i

ii TABLE OF CONTENT

LIST OF PLANS vii

LIST OF FIGURES ix

LIST OF TABLES x

EXECUTIVE SUMMARY xii

SECTION A 1

INTRODUCTION 1

A 1. PROJECT OBJECTIVES 2

A 2. CONSULTATION AND PARTICIPATIVE PROCESS 3

SECTION B 5

LOCALITY 5

B 1. PROVINCIAL LOCALITY 5

B 2. DISTRICT LOCALITY 6

B 3. AMATHOLE DISTRICT MUNICIPALITY LOCALITY 7

SECTION C 9

POLICY ASSESSMENT 9

C 1. NATIONAL POLICY ALIGNMENT 10

C 2. PROVINCIAL POLICY ASSESSMENT 24

C 3. NEIGHBOURING DISTRICT AND METROPOLITAN MUNICIPALITY POLICY ASSESSMENT 31

C 4. AMATHOLE DISTRICT POLICY ASSESSMENT 40

C 5. LOCAL MUNICIPALITY SDFS 58

SECTION D 68

WHERE HAVE WE COME FROM 68

iii SINCE PREVIOUS ADM SDF 68

SECTION E 74

DISTRICT OVERVIEW 74

E 1. STUDY AREA 74

SECTION F 75

DEMOGRAPHICS PROFILE 75

F 1. POPULATION 75

F 2. AGE STRUCTURE 77

F 3. POPULATION GROUP 79

F 4. GENDER SPLIT 80

F 5. EMPLOYMENT STATUS 81

F 6. INDIVIDUAL MONTHLY INCOME 81

SECTION G 83

BUILT ENVIRONMENT 83

G 1. NODES / TOWNS, CHARACTER, FUNCTION & HIERARCHY 83

G 2. LAND USE 84

G 3. SETTLEMENTS 85

G 4. LAND CLAIMS 88

G 5. LAND TENURE 91

G 6. SMALL TOWN REVITALISATION (STR) PROJECTS 100

G 7. HOUSING PROVISION 103

G 8. HOUSING TYPOLOGIES 106

G 9. INFORMAL SETTLEMENTS 107

G 10. LAND CAPABILITY 109

G 11. INFRASTRUCTURE 112

G 12. INFRASTRUCTURE NEEDS 121

SECTION H 122

SOCIO ECONOMIC ANALYSIS 122

iv H 1. INEQUALITY IN ADM 122

H 2. SOCIAL FACILITIES 123

H 3. ECONOMIC ANALYSIS 136

H 4. EFFECTS OF GLOBALISATION ON ADM 145

BIOPHYSICAL ANALYSIS 150

I 1. GEOLOGY 150

I 2. VELD TYPE 151

I 3. RIVERS AND WETLANDS 152

I 4. DRAINAGE AND TOPOGRAPHY 153

I 5. CLIMATE 154

I 6. EFFECTS OF CLIMATE CHANGE 154

I 7. RAINFALL AND EVAPORATION 155

I 8. BIODIVERSITY CONSERVATION 157

I 9. VEGETATION 159

I 10. FORESTRY 160

I 11. FISHERIES 160

SECTION J 162

KEY SPATIAL ANALYSIS AND ISSUES 162

J 1. SWOT ANALYSIS 163

J 2. SUMMARY OF KEY ISSUES 166

SECTION K 168

STRATEGIC FRAMEWORK 168

K 1. VISION 168

K 2. DEVELOPMENT OBJECTIVES AND STRATEGIES 169

K 3. SPATIAL STRUCTURING ELEMENTS 171

K 4. BUILT ENVIRONMENT FRAMEWORK 179

LAND USE MANAGEMENT GUIDELINES 194

K 5. BIO PHYSICAL FRAMEWORK 202

v K 6. SOCIO ECONOMIC FRAMEWORK 210

K 7. ECONOMIC FRAMEWORK 216

K 8. GOVERNANCE FRAMEWORK 221

SECTION L 225

IMPLEMENTATION PLAN 225

vi LIST OF PLANS

Plan 1. Provincial Locality Plan ...... 5

Plan 2. District Locality Plan ...... 6

Plan 3. Amathole Locality Plan ...... 7

Plan 4. Amathole Locality Plan ...... 74

Plan 5. Nodes and Centres ...... 83

Plan 6. Land Use ...... 84

Plan 7. Settlements ...... 89

Plan 8. Change in Settlements ...... 90

Plan 9. Land Tenure ...... 99

Plan 10. Land Tenure ...... 105

Plan 11. Informal Settlements ...... 108

Plan 12. Land Capability ...... 110

Plan 13. Arable Land ...... 111

Plan 14. Transportation Network ...... 114

Plan 15. Water Infrastructure ...... 118

Plan 16. Early Childhood Development ...... 125

Plan 17. Primary Schools ...... 126

Plan 18. Secondary Schools ...... 127

Plan 19. Tertiary Education Facilities ...... 128

Plan 20. Libraries ...... 129

Plan 21. Hospitals ...... 130

Plan 22. Clinics...... 131

Plan 23. Police Stations ...... 132

Plan 24. Post Offices ...... 133

vii Plan 25. Community Halls ...... 134

Plan 26. Overall Social Facilities ...... 135

Plan 27. Geology Plan ...... 150

Plan 28. Veld Type ...... 151

Plan 29. Blue Network ...... 152

Plan 30. Drainage Typology ...... 153

Plan 31. Precipitation Plan...... 156

Plan 32. Critical Biodiversity Areas ...... 158

PLAN 33. Vegetation Plan ...... 159

Plan 34. Forestry Plan ...... 161

Plan 35. Corridor Framework Plan ...... 176

Plan 36. Nodal Framework Plan ...... 178

Plan 37. Settlement Edges Plan ...... 184

Plan 38. Water Infrastructure Framework Plan ...... 191

Plan 39. Electricity Infrastructure Framework Plan ...... 192

Plan 40. Infrastructure Framework Plan ...... 193

Plan 41. Environment Framework Plan ...... 204

Plan 42. Agricultural Framework Plan ...... 209

Plan 43. Tourism Framework Plan ...... 215

Plan 44. Economic Framework Plan ...... 220

Plan 45. Spatial Framework Development Plan ...... 224

Plan 46. B5 Projects Plan ...... 249

Plan 47. Intergovernmental Project Pipeline ...... 250

viii LIST OF FIGURES

Figure 1. Figure: Cycle of development in South Africa towards 2030 ...... 14

Figure 2. NDP - Chapter 8 Pillars...... 16

Figure 3. PSDF 2017 ...... 28

Figure 4. ORT SDF ...... 33

Figure 5. 2016 Chris Hani SDF: Spatial Development Framework ...... 35

