenditure - where there is such expenditure, the Accounting Officer must investigate and take appropriate action.

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The Auditor-General also audits the planning processes and performance information of the Municipality and its municipal entity (MBDA).

8.6 Audit Committee

The Audit Committee is appointed by Council as an independent advisory body. The Audit Committee advises the Council, political office-bearers, the Accounting Officer and the Executive Management Team on matters such as the following:

• Internal financial control and internal audits. • Risk management. • Accounting policies. • Adequacy, reliability and accuracy of financial reporting and information. • Performance management. • Effective governance. • Compliance with the MFMA, the annual Division of Revenue Act (DoRA) and any other applicable legislation. • Performance evaluation. • Any other issues referred to it by the Municipality or its municipal entity.

Furthermore, the Audit Committee reviews the annual financial statements in order to provide an authoritative and credible view of the Municipality’s financial position, its efficiency and effectiveness, as well as its overall level of legislative compliance.

The Audit Committee responds to Council on any issues raised by the Auditor-General in the Audit Report. Furthermore, it conducts investigations into the financial affairs of the Municipality as may be necessary.

8.7 Internal Audit and Risk Assurance

In terms of Section 165 of the MFMA, the Accounting Officer must establish effective systems of internal control to provide reasonable assurance that the Municipality’s financial and non-financial objectives are achieved. In the execution of this

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responsibility and also to promote ethics, good governance and integrity in the institution, the Internal Audit Services and Risk Assurance was established.

The role of Internal Audit is to assist the City Manager and directorates in meeting their objectives and discharging their responsibilities by providing independent and objective quality assurance reviews of the adequacy and effectiveness of the controls set up by Management to help run the organisation. These include consultancy services.

Although the Risk Management Unit of the Municipality is responsible for the identification of risk exposure, the risks recorded in Council’s Risk Register are used to compile the Annual and Three-year Internal Audit Plans.

The Forensic Audit Services Section complements the broader justice system and forms part of the Internal Audit Sub-directorate of the Municipality. The forensics component derives its NMBM mandate from the Anti-Fraud and Anti-Corruption Strategy, the NMBM Internal Audit Charter, the MFMA, and the Prevention and Combatting of Corrupt Activities Act.

An Ethics Hotline was recently established, and the Internal Audit Sub-directorate investigates all matters reported.

8.8 Performance, Monitoring and Evaluation

8.8.1 Performance Management

The municipal performance management function describes measures, evaluates and reports on how the Municipality’s processes relating to the implementation of the IDP will be conducted, organised and managed. This includes identifying role-players, stakeholders and key timelines. Performance management therefore holds the key to the successful implementation of the IDP.

Integrated development planning enables the achievement of the planning stage of performance management. The Service Delivery and Budget Implementation Plan

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(SDBIP), the Performance Information System, performance agreements and plans underpin effective performance management.

The following table is useful in understanding important performance management concepts:

CONCEPT DEFINITION Integrated The IDP is the Municipality’s principal people-driven Development strategic developmental planning document over the Planning (IDP) medium term (five years). Importantly, it ensures close coordination and integration between projects, programmes and activities, both internally and externally. Performance A strategic approach through which performance objectives Management of the Municipality are identified, defined, translated into business plans and cascaded into individual scorecards. This allows for regular planning, monitoring, evaluating, reviewing and reporting of performance at both organisational and individual levels and permits responses to both inadequate performance and outstanding/excellent performance. Performance The Municipality’s Performance Management System Management System entails a framework that describes and represents how its (PMS) cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organised and managed, including determining the responsibilities of the different roleplayers.

The Nelson Mandela Bay Municipality uses the Balanced scorecard method, which takes into account financial, internal business, customer and learning and growth perspectives.

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CONCEPT DEFINITION Key Performance Critical function/domain that is crucial to the achievement of Areas (KPAs) organisational goals. Objective Statement about the ultimate and long-term outcomes the organisation wishes to achieve. Key Performance Measures (qualitative and quantitative) that indicate Indicators (KPIs) whether progress is being made towards achieving set objectives. Input indicators An indicator that measures equipment, resources, economy and efficiency, for example: . Budget projection . % capital budget spent to provide water. . Unit costs for delivering water to a single household . Amount of time/money/number of people it took the Municipality to deliver water to a single ward. Output indicators Indicators that measure results, usually expressed in quantitative terms (i.e. number / %), e.g. Number of households connected. Outcome indicators Indicators that measure the impact of reaching the target, e.g. Percentage of households with access to water. Impact indicators Indicators that measure the marked effect or influence of achieving specific outcomes. Key Performance Focus areas linked to the identified Key Performance Areas. Elements (KPEs) Baseline indicators These provide quantitative and/or qualitative levels of performance as at the beginning of the monitoring period in respect of which the institution aims to improve. Performance targets Quantifiable levels of the indicators that the organisation wants to achieve at a given point in time. Performance plan Plan of agreed Key Performance Areas, Objectives, Key Performance Indicators and Targets covering a specific financial year.

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CONCEPT DEFINITION Institutional 12 months’ period (continuous) that constitutes the financial performance review year of the Municipality: 1 July to 30 June of the following cycle year. Review A comprehensive assessment of the economy, efficiency, effectiveness and impact in so far as the key performance indicators and performance targets set by the Municipality are concerned.

Performance management seeks to achieve the following:

• Clarifying institutional goals and priorities. • Ensuring a continuous cycle of planning, coaching and feedback. • Monitoring and improving service delivery. • Ensuring accountability, oversight and legal compliance. • Promoting community participation in local governance. • Creating and entrenching a culture of performance amongst employees.

The Integrated Performance Management System used in the Nelson Mandela Bay Municipality is reflected in the diagram below.

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INTEGRATED PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE

MANAGEMENT SYSTEM

Shared Long-term Vision and Strategic Plan

Integrated Institutional Scorecards for Individual Development Budget SDBIP Portfolio Cllrs, Scorecards/ Plan Directorate and Performance Municipal Entity Agreements

Performance Performance Measurement, Planning Implementation Performance Monitoring Evaluation and Review

KPAs, KPEs, Outcome, Impact Objectives, KPIs, Data Collection, & Targets Analysis, Verification and Staff and Storage Assessments

Feedback Performance Reporting

Communities and Stakeholders

8.8.2 Monitoring and Evaluation

The Municipality has a Monitoring and Evaluation Unit in place, which is tasked to improve institutional planning, implementation, budgeting and reporting processes through the monitoring and evaluation of prioritized IDP programmes and projects.

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Towards this end, the focus is on the following: • Monitoring and evaluation of the IDP implementation for tracking service delivery progress and sustainability, and evaluating alternative options for service delivery. • Monitoring, evaluating and reporting on the performance of consultants / service providers to ensure that the expected delivery outputs and outcomes are achieved. • Monitoring and evaluating Ward-Based Capital expenditure to ensure that the objectives are achieved as planned. • Monitoring the implementation of Council resolutions through the development and maintenance of a matrix.

8.9 Supply Chain Management

The Municipality has an approved Supply Chain Management Policy which is required to be reviewed on an annual basis. Inter alia , the policy provides for a committee system to achieve and ensure competitive procurement. The Committees established in compliance with the National Standards for Bid Committees, are as follows:

• The Bid Specification Committee • The Bid Evaluation Committee • The Bid Adjudication Committee

An Integrated Contracts Management System tracks the award of tenders from the time of approval of the specifications to the time of final award.

The Municipality has embarked on the development and implementation of a Quality Management System (QMS), in compliance with ISO 9001:2015. This process commenced in March 2016 and is due for completion in 2018.

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8.10 Ward Committees

The main function of a Ward Committee is to act as the formal communication channel between Council and the community. The Ward Committees therefore provide the channel through which communities can most effectively lodge their complaints and concerns.

The roles and responsibilities of Ward Committees include:

• Create formal unbiased communication channels and cooperative partnerships between the Municipality and the community within each ward. • Promote harmonious relationships between residents of the ward, the Ward Councillor and the Municipality. • Facilitate participation in the IDP processes. • Act as a reference group/advisory body on Council policies and issues that affect the communities in the ward. • Serve as an agent for mobilising community action. • Act as a conduit for community complaints and feedback on Council responses. • Make recommendations on any matters that may affect the ward or Council.

8.11 Special Sectors and Mainstreaming

The Nelson Mandela Bay Municipality has established an institutional framework that coordinates and facilitates the mainstreaming of the best interests of children, people with disabilities, elderly, women and youth through Special Programmes Unit within Constituency Services.

In an effort to ensure integration and synergy, all Directorates are required to ensure special sectors development is central in their planning, budgeting, implementation of their projects and programmes. The Special Programmes Unit in conjunction with Directorates and collaboration with relevant stakeholders is expected to conduct its business in the following manner;

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• Conduct public awareness and education for the promotion of mainstreaming youth, women, aged, disability, gender and children’s rights issues in council and government programmes; with extensive campaigns associated with national days in the form of Pride and Observance dates, etc. • Ensure special sectors’ concerns and needs become the integral dimension of the design, implementation, monitoring and evaluation of policies, programmes in all political, economic and social spheres for designated groups to benefit equitably • Coordinate efforts that ensure planning, policies, programmes and projects counteract inequalities and disparities experienced by children, disability, elderly, women, youth and gender machinery • Ensures coordination and facilitation of systematic inclusion of all concerns of children, disability, elderly, women, youth and gender machinery at all levels of planning, policy making and programme implementation Ensures fairness and availability of measures that compensate historical and social disadvantages that prevent special sectors from operating on a level playing field • Effectively and efficiently coordinate for the alignment and compliance to local, provincial, national, SADC, regional, continental and international obligations and protocols pertaining to special sectors • Ensures special sectors contribute and benefit from economic, social, cultural and political development • Assesses the implications for designated groups of any planned action, legislation, policies, or programmes in all areas and at all levels • Coordinate conscientisation that build analytical skills to ensure self – confidence and taking control • Coordinate and facilitate appropriate training to improve knowledge, skills and attitudes in special sectors – gender analysis, special sectors – gender mainstreaming, special sector - gender responsive research, special sector – gender responsive budgeting, and disaggregated data use.

ANNEXURE “A”

DOCUMENTED CHANGES IN THE IDP

The IDP is a five-year plan that is reviewed annually. This page deals with all the changes that have been done in the document for ease of reference.

Changes effected to date are as follows:

1. Cover page – inserted 2 nd Edition First Draft – Page 1 2. A Poem on institutional performance on page 2 as requested by the Executive Mayor is inserted 3. IDP definition on page 3 4. On page 4, a Map of the NMBM reflecting new Ward Boundaries after the demarcation processes of 2015 is included 5. The revised Table of Contents on pages 5 - 6 6. Revised Foreword by the City Manager on page 14 7. Revised strategic objectives in line with the 6 Pillars on pages 23 - 26 8. On page 27 - 28, reflection on political party seat allocation in Council 9. Changes in the Mayoral Committee Members is in line with the latest reshuffling of Mayoral by the Executive Mayor from pages 29 - 30 10. On page 34, the 1.6 Heading is changed 11. New information on IDP and Budget Time-Schedule is included on page 45 12. Pages 45 – 47, new information is included on the Implementation of the Long Term Development Plan 13. Changes on page 56 on Pillar 1 (Well Run City) 14. Changes on page 60 on Opportunity City 15. New information on public participation of 18 – 24 August 2017 on pages 76 – 77 16. Revised list of catalytic programmes on page 102 17. Pages 127 – 201, changes effected by Directorates in their chapters 18. Changes in the Delivery Plan chapter on page 202 - 211 19. Chapter on Financial Sustainability and Viability from page 258 – 281 is revised 20. Pages 293 contain proposed changes on information dealing with Ward Committees 21. Pages 293 – 294 contain new information on Special Sectors and Mainstreaming

ANNEXURE “B”

REPORT ON PUBLIC PARTICIPATION PROGRAMME (18 – 24 AUGUST 2017)

1. BACKGROUND

Chapter Seven (7) of the Constitution of the Republic of South Africa, Act 108 of 1996, Chapter 4 and 5 of Local Government Municipal Systems Act, 32 of 2000 and, Chapter 4 of the Municipal Finance Management Act Number 56 of 2003 compel municipalities to engage communities in public participation. This should not only be done as a compliance exercise but also as an honest engagement with communities in order for all programmes that a municipality is implementing within the 5 year cycle of its Integrated Development Planning (IDP) to be informed by the priorities of its citizens. Communities must own development taking place within its municipal space. At Nelson Mandela Bay Municipality (NMBM), the current political administration has introduced a new dimension on public participation. To make it more meaningful, they introduced the ranking of priorities in their order of importance. The 2018/19 IDP / Budget public participation programme was approved by the Strategic Planning Steering Committee that was established by the Executive Mayor to oversee the whole planning and implementation processes. The entire programme was rolled out within five days with approximately four (4) meetings per day taking place at the same time in various venues. All necessary preparatory requirements were done and the programme went out smoothly without major challenges. Despite very cold weathers during the times of the meetings, a number of the residents of the NMBM attended. During the meeting with Councillors on the 18 August 2017, some amendments to the programme were suggested and effected. This resulted in an additional meeting being accommodated on the 24 August 2017 at the Newton Park Library. This additional meeting was to accommodate the following Ward; 6, 7, 8, 9, Portion of ward 12 and 39. All logistical arrangements for this additional meeting were to be facilitated by the Ward Councillors concerned.

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All the meetings took place as planned and without many disruptions except the following:

a) The meeting planned for 22 August 2017 with the Municipal Unions did not take place because the Municipal Unions did not show up.

b) In Gelvandale Hall on the 23 August 2017, disruptions and chaos occurred after an announcement that, the Ward Based Allocation document distributed at the meeting was not correct. A new document was then printed, distributed and the meeting continued.

c) Another meeting where disruptions occurred was in George Botha Hall on the 23 August 2017. The disruptions because community members objected to incorrect ward allocation of projects to wards that were affected by the new Ward demarcation process related to the 2016 Local Government Elections. As a result, a large number of people left the meeting but, the meeting continued until it was finalized.

2. COMMUNICATION AND MARKETING OF THE PROGRAMME

Various methods of communication and marketing were used to make communities aware about the programme. It was advertised in the various print media houses, various radio slots and news reads were arranged by Communications Directorate. The whole programme was uploaded in the NMBM Website. There was also regular loud hailing of the programme to relevant communities informing them about these meetings. Also, all Ward Councillors and Ward Committees were also requested to market the programme within their communities The interaction and consultation process with communities is not only limited to the attendance of public participation meetings but also, communities are encouraged to make written submissions via emails, faxes or even verbal submissions to the IDP Office. A total of 3026 residents attended the meetings. It is further noted that, of the 120 Councillors who were invited to attend the meeting, 39 Councillors attended. Higher numbers of attendance by community members was more noticeable in the following venues; George Botha Hall with Ward Committees where 425 Ward Committee members attended the meeting. It is also noticeable that, in the following venues attendance by community members was in excess of 200. These were; Allan Ridge Hall with 299, Soweto Multi-Purpose Centre with 289, Lillian Ngoyi Sports Centre with 289, Babs Madlakane Community Hall with 231 and Gelvandale Community Hall with 221.

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3. ANALYSIS OF INPUT RECEIVED DURING THE PUBLIC MEETINGS (18 – 24 AUGUST 2017)

Table 1 is a summary of the 13 most common issues raised by the communities during the public meetings held in August 2017 listed in their ranked order:

TABLE 1: PRIORITIES FREQUENTLY RAISED IN WARD MEETINGS DURING IDP/ BUDGET REVIEW IN AUGUST 2017

PRIORITIES RAISED WARDS 1. Provision of street lights (High mast lights) 4, 10, 11, 13, 14, 15, 18, 21, 24, 27, 28, 29, 30, 31, 32, 33, 34, 35 & 36 (19) 2. Construction of sports fields and 4, 11, 13, 14, 15, 18, 20, 21, 22, 24, 28, 31, upgrading/maintenance of existing ones 32, 33, 34 & 36 (16)

8. Rectification of pre 1994 4, 14, 15, 18, 20, 21, 25 & 36 (9) houses 9. Upgrading and maintenance of sewerage 4, 15, 20, 26, 27, 28, 29 & 36 (8) system

10. Visibility of Metro Police 12, 13, 14, 15, 18, 20, 27 & 34 (8)

11. Skills development 4, 13, 14, 27, 28, 28, 31, 33 & 36 (8)

12. Construction and upgrade 4, 11, 29, 31, 33, 35 & 36 (7) of Police Stations 13. Construction and upgrade of 9, 23, 40, 48,58 & 60 (6) Libraries Table 1 shows that, of the 60 Wards in the NMBM, 19 (31, 67%) prioritized the provision of Street lights, 16 (26, 67%) provision and upgrade of sporting facilities, 15 (25%) want provision of houses, 15 (25%) are concerned about the rectification oh houses and a further 9 (15%) have raised the issue of rectification of houses that were built before 1994.

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Figure 1: Top 13 Ward Priorities

Total: 60 Wards as % of 60

31.67

26.67 25.00 25.00 23.33

20.00 19 16 16.67 15 15 15.00

Wards 14 13.33 13.33 13.33 12 11.67 10 10.00 9 8 8 8 7 6

Provisioning of Construction Rectification of Provision of Tarring of Provision and Illegal Rectification of Upgrade and Visibility of Skills Construction Construction Street Lights and Upgrade Houses Houses Roads and Upgrade of Dumping Pre 1994 Maintenance Metro Police Development and Upgrade and Upgrade and High Mast of Sports Construction Clinics Houses of Sewer of Police of Libraries Lights Fields of Speed System Stations Humps Issues (Figure 1 and 2) show the schematic representation of the issues reflected in Table 1. It could be seen from Figure 1 that, the request for provision of electricity has the highest bar whilst, 11, 67 wants construction of Police Stations whilst only 10% of the Wards raised the construction of Libraries.

FIGURE 2: THE NUMBER OF WARDS RAISING THE TOP 13 PRIORITIES

Construction and Upgrade of Libraries Construction and Upgrade of Police Stations Skills Development Visibility of Metro Police Upgrade and Maintenance of Sewer System Rectification of Pre 1994 Houses Illegal Dumping Total: 60 Wards Issues Provision and Upgrade of Clinics as % of 60 Tarring of Roads and Construction of Speed Humps Provision of Houses Rectification of Houses Construction and Upgrade of Sports Fields Provisioning of Street Lights and High Mast Lights

0 10 20 30 40 50 60 Wards

Figure 2, shows the schematic representation of Wards that raised issues. From the above graph, it is evident that, communities are mainly concerned with safety related issues namely; lights, police stations and visibility of Metro Police as evidenced by many Wards raising these issues during the public meetings of August 2017. It is also noticeable that, 26, 7 % of the residents request the provision and upgrade of sporting fields. This is again an indication that, people want the municipality to provide sporting facilities that could benefit the youth in order to keep them occupied with sports.

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It is further noted from graphs above that, there are a number of Wards that want the municipality to rectify their houses including those houses that were built before 1994. It is clear that, a large number of wards raised issues that are Human Settlement related. This constitutes 39 (26, 5%) of the total number of wards that raised Human Settlement related issues. One of the most important issues is, accommodating People with Disabilities in public meetings by providing services that are convenient for them to participate in public meetings. This issue came out strongly in a number of public meetings especially the one held with the Special Sector on the 23 August 2017. Such issues as, providing signs language interpreters in future meetings and also converting some of the municipal documents in braille could go a long way in addressing some of the concerns raised by the Special Sectors in a number of public platforms. Priorities raised by the communities and the various stakeholders are consolidated in a report attached as (Annexure “C”).

4. FINANCIAL COSTS RELATED TO THE PROGRAMME

Loud Hailing : R 114 513.00 PA system : R 41 097.00 Transport : R 127 152.00 Radio Slots : R 78 817. 42 Adverts : R 46 296. 77 Security : R 14 228. 98 Venues : R 5356. 00 GRAND TOTAL : R427 461.17

5. CHALLENGES

Although the meetings went out well, there were some challenges that were experienced. Namely;

• In Wards 36 and 4, the loud hailers encountered problems where they were not allowed to do their job. They were even threatened with burning of their vehicles. The matter was resolved in Ward 4. Even though they were not allowed to loud hail in Ward 36, residents from Ward 36 attended the planned meeting.

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• Ward Councillors were requested to submit their ranked priorities by the 25 August 2017. Of the 60 Ward Councillors in the NMBM, the following Ward Councillors submitted; Wards 1, 2, 6, 9, 10, 12, 13, 14, 15, 23, 24, 25, 29, 31, 32, 33, 34, 36, 39, 40, 41, 47, 48, 49, 52, 53, 55, 57, 59 and 60. • 30 (50%) of the 60 Ward Councillors submitted their ranked priorities to the IDP Office as requested. • Where community issues were not ranked during the meetings, Ward Councillors were expected to attend to such issues during their respective ward meetings that led to the submission of ranked priorities by Ward Councillors. • Sector Departments invited did not attend the meetings except for the Office of the Premier and COGTA (Provincially). A separate session with these Departments and State Owned Enterprises (SOEs) is planned for 29 September 2017.

6. CONCLUSION

Despite the minor challenges experienced during the rollout of the programme, the IDP / Budget review meetings were generally very successful. The political Principals attached to the programme played their oversight role. The Officials, who were involved in the planning and rollout of the programme, were also very committed to its success. A number of community members expressed concerns in the cluster approach that was used. The proposed approach going forward is that, the responsibility of holding these IDP / Budget meetings should be done at the level of Ward Councillors. The required logistical arrangements on how this should be done will be discussed with the relevant political principals. It also needs mention that, priorities that are of operational nature have been elevated to relevant Directorates for their urgent attention. Others of capital nature will be included in the IDP for budget allocation consideration and implementation. Those that fall within the mandate of other Sector Departments will be elevated to the relevant Department and will be discussed during the IDP Representative Forum meeting planned for the 29 September 2017.

Page 6 of 6 ANNEXURE "C" 2018/19 WARD PRIORITIES BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

1 R&T ROADS AND TRANSPORT 1 R&T Upgrade Buffelsfontein Road into double carriageway, with a centre island for a turning lane, from M 1 R&T Construct airport by-pass road to Summerstrand W 1 R&T Installation of traffic lights / roundabout – intersection of Brighton Drive & Admiralty Way, H 1 R&T Installation of traffic lights / roundabout – outside Kruger Gardens Retirement Village on Admiralty H 1 R&T Resurfacing of Jenvey & Brewer Roads, Summerstrand W Upgrade pavements along Admiralty Way, Kock Street, Rubin Crescent, Gomery Avenue, H University Way & Admiralty Crescent – Summerstrand; Upgrading of pavement routes in Summerstrand for residents of Cheshire Home – wheelchair- 1 R&T friendly routes 1 R&T Rebuild and widen Kragga Kamma Road from Kamma Park to Cows Corner W 1 R&T Rebuild and widen Butterfield Road to Cows Corner W 1 R&T Assist NMMU in opening up a second vehicular entrance off Strandfontein Road into the NMMU W 1 R&T Construction of new access road to Sardinia Bay beach H 1 R&T New entrance / exit road to be created for Bushy Park; M 1 R&T Victoria Drive to be widened from Rover Motor Club to Schoenmakerskop intersection W 1 R&T Resurface Edmonds Road W Upgrade and widen the following Roads: 1 R&T 1 R&T · Admiralty Way 1 R&T · Sardinia Bay 1 R&T · Welcome Avenue M 1 R&T · Montmedy 1 R&T · Old Seaview and Upper Sea view · Marine Drive from the Summerstrand Beacon along the coast to Schoenmakerskop H 1 R&T 1 R&T · Glendore Road with new curbing installed M 1 R&T Tar Greydawn Road (currently a gravel road) M 1 R&T Tar Minor Road 83 (currently a gravel road) M

1 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 1 R&T Boundary Lane from Mount Pleasant to Sardinia Bay Road to be rebuilt to standard specifications W 1 R&T Standard type road surface to be installed as an emergency access route to Bushy Park W 1 R&T Installation of pavement along Glendore Road from Beethoven Avenue to Victoria Drive M 1 R&T Traffic calming measures – Upper Seaview Road H 1 R&T Traffic calming measures / permanent speed camera – intersection of Hilltop & Seaview Road – H 1 R&T The installation of a roundabout at the intersection of Melsetter & Edmonds Roads, Lovemore M 1 R&T Illegal taxi rank on the corner of University Way and Gomery Avenue to be moved to the NMMU H 1 R&T All road signs, street name signs and road markings H 1 R&T Pavement outside Fish Finders on Buffelsfontein cemented – Mount Pleasant H 1 R&T Additional bus stop to be built opposite the existing bus stops on Glendore Road with the H Installation of streetlights in the following areas: H · along Hilltop Road, Lovemore Park · in Salisbury Park 1 E&E · in Theescombe Upgrade electricity lines in: H · Chelsea / Theescombe · Lovemore Park · Schoenmakerskop 1 E&E · Collen Glen More visible policing by the Metro Police and law enforcement along Gomery Avenue, H 1 S&S Summerstrand to assist with maintaining order with taxis in contravention of the law More visible traffic officers and law enforcement in Lovemore Heights to assist with the existing M 1 S&S speeding problem 1 PH Creation of a new park area with play equipment on the c/o Glendore Road & Gladys Road M Upgrading of the park in Bernard Road, Lovemore Heights – the creation of an entrance/exit to W 1 PH the park, fence and lighting 1 Construction of a refuse transfer station for household refuse in Theescombe H 1 EDTA Develop the Summerstrand beachfront area along the Something Good Roadhouse area that H 1 SRAC Upgrade ablution facilities: H 1 SRAC • Pollock Beach H 1 SRAC • Pipe Beach H

2 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

• Summerstrand Beacon H 1 SRAC • Schoenmakerskop Beach H 1 SRAC 1 SRAC • Flat Rocks H • Sardinia Bay Beach H 1 SRAC 1 SRAC Construction of a new Lifeguard clubhouse / work station with ablution facilities M 1 SRAC Construction of new board walk at Sardinia Bay Beach M 1 SRAC Upgrade board walk along Summerstrand beachfront H 1 SRAC Construction of outdoor gym at the Something Good beachfront area W 1 SRAC Provision of cycling tracks along the following roads: W • Marine Drive: Summerstrand Beacon to Schoenmakerskop W 1 SRAC • Victoria Drive to Sardinia Bay Beach along Sardinia Bay Road W 1 SRAC • Lakeside Road to Glendore Road W 1 SRAC th • Kragga Kamma Road – from 17 Avenue to Old Seaview Road W 1 SRAC • New Seaview Road – from Bushy Park to Seaview W 1 SRAC 1 SRAC Metro Service Centre – to be built on Erf 1450, Summerstrand W 1 SRAC The Metro Service Centre should include: W 1 SRAC • Community Hall W 1 SRAC • Library W 1 SRAC • Ward Office W Beach promenade along Something Good beachfront area with concrete art M 1 SRAC 1 I&E Replace fresh water pipes along Admiralty Way and Brewer Road, Summerstrand W

3 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 1 I&E Servitude between Bradley Avenue & Admiralty Way to be upgraded and fitted with new lighting H 1 I&E Deepening of the Boundary Lane Dam to prevent future floods – Mount Pleasant H 1 I&E Sewage line along Greenways Road to be upgraded – Lovemore Heights M WARD 2 2 HS Finalizing and promulgation of a formal student accommodation policy to properly address the H 2 R&T Traffic circle at intersection of Strandfontein and McArthur, Summerstrand (has been on IDP for H 2 R&T Permanent solution to address taxi problems in front of Boardwalk casino H 2 R&T Pavements in Summerstrand (Retirement Village) H 2 R&T Speed humps in Forest Hill H 2 I&E Upgrade ageing infrastructure H Water and irrigation - Cape Recife return effluent water supply scheme to be prioritized (southern beachfront) for servicing of beachfront non-potable water needs and create a new revenue stream 2 I&E Make provision for additional lifeguards and training up to peace beachfront aquatic safety officer M 2 SRAC level to improve beachfront safety and security and by-law enforcement. Refurbish and upgrade: H · Hobie Beach toilets · Octagon toilets 2 SRAC 2 SRAC Finalize expression of interest / request for proposals for redevelopment of Kings Beach M 2 SRAC Improve beachfront children's play areas and playground equipment W 2 SRAC Landscaping and irrigation at Hobie Beach recreational areas H 2 SRAC Formalize entrance to King’s Beach W 2 SRAC Metro to establish future use for Hobie yacht club facility M 2 SRAC Refurbish southern beachfront walkways M 2 SRAC Purchase surf rakes and tractors for Blue Flag beach maintenance and cleansing H 2 SRAC Elmery Crescent children play area W Bayworld upgrade and refurbishment - MBDA to continue with public participation and W 2 EDTA redevelopment plans 2 EDTA Formalize trading areas for hawkers around Hobie beach precinct M

4 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Develop and implement policy to stimulate local economic development via advertising and H allocation of beachfront trading concessions and investigation of implementing nodal development 2 EDTA Telkom Park must be demolished and Request for Proposals advertised, calling for development H 2 EDTA proposals (MBDA) 2 EDTA Finalize Kings Beach and Happy Valley Local Spatial Development Framework M 2 EDTA Upgrade Something Good Pump station M 2 S&S Improve beachfront lighting and security H 2 S&S Upgrade parking Hobie Beach W South End Cemetery – replace existing fencing with palisade fencing to ensure residents’ safety M 2 Health 2 Health Forest Hill Cemetery - upgrade ablution blocks and replace boundary fence to address frequent H 2 Health Upgrade of beach area between Happy Valley and Hobie Beach (landscaping) M 2 Health Dune rehabilitation and maintenance Southern Beachfront W 2 Health Upgrade grass area opposite Courtyard Hotel to create a landscaped additional parking area M 2 Health Removal of alien vegetation H 2 Health Ward-Based Greening – planting of additional indigenous trees throughout Ward M Establish formal recycling facilities at Strandfontein refuse transfer station / Recycling in general 2 Health 2 Health Upgrade security of Strandfontein refuse transfer station H Upgrading street lighting – priority route – La Roche Drive from Beach Road/Marine Drive to H 2 E&E Forest Hill and Allister Miller Drive (Airport road) 2 E&E Improve beachfront lighting and security H Enter into negotiations with Province / Transnet in respect of saving the Apple Express and H 2 Other investigate line concession. 2 Other Community based school programmes to address social issues i.e. Drug abuse, sex education M 3 WARD 3 3 HS HUMAN SETTLEMENTS 3 HS Rectification of houses built pre-1994 in Walmer H 3 S&S SAFETY AND SECURITY

5 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

3 S&S Opening up of Walmer Police Station during convenient hours H 3 EDTA ECONOMIC DEVELOPMENT TOURISM AND AGRICULTURE 3 EDTA Proper management of Walmer Enterprise Village H WARD 4 4 HS Approval of Site 11 305 must be fast-tracked H 4 HS Houses for People with Disabilities be prioritized H 4 R&T Tarring of Gravel Road in Ntakumba Street H 4 E&E Increase of budget for electrifying informal settlements H 4 S&S Mobile Police Station required in deeper parts of Walmer Township H 4 S&S Improved response time for Fire Emergency Services H 4 EDTA Budget be set aside for Youth Empowerment Programmes H 4 EDTA Youth development Centre and Walmer youth participation in the Centre H 4 SRAC Budget required for Youth Sports Centre H 4 CS Provide Computers in Libraries that are accessible to those who are blind – Job Access With H 4 CS Financial injection to projects implemented by PWDs H 4 CS Financial injection to Special Projects Unit to implement community projects H 4 I&E Eradication of bucket toilets H 4 I&E Improved drainage system in Walmer Township H 4 I&E Address the water leak in the Ward H 4 I&E Provision of infrastructure in Airport Valley H WARD 5 5 HS Social housing construction project in the area yet there is no infrastructure. H 5 HS Enforcement of Municipal zoning and consent conditions in the Ward H 5 R&T Installation of speed humps in Mt Croix towards the primary school H 5 R&T Installation of pedestrian traffic light at the crossing of Cape Road and Bingley Street H 5 R&T Painting of road markings in Mt Croix H 5 R&T Installation of a speed hump in Cape Road and Bingley Street crossing H

6 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Repair and maintain pavements in the following areas: H · North End · Central 5 R&T · Richmond Hill 5 R&T Installation of traffic calming measures in Scanlen Street in Mt Croix H Installation of the No Dumping / No Drinking sign at the following areas: H · Travalger Square · Museum Street · Richmond Hill Park · Trinder Square · Hazelhurst / Turvey Erf 1995 (Mt Road) and · Erf 518 in North End 5 R&T Requesting traffic control near Erica girls primary school, residents complaining about traffic H 5 S&S issues such as heavy taxi flow. Installation of surveillance cameras in: H · Central · North End · Stanley Street · Rink Streets 5 S&S · Strand Street and taxi ranks 5 I&E Maintenance of servitudes in Mt Croix between: · Eastborne and Clevedon Roads from H 5 I&E Replacement and maintenance of all manholes, drainage and fire hydrants H 5 PH Upgrade and maintenance of parks H 5 PH Provide gym and playground equipment H 5 PH Construction of public toilets in North End and Central H Transfer station for recycling garden refuse in the Ward (site identified in Richmond Hill) H 5 PH 5 PH Provide wheely bins for flats in Central and North End H 5 PH Appointment of litter pickers in North End and Central H

7 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

5 SRAC Upgrade and maintenance of recreational facilities H 5 E&E Maintenance of Street lights in the Ward H Construction of a Multi-purpose centre in Erf 854 to cater for skills development for young people H 5 EDTA 5 Other Demolition of old Khumbulani High School in Leyland Street (North End) H WARD 6 6 R&T William Moffatt Drive rehabilitation and upgrading H 6 R&T Glen Hurd Drive Upgrade H th 6 R&T Widening of 17 Avenue H 6 R&T Widening of Circular Drive H 6 R&T Traffic Circle at Walter Road and Miles Avenue, Charlo H 6 R&T Widening of road from railway line into Carrington Road to Circular Drive M 6 R&T Construction and provision of verges and sidewalks along Willow Drive for pedestrian usage H 6 R&T Construction and provision of bus and other public transport embayments in Fairview and H 6 R&T Provision of public transport services in Fairview and Overbaakens areas H 6 R&T Traffic calming measures: Timothy Street Charlo, Margery Avenue Charlo, Oak Road Fairview, M 6 R&T Cycle track in Charlo along railway line W 6 R&T Comprehensive Traffic assessment of ward H Erection of permanent substation, William Moffatt Expressway, to replace existing temporary H 6 E&E structure Maintenance of streetlights and installation of further streetlights in Overbaakens, Fairview, H 6 E&E Pinelands 6 E&E Lighting for John Avenue walkway to Margery Avenue, Charlo M 6 E&E Lighting for Heather bank Reservoir between Broadwood and Lovemore Heights M 6 S&S Enforcement of and improvement of by-laws related to unkept private erven H 6 S&S Enforcement of and improvement of by-laws related to businesses in residential areas H Ongoing law enforcement in respect of speeding in Walter Road, Constance Road, Circular Drive H 6 S&S and Martin Road Charlo 6 S&S Installation of traffic cameras in Circular Drive and Walter Road, Charlo H 6 S&S Roving traffic cameras for the ward H

8 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

6 PH Clearing of illegal dumping in Fairview H 6 PH Identification and development of municipal waste transfer site in Fairview M 6 PH Clearing bushes in public open spaces H rd 6 PH Clearing overgrowth in 3 Avenue Dip to prevent flooding H 6 PH Clearing overgrowth under bridge on William Moffatt Expressway to prevent flooding H 7 WARD 7 7 E&E Attend to Illegal connections H 7 E&E Provision of lights for Newton Park parks M 7 E&E Installation of new improved lights for Schauderville and Holland Park H 7 E&E Reduction in electricity tariffs (big businesses) H 7 B&T Keep high rates increase to a minimum H 7 CS Converting of old SABS building to serve the community H 7 CS Skills development H Provide playground equipment in the Ward in the following areas: H · Beatty Place · Maple Square · Richter Crescent · Searle Road 7 SRAC 7 SRAC Construction of a sports field in Holland Park and Schauderville H 7 SRAC Upgrade sport field in Mooredyke H 7 SRAC Build a Multi-purpose sports centre at Erf 4244, Korsten in Moore Dyke Area H 7 PH Replace stolen Drain Covers H 7 PH Upgrade sewage infrastructure in Holland Park H 7 PH Building of a waste transfer station in Grumpit Street (ifo Marina House H 7 PH Building of a waste transfer station top of Jan Hofmeyer Street next to Mooredyke H Upgrade of Burt Drive (from 3 rd to 7 th Avenue, Newton Park) and construction of Traffic Circles M 7 R&T