Figure 6. Cacadu SDF Plan ...... 38

Figure 7. BCMM Spatial Proposal ...... 39

Figure 8. RMLM SDF ...... 59

Figure 9. Amahlathi SDF ...... 61

Figure 10. Great Kei SDF ...... 62

Figure 11. Mbhashe Municipality SDF ...... 64

Figure 12. Amathole SDF ...... 70

Figure 13. ECPSDP Pillars ...... 71

Figure 14. SPLUMA ...... 71

Figure 15. Settlement Typology Amathole District Municipality ...... 87

Figure 16. GDP ...... 142

ix LIST OF TABLES

Table 1. Local Municipalities ...... 8

Table 2. DEVELOPMENT NODES ...... 63

Table 3. ADM SDF - Development Objective and Strategies ...... 69

Table 4. Population Distribution ...... 75

Table 5. Population Trends ...... 76

Table 6. Mbashe Age Distribution & Comparison ...... 77

Table 7. Ngqushwa Age Distribution & Comparison ...... 78

Table 8. Amahlati Age Distribution & Comparison ...... 78

Table 9. Mnquma Age Distribution & Comparison ...... 78

Table 10. Great Kei Age Distribution & Comparison ...... 79

Table 11. Raymond Mhlaba Age Distribution & Comparison ...... 79

Table 12. CHDM Population Group ...... 80

Table 13. Gender Split Comparison ...... 80

Table 14. Raymond Mhlaba Age Distribution & Comparison ...... 88

Table 15. Housing Provision ...... 103

Table 16. Housing Tenure ...... 104

Table 17. Housing Typologies ...... 107

Table 18. Potential Land Use Per Land Capability Class ...... 109

Table 19. Sanitation ...... 117

Table 20. Electricity Infrastructure ...... 121

Table 21. Electricity Infrastructure ...... 124

Table 22. Gross Domestic Product (GDP) - Amathole, Eastern Cape and National Total, 2006-2016 [R Billions, Current Prices] ...... 140

Table 23. Gross Domestic Product (GDP) - Amathole, Eastern Cape And National Total, 2006-2016 [Annual Percentage Change, Constant 2010 Prices] ...... 141

x Table 24. Gross Value Added (Gva) By Broad Economic Sector ...... 142

Table 25. Gross Value Added (Gva) By Broad Economic Sector ...... 143

Table 26. Gross Domestic Product (Gdp) - Local Municipalities of Amathole District Municipality, 2006 To 2016, Share and Growth ...... 145

Table 27. SWOT ...... 165

Table 28. Summary of key issues ...... 167

Table 29. Development Objectives and Strategies ...... 170

Table 30. Settlement Classification and Function ...... 173

Table 31. Amathole District ...... 173

Table 32. Corridors Amathole District ...... 174

Table 33. Agricultural Potential...... 180

Table 34. Typology of Settlement ...... 181

Table 35. Typical Models of Settlements ...... 198

Table 36. Typical Models of Settlements ...... 200

Table 37. Potential Industrial Sectors ...... 211

Table 38. Implementation Plan ...... 228

Table 39. Implementation Plan ...... 247

xi

EXECUTIVE SUMMARY

INTRODUCTION

As outlined by the Department of Rural Development and Land Reform, a Spatial Development Framework (SDF) is a framework that seeks to guide overall spatial distribution of current and desirable land uses within a municipality in order to give effect to the vision, goals and objectives of a municipal IDP.

Requirements for SDFs are also set out in the Spatial Planning and Land Use Management Act No. 16 of 2013 (SPLUMA), where the development of this SDF has ensured alignment to SPLUMA as well as alignment to National, Provincial and Regional policy directives and legislation. Alignment to the ADM Vision 2058 was also seen as key through developing this SDF

This document thus serves as a Brochure which gives an Executive Summary of the Amathole District Spatial Development Framework.

PROJECTOBJECTIVES

An overarching framework is required within which the evaluation and development of proposal can take place. This framework has 3 substantive spatial themes, biophysical, socio-economic and built environments and the proposed review of the Amathole District Municipality SDF must address these 3 themes

xii DISTRICTLOCALITY

The Eastern Cape Province is made up of six district municipalities which include: -

• Alfred Nzo District Municipality • OR Tambo District Municipality • Amathole District Municipality • Joe Gqabi District Municipality • Chris Hani District Municipality • Sarah Baartman District Municipality

xiii

14 AMATHOLE DISTRICT MUNICIPALITY LOCALITY

The Amathole District Municipality’s comprised of six local municipalities namely:

• Mbhashe • Mnquma • Great Kei • Amahlathi • Ngqushwa • Raymond Mhlaba

The table below highlights the local municipalities that make up the Amathole District Municipality.