9 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Construction of Speed Humps in Mary Boyd (between Mc Hardy and Poplar Avenue, Holland H 7 R&T Park) 7 R&T Construction of Speed Humps in front of Westview School H 7 R&T Tarring of all circles in Schauderville M 7 R&T Tarring and upgrading of Westview Drive W Construction of Traffic Circle at intersection of Kestell and Rochelle Road, Perridgevale H 7 R&T (Collegiate School) rd 7 R&T Traffic calming measures- Rumble strips in Worracker Str, Newton Park (3 Avenue) W 7 R&T Glen Hurd Drive Upgrade W 7 R&T Construction of Link Road between Restitution and Glen Hurd Drive W 7 R&T Comprehensive Traffic Assessment for Newton Park H Traffic calming measures: W · Gerald Street, Newton Park · Handsworth Street, Glen Hurd · Hudson Street, Newton Park · Cecil Street, Newton Park 7 R&T · Kinnersley Street, Newton Park 7 R&T Sidewalks in Schauderville H rd 7 R&T Traffic calming (traffic circle / traffic lights) at Handsworth and 3 Ave, Newton Park H 7 R&T Traffic calming (traffic lights) at Diaz and Kingston Road H 7 PH Accommodation for 300 backyard dwellers (Erf 4335) H 8 WARD 8 8 R&T Upgrade Circular Drive H 8 R&T Widening of Kragga Kamma Road H 8 R&T Sell IPTS busses M 8 R&T Upgrade of Montmedy Road in Lorraine H Upgrading f Kabega Road between Kragga Kamma Road and the intersection of Kabega Road H and Frikkie Kotze Drive, including the low water bridge between Jill Avenue and Frikkie Kotze 8 R&T Drive

10 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

8 R&T Construct sidewalks on the western side of Kabega Road H 8 R&T Pedestrian / Cycle path for Verdun Road and Montmedy Road H 8 R&T Upgrading of Riverstone Road in Sherwood / Kabega H 8 R&T Construction of bus embayments throughout the Ward H Construction of traffic circles with speed humps in: H · Thionville / Verdun / Longwy Avenue in Kamma Park · Helen’s Way / Carstens / Ben Fleur Avenue in Kamma Creek · Luneville / Vitry Avenue in Lorraine · Kabega / Frikkie Kotze Drive in Kabega Park · Northumberland / Avondale Road in Kabega Park · Outeniekwa / Montmedy Road in Kamma Park · Longwy / Montmedy Road in Lorraine · Sedan / Montmedy Road in Lorraine · Nancy / Montmedy Road in Loraine 8 R&T 8 B&T Rates reduction H 8 B&T Keep rate increases low H 8 EDTA Job creation (EPWP) H 8 EDTA Increase investment opportunities H 8 EDTA Entrepreneurship Support H 8 I&E Upgrading of stormwater and sewerage infrastructure H 8 I&E Upgrading of water pipes in the following Roads: H 8 I&E • Vitry H 8 I&E • Macon H 8 I&E • Metz H 8 I&E • Verdun H 8 Develop part of Sedan Park (Erf 206 Lorraine) for the use of people with disabilities H 9 WARD 9 9 HS Relocation of street children and vagrants on municipal property

11 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

9 R&T Stormwater / water infrastructure upgrade (throughout the ward) 9 R&T Upgrading of arterial routes: 9 R&T • Additional lane (Kragga Kamma Road, Sunridge Park) 9 R&T • Traffic lights at Frikkie Kotze / Kabega Road 9 R&T • Samantha Way off-ramp upgrade 9 R&T • Bus / taxi embayment (Sunridge Park and Westering / Linton Grange) • Left hand lane at the intersection at the Cape Road and Bramlin Street to be 9 R&T changed to a left turn only lane 9 R&T Road maintenance e.g. fixing of potholes, resurfacing roads etc. (throughout the ward) 9 R&T Upgrading of Baakens River sewer, Sunridge Park 9 R&T Traffic calming measures / traffic circles in the Ward: • Neville Street, Currie Crescent, Van Riebeeck Street, Bramlin Street, Moregrove Road, Boshoff Street, Bougainvillea Drive, Corner of Fourie and Van Wyk Street – 9 R&T Westering 9 R&T • Samantha Way- Framesby 9 R&T • Cassia Drive, Circular Drive, Gazania Ave-Sunridge Park 9 R&T Maintenance of street names and street markings (throughout the Ward) 9 R&T Erecting of bus shelters in ward 9 E&E Additional lighting required: 9 E&E • James Kleynhans Swimming Pool, Western 9 E&E • Cnr Errol Drive and Smeeton Road , Frameby 9 E&E • Circle at intersection of Errol Drive & Hawthorne Avenue, Framesby 9 E&E • Kragga Kamma Road, Maria Street, Framesby • Two (2) pedestrian bridges (in vicinity of St Marks School and Framesby High 9 E&E School) Westering 9 E&E • Open Public space in Boshoff Street, Westering 9 S&S By-law enforcement (illegal businesses and street vendors) 9 PH Upgrading of open spaces / playground equipment (including cutting of grass) 9 EDTA Relocation of street vendors

12 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 9 EDTA Building of Multi-Purpose centres 9 SRAC Monitoring and upgrading of Linton Grange Library 9 CS Development of Community Hall 10 WARD 10 The relocation of Malabar entrance shack dwellers to Malabar housing project: 25 families H

10 HS 10 HS Adcock Old Age Homes Continuous Upgrading W 10 HS Elizabeth Stuurman Old Age Homes Upgrading M Fill in of vacancies for Staff at two Old Age Homes: H 10 HS Adcock & Elizabeth Stuurman –Extremely Urgent 10 HS 10 R&T Provision of Sidewalks: 10 R&T • Dinsmore Road , Schauderville H 10 R&T • Neave Street, Schauderville M 10 R&T • Searle Road, Schauderville – Ward 10 section HW 10 R&T • Beetlestone Road, Gelvan Park M 10 R&T • Gail Road, Gelvandale W 10 R&T • Hislop Street, Gelvandale 10 R&T Rehabilitation of Streets in : • Springbok Street, Gelvandale H 10 R&T Rehabilitation of Streets in :· Hislop Street, Gelvandale H 10 R&T Rehabilitation of Streets in :· Wagenaar Street, Gelvandale M 10 R&T Rehabilitation of Streets in :· Liebenberg Road, Gelvandale M 10 R&T Rehabilitation of Streets in :· Raphael crescent, Gelvan Park W 10 R&T Rehabilitation of Streets in :· Springbok Street, Gelvandale H 10 Public lighting – most urgent requirement in Schauderville and Gelvandale H 10 Fencing and secure of substations M 10 S&S Provide CCTV Security Cameras: H 10 S&S • Cnr Gail Road and Stanford Road - Gelvandale H

13 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

10 S&S • Cnr Springbok Street and Goliath Crescent - Gelvandale H 10 S&S • Cnr Avalon Crescent and van Duuren Street - Gelvandale H 10 S&S • Corner Dinsmore Road and Lawler Street - Schauderville H 10 S&S New traffic signs in the Ward – currently non existent H 10 PH Provide Transfer Station - Schauderville H 10 PH Installation of the No Dumping boards in the ward M Additional budget to complete Gelvandale stadiums roof and electronic equipment for timing and H 10 SRAC scoreboard 10 SRAC Fencing of Gelvandale stadium parking lot H 10 SRAC Equipment for sporting codes at Gelvandale stadium W 10 SRAC Development of parks in the ward – Schauderville and Gelvandale H 10 SRAC Development of outdoor gym with equipment M 10 SRAC Upgrading of existing parks W 10 SRAC Beautification of Cnr of Aubrey Street & Kobus Road area M 10 SRAC Development of the Springdale Sports field W 11 WARD 11 11 HS Housing required in the Algoa Park / Schauderville and Korsten H 11 HS Freeing up vacant pockets of land in Schauderville to build high density units H 11 R&T Address traffic congestion problems at Dube Road in Algoa Park H 11 R&T Tarring of the Three (03) Circles in the Ward H 11 R&T Refurbishment of Ditchling Road between Algoa Park and Young Park H 11 R&T Refurbishment of Durban Road between Jackson Street and Kempston Road H 11 E&E Electrification of Informal Settlements H 11 E&E Provide Street lights in close proximity to the Cemetery H 11 S&S Intersection between Gamble Street and Stanford Road needs urgent attention H Upgrading and development of public open spaces / playground equipment (including cutting of H 11 PH grass) in Algoa Park and Young Park 11 PH Establishment of a Dumping Site in Algoa Park H 11 SRAC Upgrade of sports fields H

14 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

11 I&E Upgrade of public toilets H 12 WARD 12 12 HS Provision of houses H 12 S&S CCTV Cameras requested H 12 S&S Visibility of Metro Police in the following areas: H 12 EDTA Create jobs for local contractors and use local labour H 12 PH Removal of bushes in certain dangerous areas in the Ward H 12 PH Elimination of illegal dumping H 12 PH Installation of the No Dumping Signs H 12 PH Provision of park equipment and fencing of park in Stream Street H 12 PH Provision of outdoor gym in Saliehout Street H 12 PH Beautification of Bridgemead Bridge H 12 R&T Tarring of Terblanche and Crammer Streets in Malabar and parking area H 12 R&T Road markings need urgent attention H 12 R&T Correct street names must be installed in Antelope Crescent Park H 12 R&T Provision of sidewalks suitable for People with Disabilities H 12 R&T Fixing of potholes in Springbok and Terblanche Streets H 12 R&T Improvements on road markings and street signage requested H 12 R&T Re-tarring of Selago Crescent and Ocean view Drive H Traffic circles in: H · Graveyard Corner Hawathia / Bramlin and 12 R&T · Old age home in Saliehout / Driedoom Street 12 E&E Provision of new street lights in Parsons Ridge and Parsons Vlei H 12 SRAC Provision and maintenance of sports facilities in Roan Crescent H 12 SRAC Provision of high mast lights in the Park area between Bunn and Saliehout Streets H 12 other Provision of a Mobile Clinic in Malabar H 13 WARD 13 13 HS Housing development to incorporate Helenvale and Extension 6 (Malabar) H 13 HS Relocation of backyard shacks H

15 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 13 HS Update the housing waiting list H 13 HS Rectification of dilapidated houses due to high water tables H 13 HS Implement the Bramlin Markman housing project H 13 HS Attend to the 101 empty plots, Barcelona H Attend to blocked storm water pipes in the following Streets: H · Cnr Martin and Kobus · Chamois (At the bend ) · Ibex Street (At the bend ) 13 I&E · Fitchard and Old Stanford 13 I&E Maintenance of Canals in Barcelona, Bramlin Markman and Vigo H Erection of high mast lighting in the following Streets: H · Leith, Deverell, Pott and Bongo · Blesbok, Hartebees, and Stanford Road · Extension 12 Lanique, Anita Drive and Renecke

13 E&E 13 S&S Safety : Upgrade CCTV Cameras in the area H 13 S&S Visible Metro Police H 13 PH Removal of waste H 13 PH EPWP workers be used to clean the Ward H 13 PH Safety Officers to address taxi problems in the area H 13 PH Implement environmental program by cleaning of rivers and streams H 13 EDTA Cooperative & SMME Development H 13 EDTA Used Environment in creating job opportunities (Groot Kloof-Helenvale) H 13 EDTA Cleaning of graveyards through Co-operatives H 13 SRAC Create job opportunities through sport H 13 SRAC Sport field Development for Rugby / Netball / Cricket H 13 SRAC Removal of bushes in dangerous areas H 13 SRAC Tree trimming H 13 SRAC Grass cutting H

16 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 13 SRAC Parks and beautification of Stanford Road H 13 CS Implementation of skills development programmes H 13 CS Provide capacity building programmes for Ward Committees H 13 CS Interns allocated to Ward Councillors Offices H 13 B&T Provide budget for Ward Based Plan projects H 14 B&T WARD 14 14 HS Adcock Homes Upgrading H 14 HS Blockage of drains and toilets that need to be rectified H 14 HS Build houses for backyard dwellers as there is a backlog of backyard dwellers H 14 HS Rectification of pre 1994 houses in the Ward H 14 HS Cleaning of stormwater drains in the Ward H 14 R&T Completion of the upgrading of Dubula Street H Fixing of potholes in the following Streets H · Ntladi · Gqamlana · Connacher 14 R&T 14 R&T Clear road marking for speed humps and pedestrian crossing in the entire ward. H 14 R&T Installation of robots at Ferguson Road opposite Nguna and Jolobe Street H 14 R&T Build roads that are suitable for PWDs Reconstruction of the following Streets: H · Tshiwula · Msimka · Yokwe · Ncwana · Teya · Aggrey 14 R&T Traffic calming measures in the following Streets: H · Nikiwe 14 R&T · Ntshinga

17 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Maintenance of Street lights in: H · Ngesi · Ferguson · Nqadini 14 E&E · Mendi 14 E&E Maintenance of all flood lights in the Ward. H 14 E&E Re- implementing the geyser project H 14 E&E Provide high mast light in Embizweni Square H 14 S&S Increase of police visibility in the Ward H Employment of security for all the schools in the ward as it is a haven of crime and drug abuse H 14 S&S 14 S&S Creation of budget for the ward patrollers H 14 S&S Workshops to inform the community about Gender Based violence and assist in protecting the H New Brighton Clinic needs renovation and painting of building, blocked toilets and a toilet for H 14 Other people with disabilities patients 14 Other New Brighton Clinic requires installations of surveillance cameras H 14 Other Shortage of medication and equipment like Blood Pressure machines H 14 Other Address staff shortages in the Clinic H Workshop and road shows for SMMEs, Cooperatives and NGOs to assist them with business H 14 EDTA skills 14 EDTA Host a workshop for SMMEs on bidding for tenders H 14 EDTA Increase funding of startup capital for SMMEs, NPOs and NGOs H Employ security for Emlotheni Memorial Site to address high crime and illegal activities H 14 EDTA 14 SRAC Create performance hall for artist to utilize and provide a workshop H 14 SRAC Provide recording studios, equipment, PA system and Videography H Upgrade of sports fields by creating changing rooms and maintenance of the sports fields H 14 SRAC 14 SRAC Need stage Manager at Mendi Arts Center and Security H 14 SRAC Upgrade of City Lads sports ground H

18 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

14 SRAC Outdoor training equipment for the community usage H 14 CS Conversion of the Old Bhekile Beer Hall into a Youth Development Center H 14 CS Computer center for Youth, women and People with Disabilities H Free Wi Fi in order for school children and tertiary one to be able to access the Internet for free H 14 CS 14 CS Capacity building workshops for the Ward Committees H 14 CS Assisting of women, People with Disabled and children with the necessary skills H 14 B&T Lowering of rates in the ward due to minimum earning households. H Host awareness workshops / roadshows to inform the community about free basic services H 14 B&T provided by the municipality 14 B&T Speed up provision of ATTP to deserving people in the ward H Increase budget allocation for: H · roof rectification · storm water and · upgrading of drainage system 14 B&T 15 WARD 15 15 I&E Maintenance of drainage system in Mtiya Street 15 I&E Bucket eradication programme – container toilets H 15 I&E Sewerage Pump Station – maintenance backlog H 15 I&E Maintenance of drains in the Ward H 15 I&E Maintenance of sidewalks at White Location H 15 I&E Upgrade of the drainage system in Elundini and White Location M 15 E&E Provision of streetlights in White Location 15 E&E Attend to faulty Street lights from Ferguson Road to Deal Party 15 E&E Repairing of high mast at Ntintili Street, H 15 E&E Repairing of damaged sub-station at Yaya Street H 15 SRAC Develop Callies Football Club playground H 15 SRAC Supply of goal poles at City defenders Football Club ground H

19 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

15 SRAC Maintenance of grass at City Defenders Football Club ground H 15 SRAC Upgrading of Red City Football Club ground H 15 SRAC Fencing of Yaya Street dumping place and convert it into a Golf Course H 15 SRAC Upgrading of hall at Masangwana village to accommodate Judo and Karate H 15 SRAC Upgrading of sports centre in Zola Street H 15 SRAC Construct a gym centre in Ramba Street H 15 CS Create jobs for Graduates H 15 CS Training of Ward Committees on report writing and conflict resolution skills H 15 CS Provision of tools of trade for Ward Committees e.g. phones etc. H 15 CS Youth capacitation on how to start businesses M 15 CS Attend to unemployed graduates programmes H 15 CS Building of a community hall in Ximiya Street H 15 EDTA Opening of the Red Location Museum H 15 EDTA Attend to Back Packers challenges H 15 EDTA Opening of Art Gallery H 15 EDTA Provide assistance to Mzobomvu gardening project H 15 EDTA Provide stalls for informal traders H 15 EDTA Provide training opportunities for women H 15 EDTA Convert Old Ndokwenza in Singaphi Street into a Business Centre H Regular waste removal in the following areas: H · Block 40 · Yaya Street 15 PH · Avenue D 15 PH Upgrade and development of Public open spaces M Attend to potholes in the following areas: H · Avenue B · Avenue E and · In Deal Party opposite Novoboard 15 R&T 15 R&T Tarring of: H

20 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

15 R&T • Silvertown H 15 R&T • Pushy Vena gravel Road H th th th 15 R&T • 7 , 8 and 10 Streets H 15 R&T • Zola and H 15 R&T • Yaya Streets H 15 R&T Resurfacing Yaya and Mnqandi Streets H 15 R&T Speed humps in: H 15 R&T • Sheya Kulati H 15 R&T • Avenue A H 15 R&T • Singaphi Streets H 15 R&T Barriers in Yaya and Ntintili Streets H 15 R&T Maintain robots at the corner of Harmaans Street H 15 R&T Paving of circles in Silvertown H 15 S&S Establishment of Community Police Forum H 15 S&S Taverns must be closed on time H 15 S&S Metro Police visibility is requested H 15 HS Block 40, need top structure: info structure has been done (2013) H 15 HS Provision of houses for backyard dwellers H 15 HS Provision of houses for the destitute people in the Ward H 15 HS Rectification of roofing in White Location H 15 HS Rectification of the pre 1994 houses H 15 HS Refine the backyard dwellers waiting list H 15 Other Address staff shortage in the Clinic H 15 Other Build a waiting room in the Clinic H 15 Other Police visibility H 15 Other Mobile Police Station requested H 15 Other Railway flats residents need ownership H 16 WARD 16

21 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 16 EDTA Construction of a carwash in: H 16 EDTA • Mahambehlala Street and H 16 EDTA • Corner Avenue A and Gunguluza H 16 SRAC Upgrade (provide change room, fencing and grassing) of sport field in: H 16 SRAC Upgrade of Winter Rose sports field in Kota Street H 16 CS Building of a community hall in Mahambehlala Street H 16 CS Renovation of Councillor’s Office H 16 R&T Construction of sidewalks in: H 16 R&T • Bekwa H 16 R&T • Nginza H 16 R&T • Ngxovu H 16 R&T • Ross H 16 R&T • Nozewu H 16 R&T • Mahambehlala and al the new streets at MK Qaqawuli Area H 16 R&T Provide speed humps in: H 16 R&T • Mahambehlala H 16 R&T • Mandela H 16 R&T • Nozewu and H 16 R&T • Avenue A H 16 PH Development of community parks at MK Qaqawula Area H 16 PH Provision of outdoor gym equipment H 16 PH Beautification and maintenance of Lungelo lake as a tourist destination H 16 E&E Provision of streets light throughout the Ward H 16 E&E Provision of high mast lights at strategic spots in the Ward H 16 HS Rectification of Tshangana Flats, pre 1994 houses, Red Location, Aloes (Swartkops) H 16 HS Relocation of 30 families in informal settlement H 16 HS Roof rectification of the pre 1994 houses H Maintenance of ageing infrastructure in Tshangana Flats, pre 1994 houses, Red Location, Aloes H 16 I&E (Swartkops)

22 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

17 WARD 17 Increase the budget allocated to the Multi-Purpose Centre / Multi-Purpose Sports field H 17 EDTA (Masangwana Primary School) 17 EDTA Increase support to cooperatives H 17 EDTA Finalization of the policy for SMMEs H 17 R&T Tarring of: H 17 R&T • Msimka H 17 R&T • Stokwe H 17 R&T • Dubu H 17 R&T • Dubula and H 17 R&T • Tshangane Streets H 17 R&T Provision of sidewalks in: H 17 R&T • Sangotsha H 17 R&T • Tsewu and H 17 R&T • Thabata Streets H 17 R&T Maintenance of speed humps throughout the Ward H 17 SRAC Develop a sport club house and fencing of Zondi sports field M 17 SRAC Increase the budget for the construction of a swimming pool H 17 PH Upgrade and fencing of play parks M 17 PH Increase salary and extend contracts for litter pickers H 17 PH Provision of outdoor gym equipment H 17 HS Rectification of Qaqawuli and Pre 1994 houses H 17 HS Relocation in Chris Hani H 17 E&E Provision and maintenance of street lights in the following Streets H 17 E&E • Sangotsha H 17 E&E • Tsewu H 17 E&E • Stokwe H 17 E&E • Msimka H 17 E&E • Hlawula H

23 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

17 E&E • Qaqawuli H 17 E&E • Tshangana H 17 E&E Provision of street lights in: H 17 E&E • Thabata Park H 17 E&E • Tshangana H 17 E&E • Dubu and H 17 E&E • Dubula Streets H 18 WARD 18 18 HS Housing rectification M 18 HS Rectification of 27 houses in Grogro H 18 HS Review of the 2004 housing list H 18 HS Construction of houses in Ebongweni and Mandela Village H 18 Speaker Development of a Humanitarian Fund Policy H 18 R&T Provide speed humps generally in the Ward H 18 R&T Tarring of six (6) Streets in Noxolo Area H 18 E&E Provide street light in Njoli Road opposite the garage H 18 S&S Deployment of Metro Police in streets where there are taverns H 18 S&S Roll out of drug awareness programme H 18 S&S Crime prevention H 18 SRAC Upgrade of sport field in Ngene Street H 18 CS Build a Community Hall in Noxolo Area in Boom Street H 18 Provision of a Clinic in the Ward H 18 Fencing of parks and provision of outdoor gym H 18 Beautification and upgrade of Ichibi into a tourist attraction destination H 18 Attend to blocked drains throughout the Ward H 19 WARD 19 19 HS Houses for Ekuphumleni,Dongweni and Urban foundation communities H 19 HS Rectification of RDP houses (Mbilini) M 19 HS Provide land for churches M

24 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

19 HS Build houses for the 32 families H 19 HS Build houses for Inkatha (Seyisi) H 19 HS Relocations in Ekuphumleni and Dongweni H 19 HS Survey land for informal settlement in Endulwini H 19 HS Rectification of pre 1994 houses H 19 I&E Maintenance of stormwater drainage M 19 R&T Tarring of roads H 19 R&T Provision of speed humps M 19 E&E Provision of electricity for informal settlements H 19 E&E Provision of street lights and maintenance of high mast lights H 19 S&S Implement crime prevention initiatives H 19 PH Cleaning of dumping sites and create jobs H 19 PH Provision of outdoor gyms H 19 PH Fencing of open spaces in Mnyanda Street H 19 SRAC Upgrade and fencing of Dynamos Football sports fields H 19 SRAC Upgrade of Wolfson Stadium H 19 SRAC Renovate, provide water and electricity in the SANCO house and consider to convert it into an H 19 SRAC Conversion of Urban Foundation into a customer care and Library H 19 B&T Construction of a Customer Care Centre H 19 Elimination of illegal connections H 19 Provision of street lights in KwaNontshinga Area and Boqo Street H 19 Maintenance of street lights throughout the ward H 19 other Address the problem of increase in the number of shebeens in the Ward 20 WARD 20 20 HS Rectification of pre 1994 houses in Matthew Goniwe H 20 I&E Urgently attend to water leakages H 20 I&E Maintenance of drains H 20 R&T Attend to Road markings and speed humps H 20 E&E Attend to problems of electricity tempering H

25 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

20 S&S Provide Traffic Officers near schools for kids crossing the road H 20 SRAC SPORT, RECREATION, ARTS AND CULTURE 20 SRAC Upgrade and provide parks and outdoor gyms H 20 other Police patrol requested H 21 WARD 21 21 HS Rectification of pre 1994 houses H 21 HS Raymond Mhlaba top structure H 21 HS Update the 2003 housing waiting list H 21 I&E Upgrade stormwater drains in Tambo Village H 21 R&T Increase budget for resurfacing of roads H 21 R&T Widening of the following Roads: H 21 R&T • Matomela H 21 R&T • Kuzwayo and H 21 R&T • Mahambehlala H 21 R&T Tarring of gravel roads in the following streets: (Mandela and Rolihlahla Villages) H 21 R&T • Ngoyi H 21 R&T • Hani Crescent H 21 R&T • Kayingo H 21 R&T • Mahlangu H 21 R&T • Mbeki H 21 R&T • Ntsangana H 21 R&T • Mapipa H 21 R&T • Mbashe and H 21 R&T • Awu street H 21 E&E Provide street lights and high mast lights in Corner Mavuso, Daku and Seyisi H 21 E&E Street lights at Raymond Mhlaba H 21 E&E Provide electricity for communities in Raymond Mhlaba H 21 E&E Provide infrastructure for the Fezekile Building H 21 CS Renovate Councillor’s Office H

26 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

21 CS Building of a community hall H 21 SRAC Convert gap taps into playfields H 21 SRAC Building of KwaZakhele swimming pool H 21 SRAC Upgrade Mzontsundu sports ground into a multi-purpose sport facility H 21 EDTA Development of the Fezekile building for local Traders and small businesses H 21 PH Support ward based cooperatives to clean the Ward H 21 B&T Customer Care Centre to service ward 16,17,18,19,20,21,22, and 24 H 21 other Conversion of ILungelo School into a Youth Resource Centre H 22 WARD 22 22 HS Demolish St Nelson Hospital H 22 HS Rectification of roofs in 24 houses in Solomon Mahlangu H 22 R&T Provide speed humps H 22 R&T Tarring of 3 side streets in Maronga near Njoli H 22 E&E Provide streetlights H 22 S&S Deploy Metro Police in the area H 22 B&T Increase budget for Njoli Development H 22 CS Accessibility of Councillor’s Offices to People with Disabilities H 22 CS Provide furniture for Councillor’s Office H 22 PH PUBLIC HEALTH 22 PH Development of parks H 22 PH Provide outdoor gym equipment H 22 I&E Njoli Square development to be fast tracked H 23 WARD 23 23 HS Relocation of backyard shark dwellers H 23 HS Rectification of Ramaphosa Phase NU2 Motherwell H 23 R&T Tarring of all circles in the Ward H 23 R&T Installation of traffic calming measures ( speed humps ) in the following areas: H 23 R&T • Indwe H

27 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

23 R&T • Corner of Hobe and Khwalimanzi Streets, H 23 R&T • Gaba H 23 R&T • Pikoko H 23 R&T • L.L.Sebe opposite Kaunda Street H 23 R&T • Ngxangxosi opposite Sangxa H 23 R&T Fixing of potholes in L.L.Sebe Street H Provide Traffic circle and lights (corner of Kaulela and Khozi Street, and Corner of Kaulela Street H 23 R&T and Maku Road Provide Traffic circle and lights (corner of Kaulela and Khozi Street, and Corner of Kaulela Street H 23 E&E and Maku Road 23 E&E Maintenance of all ward street lights H 23 E&E Installation of high master light close to NU2 clinic at Zamukulungisa Street. H Deployment of safety and security officials to deal with cable theft and crime in the entire ward H 23 S&S 23 S&S Visibility of Metro Police in the Ward H Maintenance of drains at corner of Makgato and Gawe Street, Maku Road and Matanzima Street H 23 I&E NU2 23 I&E Maintenance of Stormwater canal H 23 I&E Repairs to Stormwater canal-close with Rocla pipes or cover with cement H 23 I&E Rectification of toilets affected by road construction at NU2 square H 23 PH Develop and upgrade all parks in the Ward H 23 PH Fencing and beautification of wetlands H 23 PH Elimination of illegal dumping in the Ward H 23 SRAC Development of a modular Library at NU2 community hall H 23 SRAC Provision of outdoor gym equipment at Nelson Mandela Peace Park H Development of informal sports field into formal sports field (between Kaulela street and H 23 SRAC Matanzima Street) 23 SRAC Identification of site for the building of Library H 23 SRAC Repairs, upgrading and completion of NU2 Stadium H

28 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

23 EDTA Construction of Nelson Mandela Peace Park (Phase 2) H 23 EDTA Development and provision of work opportunities for SMMEs H 23 EDTA Construction of Multi- Purpose sport complex H 23 CS Removal of a container in the Councillor’s Office to make it visible H 23 CS Provide parking space for parking inside the Councillor’s Office yard H 24 WARD 24 24 HS Top structure required at Masakhane 125 sites H 24 HS Relocations and upgrading of houses in Soweto-on-Sea H 24 HS Rectification at Mhlaba Village – 18 outstanding houses H 24 HS Provide housing at Swartkops Silver Town and Sharpeville M 24 HS Prioritization of Zanemvula Project H 24 HS Delivery of housing in Pitoli H 24 R&T Resurfacing in Ngqondela, Tlalore and Ngwendu Streets M 24 R&T Installation of robots in intersection of Dibanisa and Khuzwayo Streets H 24 R&T Construction of speed humps in Mjamba, Qeqe and Ndongeni Streets M 24 R&T Repair of potholes H 24 R&T Road markings (Painting of all speed humps) M 24 R&T Provide speed humps in the following Streets: H 24 R&T • Mjamba H 24 R&T • Ndongeni H 24 R&T • Qeqe H 24 R&T • Salamntu H 24 R&T • Champion H 24 R&T • Ndongeni H 24 R&T • Ngqondela H 24 R&T • Makhubalo and H 24 R&T • Ngwendu H 24 R&T Installation of Stop signs in H 24 R&T • Corner of Samuel Street and H

29 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

24 R&T • Makubalo Streets H 24 R&T Provide sidewalks in H 24 R&T • Makubalo H 24 R&T • Ngqondela H 24 R&T • Tlalore and H 24 R&T • Mbilini Streets H 24 R&T Provide steel barriers in the following Streets: H 24 R&T • Njokweni H 24 R&T • Tlalore Street H 24 R&T • Ngqondela Street Corner Salamntu H 24 R&T • Qeqe Street H 24 R&T • Cnr Mjamba and Makubalo Streets H 24 R&T Daku and Dibanisa Road left side until end of houses en-route to Motherwell M 24 E&E Repair Street lights in: H 24 E&E • Salamntu and Sodladla Streets, Ngwendu and Kruisman (KwaZakhele) H 24 E&E • Ndongeni Street, Khumbulani Street and Champion Street (Soweto-on-Sea) H 24 E&E • Mjamba Street, Zwide H 24 E&E Repair Highmast lights: Silvertown H 24 E&E Removal of towers at the KwaZakhele Power Station H 24 S&S Metro Police Visibility H 24 PH Elimination of illegal dumping in the following Streets in Soweto-on-Sea H 24 PH • Kasril Canal H 24 PH • Qeqe H 24 PH • Sodladla H 24 PH In Silvertown: H 24 PH • Khuzwayo and H 24 PH • Mtetwa H 24 PH Litter picking – a request to extend the programme to a 12 months rotation H 24 PH Cleaning and fencing of the wetland H

30 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

24 PH Upgrade of open spaces between Bazi and Sodladla Streets into public parks H 24 PH Provide outdoor gym facilities for kids H Upgrade the Golden Aces Soccer field (Fencing, grass laying, installation of poles and change H 24 SRAC rooms) Development of the Young Romans Football Club field (Change rooms, Poles and Maintenance) H 24 SRAC 24 SRAC Design and construct parking area outside the soccer fields H 24 SRAC Develop a swimming pool in the Corner of Nkewana and Boxongo Streets H 24 CS Provide a Community Hall H 24 CS Build the Ward Councillor’s Office H 24 CS Provide sign boards reflecting directions to Councillor’s Office H 24 CS Build a carport in the Councillor’s Office H 24 CS Provide security in the Councillor’s Office H 24 CS Appointment of customer care municipal official to service the Ward H 24 I&E Maintenance of waste water channel from: H 24 I&E • Kasril Canal H 24 I&E • Ndongeni and H 24 I&E • Sodladla Street along Chatty River H 24 I&E Extension of stormwater pipe in Kasril to the Chatty River H 25 WARD 25 25 R&T Build an overhead bridge for pedestrians in National Road H 25 R&T Widening of 3 metre streets in New Look H 25 R&T Installation of speed humps in strategic areas in the Ward H 25 HS Rectification / renovation of old Zwide houses H 25 HS Provide housing for backyard dwellers and build toilets inside the houses H 25 CS Conversion of Zwide Rent Office into a Multi-Purpose centre H 25 SRAC Build an outdoor gym in open spaces H 25 EDTA Provision of support for co-operatives 25 PH Elimination of illegal dumping H

31 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

25 I&E Maintenance of stormwater drainage in the Ward H 25 Replacement of sewer pipes H 25 E&E Maintenance of street lights H 25 other Extension of Algoa Park Clinic H 26 WARD 26 26 HS Rectification of houses H 26 I&E Attend to leaking drains in Endlovini H 26 I&E Development of a new stormwater drainage in the Ward H 26 PH Elimination of illegal dumping in Endlovini H 26 SRAC Investigate R4.4m rolled over for Pepco 3 and COSAS 5 Project H 26 SRAC Development of a soccer sports field at Celtic ground H 26 CS Humanitarian Fund must be increased to R200,000 H 26 CS Create programmes to reduce high unemployment rate in the Ward H 26 CS Employment of People with Disabilities H 26 CS Building of Councillor’s Office H 26 B&T Review ATTP Policy H 26 B&T Scrapping of account activation fee H 26 B&T Water accounts must be accurate H 26 R&T Provision of speed humps in: H 26 R&T • Qeqe H 26 R&T • Ngwekazi H 26 R&T • Kulati and H 26 R&T • Mabopa H 26 E&E Provision of street light in eNdlovini Area H 27 WARD 27 27 HS Rectification of houses from Mbanga to Rholihlahla Streets H Overlapping of boundary walls because of small sites (between Mbanga and Rholihlahla area) H 27 HS 27 HS Provision of houses H

32 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

27 HS Re-planning and relocation of small sites H 27 I&E Attend to leaking drains in Soweto H 27 I&E Attend to Sewer leakages in some houses H 27 I&E Upgrading of stormwater drainage system next to Soweto on Sea Primary H 27 E&E Installation of street lights in Mbanga and Hlanganisa Streets H 27 E&E Installation of high mast light between Soweto Primary and Community Hall H 27 S&S Address high crime rate in the area and Metro Police must assist H 27 PH Maintenance of Public Open Spaces H 27 PH Provision of outdoor gym equipment H 27 SRAC Reduce or scrap fees for hiring the Soweto MPCC H 27 SRAC Upgrade of sport fields at KwaNomzamo Area H 27 CS Skills development for the youth H 27 CS Request for assistance for a soup kitchen H 27 R&T Tarring of roads 27 R&T Installation of speed humps in: H 27 R&T • Samora H 27 R&T • Mpentse and H 27 R&T • Shaka H 27 R&T Review ATTP Policy H 27 EDTA Development of Soweto on Sea Square H 27 other Extension of the Clinic H 28 WARD 28 28 HS Renovation of dilapidated building for rental use by business M 28 HS Rectification of houses in KwaJijana H 28 HS Rectification of houses in New Look H 28 R&T Installation of steel barriers in the following streets: H 28 R&T • Masoka H 28 R&T • Dlepu and H 28 R&T • Msengana H

33 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

28 I&E Repair water leakages in some yards H 28 I&E Maintenance of drainage system in the streets throughout the ward M 28 I&E Repair leaking toilets H 28 E&E Repair and maintenance if high mast lights in the Ward H 28 E&E Installation of high mast light and repair of streetlights in Kuwait H 28 PH Elimination of illegal dumping H 28 EDTA Establishment of cooperatives H 28 EDTA SMMEs development H 28 SRAC Provision of playground equipment H 28 S&S Installation of CCTV cameras in hotspot areas H 28 CS Training of Ward Committees H 28 CS Skills development for youth H 28 B&T Review ATTP Policy M 28 B&T Debt write-off for those who cannot afford H 29 WARD 29 29 HS Relocation of the informal settlement in Vastrap and Qunu H 29 HS Delivery of 600 outstanding houses in Greenfields H 29 HS Provision of housing list for Chatty 12 H 29 HS Resolve housing challenges in Nceba Faku area H 29 HS Rectification of houses in Vastrap and Phola Park H 29 HS Illegal occupants in Marikana to be verified H 29 HS Relocation from Phola Park H 29 R&T Tarring of gravel roads in the following areas: H 29 R&T • Auburn Street H 29 R&T • William Slammert Road H 29 R&T • Booysens Park Drive H 29 R&T Construction of taxi rank H 29 I&E Maintenance of drainage system H 29 I&E Fixing of sewerage system H