% of the Municipality Main Towns No. of Wards Area (km²) District

• Elliotdale Mbashe Local Municipality • Willowale 15% 31 3 169 • Dutywa

• Butterworth Mnquma Local Municipality • Nqamakwe 15,49% 31 3 270 • Centane

• Chintsa • Haga Haga Great Kei Local Municipality • Morgans Bay 8,2% 7 1 736 • Komga • Kei Mouth

• Keiskamahoek Amahlati Local Municipality • Cathcart 22,83% 20 4 820 • Stutterheim

• Peddie Ngqushwa Local Municipaluty • Hamburg 10,6% 13 2 241 • Mbekwani

• Fort Beaufort • Adelaide Raymond Mhlaba Local • Alice 30,11% 23 6 358 Municipality • Bedford • Middledrift • Seymour

Amathole District Municipality - 100% 125 21 117

xv 16 DEMOGRAPHIC INFO

xvii DEMOGRAPHIC INFO

xviii STRENGTH

BUILT ENVIRONMENT

• Good roads connecting major towns • Good quality infrastructure which may be old but maintenance and refurbishment could lead to many benefits e.g. factories and rail network • Land availability • Tertiary institutions

SOCIAL

• Job opportunities • Human capital • Close to the BCM Metro • Good working relationship with its external environment • High percentage of economically active population • Integrated planning

ECONOMIC

• Oceans economy • Strategic position/location (near major economic activities e.g. IDZ and airport) • 200 km coastal radius • Potential investment nodes that are scattered throughout the district • Labour market

BIOPHYSICAL / ENVIRONMENTAL

• 9 Agriculture and agricultural land • Adequate rainfall in certain areas • Natural resources • Livestock farming

INSTITUTIONAL

• Political will • Effective intergovernmental relations • Long term vision in place (vision 2058)

xix OPPORTUNITIES

BUILT ENVIRONMENT

• Poor road conditions • Land invasions • Aging and ineffective infrastructure

SOCIAL

• Out migration • Lack of employment opportunities • Lack of human resources/capacity • Illiteracy • High population density within small towns

ECONOMIC

• High level of unemployment • Poverty in the district • Lack of synergies within LMs – economic growth LED strategies

BIOPHYSICAL / ENVIRONMENTAL

• Inability to deal with droughts and water shortages in the district

INSTITUTIONAL

• Legislative issues • Unable to effectively implement SDF • Lack of funding • Land use enforcement • Lack of cooperative governance • Poor administration • Political interference in administration of all municipalities of ADM • Change in political leaders – Political instability • Lack of rural land use management tools • Lack of budget for spatial planning • No MPT • Lack of awareness of the SDF in general • Non-attendance of LMs to regional planning sessions • Top-down planning for development • Lack of nodal framework plan

xx STRENGTHS

BUILT ENVIRONMENT

• Mining development • Proper housing • ICT development • Road networks • N6 & N2 roads passing through the district • Resuscitation of railway lines in ADM major towns • Desalination Plants

SOCIAL

• Existing small towns • Culture and Heritage for tourism • Wild coast can attract investment • Coastal towns for development • Amatola mountain escape linking tourism and agriculture • Train and empower people

ECONOMIC

• Tourism development &advertising; • Arable land-Farming potential, citrus, timber, • Population proportionate to support / grow the economy • Oceans economy

BIOPHYSICAL / ENVIRONMENTAL

• Biodiversity • Agricultural development • Water catchment areas

INSTITUTIONAL

• Tertiary institutions • Develop a Land Use Scheme

xxi THREATS

BUILT ENVIRONMENT

• Poor road network • Land invasions • Waste build up • Aging infrastructure

SOCIAL

• Out migration • Lack of / poor access to services for all residents

ECONOMIC

• No/few job opportunities

BIOPHYSICAL / ENVIRONMENTAL

• Drought • Climate Change and Global warming • Water shortage • Rainfall is relatively low • Alien invasive species that are killing and effecting the biodiversity – negatively impacting tourism

INSTITUTIONAL

• Political Instability • Lack of political drive to drive EC and the programmes within EC • Lack of implementation – service delivery • Lack of investor confidence • Lack of Funding • Economic instability • Non consultative decision-making process by executive management • Non acceptance of SPLUMA by traditional authorities • Political and labour unrest with the district • Instability of local municipalities

xxii

SUMMARY OF KEY ISSUES

STATUS QUO KEY ISSUE STRATEGY

BUILT ENVIRONMENT

Statistics show that Amathole District is the Slow implementation process of housing Ensure that LMs are aware of the numbers of second slowest District with regards to delivery as well as the creation of Sustainable housing demand within the respective LM and housing delivery (EC PSDF) Human Settlements ensure that a strategy and target is in place for the delivery

The Status Quo shows that 15% of the total There is quite a large area that have Low arable Need to focus on the areas and LMs which do surface area of ADM, is arable. land for agriculture opportunities within ADM; have arable potential and prioritise agriculture production in these areas.

The rural development corridor needs to be developed to ensure the safe movement of produce.

xxiii The Status quo shows that railways in the Poor conditions of railway lines and lack of There is a need to prioritise movement routes district have not been maintained and are maintenance to existing railway lines. within the district in terms of which are the thus underutilised. It has also been made Commuters have to seek alternative means of prominent routes. Need to identify these aware that rail is also one of the fastest transportation. routes. Costings to be done thereafter on these means of moving people within the district. routes in terms of maintenance and upgrades.

The demand is increasing on services such The electricity capacity is under stress in the Ensure that growth and development within as electricity provision due to factors such as Amathole District Municipality and large the district is not hindered due to electricity in-migration and a high youth population who development projects are often affected by provision. generally have high demands for electricity. these limitations;

Drought is being seen throughout the District, Water is becoming a scarce resource in the Investigate options for water saving and and especially in Raymond Mhlaba, district and it has become essential to plan for implement them urgently to ensure that we are Ngqushwa and Amahlati Local this; not in a situation whereby we run out of water. Municipalities.

The statistics (63,7%) reveal that a significant Inaccessible basic services lead to poor socio- The focus should therefore be on preventative number of households still have limited economic conditions. . strategies such as the provision of basic access to sanitation services, such as Pit infrastructure Latrines with or without ventilation which can lead to unhygienic situations

xxiv SOCIO ECONOMIC

It has been found that there is a low skills Residents are not becoming adequately Education and training needs to be structured level of the population in ADM and high educated for the available and jobs in demand in such a way that is serves the job need. unemployment rate (33,7%). within the district.

The population shows a high youthful Insufficient services and available jobs to This indicates that development planning and component (57,6%). service this age group, they thus feed the need service delivery targeted at the youth should be for outward migration. an important consideration for development (i.e. schools, crèches and sportsfields).

The poverty cycle is ever deepening in the The challenge remains how to achieve a more Educate communities on economic district due to the high unemployment rate equitable distribution of economic development opportunities which may work within their and the low skills level. opportunities when the greater number of the specific community population reside in less economically developed areas

There are areas of tourism within the district Many of the routes accessing these tourist Prioritise routes which enhance tourism. which include the coastal nodes, the wild destinations are in poor condition and require coast route, Hogsback, amongst various maintenance and upgrades other areas

xxv ENVIRONMENTAL

Climate change is a reality The effects of climate change such as the rise in Smart infrastructure to be designed and sea level, droughts, flooding implemented to address the issues of climate change

The critical Biodiversity areas Only certain types of activities can occur in these Maximise the usage of these critical critical biodiversity areas biodiversity areas

xxvi VISION 2058

The vision for ADM stems from the 4 visions of the Vision 2058 of ADM, whereby these 4 Visions are as follows:

1. Our growing, thriving and smart district will ensure to be one of South Africa’s most dynamic rural economies where families, businesses, local municipalities and wards thrive; 2. Amathole district will be the most sustainable district in South Africa and a regional leader in the fight against climate change; 3. Our just and equitable Amathole District municipal area will have an inclusive, equitable economy that offers well-paying jobs and opportunity for all to live with dignity and security; 4. Our resilient district, our neighbourhoods, our economy, and public services are ready to withstand and emerge stronger from the impacts of climate change and other 21st century threats

Based on the above visions, a vision for ADM SDF will be drafted

ADM IDP VISION

“Commitment towards selfless, excellent and sustainable service to all our communities” ------ADM SDF 2013 VISION

“Commitment towards selfless, excellent and sustainable service to all our communities” ------ADM SDF 2013 VISION

“Acknowledging our space for development that focuses and exploits potential opportunities and capabilities for the betterment of community livelihoods in a sustainable manner”.

xxvii REVIEWED SDF VISION

The ADM SDF reviewed vision is as follows:

“To become a Sustainable Smart District and which provides for the needs of the communities and has clear and accessible linkages between the Local Municipalities and the neighbouring Local Municipalities”

DEVELOPMENT OBJECTIVES AND STRATEGIES

In order to achieve the future vision, the following development objectives and strategies have been formulated:

OBJECTIVES STRATEGIES

BASIC NEEDS: • Social Amenities;

Ensuring availability-acceptable level of • The development of Integrated Sustainable infrastructure and service delivery of Human Settlements; water, sanitation, electricity, • Communication and connectivity - technological

• Develop smart strategies for the basic service delivery

• Prioritize areas of greatest need;

• Link services and service supply networks to optimize efficiency;

xxviii • Facilitation of integrated and inclusive planning.

SPATIAL TRANSFORMATION: • Prioritize, maintain and upgrade strategic link route to promote functional settlements; Creating an efficient and integrated

Human Settlement patterns in Amathole • Consolidate and densify settlements where District Municipality appropriate;

• Promote the integration of sprawling settlements;

• Prioritize access to Social Amenities to support community livelihoods.

LINKAGES AND ACCESS: • Identify nodes and products that require linkages; Well-structured road and rail network

system to ease movement; to create • Identify and prioritize where the need is the efficient and effective links between greatest; nodes, relevant products and services • Maintenance and upgrading of the road network to allow for smart growth;

• Upgrading of Settlement internal streets;

• Provide access to tourist routes;

LAND USE MANAGEMENT: • Support and implement a programme to develop appropriate new Zoning Scheme for An appropriate Land Use Management urban and rural areas in line with the direction Systems in operation across the District of new legislation; Municipality; and security of access to

land for development • Promote integrated ward-based plans. Support Land Reform and Settlement upgrade initiatives by identifying areas of opportunities.

ENVIRONMENT: • Implement the principles of Environmental Management;

xxix Adhering to sound environmental • To consider the effects of climate change practices in line with legislation; and with all developmental projects protecting environmentally sensitive

areas while considering climate change • Have an effective disaster management mechanisms;

• To conserve and protect the critical biodiversity areas

ECONOMIC GROWTH • Creating an enabling environment that caters for Investment and income generation for the Ensuring Economic sustainability for the district; citizens of the ADM

• Uplift the skills base of communities to allow them to be able to earn a living

SETTLEMENTS

TYPOLOGY OF SETTLEMENTS

TYPE LOCATION FUNCTION OF SETTLEMENTS AND

ASSOCIATED TYPICAL LAND USES

Sub-District • Fort Beaufort • Municipal-scale Administrative Centre

Centres • Butterworth • Municipal-scale service centre for commercial and social goods and services • Stutterheim • Residential development covering full range of economic bands (Middle-income - Low-income)

• Potential for value-adding agro-industrial processes

• Potential for event-related tourism events

Local Centres • Alice • Municipal-scale Administrative Centre

• Adelaide • Local-scale service centre for commercial and social goods and services • Bedford

xxx TYPOLOGY OF SETTLEMENTS

TYPE LOCATION FUNCTION OF SETTLEMENTS AND

ASSOCIATED TYPICAL LAND USES

• Willowvale • Residential development covering full range of economic bands (Middle-income - Low-income) • Centani • Potential for value-adding agro-industrial • Cathcart processes • Elliotdale

• Ngqamakwe

• Dutywa

• Peddie

Sub-Local • Kei Road • Minor Administrative Function

Centres • Middledrift • Minor service centre for social goods and services

• Balfour • Focused support of local economic initiatives- agriculture-based • Keiskammahoek

• Seymour

• Hogsback

• Komgha

• Kei Mouth

• Kidds Beach

• Hamburg

Rural/Coastal • Haga Haga • Primarily residential and livelihood subsistence function villages • Rural villages • Some provision of limited social goods and services

xxxi CORRIDORS

The Corridors as well as the Integrated Transportation Systems are shown below:

xxxii NODES

The Nodes outlined below are the nodal centres defined in terms of hierarchy of Sub District, Local and Sub Local Centres and Tourism /Coastal Nodes:

xxxiii VISION 2058

The diagram below outlines the frameworks which will be covered as part of this SDF. These frameworks have been developed through aligning to the Eastern Cape Provincial Spatial Development Framework as well as aiming to address and realise the Vision 2058 for the Amathole District.

xxxiv BUILT ENVIRONMENT FRAMEWORK

AGRICULTUREFRAMEWORK

The Agricultural Framework covers the areas where various agricultural activity is proposed and where these activities should be located:

Game Farming: most successful in the western half of the district, due to its dry and bushy characteristics.