34 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

29 I&E Attend to water leaks in Khayamnandi H 29 I&E Bucket eradication in Vastrap H 29 I&E Provision of Jojo tanks H 29 E&E Provide high mast lights H 29 E&E Installation of geysers H 29 SRAC Construction of new stadium or a soccer field H 29 EDTA Finishing the Multi- Purpose community centre H 29 EDTA Building of a shopping complex H 29 EDTA Participation of SMMEs in ward projects H 29 EDTA Request for assistance of farmers H 29 PH Building of community parks and provision of gym equipment H 29 PH Elimination of illegal dumping in Chatty 5 and Phola Park H 29 PH Removal of waste in Vastrap and Phola Park H 29 PH Develop a transfer centre in Chatty 5 H 29 PH Clearing of bush around Primary School in Chatty 11 H 29 CS Speed up completion of the Councillor’s Office H 29 CS Building of a Councillor’s Office in Khayamnandi H 29 other Building a Police Station H 29 other Building of a new clinic or extension of the existing clinic H 29 other Speedup completion of the Pilot Police Station H 29 other Building up of a Post Office in the designated area H 30 WARD 30 30 HS Rectification of houses in Veeplaas H 30 HS Develop and replanning of small and vacant sites in KwaMagxaki H 30 HS Build social housing in KwaMagxaki H 30 HS Demolish dilapidated building in Cetu street, KwaMagxaki H 30 HS Demolish the unused shop in Veeplaas next to the Clinic H 30 R&T Installation of traffic lights / robots at KwaMagxaki two way stop (Cnr Mdoda and Cetu Streets) M 30 R&T Provision of sidewalks in Kani Road M

35 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

30 R&T Provision of speed humps M 30 R&T Tarring of Gongo Street H 30 PH Cleaning of open spaces where illegal dumping is a problem M 30 PH Provision of wheely bins M 30 PH Maintenance of play parks M 30 PH Provide gym park H 30 E&E Electrification of Nkanini and informal settlements H 30 I&E Sewer line in Veeplaas must be placed underground H 30 S&S Activate CCTV cameras in KwaMagxaki H 31 WARD 31 31 HS Rectification of houses in Rholihlala H 31 HS Provide social Housing M 31 HS Housing for backyard shack dwellers M 31 HS Rezone of four school site for housing urgently H 31 HS Issuing out of title deeds to owners H 31 HS Relocation of people in Vistarus to Joe Slovo West H 31 HS Build new social houses in the Ward (Erf 1544, 1612, 3263) W 31 HS Rectification of houses H 31 HS Rectification of Balfour Heights (Smartietown) houses (phase one and two) M 31 HS Finalization of pegging in Missionvale (Vistarus) H 31 HS Finishing of the remaining 300 housing units for Garden Lots project H 31 I&E Fixing of non-functional toilets H 31 I&E Naming of streets and numbering houses H 31 I&E Filling or surfacing of water ponds / wetlands H 31 R&T Traffic calming measures in the following Streets: H 31 R&T • Dyke Road H 31 R&T • Bethelsdorp Road H 31 R&T • Old Uitenhage Road H 31 R&T • Colorado H 31 R&T • Tromp Road H

36 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

31 R&T • Siebritz Road H 31 R&T Upgrading of Old Uitenhage Road H 31 R&T Traffic light at Algoa Park near Missionvale Primary School H 31 R&T Tarring or paving of all streets in Missionvale H Construction of IPTS link road from Cleary Park to Missionvale via Old Uitenhage and Njoli Roads H 31 R&T 31 R&T Installation of traffic signs in Smarty Town for school children H 31 R&T Tarring of Jack Road H 31 R&T Clear Road markings on speed humps, pedestrian crossing and stops signs in: H 31 R&T • Ysterhoud Street, H 31 R&T • Hezel Road, H 31 R&T • Milkwood and H 31 R&T • Old Uitenhage Road H 31 E&E Electrification of all shacks H 31 E&E Provide underground infrastructure for Vistarus H 31 E&E Maintenance of all high mast lights H 31 E&E Upgrading of Missionvale pump station H 31 PH Bush clearing along main routes / Bethelsdorp Road, Old Uitenhage Road and on the way to H 31 PH Provide play-parks for children in: H 31 PH • Algoa Park H 31 PH • Rholihlahla H 31 PH • Afrika Ground H 31 PH • GG Ground and H 31 PH • Khans Ground H 31 PH Beautification and cleansing of Missionvale H 31 PH Provide a Recycle Station / Site in Missionvale H 31 PH Provide and increase litter pickers for: H 31 PH • Balfour Heights H 31 PH • Vistarus H 31 PH • Rholihlahla and H

37 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

31 PH • Algoa Park H 31 PH Installation of No Dumping signs H 31 PH Planting of trees H 31 EDTA Building of a Car wash and Tyre Centre in Tromp Road and near Corsa Street H 31 EDTA Starting a gardening project in the ward H Having a centre for SMMEs and youth to start business and information centre with a restaurant H 31 EDTA 31 EDTA Build a station centre for recycling H 31 EDTA Construction of a Multi-purpose centre H 31 Constit Training of Ward Committees H 31 B&T Water bills to be written off for Missionvale community H 31 B&T Increase the budget for tarring of Missionvale H 31 B&T Budget for infrastructure project for Vistarus H 31 SRAC Request for a Library in Missionvale H 31 SRAC Upgrading of Missionvale sport field urgently and building of changing room, shower and toilets H 31 SRAC Sport field (identification of land) Rholihlahla H 31 other Provide a satellite Police Station at Missionvale next to Missionvale Clinic H 31 other Extension of Clinic M 32 WARD 32 32 HS Build social houses in old Windvogel Terminus M 32 HS Salt Lake: · Relocation of approved people to Chatty 12 and 13 H 32 HS Salt Lake: · Identifying land for housing and businesses M 32 HS Salt Lake: · Shelter for destitute / homeless / families affected by natural disasters W 32 R&T Windvogel: H st 32 R&T • Speed Humps in 1 Avenue H nd 32 R&T • 2 Avenue H 32 R&T • First Street H 32 R&T • Second Street H 32 R&T • Fifth Street H

38 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

32 R&T • Sixth Street H 32 R&T • Seventh Street H 32 R&T • Eighth Street. H 32 R&T Repairing of potholes H 32 R&T Salt Lake: H 32 R&T • Upgrading of concrete block streets (all Streets) H 32 R&T • Speed Humps in Barends Street; H 32 R&T • Freeman Street H 32 R&T • Allie Street H 32 R&T • Pamplin Street H 32 R&T • Abrahams Street H 32 R&T • Fellcass Street H 32 R&T Repairing of potholes H 32 R&T Salsonneville: Speed humps in: H 32 R&T • Syster Street H 32 R&T • Bonaventure Crescent H 32 R&T Repairing of potholes H 32 R&T Hillside / Cleary Estate: H 32 R&T Speed humps in: H 32 R&T • Beacon Street H 32 R&T • Carelson Street H 32 R&T • Cannon Street H 32 R&T • Bob Price Street H 32 R&T Repairing of potholes H 32 R&T Arcadia: H 32 R&T Speed humps in: H 32 R&T • Sugarbush Street H 32 R&T • Melkbos Street H 32 R&T Repairing of potholes H

39 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 32 E&E Windvogel: H 32 E&E • Repair and maintain street lights H 32 E&E Salt Lake: H • High-mast light on open space between Stanford Road and Rensburg Street opposite H 32 E&E Cleary Park Shopping Centre 32 E&E • Repair and maintain street lights H 32 E&E Salsonneville: H 32 E&E • Repair, maintain street Lights H 32 E&E • High-mast Corner of Syster Street and Catherine Road H 32 E&E Hillside / Cleary Estate: H 32 E&E • Repair and maintain street lights H 32 E&E • High-mast on Bloukol Street H 32 E&E Arcadia: H 32 E&E Repair, maintain street lights H 32 E&E High-mast in passage between Sugarbush Street and Melkbos Street. H 32 PH Windvogel: H 32 PH • Elimination of illegal dumping H 32 PH • Bush clearing – all vacant sites H 32 PH • Maintenance of trees H 32 PH Upgrading and Fencing of play parks in : H 32 PH • First Street and H 32 PH • Fifth Street H 32 PH Salt Lake: H 32 PH • Elimination of illegal dumping H 32 PH • Bush clearing – all vacant sites H 32 PH • Maintenance of trees H 32 PH Upgrading and Fencing of play parks in: H 32 PH • Baartman Street H 32 PH • Goldburg Street H

40 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

32 PH • Coetzee Street and H 32 PH • Rensburg Street H 32 PH Salsonneville: H 32 PH • Elimination of illegal dumping H 32 PH • Bush clearing – all vacant sites H 32 PH • Maintenance of trees H 32 PH • Upgrading and fencing of play parks in: H 32 PH • Catherine Road H 32 PH • Corner of Slabbert and H 32 PH • Albans Street H 32 PH Irrigation system to park in: H 32 PH • Catherine and H 32 PH • Wynford Streets H 32 PH Hillside / Cleary Estate: H 32 PH • Elimination of illegal dumping H 32 PH • Bush clearing – all vacant sites H 32 PH • Maintenance of trees H 32 PH Upgrading and fencing of play parks in: H 32 PH • Allen Hendrickse Street H 32 PH • Chris Wessels Street and H 32 PH • 3rd Avenue H rd 32 PH Upgrading open spaces in Corner of Bacon Street and 3 Avenue H 32 PH Arcadia: H 32 PH • Elimination of illegal dumping H 32 PH • Bush clearing – all vacant sites H 32 PH • Maintenance of trees H 32 PH Upgrading and fencing of play parks in: H 32 PH • Yellowwood Street H

41 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

• Claasen Street Melkbos Street H 32 PH 32 PH • Brumia Place and H 32 PH • Esterhuizen Street H Windvogel: H 32 SRAC · Upgrade of Windvogel sports field Arcadia: M · Establishment of a Basketball Court in corner of Rensburg Street and Harrington Street (West End) 32 SRAC 32 CS Building of a Councillor’s Office H 32 CS Building of a Community hall H 32 I&E Repair, maintain and unblock drains in: H 32 I&E • Windvogel H 32 I&E • Salsonneville H 32 I&E • Salt Lake H 32 I&E • Hillside / Cleary Estate H 32 I&E • Sugarbush and Rensburg Streets in Arcadia H 32 I&E Building a Multi-purpose Resource Center in Salt Lake: M 32 I&E Building a Multi-purpose sports field in Catherine Road in Salsonneville H 32 other Building of a Clinic H 32 other Building of a Police Station in Salt Lake H 32 other Building of a Library H 33 WARD 33 33 HS Rectification of houses in Govan Mbeki Area H 33 HS Infrastructure for the Kliprand community H 33 HS Rectification of 298 houses H 33 R&T Traffic calming measures (speed humps) in the whole Ward M 33 R&T Tarring of Area K Roads M 33 R&T Installation of steel barriers in Tabalaza and Mkhonto Streets next to Vista H

42 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 33 R&T Installation of speed humps in Meke Road and Tabalaza Street opposite the Fire Station H 33 I&E Provide infrastructure in Kliprand H 33 E&E Street lights for the entire Ward H 33 PH Provide play parks in the Ward H 33 PH Provide outdoor gym H 33 PH Provide wheely bins in Tembisa (Arcadia North) H 33 PH Waste removal in Kliprand H 33 SRAC Develop sport field for sports teams (Kleinskool) and entire Ward M 33 SRAC Provision of a community Library H 33 CS Skills development programs and learnerships M 33 EDTA Rollout EPWP project for employment creation H 33 B&T Installation of prepaid electricity vending machine facility M 33 other Provide a satellite Police Station 34 WARD 34 34 HS Upgrading of the informal settlement at Riemvasmaak H 34 R&T Tarring of Roads in: H 34 R&T • Scholtz Street H 34 R&T • Soudien Road from the corner to Kleinskool H 34 R&T • Imbuia Street H 34 R&T • Bloukappie Street H 34 R&T • Bertram Road H 34 R&T • Hickory Street H Development of a Foot Bridge between Oostenhuizen Street in Arcadia and Nash Street H 34 R&T Fernwood Park 34 E&E Upgrading of the electricity Substation 1140 Loder Crescent. H Installation of a high mast light in Oostenhuizen Street in Arcadia and Nash Street Fernwood Park H 34 E&E 34 E&E Provide street lights throughout the ward H 34 E&E Replacement of damaged lamp poles throughout the Ward H

43 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

34 S&S Recruitment of Metro Police Officers to combat the high crime in the Northern Areas H 34 S&S Provide security at Councillor’s Office H 34 S&S SAPS visibility is requested 34 PH Attend to illegal dumping H 34 EDTA Require a vegetable garden in corner of Soudien and Rensburg Streets H 34 SRAC Upgrading of sport fields in the following areas: H 34 SRAC • Corner of Soudien and Lawrence Erasmus Streets H 34 SRAC • Soudien Road sports field opposite Bethvale School H 34 SRAC • At the back of Greenville Primary School and H 34 SRAC • Park United sports field in Arcadia H 34 CS Build an Office for Ward Councillor H 34 I&E Address the overflowing sewerage drains that runs into the Chatty River H 34 other Extend the Clinic’s working hours H 35 WARD 35 35 HS Transfer of Trafalgar Sage flats to the municipality H 35 R&T Traffic calming measures (speed humps) in the Ward H 35 R&T Tarring of Area K Roads H 35 R&T Construction of foot bridges in the following areas: H 35 R&T • Kroneberg Drive next to Kroneberg Primary H 35 R&T • Between Kennedy and Bramble Street H 35 R&T Installation of traffic calming measures in the following streets: H 35 R&T • Bramble H 35 R&T • Hibbiscus Street H 35 R&T • Kroneburg Drive near Kroneburg Primay H 35 R&T • Killian Street H 35 R&T Installation of Traffic Circle in the following Streets: H 35 R&T • Lawrence Erasmus Drive H 35 R&T • Kroneburg Drive opposite Old Apostle Church H 35 R&T Elimination of pot holes in Extension 21 and 31 H

44 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

35 R&T Installation of street name boards H 35 R&T Tarring of gravel road in Sanctor H 35 R&T Provision of side walks in Bethelsdorp (corner of Van Vuuren Street H 35 E&E Installation of street lights throughout the Ward H 35 E&E Installation of High Mast lights in the following areas: H 35 E&E • Extension 21 Kramer Street (High Mast be moved to Kapp Close) H 35 E&E • Extension 21 Kayser park H 35 E&E • Extension 21 Bramble Street H 35 E&E Installation of water meters in Sanctor H 35 E&E Installation of street lights in the following areas: H 35 E&E • Grootboom Street (Acardia) H 35 E&E • Herable Street (Acardia) H 35 E&E • Marock Street in Sanctor H 35 E&E • Esterhyspn Streeet H 35 I&E Upgrade infrastructure in the Ward H 35 SRAC Upgrading of Bethelsdorp Heritage Centre H 35 PH Upgrading of play parks in the following areas: H 35 PH • Extension 31 Bramble Street (Equipment and Bollands) H 35 PH • Extension 21 Kayser Park (Equipment and Bollands) H 35 PH • Extension 21 Killian Street (Equipment and Bollands) H 35 PH Bush clearing in the following areas: H 35 PH • Extension 21 (Kettledas, Kennedy and Kramer Streets) H 35 PH • Extension 31 ( Bramble and Hisbiscus Street) H 35 PH Upgrading of play parks in the ward H 35 PH Construction of a waste transfer station H 35 PH Elimination of illegal dumping throughout the ward H 35 PH Fencing of Sanctor cemetery H 35 PH Bush clearance in the following areas: H 35 PH • Mank H

45 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

35 PH • Moravian Church H 35 PH • Harable Street H 35 CS Upgrading of West End resource centre H 35 B&T Budget allocation of the Ward is not accurate as affected by demarcation H 35 other Provide a satellite Police Station H 35 other Fencing of West End Clinic H 36 WARD 36 36 HS Rectification of Bethelsdorp Area C, 1071 housing units in KwaDwesi Ext. H 36 HS Finalization of backyard dwellers list in KwaDwesi H 36 HS Removal of houses in flood plains in KwaDwesi Ext H 36 HS Construction of a Town House Complex in KwaDwesi M 36 HS Land acquisition for Early Childhood Development Centres M 36 HS Provision of Social Housing in Asrayi Street H 36 R&T Provide traffic lights and calming measures at: H 36 R&T • Mission Road next to Xolilizwe KwaDwesi Ext and H 36 R&T • Mkwenkwe Street next to KwaDwesi Police Station and Ziyabuya Complex H 36 R&T Extension of intersection between KwaDwesi Police Station and Ziyabuya Complex H 36 R&T Tarring of gravel roads H 36 R&T Construction of a foot bridge / motor bridge – Mtshekisane Street, KwaDwesi H 36 R&T Provide traffic lights at Mission Road, KwaDwesi Ext. M 36 R&T Construction of speed humps in Xundu Village H 36 R&T Building of a Taxi Rank H 36 R&T Provide traffic calming measures in Xolilizwe Street H 36 R&T Tarring and resurfacing of roads across the Ward H 36 I&E Repair and maintain storm water drains M 36 I&E Provision of water and sanitation in Westville informal settlement and H 36 I&E KwaDwesi Extension H 36 I&E Maintenance of Chatty River H

46 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Repair stormwater drainage system in Westville Informal Settlement and KwaDwesi Extension 36 I&E Phase 2 36 E&E Provide high mast light and street lights H 36 E&E Electrification of Westville Informal Settlement H 36 E&E Provision of solar geysers – KwaDwesi and KwaDwesi Ext Areas H 36 S&S Installation of high quality CCTV cameras across the Ward H 36 PH Provision of waste or wheely bins H 36 PH Build refuse transfer recycling stations H 36 PH Elimination of illegal dumping sites H 36 PH Cutting of verges and trees M 36 PH Provision of outdoor gym equipment H 36 PH Maintenance of parks H 36 PH Maintenance of playgrounds and equipment H 36 PH Fencing and maintenance of cemeteries H 36 PH Provision of new playground equipment M 36 EDTA Provision of containers for vendors M 36 EDTA Building of Youth Development Centre H 36 EDTA Implement Ward Based Greening project H 36 EDTA Construction of a Multi-Purpose Centre H 36 SRAC Upgrading of existing and informal sports field in KwaDwesi and KwaDwesi Ext. H 36 SRAC Building and maintenance of sport fields H 36 CS Building of Ward Councilor’s Office H 36 B&T Increase of the Ward Budge to accommodate the needs of the ward H 36 other Upgrading and Renovations of the KwaDwesi Police Station H 36 other Construction of Clinics in Westville informal settlement and KwaDwesi Ext. H 36 other Upgrade of KwaDwesi Clinic H 36 other Provision of mobile Clinic facilities for KwaDwesi Ext. and Westville H 36 other Providing land for Light Industry in the Ward (Site Number 5433) M 37 WARD 37