Forestry: can be expanded in the Amatola Mountains, creating potential for wood products and furniture industries

Vegetables and Irrigated The Revitalization Strategies, which invest in skills development, Crops: organisational growth and market linkages have shown substantial success nationally; and could be replicated within the district. Potential for multiple small schemes (20Ha to 50Ha) exists in the eastern half of the district, where higher rainfall and good alluvial soils exist.

Field Crops: The Massive Food Production Program targets maize. Future programs need to be aligned with and learnt from this initiative. New possibilities, such as in-field rainwater harvesting that was developed by the Agricultural Research Council, has a significant potential to meet food production and poverty alleviation objectives.

Aquaculture/Mariculture: There is some potential for aquaculture; and good potential for mariculture within the district.

xxxv ROAD & TRANSPORTATION INFRASTRUCTURE

There has been an increasing shift to road freight over the years, due to the flexibility, speed and reliability of road transport over rail. The N2 and N6 are the most used national corridors for freight traffic; and the origin and destinations of the major freight routes are as follows:

• N6: This route provides a link between East London and the N1 corridor via Aliwal North to Bloemfontein.

• N2: The N2 national road between Cape Town and East London comprises the N2 national road and the R72 provincial road.

• N2: The N2 national road from East London to Durban via Mthatha.

Amathole District Municipality’s transit system is in need of improvement and expansion to provide the best possible service people .

Amathole District Municipality also envisions a series of new projects, phased in over the next few years, to unify the commuter rail system and expand it into a seamless district transit system.

Towns should take a number of measures to ensure these vehicles improve mobility and don’t result in more congestion

WATER

• Water scarcity is currently an issue within Amathole District due to the current drought and the expected longer-term water constraints within the district.

• Agriculture is the largest water-use sector (62%), followed by municipal water use (27%), which includes residential, commercial and industrial users supplied by municipalities (DWS, 2017b).

• Reconciliation strategy studies forecast future demand and how to reconcile the gap between demand and supply by developing new water resources or reducing demand.

xxxvi • Interventions include potable water reuse (from wastewater treatment plants), groundwater development (new resources and artificial recharge) and large-scale permanent seawater desalination.

The Status Quo of precipitation in the district shows more precipitation within Mbashe and Mnquma and the driest areas located within Raymond Mhlaba. Potential locations for an Integrated Sea Water Desalination Plant can be located in either the Ngqushwa Local Municipality as option one or Great Kei Local Municipality as a second option. This water could potentially be pumped to the dry areas of the Raymond Mhlaba Local Municipality.

ROAD & TRANSPORTATION INFRASTRUCTURE

• Green Infrastructure can be broadly defined as a strategically planned network of high quality natural and semi-natural areas with other environmental features, which is designed and managed to deliver a wide range of ecosystem services and protect biodiversity in both rural and urban settings.

• To enhance nature’s ability to deliver multiple valuable ecosystem goods and services, such as clean air or water

• Ability to perform several functions in the same spatial area .

• Green jobs already represent around 5% of the job market within ADM District.

BROADBAND CONNNECTIVITY

• High-speed Internet access is not a luxury, but an essential service that we all depend on to communicate, make a living, and access essential goods and services. Without broadband, families and businesses are unable to fully participate in many aspects of contemporary life.

xxxvii

• Many of Amathole District Municipality households do not have Internet service at home, with major disparities in households above and below the poverty line . 80 percent of households below the poverty line do not have Internet access at home.

• Technological advances are seen, with 92 out of every 100 people in south Africa, having a mobile phone.

For the South African public sector to be able to benefit from these changes in technology it will be necessary to embrace technology and forge strong partnerships with the private sector. Public-private partnerships have proven to be beneficial, as the public sector will have to learn from private sector initiatives, as most of the expertise rests with them.

xxxviii

39 40 BIO PHYSICAL FRAMEWORK

The objective of this framework would be to ensure that smart infrastructure is designed and implemented to address the issues of climate change as well as to capitalise on the bio diversity areas through conservation and the promotion of these through tourism, etc.

• Need to protect natural resources; achieve food security by preventing loss of valuable high potential agricultural land; and connect development to the availability of sustainable water resources.

• Environmental drivers of change refer to global environmental risks of high concern, from natural disasters such as extreme weather and geomagnetic storms to man-made disasters such as irremediable pollution and over-exploitation of species.

• Continually rising, Greenhouse gas emissions and failure to adapt to climate change are the two, key pillars of climate change that are most likely to have the highest impact.

• Researchers collectively rate man-made risks and over-exploitation of species, as being more likely to occur in the next 40 years than natural disasters.

• Projections by the Department of Environmental Affairs suggest that the mining sector is responsible for 13.5% of carbon emissions.

• Environmental factors also include the significance of the escalating concerns over contamination from industrial expulsions, soil and water deprivation, climate fluctuations, deforestation, and visual/aesthetic pollution.

xli

xlii The objective of the Agriculture Framework is thus promotion of the arable land parcels and identifying the proposed Agri hubs as well as identifying where the current plantations are located.

xliii SOCIO ECONOMIC FRAMEWORK

Areas which the ADM need to focus on include the following:

• Employment generation • Increased growth and output; • More even income distribution; • More equal spatial distribution of economic activity; • Transforming ownership and control of production ; • Enhanced technological capacity.

TOURISMFRAMEWORK

The Amathole District Municipality’s area of jurisdiction has rich history and heritage that consist of various layers – pre-colonial, colonial and post-colonial. Tourism is expected to become a growth industry as the district has a considerable number of attractions and resorts.

• The tourism sector has had an important multiplier effect on modern infrastructure and job creation in Amathole District. • The tourism sector is attractive due to the increased levels of safety and security in Amathole District Municipality. • The Wild Coast is also a key prominent tourist route within ADM

xliv

45 ECONOMIC FRAMEWORK

It has been seen through the Situation Analysis that ADM has a high youthful population. It has also been noted that unemployment is high in the district. It is with this understanding that the key objective for the Economic Framework is Skills development as well as investment and financing mechanisms.