47 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

37 HS Rectification of houses built in flooding areas next to Chatty River, Extension 31and 32 H Extension 32, 34, 36 Moeggesukkel, Kleinskool Area K informal settlement need urgent H 37 HS development 37 HS Allocation of plots for construction of houses H 37 HS Rectification of poorly built RDP houses in Extension 31, 32 and 33 H 37 HS Completion of 28 RDP houses that were built in 2006 H 37 HS Relocation of backyard dwellers M 37 HS Provide land for churches W 37 R&T Building of 3 bridges over Chatty River for school children H 37 R&T Tarring of gravel roads in Extension 32,36 and Kleinskool H 37 R&T Resurfacing and grading of gravel roads in Extension 32 and 36 H 37 R&T Provision of sidewalks M 37 SRAC Upgrade, fencing of sports field and install cricket nets in Extension 33 H 37 SRAC Provision of a Library W 37 Repair, maintain and unblock all storm water drains in Kleinskool Ext 31,35 and 36 M 37 Replace all stolen drain lids H 37 Water connections to houses in Kleinskool H 37 Provision of water in all informal settlements in Kleinskool H 37 EDTA Allocation of projects to benefit the youth M 37 EDTA Build a Multi-Purpose community centre H 37 PH Building six recreational parks with fencing and play equipment H 37 PH Greening and beautification of Rensburg Street and Barberry Drive H 37 PH Bush clearing M 37 PH Elimination of illegal dumping ( skip bins at all VD stations or transfer station) H 37 PH Uplifting all areas with tree planting H 37 PH Renovation and fencing of existing parks and play grounds H 37 PH Cleaning channel to Chatty River H Develop open field in Extension 33 into a recreational park with skateboard facility and plant trees M 37 PH

48 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

37 PH Provide playgrounds or parks in all areas with gym equipment H 37 S&S Installation of CCTV cameras in all intersections H 37 S&S Traffic calming measures ( speed humps) all taxi routes in the ward and Cherry Street M 37 Constit Shelter for people at Ward Councillor’s Office H 37 Constit Allocation of projects to benefit the youth and the elderly H 37 E&E Provision of electricity in all informal settlements in Kleinskool H 37 E&E Installation of 4 high mast lights with CCTV cameras H Building of Primary and Secondary Schools due to a high number of learners (over 15 000) H 37 other 37 other Build another Primary School in Extension 32 and 35 H 37 other Provision of a Clinic H 38 WARD 38 38 HS Rectification of houses in the Ward H 38 HS Speed up relocations in areas identified for it H 38 HS Relocation of backyard dwellers in the ward H 38 R&T Tarring of gravel roads H 38 R&T Provision of speed humps H 38 R&T Elimination of potholes H 38 E&E Installation of high mast and street lights in the ward H 38 PH Address the problem of illegal dumping H 38 PH Building contractor rubble must be taken away in public open spaces H 38 PH Provision of outdoor gym equipment in the ward H 38 PH Bush clearing between Jacksonville, Palm Ridge and Booysen Park H 38 EDTA SMME Development H 38 CS Interns to be allocated to Ward Councillor’s Office H 38 SRAC Upgrade and fencing of sports field H 38 Provision of a library H 38 other Building of a high school H 38 other Provision of a clinic H

49 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

38 other Provision of a satellite police station H 39 WARD 39 39 HS Building bylaw – to be revised H 39 I&E Improvements on the response time on water leaks H 39 I&E Stormwater infrastructure upgrade – Riverstone Road H 39 I&E Stormwater manhole covers to be replaced as needed M 39 I&E Drainage of existing Roads in: H 39 I&E • Riverstone Road, Kabega Park and H 39 I&E • Caresle Street, Rowallan Park H 39 I&E Sewerage upgrade in: H 39 I&E • Corner of Juan Pierre and Lategan Drive, Rowallan Park H 39 I&E • Corner Juan Pierre and Carelse Street, Rowallan Park and H 39 I&E • Erf 455, Froneman Street, Rowallan Park H 39 I&E Sewerage upgrade to be done in Bushman’s Street, Sherwood H Sewerage upgrade survey to be done in the entire Rowallan Park and Sherwood Areas H 39 I&E 39 I&E Water pipeline upgrade in: H 39 I&E • Devon, Caledon and Bushman Streets, Sherwood H • Cumberland, LA Trobe, Peebles, Chris Hatting and Hanna Ave, Rowallan Park H 39 I&E 39 I&E • Rotterdam Street, Kabega Park H 39 I&E Water pipeline upgrade survey to be done in the entire Sherwood Area H 39 I&E Tidying up after work done on burst pipes H 39 R&T Tarring of potholes H 39 R&T Kerbing: assessments to be done in Rowallan Park M 39 R&T Attend to Potholes – as per requests needed H 39 R&T Resurface Devon Road, Sherwood H 39 R&T Tarring of the following Streets: H 39 R&T • Carelse Street, Rowallan Park H

50 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

39 R&T • Riverstone Road, Sherwood H 39 R&T Develop a 3 way stop in the following areas: M 39 R&T • Gretha and Strydom Streets (Rowallan Park) and M 39 R&T • Fairley Road and Bangor Street (Sherwood) M 39 R&T Maintenance of street name signs and road marking H 39 R&T Install indicating signboards to establishments H 39 R&T Repair potholes where needed H 39 E&E Additional Street lights in: H 39 E&E • Carelse Street,Lategan Drive (Left hand side) (Rowallan Park) H 39 E&E • Walker Drive, Caledon street and Henlo Crest (Sherwood) H 39 S&S Install permanent speed cameras in: H 39 S&S • Cape Road, Rowallan Park H 39 S&S • Walker Drive, Sherwood H 39 S&S Monitor Taxi and Bus embayments H Implement law enforcement on traffic violation including speeding in the following areas: H 39 S&S • Walker Drive, Devon Road, Montrose Road, Lancing Road and Caledon Street H 39 S&S 39 S&S • (Sherwood) H • Old Cape Road, Great West Way, Olive Schriener, van der Stel (Kabega Park) Fife H Laan, Deon Street, Froneman Street, Lategan Drive, Peebles Road (Rowallan Park) 39 S&S 39 S&S Develop a By-law in the following areas> H 39 S&S • security control H 39 S&S • illegal squatters H 39 S&S • vagrants, H 39 S&S • street children and H 39 S&S • street trading H 39 S&S Crime Prevention H

51 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

39 B&T Attend to the incorrect billing system H 39 B&T Exploring the rentals of existing facilities Customer Care Centre for Western Suburbs H 39 B&T Remuneration for Ward Cllr assistants who are Secretaries to Ward Committees H 39 PH Maintenance of colonial fencing in: M 39 PH • Erf 461 Terrence Ave M 39 PH • Erf 2881 corner of Friesland and Cape Road M 39 PH Upgrade and replace play equipment on public open spaces in: W 39 PH • All parks in Sherwood W 39 PH • Rowallan and Kabega Park W 39 PH • Enclosure of Erf 421 Rowallan Park and Erf10, Kabega Park W 39 PH • Enclosure between Erf 1428 and 1430 Du Plooy Street, Rowallan Park W 39 PH By-law enforcement on illegal dumping in the following areas: H 39 PH • Sherwood – Talana, Caledon, Montrose, Sandton, Walker Drive H 39 PH • Rowallan – Carelse, Lategan, La Trobe, Hanna, Chris Hattingh H • Kabega Park – Riverstone, Van der Stel, Huguenot, Norman,Truro and Worthing H 39 PH 39 PH Tree trimming in all areas in the Ward M 39 PH Maintenance and bush clearing in: H • Sherwood: Erf 2205 – Shropshire Street, Erf 1890 – Tugela Street, Erf 3504 – H 39 PH Glamorgan Street, 39 PH • Walker Drive, Cartmoor Street and Erf 3882 Henlo Crest H 39 PH • Kabega Park: Erf 461 Terrance Avenue H • Rowallan Park: Erf 1167 Smollan Road, Erf 415 Peebles Road and Erf 2881 in H 39 PH Friesland Street 39 PH Litter picking in Main Arterials in the following areas: H 39 PH • Cape Road H 39 PH • Northumberland H 39 PH • Walker Drive H 39 PH • Van der Stel H

52 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

• Montrose and Lategan Drive (All along Cape Road and Kabega Park to Rowallan Park) H 39 PH 39 PH • Walker Drive – from Lancing to the end H 39 PH • All areas frequented by hawkers and vagrant H 39 PH Bush clearing of all private properties H 39 PH Placing of bins next to bus and taxi embayments M 39 PH Greening of all areas M 39 PH Bush clearing of all open spaces H 39 PH Weed spraying – all streets in the Ward M 39 PH Installation of the No Dumping signs in Parks and Open Spaces M 39 PH Develop a cultural slaughtering by-law H 40 WARD 40 40 HS Funding for sustainable human settlements at: H 40 HS • Fitchet’s Corner H 40 HS • Van Stadens H 40 HS • Witteklip H 40 HS • St Albans H 40 HS • Shamrock H 40 HS • Platkeps H 40 HS • Gumtree H 40 HS • Bloza and Seaview H 40 HS Sustainable human settlement in New Rest and Zwelidinga Low Cost Housing Project H 40 HS Rectification of affected houses in Bloza (Rocklands RDP houses) H 40 HS Funding to be made available for the relocation of and a sustainable human settlement for the H 40 HS Land must be made available for squatters in Erica Deane and around Kuyga for the development H Land must be made available for informal livestock farmers in the Greenbushes, Kuyga and H 40 HS Rocklands area. 40 HS Housing requested in Kuyga, Green Bushes and Seaview H 40 HS Land needed for housing development in New Rest (Seaview) H 40 HS Land be made available and fenced for Informal Livestock Farming in the Ward 40, in: H

53 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

40 HS • Kuyga H 40 HS • Greenbushes and H 40 HS • Rocklands Area. H 40 R&T Sidewalks in the following areas: H • Next to Seaview Rd from current position in Greenbushes to the Altona Primary School H 40 R&T • Elands River Road from Bloza RDP development to the Rocklands school +-1.4km H 40 R&T 40 R&T Shelters (Bus stops) at the following areas: M 40 R&T • Bloza M 40 R&T • Uncle Freddies M 40 R&T • Fitches Corner M 40 R&T • St Albans M 40 R&T • Kuyga x 2 M 40 R&T • Seaview opposite the Spar M 40 R&T • Beach View M 40 R&T • Kini Bay M 40 R&T Road signs, replace rusted and damaged signs H 40 R&T Tarring and maintenance of gravel roads H 40 R&T Resurfacing of roads in Kini Bay village M 40 R&T Tarring of Trow Road, Colleen Glen W 40 R&T Installation of street names throughout the Ward H 40 R&T • Kuyga H 40 R&T • Bloza H 40 R&T Resurfacing of Blue Horizon Bay parking area at the Community hall H 40 R&T Marking of roads and road painting H 40 R&T Upgrade the Beach View Resort parking area W 40 R&T Upgrading of roads in Kuyga W 40 R&T Install new barriers and paving at western entrance to the beach in Blue Horizon Bay

54 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Investment into an upgraded electricity grid in Colleen Glen, due to continuous electricity H 40 E&E interruptions with wind and rain Removal of illegal electricity connections throughout the Ward and making legal connections H 40 E&E possible, in particular in Kuyga 40 E&E Repair and maintain street lights repaired throughout the Ward H 40 E&E Repair and maintain high mast lights in Kuyga H 40 E&E Installation of lights in Rocklands (Bloza) sports field H 40 E&E Motivate for funding for all areas without electricity for alternative electricity i.e. Solar H 40 I&E Water for St Albans area (residents living around Ren Dalton St) H 40 I&E Upgrade of stormwater and sewerage in Kuyga H Provision of water for approximately 65 families in Uitenhage / Rocklands Road (a reservoir must H be constructed and a pipeline must be brought down to the last farm from Ankervas towards 40 I&E KwaNobuhle. 40 I&E Provision of water down Elands Rivier Road until the end of the road 40 I&E Attend to water leakages along the Main Road in Seaview H 40 S&S Fire hydrants in the following areas: H 40 S&S • Fitches Corner H 40 S&S • Witteklip Area H 40 S&S • St Albans and H 40 S&S • Blue Horizon Bay H Traffic calming measures on Seaview Rd, in particular just before Seaview at New Rest and H 40 S&S Zweledinga informal settlements 40 S&S Maintenance of all fire hydrants in the Ward H Patrols by Metro Police over weekends at Maitlands Beach and throughout the Ward in general H 40 S&S 40 S&S Motivate for funding for the following: H 40 S&S • high visibility vests H 40 S&S • vehicle lights H

55 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

• radio communications and bullet proof vests to be made available for Neighbourhood H watches within the Ward i.e. Farm community and Seaview Neighbourhood watch. 40 S&S Provide security upgrades to Councillor’s Office in Kuyga, Alarm system, cameras and electronic H 40 S&S access control 40 PH Cutting of trees and vegetation on overgrown erven and verges H 40 PH Motivate for funding for maintenance of cutting trees within the power lines H 40 PH Adequate bins for litter H 40 PH Monitoring of Illegal dumping hotspots: Mission Rd and Waterkloof Rd H Adequate containers / skips for refuse throughout the Ward (at least 5 additional containers) H 40 PH 40 PH Seaview transfer and garden refuse site to be formalized - manned and maintained. M 40 PH Refuse transfer container for residents of Rocklands, opposite Uncle Freddie’s M 40 PH Recycling project to be started in the Seaview Area - manned and maintained W 40 PH Illegal dumping hotspots must be manned H 40 PH Litter picking staff dedicated to ward 40. H 40 PH Cutting of trees and verges on sides of roads H 40 EDTA Initiate programs to assist youth economic development and emerging SMMEs H 40 EDTA Upgrade existing tourism sites within the Ward in: H 40 EDTA • Maitlands Beach H 40 EDTA • Whale watching area near Maitlands H 40 EDTA • Camping grounds in Maitlands. H 40 SRAC Installation of cluster’s playground / jungle gyms in the following Informal Settlements: H 40 SRAC • Fitchers Corner H 40 SRAC • Wedgewood H 40 SRAC • Shamrock H 40 SRAC • Platkeps H 40 SRAC • Hoender Kamp H 40 SRAC • Bloza H

56 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

40 SRAC • Gumtree H 40 SRAC • Van Eyk se Grond H 40 SRAC • Erikadene H 40 SRAC • Kuyga H 40 SRAC • Fairview H 40 SRAC • Zwelledinga H 40 SRAC • Newrest H 40 SRAC • GroGro H 40 SRAC • Pendelsdrift H 40 SRAC Upgrade playgrounds in the Seaview area H 40 SRAC Provide sport fields for Bloza Location in Rockland H 40 SRAC Motivate for funding to install the following: H 40 SRAC • new ablution facilities in Maitland Beach H 40 SRAC • recreational facilities H 40 SRAC • parking and walkways manned and maintained H 40 SRAC Provide and maintain ablution facilities and water supply in Maitland Camping grounds M 40 SRAC Install a new boom gate at eastern entrance to beach in Blue Horizon Bay M 40 SRAC Beach View Resort restored to operational status and opened for public use H 40 CS Make Wi-Fi available to all informal settlements with free internet access H 40 CS Build a Community hall for Bloza Rocklands H Upgrade public ablution facilities at western entrance in the Blue Horizon Bay Community hall M 40 CS 41 CS WARD 41 41 HS Rectification of all houses in the Ward H 41 HS Installation of temporary Services at Masibulele H 41 HS Establishment / building of housing support center H 41 R&T Building of speed Humps in the following areas: H 41 R&T • Mzwandile, Melumzi Streets in Joe Slovo H 41 R&T • Bhobhoyi and Xollile Botoman Street in Khayamnandi H

57 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 41 R&T Tarring of sub streets H 41 R&T Provision of sidewalks for People with Disabilities H 41 R&T Tarring of all gravel roads in the Ward H 41 R&T Paving of sidewalks H 41 I&E Maintenance of all storm water drainage H 41 I&E Repair of all water leaks especially in Khayamnandi H 41 E&E Changing of street lights to high mast lights H 41 E&E Electrification of all informal settlement H 41 S&S Implementation of crime prevention awareness programme H 41 PH Fencing of all public open spaces H 41 PH Removal of bushes close to the houses H 41 PH Litter pickers programme to be strengthened M 41 PH Managing of dumping sites H 41 EDTA Building of business incubator M 41 EDTA Building of a skills development Centre H 41 EDTA Provide land for livestock Farmers H 41 EDTA Provide ploughing fields in Joe Slovo H 41 EDTA Build a Multi-Purpose Centre in Joe Slovo H 41 SRAC Upgrading of sport fields in Khayamnandi H 41 SRAC Develop play grounds in the Ward H 41 SRAC Upgrading and maintenance of existing sport facilities H 41 SRAC Building of a sport complex H 41 SRAC Build the following sport fields: H 41 SRAC • Netball Court H 41 SRAC • Rugby sport field and H 41 SRAC • Six (6) new Soccer fields H 41 SRAC Building of the Library in Joe Slovo H 41 CS Build a permanent Councillor’s Office H 41 CS Construction of youth education and skills development centres H

58 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

41 CS Support NGOs and NPOs H 41 CS Support for Youth, Elderly / Senior Citizens programmes H 41 B&T Provision of prepaid electricity vending facilities in Joe Slovo and Khayamnndi H 41 B&T Build and renovate customer care centres in Joe Slovo and Khayamnndi H 41 other Build a Police Station in Joe Slovo and Khayamnandi H 41 other Provide Police patrols in the Ward H 41 other Extension of all Clinics in the Ward H 41 other Building of a shopping complex H 42 WARD 42 42 HS Housing rectification H 42 HS Conduct a land audit H 42 HS Delivery of houses H 42 HS Completion of gap houses in the Ward H 42 R&T Tarring gravel Road in: H 42 R&T • Hlosi Street H 42 R&T • Mngcunube Street H 42 R&T • Ntulo Crescent H 42 R&T • Mgwari Street H 42 R&T • Qilo Street H 42 R&T • Mthathi Crescent H th 42 R&T • 5 Avenue H 42 R&T • Mqonci Crescent H th 42 R&T • 7 Avenue H 42 R&T • Ntethe Street H th 42 R&T • 8 Avenue H 42 R&T • Msedare Street H 42 R&T • Mnquma Street H 42 R&T • Ngwekazi H