• Science and Technology is a key driver of socio-economic development

• Technological innovation is a key factor in the development and competitiveness of the district economies, which leads to wealth creation and the improvement of living standards.

• The overall aim of the intervention in Science and Technology in Amathole is to develop and strengthen district systems of innovation

Raymond Mhlaba is host to the University of Fort Hare, located in Alice. It is envisaged that the STEM Skills Academy could support the university where lecturers and students alike could benefit from such a facility for the development of Science and Technology.

Another proposal for is for the development of a Skills Training Facility. The location of a Skills Training Facility should be within an area which has a high population. These are within the Mbashe and Mnquma Local Municipalities. Coupled with high population, includes high unemployment rates. it is thus proposed for a Skills Training Facility to be located within the Mnquma region, specifically within Butterworth while making use of the abandoned factories located within the town.

• It is also be imperative for our six Local Municipalities to improve on their public finance mobilisation, expenditure and management systems .

xlvi

47 GOVERNANCE FRAMEWORK

National, regional, and local governance rely on values and principles that are held by the public. Governance relies heavily upon the political relations between the state, civil society, and the private sector, even though the purposes of these sectors vary depending on the priorities and principles of a set social system.

• Good governance involves government agencies applying original policies and programmes to boost the quality of public service with the eventual aim of increasing economic growth.

• Standard criteria for corporate governance include attentiveness to the analysis of good governance, the level of understanding and implementation at local government level, and the degree of alignment with international standards.

• The number of existing political risk factors to good governance is large

xlviii

xlix IMPLEMENTATION PLAN

NAME OF PROJECT District or RESPONSIBLE POSSIBLE FUNDERS BUDGET 2019/20- 2021/22- 2027/28- LM DEPARTMENT 2020/21 2026/27 2037/38

ECONOMIC

• Small Enterprise Development Agency (SEDA) • Department of Trade and Development of a Mnquma • District Industry (DTI) R R R R Training Academy LM Municipality • Department of Rural Development & Land Reform (DRDLR) • Department of Agriculture, Renewable Energy Forestry, and Fisheries Feasibility to • Department of Economic determine • Development, Environmental District District R 450 000 R 250 000 R 200 000 opportunities Municipality Affairs available for Agro • Department of Water Affairs and Forestry (DWAF) processes

• Eastern Cape Parks & Marketing and Tourism Agency • Local Branding and Tourism District • National Department of R 250 000 R 150 000 R 100 000 Municipality Strategy Tourism

l • Eastern Cape Parks & Signage and Tourism Agency • Local R 1 500 R 1 000 directions to places of District • National Department of R 500 000 Municipality 000 000 interest Tourism • Department of Public Works

SOCIAL

• Department of Co-operative Youth Development & • Governance and Traditional R 2 000 R 1 000 District Local R 1 000 000 Public Awareness Municipality Affairs 000 000 • Department of Education • Department of Sport and Recreation Arts & Culture (DSRAC) Development of a • South African Sports Raymond • District R 15 000 R 5 000 World Class Sports Confederation & Olympic R 5 000 000 R 5 000 000 Mhlaba Municipality 000 000 Academy Committee • South African Sports Confederation & Olympic Committee

Development of a Raymond Science and Mhlaba Technology Facility

BIO PHYSICAL / AGRICULTURE

• Department of Water and Sanitation Revitalisation of • • Department of Water Affairs R 5 000 R 2 500 District All Local R 2 500 000 Irrigation Schemes Municipality • Department of Agriculture 000 000 • Department of Agriculture, Forestry, and Fisheries

li • Department of Water Affairs and Forestry (DWAF) • Department of Rural Development & Agrarian Reform (DRDAR) • Department of Water and Sanitation • Department of Water Affairs • Department of Agriculture • Department of Agriculture, Revitalisation of Crop • All Local R 2 500 R 1 000 District Forestry, and Fisheries R 500 000 R 1 000 000 Plantations Municipality 000 000 • Department of Water Affairs and Forestry (DWAF) • Department of Rural Development & Agrarian Reform (DRDAR) • • Department of Co-operative Governance and Traditional Landscaping and • Affairs R 4 000 R 2 000 Local R 2 000 000 Beautification Municipality • Department of Environmental 000 000 Affairs and Tourism • Department of Public Works • • Department of Co-operative Governance and Traditional Public open space • Affairs R 7 000 R 2 000 Local R 2 000 000 R 3 000 000 facility in CBD Municipality • Department of Environmental 000 000 Affairs and Tourism • Department of Public Works

BUILT ENVIRONMENT

lii • Department of Public Works Roads and rail • Department of Transport • District R 50 000 R 20 000 network upgrade in All LMs • Municipal Infrastructure R 20 000 000 R 10 000 000 Municipality 000 000 Towns Grant

Broadband All major • Connectivity in all tons in District Municipality major nodes in ADM LMs

• Department of Economic Development, Environmental Affairs • Department of Public Works Feasibility study for Possibly • Municipal Infrastructure • the Development of a Ngqushwa District Grant R 750 000 R 250 000 R 250 000 R 250 000 Municipality • Department of Public Works Desalination Plant LM • Department of Water and Sanitation

• Department of Economic Development, Environmental Development of a Possibly Affairs • World Class Disaster Amahlati District • Department of Public Works R 800 000 R 400 000 R 400 000 Municipality Management Facility LM • Municipal Infrastructure Grant • Department of Public Works

liii SECTION A INTRODUCTION

In terms of Section 26 (e) of the Municipal Systems Act (Act No. 32 of 2000) a Spatial Development

Framework (SDF) is a legally required component of a Municipality’s Integrated Development Framework

(IDP). The SDF provides a Strategic, Indicative and Flexible Forward Planning instrument to guide decisions on land development and renders a set of policies, principles and directives for spatial development.

In order to ensure that development will take place in an integrated and sustainable manner, the IDPs and the SDFs of local and the district authorities have to be updated and aligned with the goals and the directives provided by various existing and new guiding documents, such as the National Spatial

Development Plan and Provincial Spatial Development Plan. Therefore, IDPs and SDFs need to be reviewed on a continuous basis to ensure synergy between the three spheres of government. What happens on local level needs to “fit-in” and “contribute” to both provincial and national development goals.

Requirements for SDFs are also set out in the Spatial Planning and Land Use Management Act No. 16 of

2013 (SPLUMA) and the Department of Rural Development and Land Reform (DRDLR) formulated SDF

Guidelines in September 2014 with the intention of assisting with the development of Provincial, Regional and Municipal SDFs role, resources, content and use as per the requirements set out in SPLUMA. The focus is therefore on developing the reviewing SDFs in accordance to national policy directives and legislation.

1 A 1. PROJECT OBJECTIVES

The objective of a reviewed SDF are given to effect to the founding development principles set out in

Section 7(a) of SPLUMA and the norm and standard set out in Chapter 2 Section 8 (2) of SPLUMA.

An overarching framework is required within which the evaluation and development of proposal can take place. This framework has 3 substantive spatial themes, biophysical, socio-economic and built environments and the proposed review of the Amathole District Municipality SDF must address these 3 themes specifically.

Beyond the above mentioned generic objectives of an SDF, the review process of the SDF must include amongst others the following;

▪ Updating the refinement of the current SDF document in order to comply with the legal

requirements and be conversant with the recent developments and planning within the region,

especially with the reviewed SDF of the District;

▪ Amendments and expansion of the existing documentation based on the NSDP, EC Vision

2030, Draft Eastern Cape Spatial Development Framework, Eastern Cape Rural Development

Plans, Integrated Urban Development Framework and IDP in order to ensure proper alignment;

▪ The review would also align with the long term Vision of the Vision 2058 for Amathole District

Municipality;

▪ Incorporation and alignment of all relevant information and proposals deriving from spatial

relevant plans (ABP) etc… All spatially relevant documents need to be sieved as considered as

input;

▪ Incorporation of the assessment with the Eastern Cape Bio Diversity Conservation Plan;

▪ Ensuring horizontal integration between the neighbouring Local SDFs and vertical integration

with the District SDF;

▪ Ensuring public and governmental participation of the concerned stakeholders in the planning

process, namely (inter alia) the communities of the concerned Local Municipalities, ADM and

2 neighbouring municipalities, EC Provinces, sector departments, parastatals and business

institutions , interest groups & traditional leaders;

▪ Creating a strategic framework to facilitate the development of an appropriate land use system;

▪ Mainstreaming of cross-cultural issues in the SDF planning process on local level; such as

- HIV/Aids

- Gender

- Crime

- Environmental protection

The impact of these cross-cutting factor on the spatial development concept and vice versa needs to be investigated, considered and the consequence outlined.

▪ Utilization of the SDF Review process to capacitate the Local Municipalities (officials and

politicians) ad stakeholders in their understanding of the SDF and the implementation thereof.

Therefore, workshops and presentations will have to be provided during the different phases

of the Review process.

A 2. CONSULTATION AND PARTICIPATIVE PROCESS

The success of a project of this nature and magnitude relies heavily on a well-balanced process involving technical analysis and evaluation, supported and informed by a focused participation and consultative process. These two processes need to constantly inform each other, thereby ensuring that the final product is technically feasible, financially sustainable and that it has the buy-in of all relevant role players/ stakeholders.

The brief also highlights the critical need for a stakeholder’s engagement process that is highly focused outcomes based and strategic. Therefore, it is also very important to make sure that no one is left out; everyone must have an opportunity to participate, we would strive to ensure that the process is transparent. Consultation will be but, not limited to the following: -

3 ▪ Government Departments such as COGTA, Public Works and DRDLR; ▪ EC Wildlife; ▪ Property owners ▪ Informal Traders ▪ Taxi Associations ▪ Businesses ▪ NGOs and community workers ▪ Ward Councillors, representing the ward communities.

4 SECTION B LOCALITY

B 1. PROVINCIAL LOCALITY

Amathole District Municipality is located within the western region of the

Eastern Cape Province within South Africa. The Province is bounded by the Provinces of Kwa-Zulu Natal, Free State, Northern Cape and Western

Cape, to the north-east, to the western and to the south-west, respectively. The Province is also bounded by the Lesotho hinterland to the north and the Indian Ocean to the east.

.

Plan 1. Provincial Locality Plan

5 B 2. DISTRICT LOCALITY

The Eastern Cape Province is made up of six district municipalities which include:-

• Alfred Nzo District Municipality

• O R Tambo District Municipality

• Amathole District Municipality

• Joe Gqabi District Municipality

• Chris Hani District Municipality

• Sarah Baartman District Municipality

The Amathole District ‘Category C’ Municipality is situated in the central part of the Eastern

Cape. It stretches along the Sunshine Coast from the Fish River Mouth, along the Eastern

Seaboard to just south of Hole in the Wall along the Wild Coast. It is bordered to the north by the

Amathole Mountain Range

.

Plan 2. District Locality Plan

6 B 3. AMATHOLE DISTRICT MUNICIPALITY LOCALITY

The Amathole District Municipality’s comprised of six local municipalities; namely,

• Mbhashe; • Mnquma; • Great Kei; • Amahlathi; • Ngqushwa; and • Raymond Mhlaba.

The District covers an area of approximately 21

117km² which is home to an estimated population of

880 790 persons, as per the Statistics South Africa

Community Survey 2016.

Four heritage routes have been developed that are named after Xhosa kings and heroes. These include the Maqoma Route, the Makana Route, the Sandile

Route and the Phalo Route. These intertwine with the other tourism routes located within the district, namely the Sunshine Coast Route, the Wild Coast

Route, the Amathole Mountain Escape Route and the

Friendly N6 Route.