59 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

42 R&T • Khala Street H 42 R&T • Lindipasi Street H 42 R&T • Nyibiba Street H 42 R&T • Hobe Street H 42 R&T • Nxanxadi Street H 42 R&T • Mhlontlo Street H 42 R&T • Isiphingo Street H 42 E&E Provision of electricity in all sites in the Ward H 42 EDTA Provide land for Agriculture and Farming H 42 EDTA Build a Multi-Purpose center H 42 SRAC Provision of sport fields in Area 8 H 42 CS Build a Community hall 42 I&E Upgrading of sewer system in the Ward M 42 other Provide a Mobile Police Station in Area 7 and 8 H 42 other Upgrading of all Clinics in the Ward H 43 WARD 43 43 HS Housing development H 43 HS Implement a rectification programme H 43 HS Implement a relocation programme H 43 R&T Provide Bus shelters H 43 R&T Traffic controls at Sikhothina and Magqabi H 43 R&T Provision of speed humps throughout the Ward H 43 R&T Tarring of gravel Roads in Pityana H 43 R&T Provision of sidewalks in the following streets: H 43 R&T • Cushe H 43 R&T • Gomomo H 43 R&T • Kopo and H 43 R&T • Khwatsha H 43 S&S Installation of CCVT cameras in the following Streets: H

60 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

43 S&S • Ponana Tini H 43 S&S • Mbengo H 43 S&S • Tize and H 43 S&S • Lawrence Vingqi H 43 PH Provide a dumping site H 43 PH Implement the Go Green project ( plantation trees and flowers ) H 43 EDTA Develop small businesses H 43 EDTA Support given to Ntshali Street garden project H 43 SRAC Fencing for outdoor gym parks H 43 SRAC Provide outdoor gym equipment H 43 SRAC Build a sport centre H 43 CS Implementation of projects to develop the unemployed H 43 CS Transparency on municipal employment H 43 CS Employ a Caretaker for parks H 43 CS Skills development H 43 other Provide a Clinic H 44 WARD 44 44 HS Rectification of houses H 44 HS Provision of houses H 44 I&E Eradication of bucket system H 44 I&E Sewer upgrade in the Ward H 44 R&T Building of a bridge between the following Streets M 44 R&T • Mqolomba and Jabavu and M 44 R&T • Area 8A and Bucwa M 44 PH Elimination of illegal dumping H 44 SRAC Renovation of Jabavu Stadium H 44 SRAC Building of an Art Centre between Kiva and Mabandla Street H 44 CS CORPORATE SERVICES 44 CS Provision of youth skills development programmes H

61 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

44 EDTA ECONOMIC DEVELOPMENT, TOURISM AND AGRICULTURE 44 EDTA Develop SMMEs H 44 EDTA Support emerging farmers H 44 EDTA Provision of community gardens H 44 other Hosting drug awareness programmes H 45 WARD 45 45 HS Housing rectification including pre 1994 houses H 45 R&T Fixing pot holes and tarring of roads Bantom Road H 45 I&E Maintenance of storm water in the Ward M 45 I&E Upgrade and maintain drainage system in Area 10 H 45 I&E Provide water for Endlovini Informal Settlement H 45 E&E Installation of street lights M 45 SRAC Provide a Library M 45 EDTA SMMEs development in the Ward M 45 E&E Electrification of Endlovini informal settlement H 45 E&E Build a Fire Station H 45 other Social Workers are needed in the Ward H 45 other Build a Police Station H 46 WARD 46 46 HS Housing rectification H 46 R&T Fixing of potholes and tarring of roads H 46 I&E Address drainage system problems in the Ward H 46 E&E Installation of street lights in Saxhwila Street H 46 SRAC Build a Library W 46 SRAC Provision of sports facilities H 46 SRAC Renaming of streets in the Ward H 46 CS Provision of youth skills development programmes H 46 S&S Build a Fire Station W 46 PH Beautify and put fencing in Matanzima Square H

62 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

46 PH Eliminate illegal dumping H 46 EDTA Create sustainable jobs H 46 EDTA Develop SMMEs M 46 EDTA Support small business (Car Wash) H 46 EDTA Provision of community gardens H 46 other Build a Police Station W 46 other Provide Clinic in Chris Hani Area H 46 other Hosting of drug awareness programmes H 47 WARD 47 47 HS Completion of 15 top structures in Peace Village H 47 HS Housing relocation from Taliban to Area 11 H 47 HS Identification of land for community gardens and churches M 47 HS Rectification of houses in Peace Village and Joe Modise H Paving of roads in Matanzima Cemetery and upgrade including signage, parking and ablution H 47 R&T facilities 47 R&T Tarring of roads in Peace Village and Joe Modise H Build and connect waterborne sewer for sanitation of five (5) incomplete houses in Mali Road H 47 I&E 47 I&E Sidewalks H 47 E&E Installation of public lights and high mast lights in Peace Village H Development of community parks and the inclusion of an outdoor gym in the following Streets: M 47 PH 47 PH • Relu M 47 PH • Siwasa and M 47 PH • Jolobe M 47 PH Greening and beautification of Joe Modise and Peace Village M 47 PH Upgrade and maintain public open spaces W 47 PH Rehabilitation of wetland in Peace Park W 47 PH Building a transfer station to curb illegal dumping H

63 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

47 SRAC Development of recreational facilities in Relu, Siwasa and Jolobe Streets H 47 EDTA Provision of a youth development centre H 47 EDTA Building of Multi-Purpose Centre to include the following facilities: H 47 EDTA Sports H 47 EDTA Arts H 47 EDTA Culture H 47 EDTA Library and H 47 EDTA Internet Café’) on Erf 25866 H 48 WARD 48 48 HS The completion of Phase 1 and the commencement of Phase 2 H 48 HS Completion of Doornhoek 48 units H 48 HS Relocation of 36 families in Kabah H 48 HS Implementation of the Blikkiesdorp NEWCO Project H 48 HS Relocation of 8 families from Afghanistan to Joe Slovo H 48 HS Rectification of pre 1994 houses in: H 48 HS • Kabah H 48 HS • Gerald Smith and H 48 HS • Gamble H 48 HS Provision of social housing in 34 John Street erf 16400 H 48 HS Develop Policy on backyards dwellers and squatters H 48 HS Build houses that are suitable to People with Disabilities H 48 HS Build houses for McCarthy lands and Afghanistan informal settlements H 48 R&T Tarring of gravel roads in Joe Slovo H 48 R&T Provision of sidewalks throughout the Ward H 48 R&T Installation of traffic calming measures in the following Roads: H 48 R&T • Bains H 48 R&T • Langdon H 48 R&T • Duranta Drive and H 48 R&T • Kamesh H

64 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

48 R&T Widening of Bains Road in Kabah H 48 R&T Provision of traffic circles in Joe Slovo H 48 R&T Rehabilitation of John Street in Central Uitenhage M 48 R&T Rehabilitation of Baird Street 48 R&T Fixing of potholes in the following Streets: H 48 R&T • John H 48 R&T • Baird H 48 R&T • Van Rooyen and H 48 R&T • Durban H 48 R&T Installation of traffic calming measures (robots) in Kamesh Road, near Allan Ridge Hall H 48 I&E Provision of water and sanitation in McCarthy lands and Afghanistan H 48 I&E Cleaning of stormwater drains H 48 I&E Eradication of buckets in the following Areas: H 48 I&E • Afghanistan H 48 I&E • McCarthy Lands H 48 I&E • Kabah and H 48 I&E • Joe Slovo H 48 I&E Upgrade and maintain storm water drains in the Ward H 48 I&E Rehabilitation of water pipes in Gerald Smith H 48 I&E Provide extra lights in the following Streets: H 48 I&E • Blikkiesdorp (Madaki Street) H 48 I&E • Hendricks H 48 I&E • First Lane H 48 I&E • Third Lane H 48 I&E • Steven and H 48 I&E • Bouah H 48 I&E Provide floodlights in Bains Road (Kabah) and John Street (Central Area) H 48 E&E Provision of electricity and floodlights in H 48 E&E • McCarthy Lands H

65 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

48 E&E • Afghanistan H 48 E&E Maintenance of Street lights in Kabah and Len Basson Street H 48 S&S Provide Metro Police satellite office in the Ward H 48 S&S Provide and maintain fire hydrants in the Ward H 48 S&S Traffic assessment to be done in Caledon Street H 48 PH Eradication of illegal dumping sites throughout the Ward H 48 PH Bush clearing throughout the Ward H 48 PH Enforcing by-laws in respect of overgrown, privately owned undeveloped erven H 48 PH Grass cutting in H 48 PH • Gerald Smith H 48 PH • Blikkiesdorp H 48 PH • Kabah and H 48 PH • Central H 48 PH Cleaning and maintenance of municipal vacant erven H 48 PH Provision of wheely bins H 48 PH Fencing, cleaning and maintenance of the Cat River Canal and Niven Bridge H 48 EDTA Training and development of SMMEs in the Ward H Establishment of Kabah, Blikkiesdorp, Gerald Smith and Joe Slovo renewal Programme H 48 EDTA 48 EDTA Building of a Multi-Purpose centre for the development of youth, disabled and women H 48 SRAC Upgrading of tennis court and cricket pitch in Jubilee Park H 48 SRAC Building of a music school in Gerald Smith H Provision of a sport facility at the corner of Van Rooyen and Abbott Street Gerald Smith H 48 SRAC 48 SRAC Maintenance of all sport fields in the Ward H 48 SRAC Upgrading of Library books at Allan Ridge Library H 48 CS Construction of office for Ward Councillor H 48 CS Training and development programmes for unemployed graduates and matriculants H 48 CS Recognition of prior learning skills assessment for those without a formal education H

66 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

48 B&T ATTP process must be reviewed in order to speed up beneficiation H 49 WARD 49 49 HS Request for RDP houses for over population of backyard dwellers in the Ward H 49 HS Identification of land for RDP houses H 49 HS Rectification of Pre-1994 houses H Provide infrastructural services in the Informal Settlement Area of Tinktinkie Street (lighting, H 49 HS sanitation, water and waste removal) 49 R&T Resurfacing of tarred roads throughout the Ward H 49 R&T Provision of sidewalks throughout the Ward H 49 R&T Build bus shelters in the following Streets: H 49 R&T • Kamesh H 49 R&T • Acacia H 49 R&T • Lanner H 49 R&T • Rosedale Drive H 49 R&T • Mallard and H 49 R&T • Lovebird H 49 R&T Construct IPTS Routes that cater for the Rosedale Area H 49 R&T Maintain road markings and street names H 49 R&T Painting of speed humps H 49 R&T Installation of road signs H 49 R&T Provision of sidewalks in H 49 R&T • Patrys H 49 R&T • Cormorant H 49 R&T • Kingfisher H 49 R&T • Lanner H 49 R&T • Mooimeisie H 49 R&T • Suikerbekkie and H 49 R&T • Pelican H 49 R&T Provision of traffic circle at 4 Way Stop on corner of Kamesh and Acacia Streets H

67 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

49 R&T Provision of side walk around Rosedale sports field H 49 E&E Upgrade street lights H 49 E&E Installation of high mast lights in the following Streets: H 49 E&E • Rosedale Clinic H 49 E&E • Corner of Starling and Acacia Streets H 49 E&E • Quail (between 8 and 10 Fantail Street) H 49 E&E • Hadeda Street H 49 E&E • Kamesh H 49 E&E • Kersogie H 49 E&E • Parakiet H 49 E&E • Grompo H 49 E&E • Corner of Lovebird and Muscovy Drives H 49 E&E • Corner of Falcon and Osprey H 49 E&E • Corner of McNaughton and Tinktinkie H 49 E&E Install street lights in Wren Street H 49 S&S Establish a Metro Police Satellite Office in the Ward H 49 S&S Improve response time on Fire Brigade H 49 S&S Regular patrolling by the Metro Police in the Ward H 49 PH Provide and upgrade parks and gym equipment in the following Streets: H 49 PH • Sysie H 49 PH • Lanner Crescent and H 49 PH • Kingfisher H 49 PH Provide another transfer site in the Ward H Jobs to be created through projects, food gardens, tourism attractions, business investments etc. H 49 EDTA in the Ward 49 EDTA Building of a Multipurpose Centre H 49 SRAC Install big television screens in the following public viewing areas: H 49 SRAC • Sysie Street Park and H 49 SRAC • Lanner Crescent park H

68 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

49 SRAC Free accessibility of the Rosedale Indoor Sports Centre to the community and schools H 49 CS Training of Ward Committees H 49 I&E Maintain and upgrade ageing infrastructure throughout the Ward H 49 I&E Improve response time in dealing with blocked drains queries H 49 B&T Speeding up of applications for ATTP H 49 B&T Provide the Jet Machines for the Uitenhage area H 49 other Another Clinic requested in area H 49 other Response time of SAPS H 49 other Provision of Early Childhood Development Centre in the Ward H 50 WARD 50 50 HS Land acquisition for a Youth Skills Development Centre H 50 HS Completion in Phola Park 1 and 2 Phase 1 and 2 housing H 50 HS Rectification of pre-1994 houses in Langa H 50 HS Remedial work in respect of incomplete housing structures H 50 HS Purchase of vacant land / sites H 50 HS Zoning and provision of church and business sites in the Ward M 50 HS Delivery of houses in Phase 2, Kabah Langa Phase 6 H 50 HS Housing rectification in Kabah H 50 HS Provide social housing H 50 E&E Provision of high mast lights H 50 E&E Installation of more street lights H 50 PH Eliminate illegal dumping H 50 PH Fencing of Kabah / Langa Cemetery H 50 PH Establishment and funding for refuse and waste management cooperatives H 50 PH Development and beautification of wetland areas H Redevelopment, fencing and rectification of the Langa Memorial Site and Maduna Street upgrade H 50 SRAC 50 EDTA Establishment of KwaLanga / Rosedale Urban Renewal Programme H 50 R&T Upgrade the following services in Kabah / Langa Cemetery: H

69 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

50 R&T • tarring of roads H 50 R&T • parking and H 50 R&T • sewer H 50 R&T Tarring and paving of driving lanes in Mandelaville H 50 R&T Installation of traffic calming measures (speed humps, traffic lights) in the Ward H 50 R&T Resurfacing of roads in Phola Park H 50 I&E Upgrade and maintain the ageing infrastructure (water and sanitation pipes) H 50 I&E Construction and maintenance of sewerage system H 50 I&E Address problematic water meters H 50 B&T Speed up applications for ATTP H Make more budget available for the Ward to be in line with all the other Wards in the NMBM H 50 B&T Investigate the R2 000 000, 00 previously allocated to the Kabah / Langa cemetery upgrade H 50 B&T 51 WARD 51 51 HS Develop Winterhoek Park Extension erven H 51 HS Develop Metro land for housing M Installation of traffic calming measures in Goedehoop Avenue and Ross Gradwell Street H 51 R&T 51 R&T Resurfacing of the following Roads: H 51 R&T • Penford H 51 R&T • Van Riebeeck H 51 R&T • Mosel H 51 R&T • Springs Avenue and H 51 R&T • Cannon H 51 R&T Regular maintenance of street markings M 51 R&T Installation of street signs M Storm water pipes or canal to run through Uitenhage Golf Course to prevent flood damage in H 51 I&E Channer Street Willow Dam Area

70 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

51 SRAC Maintain the Cannon Hill Park and monument M 51 SRAC Upgrade maintain and privatize Springs Resort H 51 SRAC Develop skate park for youth M 51 S&S Traffic visibility M Traffic assessment to be done in Caledon Street ( from KFC to Uitenhage Railway Station ) H 51 S&S 51 PH Cleaning of Willow Dam H 51 PH Elimination of illegal dumping H 51 PH Bush clearing in the following areas: H 51 PH • Adjacent to Ross Gradwell H 51 PH • Freemantle H 51 PH • Cawood H 51 PH • Garth and H 51 PH • Deon Street H 51 PH Fencing of MacGennis Park H 52 WARD 52 52 HS Planning of a housing programme for Despatch Town H 52 HS Request for land audit in Despatch M 52 HS Urban development programme H 52 R&T Painting of white lines on the roads and street names M 52 R&T Traffic calming measures H 52 R&T Installation of pedestrian crossing robots H 52 R&T Installation of heavy vehicle prohibition signage H 52 S&S Request for Traffic Department Offices in Despatch H 52 S&S Provision of 24 hour traffic services H 52 EDTA Request for EPWP employees to clean in Despatch M 52 EDTA Maintenance of museum M 52 I&E Address sewerage leakages in the Reservoir Hills H 52 I&E Stormwater upgrading M

71 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

52 I&E Water supply upgrade H 52 other Convert the Clinic into a 24 hour Health Centre H 53 WARD NUMBER: 53 53 HS Provision of housing in Colchester H 53 HS Provision of land in Colchester H 53 HS Rectification of 123 RDP houses in Colchester H 53 HS Housing rectification in Moegesukkels, Milkweed and Minaret Streets in Uitenhage H 53 HS Phase 2 housing project to be built in Uitenhage H 53 HS Obtain land for housing in Uitenhage H 53 HS Rezoning of vacant land for housing in Ikamvelihle (Sites to be clarified by CLLR) H 53 HS Deregistration programme for housing beneficiation in Ikamvelihle H 53 HS Housing rectification in Ikamvelihle H Investigate the contractor building road in the Colchester Area (Issues: abandoned project, no H 53 R&T signed contracts with employees, non-payment of employees etc.) 53 R&T Resurfacing of roads in the Colchester Area H 53 R&T Tarring of gravel all gravel roads in Ikamvelihle H 53 R&T Installation of speed humps in Ikamvelihle H 53 E&E Provide public lights in the Ward H 53 E&E Installation of high mast lights in Moegesukkels H 53 PH Cleaning and maintenance of Cemeteries in Colchester H 53 PH Attend to illegal dumping in Ikamvelihle H 53 EDTA Provision of commonage land H Beneficiation at Coega Development Corporation by community members in its nearby vicinity H 53 EDTA 53 B&T Allocate sufficient budget for the Ward H 53 I&E Investigate water cuts in the Colchester area H 53 I&E Construction and maintenance of drainage system throughout Colchester H 53 I&E Investigate sewerage infrastructure budget allocation (Colchester have pits toilets) H 53 CS Employment of youth be prioritized H

72 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

53 CS Development of Customer Care Centres in Ikamvelihle H 53 CS Building of Community Hall in Ikamvelihle H 53 CS Making all municipal halls suitable for People with Disabilities H 53 CS Provide sign language Interpreters in all public meetings H 53 CS Make some of the key documents available in Braille H 53 S&S Maintenance of CCTV cameras H 53 other Provision of a Primary School in Ikamvelihle (Site 31736) H 54 WARD 54 54 HS Rectification of houses in NU11,12 and 12B in particular H 54 HS Construction of houses in NU29 and 30 H 54 HS Request for temporary structures H 54 HS Request for title deeds for those who have been allocated houses H 54 R&T Construction of a Taxi Rank in NU12 H 54 R&T Renovate and maintain NU12 Square H 54 R&T IPTS must be rolled-out to townships H 54 R&T Tarring of the following streets: H 54 R&T • Inqu street in NU12A H 54 R&T • Mkhankasi Street H 54 R&T Elimination of potholes in the following streets: H 54 R&T Nkcembe and H 54 R&T Tyinira H 54 R&T Provision of speed humps in Khalendula and Cacadu Streets H 54 R&T Revitalization and maintenance of NU12 square H 54 I&E Maintenance and upgrade of sewerage and drainage infrastructure in NU29 H Maintenance and upgrade of sewerage and drainage infrastructure in NU12A in Ntlobo Street H 54 I&E 54 SRAC Provision of a library H 54 SRAC Provision of sport facilities H 54 SRAC Provision of arts and culture centre H

73 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

54 PH Provision of an outdoor gym equipment H 54 PH Provision of wheely bins H 54 PH Refuse removal in NU30 Phase 2 H 54 PH Provision and maintenance of play parks 54 CS Induction of Ward Committees H 54 S&S Establishment of Community Police Forum and incorporate youth into the structure H 54 EDTA Provision of containers for street vendors H 54 EDTA Empowerment of SMMEs H 54 E&E Installation of high mast and street lights H 54 E&E Maintenance of existing street lights H 54 E&E Provision of flood lights in NU11 stadium H 54 other Building of a primary school in NU29 H 54 other Provision of a clinic H 55 WARD 55 55 HS Rectification of Projects: 1500, 2943 and 1262 H 55 HS Address double approvals in houses in the Ward eg. 20705 Mnenga Street H 55 R&T Tarring of gravel roads in Shukushukuma H 55 R&T Tarring of Circles in NU10 and NU 11 H 55 R&T Construction of a traffic circle in Tyinira H 55 R&T Maintenance of tarred roads in NU10 and NU 11 H 55 R&T Circles in NU10 and NU11 must be done as they were done and left out. H 55 E&E Replacement of faulty electricity boxes H 55 E&E Maintenance of electricity transformers H 55 E&E Elimination of electricity outages H 55 E&E Maintenance of high mast lights H 55 S&S Installation of CCTV Cameras H 55 PH Attend to high rate of diseases such as HIV / AIDS and TB H 55 PH Attend to stray animals since they cause accidents in the community H 55 PH Maintenance of all parks in the Ward H

74 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

55 EDTA Provide land for vegetables community gardens H 55 SRAC Fencing of NU 10 sports field H 55 SRAC Fencing and maintenance of Steve Tshwete Village sports field H 55 CS Building of a community hall H 55 CS Provide bursaries for the Youth H 55 CS Increase Ward Committee stipend at least to be R4000.00 H 55 CS Ward based programs be allocated budget H 55 B&T Ward budgets must reflect what the communities want H 55 B&T Budget is too small for the ward H 55 other Provide Police patrols in the Ward H 55 other Community Police Forums members must be paid stipends H 55 other NU 11 and Thanduxolo Clinics must be extended H 55 other Address staff shortages in NU 11 and Thanduxolo Clinics H 55 other Attend to high rate of drug selling in the Ward H Social Development to ensure that Social Workers have follow up cases reported to them H 55 other 56 WARD 56 56 HS Provision of houses H 56 HS Provision of land for houses to avoid illegal occupation of vacant land M 56 HS Expedite and publish the new housing waiting list H 56 HS Rectification of houses in the Ward H 56 HS Provision of land for community gardening H 56 HS Approval of church sites H 56 R&T Tarring of circles and speed humps H 56 R&T Tarring of all gravel roads H 56 R&T Building Steel barriers throughout the ward H 56 R&T Installation of speed humps in the affected streets H 56 S&S Installation of CCTV cameras throughout the ward H 56 B&T Implement Assistance to the Poor programme to deserving community members H

75 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W 56 B&T Provide electricity vendor in the ward H 56 SRAC Outdoor gym and equipment H 56 SRAC Upgrade and maintenance of sport fields H 56 PH Elimination of illegal dumping H 56 PH Maintenance of canals H 56 PH Upgrade of play parks H 56 I&E Upgrade of sewerage and water pipes H 56 I&E Fencing of ponds H 56 I&E Installation of Jojo tanks in the Ward H 56 other Provision of a Clinic in the NU 1 Area H 57 WARD 57 57 HS Relocation of people living in shacks to NU8,NU9 and NU30 H 57 HS Completion and rectification of defective houses H 57 HS Provision of land for farming (vegetation) W 57 HS Provision of houses for backyard dwellers H 57 HS Access to housing waiting list H 57 R&T Tarring of gravel roads and cul-de-sucs H 57 R&T Maintenance of potholes H 57 R&T Installation of traffic calming measures W 57 I&E Upgrading of Motherwell pump station No. 3 H 57 I&E Upgrading of Brickfield sewerage treatment works H 57 I&E Eradication of bucket system H 57 I&E Installation of traffic calming measures W 57 I&E Provision of water for farmers H 57 E&E Installation of lights W 57 SRAC Upgrading sport fields M 57 EDTA Capacity building and support to co-operatives H 57 EDTA Provision of community Multi-Purpose Centre H 57 EDTA Provision of land for farming H

76 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

57 S&S Address high crime rate in the Ward H 57 B&T Rotation of SMMEs benefitting from municipal tenders H 57 PH Bush clearing H 57 PH Greening and beautification H 58 WARD 58 58 HS Rectification of houses H 58 HS Provision of housing in Sophatshe Street (open field) H 58 R&T Tarring and maintenance of roads M 58 R&T Fixing of potholes M 58 R&T Installation of railway barriers H 58 R&T Speedhump at Kaulela street back of iLundini Primary School H 58 R&T Installation of speed humps in NU9, Nqabara Street H 58 I&E Maintenance of the canal in NU8 H 58 S&S Completion of Thusong / Traffic Centre 58 S&S Metro Police visibility H 58 PH Implement the litter picking project H 58 PH Provision of play parks H 58 Provision of a Library M Fencing of Playground in NU 8 between Dada and Mlonji Street, NU4b at the back Raymond H 58 Mhlaba Community Hall, next to Tyinira Road and at NU4a Bawa Street 59 WARD 59 59 HS Hlano Housing Settlement and Issuing of Title Deeds to owners H 59 HS Rectification of houses in Matikinca and Tywakadi H 59 HS Housing allocation for special case beneficiaries H 59 HS Provide houses for those in the housing waiting list and backyard dwellers H 59 HS Housing Development for middle to low income groups to buy or rent H 59 HS Provide land for churches and crèches at no cost H Make land accessible to Co-ops to start small projects like recycling, car wash and trading H 59 HS purposes

77 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Make land available for youth, People with Disabilities, women, black-owned entities to use it for H 59 HS commercial purposes 59 R&T Tarring of turning circles across the ward H Joining of Nyara Road to Perseverance to reduce flow of traffic at M17and Dibanisa Road H 59 R&T Construction of a 900m dual road way from Nyara Road towards Swartkops Nature Reserve and H 59 R&T Mnyameni / Mtendwe Construction of a gravel road at the boundary of Nature Reserve / Swartkops Valley – to be H 59 R&T accessible for initiation school and police patrols. 59 R&T Re-development of Old Grahamstown Road to reduce traffic flow in the N2 and M17 H Construction of or Extension of Tyinira Road to join N2 to reduce traffic flow at Addo Road H 59 R&T Broadening of M17 to meet road users expectations and expansion of usage of the road by H 59 R&T trucks, taxi’s and or buses Installation of robots at Maku and Nzunga Road at NU5 / 6, Kaulela and Umnulu Road at NU9 / 7 H 59 R&T 59 R&T Broadening of of the following Roads: H 59 R&T • Nzunga H 59 R&T • Weza H 59 R&T • Umtati H 59 R&T • Nyara H 59 R&T • Maku and H 59 R&T • Kaulela H 59 E&E Maintenance of Sub Stations across NU5 / 6 / 7 H 59 E&E Fencing of Sub Stations to prohibit criminals from vandalizing or stealing cables H Repairs and replacements of domestic electrical boxes to allow community access to basic H 59 E&E services 59 E&E Installation of lamp poles in the following Streets: H 59 E&E • Geneka H 59 E&E • Echola H

78 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

59 E&E • Gugura H 59 E&E • Hlabathi H 59 E&E • Gongo H 59 E&E • Gabe H 59 E&E • Gqunube H 59 E&E • Gaqa H 59 E&E • Chalumna H 59 E&E • Cwili H 59 E&E • Magogoshe H 59 E&E • Mankazana H 59 E&E • Lusizi H 59 E&E • Kwelera H 59 E&E • Kwalunda H 59 E&E • Kwamanube H 59 E&E • Goco H 59 E&E • Makhangiso H 59 E&E • Mgwangqa H 59 E&E • Nashu H 59 E&E • Ndebe H 59 E&E • Ncememe H 59 E&E • Mshumane H 59 E&E • Mtendwe H 59 E&E • Mtati and H 59 E&E • Mendu H 59 E&E Installation of 8 flood lights at NU6 Sport field H Installation of power points at NU5 / 6 / 7 Squares to allow informal traders to use electricity H 59 E&E legally and to be compliant 59 E&E Installation of street lamp pole at NU5, 6 and 7 squares H 59 E&E Repairs and maintenance of CDU’s in the following areas: NU5, 6 and 7 H

79 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

59 E&E Repair and maintain high mast lights in NU5, 6 and 7 H 59 S&S Installation of cameras in the following areas: H 59 S&S • NU6 and 7 Squares H 59 S&S • Adjacent to Vantyi & Vantyi Shopping Mall H 59 S&S • Khabonqaba Street H 59 S&S • Mgwalana and Mlimane street H 59 S&S • NU5 Square next to Metro Hardware Mall H 59 S&S • At the back of Metro Hardware Mall H 59 S&S • Chalumna and Xabane Road opposite Darly Spaza Shop H 59 S&S • Imtoxa / Nzunga H 59 S&S • Xabane / Nzunga Robots H 59 S&S • Nzunga / Gqwaru Street gap H 59 S&S • Nzunga & Sasol Garage H 59 S&S • Nzunga / Nyara street adjacent to Raymond Mhlaba Sport Centre H 59 S&S • Nyara Road & Ikhwezelihle Primary School precinct H 59 S&S • Mtendwe / Mzwazwa H 59 S&S • Khabonqaba / Kwamanube Streets H 59 S&S Pilot Metro Police at NU5 / 6 / 7 H Establishment of Ward Safety Forums – to engage in anti-crime activities and social mobilization M 59 S&S Employment of Ward Peace Officers – to protect municipal property and promote community H 59 S&S safety 59 S&S Establish a Ward Metro Police Mobile Station H 59 S&S Employment of youths in the Metro Police H 59 PH Build a transfer station at NU6b, Mozane Street adjacent Swartkops Nature Reserve H To clear overgrown vegetation at an open space between NU5 Nzunga and Tyinira Roads H 59 PH 59 PH To clear vegetation at the open space between Kwenxura / Kwamanube Streets H 59 PH Clearing of illegal dumping in the following areas in NU5: H

80 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

59 PH • Echola H 59 PH • Dabadaba H 59 PH • NU5 Square H 59 PH • Imtoxa H 59 PH • Nzunga H 59 PH • Cotshane H 59 PH • Gongo H 59 PH • Gaqa H 59 PH • Chalumna H 59 PH • Ciko H 59 PH • Back of Ceru H 59 PH • Kaodo H 59 PH • Gugura and H 59 PH • Kabodi H 59 PH Clearing of vegetation in the following Streets: H 59 PH • Mankazana H 59 PH • Mendu H 59 PH • Magogoshe Park H • Back of Kwetyana, Kwenxura, Goco, Cllr Office, Kubanku, Khabonqaba and H 59 PH Kwamanube open spaces 59 PH Rabies vaccination and dogs treatment H 59 PH Removal of alien plants and vegetation H 59 PH Provide playground equipment H 59 EDTA Construction of an SMME Hive at NU6 Square to accommodate informal traders H 59 EDTA Training and Incubation of Ward 59 SMMEs H Build informal trading facilities at NU5 and 7 Squares to avoid use of containers and shacks H 59 EDTA 59 EDTA Maintenance of local depots contracts be given to SMME’s H

81 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Create a formal partnership with National Youth Development Agency, International Development H Corporation and National Empowerment Fund for access to such opportunities 59 EDTA 59 EDTA Employ middle- aged people in community projects 59 EDTA Establish Youth, Women, People with Disabilities co-ops to improve their lives H 59 EDTA Building of a Multi-Purpose Sport Centre at NU5 Square Park H 59 SRAC Building of a stadium at NU6A H 59 SRAC Installation of irrigation at NU6A sports field H 59 SRAC Installation of soccer poles at all Ward 59 informal sport fields H 59 SRAC Set funding aside for the clubs participating in following football associations: H 59 SRAC • Motsepe League Clubs H 59 SRAC • Castle League Clubs H 59 SRAC • Local Football Associations H 59 SRAC Need funding made available for all arts and culture organizations or individuals H Create Motherwell Arts Festival to respond to local talent and growth which responds to national M 59 SRAC agenda of arts and culture Build an Art centre at NU6B Kwamanube Street to respond to the Ward arts and culture H 59 SRAC development initiatives Motivate for funding for students or schools on international missions academic, social or sport H 59 CS arts and culture related. 59 CS Leases with crèches be renewed unconditionally and debts scrapped H 59 CS Provide bursaries to youths H Provide necessary implements for People with Disabilities to perform their tasks at Ward H 59 CS Committee level. 59 CS Increase Ward Committee stipend to R 5 500 per month H Intensify public participation in liaison with individual Ward Councillors to get communities H 59 CS involved in decision making processes 59 CS Feedback should be given to Ward Committee members on monthly reports submitted H Re-introduce debt relief especially for high water bills caused by underground leaks or non- H 59 B&T response by NMBM to fix leaks

82 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W Schools patrols and protection programme to create safety as well as combat all forms of crime or H 59 other drug use or trading 59 other Building of school sport fields in: H 59 other • Ikhwezelihle H 59 other • Khulile H 59 other • Cingani H 59 other • Vulumzi H 59 other • Vukanibantu and H 59 other • DDT Jabavu H 60 WARD 60 60 HS Disposal of serviced sites to all qualifying beneficiaries (backyard dwellers) H 60 HS Eviction of illegal occupants and handing over of houses to rightful beneficiaries H 60 HS Rectification of houses (Phase 2, Stage 1 and 3) H 60 HS Provision of land for churches H 60 R&T Tarring of access Road from Jijana to Anovuyo Street H 60 R&T Provision of speed humps in the following Streets: H 60 R&T • Jijana H 60 R&T • Styhotyholweni and H 60 R&T • St. George’s Avenue H 60 R&T Fixing of potholes and road marking H 60 R&T Maintenance of gravel roads H 60 R&T Build a Taxi Rank H 60 I&E Replace septic tanks toilets with flushing toilets in St Georges Strand H 60 E&E Provision of street lights in dark areas H 60 E&E Maintenance of street lights H 60 E&E Maintenance of substations H 60 S&S Metro Police patrols in the following areas: H 60 S&S • Bluewater Bay H 60 S&S • Wells Estate H

83 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W

60 S&S • St. George’s Strand and H 60 S&S • Markman Area H 60 S&S Installation of CCTV cameras in all crime hotspot areas H 60 S&S Provision of a Metro Police Station H 60 PH Bush clearing around houses in Bluewater Bay and St. George’s Strand H 60 PH Provision of an outdoor gym in Phase 3 H Appointment of a tour guide, security and maintenance of the Cradock Four Memorial Site H 60 EDTA 60 EDTA Provision for Small Business Hub H 60 EDTA Provision of land for farmers H 60 SRAC Provide sport fields for Phase 1 and 3 H 60 SRAC Provision for a Library H 60 CS Provision for Skills Development Programme H 60 I&E Maintenance of storm water drains and storm water ponds H 60 I&E Maintenance of sewerage drains H 60 I&E Bucket eradication H 60 B&T Operationalization of the customer care centre in Wells Estate Multi-Purpose Centre H 60 other Provision of a Clinic in Phase 3 H SPEC SPECIAL SECTORS Request for land in Laapland and Kalamina for tunnels and renewable energy projects and for SPEC HS other agricultural purposes SPEC HS Provision of land for housing SPEC HS Provision of housing suitable for People with Disabilities SPEC HS Provision of communal land for farmers SPEC HS Expedite applications Church sites SPEC HS Development and publication of Policies dealing with provision of Church sites SPEC HS Ensure that People with Disabilities have easy access to buildings within the metro SPEC I&E Skills development for youth in water production SPEC S&S Develop strategies to deal with crime and gangsterism

84 BUDGET PRIORITY REF. WARD DIRECT COMMUNITY INPUT PER DIRECTORATE ON THE IDP MEDIUM - WHEN ORATE M POSSI- HIGH - H BLE - W SPEC PH Skills development for youth in gas production from tip sites SPEC EDTA Support for essential oils production project in Uitenhage SPEC EDTA Utilization of Springs Resort to train unemployed youth in tourism SPEC EDTA Develop food tunnels for youth and PWDs in KwaNobuhle (Uitenhage) SPEC CS Skills development for the youth SPEC CS Provision of MPCCs SPEC CS Conversion of municipal documents into brail SPEC CS Finalize the programme to Provide Interpreters for the Deaf SPEC Constit Clarification of SPU Portfolio SPEC Constit Moral regeneration for Special Sectors SPEC B&T Provision of budget focusing on Special Sectors programmes and projects SPEC Other Fencing and maintenance of schools in Ward 18 Provision of transport for school children especially those whose parents got relocated to new SPEC Other areas SPEC Other Resuscitation of school gardening programmes SPEC Other Early Childhood Centres to be developed SPEC Other Provision of security in schools SPEC Other Renovation of schools in Ward 18