Plan 3. Amathole Locality Plan

7 The table below highlights the local municipalities that make up the Amathole District Municipality.

% of the Municipality Main Towns No. of Wards Area (km²) District

• Elliotdale Mbashe Local Municipality • Willowale 15% 31 3 169 • Dutywa

• Butterworth Mnquma Local Municipality • Nqamakwe 15,49% 31 3 270 • Centane

• Chintsa • Haga Haga Great Kei Local Municipality • Morgans Bay 8,2% 7 1 736 • Komga • Kei Mouth

• Keiskamahoek Amahlati Local Municipality • Cathcart 22,83% 20 4 820 • Stutterheim

• Peddie Ngqushwa Local • Hamburg 10,6% 13 2 241 Municipaluty • Mbekwani

• Fort Beaufort • Adelaide Raymond Mhlaba Local • Alice 30,11% 23 6 358 Municipality • Bedford • Middledrift • Seymour

Amathole District - 100% 125 21 117 Municipality

Table 1. Local Municipalities

It can be seen that Raymond Mhlaba Local Municipality is the largest surface area, while Great Kei has the smallest. Each of the towns within each of the Local Municipalities have unique characteristics and serve a particular function for the LM that it falls within.

Some of the towns are coastal towns, while others are inland.

8 SECTION C POLICY ASSESSMENT

In general terms, spatial planning is bound by a new approach and principles in South Africa. During the

Apartheid era (pre–1994), spatial planning was commonly used as a tool to achieve the “separate development” ideology of the Apartheid Government. In those terms, spatial planning entailed prescriptive, inflexible and control-orientated measures that sought to manipulate the physical environment in order to achieve racially separate land areas.

As a consequence, fragmented and unequal socio-economic and spatial development patterns resulted across South Africa, which is a legacy that will require concerted effort on the part of all actors in society to overcome.

Since 1994, the post-Apartheid Government has sought to change the imbalances and inequalities of the past and has aimed at:

• Promoting the restructuring of spatially inefficient settlement forms;

• Encouraging wise and sustainable land use;

• Channelling resources to areas of greatest need and development opportunity;

• Stimulating economic development opportunities in both rural and urban areas; and

• Supporting equitable protection of rights to and in land.

Accordingly, the Government has adopted a range of legislation and policies, which allows for a more flexible, participative planning methodology that is principle-led and rights-based. For the Amathole

District Municipal Spatial Development Framework Review, the key legislative informants of the new approach to spatial planning are derived from: -

• The Municipal Systems Act (Act 32 of 2000) – specifically Chapter 5, read with

• The White Paper on Wise Land Use: Spatial Planning and Land Use Management (March 2001)

• The Spatial Planning & Land Use Management Act (Act 16 of 2013) - SPLUMA

9 The above laws and legislative policy documents now provide the foundations for establishing the parameters of any Spatial Development Framework.

As such, these are the principle informants on matters of spatial planning policy for the Amahlathi Local

Municipality. In the case of the enacted laws, the Municipality is legally obliged to apply their provisions when engaging in spatial planning and guiding and supporting its Local Municipalities in performance of their assigned land use management/land use regulation functions.

These three pillars of the Spatial Planning Land Use Management Act No. 16 of 2013 (SPLUMA) which is a key informant of the ADM SDF review.

C 1. NATIONAL POLICY ALIGNMENT

The emphasis for the review is on “Developmentalism” and “governance” as opposed to “government”.

The aim is thus not solely about giving substance to new laws, policies and proposals, but also about improving and incorporating a developmental approach to planning. Taking such an approach to the development of the Amathole District SDF Review thus calls for the reconnecting of governance with its roots namely people and communities. Such an approach necessitates the need for taking guidance from policies such as:

• The Constitution of South Africa (Act 108 of 1996)

• The Promotion of Administrative Justice Act (Act 3 of 2000)

• Traditional Leadership & Governance Framework Act (Act No 41 of 2003)

• Intergovernmental Relations Framework Act 13 of 2005

• National Development Plan, (2030)

• The Spatial Planning and Land Use Management Act No. 16 of 2013

• The Municipal Systems Act, 2000

10 The Constitution of South Africa Act No. 108 of 1996

This Act defines the relationship between government institutions through the introduction of three (3) overlying planning processes and sets plans, each relating to each sphere of Government. In order to enable the state to respect, protect, promote and fulfil this right and to ensure that the quality of life of each citizen is improved, the Constitution awarded major developmental responsibilities to local government.

Section 153 states that as part of the development duties, a municipality must:

• Structure and manage its administration, budgeting and planning processes to give priority to

the basic needs of the community.

• Promote the social and economic development of the community; and

• Participate in national and provincial development programmes.

Schedule 4 of the Constitution provides for functional areas of concurrent National and Provincial legislative competence in terms of regional planning and development, urban and rural development; and municipal planning while Schedule 5 makes provision for provincial planning.

IMPLICATIONS: The development of this SDF must therefore, take into consideration the provision of the basic community needs of the people, promotion the social and economic development of the

Eastern Cape Province and at the same time aligning to the national and other provincial development programmes and projects.

The Municipal Systems Act 32 of 2000

The Municipal Systems Act (MSA – Act 32 of 2000, as amended) gives substance to the provisions in the SA Constitution relating to the developmental roles and functions of local government, included in which is the function of Municipal Planning.

In this regard, Chapter 5 of the MSA requires all municipalities to prepare Integrated Development Plans

(IDPs) and, furthermore, Section 26(e) of the Act lists an SDF as a core component of an IDP.

11 Promotion of Administrative Justice Act 3 of 2000

This Act gives effect to Section 33 of the Constitution (Just Administrative Action). It intends changing the way Government interacts with the people it serves as it ensures that decisions that affect the public must be taken in a way that is procedurally fair.

The Act seeks to protect the public from unlawful, unreasonable and procedurally unfair administrative decisions and gives people affected by administrative decisions the right to request reasons for administrative actions and decisions and also to have such actions reviewed in a court of law.

IMPLICATIONS: From the above, it is clear that the SDF must ensure that stakeholders and to ensure that all public representatives have access to information. are accessible to procedures and mechanisms that will promote administrative justice and also protect the public from unlawful, unreasonable and procedurally unfairness administrative decisions. It must give people affected by administrative decisions the right to request for reasons for administrative actions and decisions taken against them.

The SDF must also ensure a targeted and strategic efforts to increase awareness of relevant stakeholders to promote understanding of the limited and vague conditions of the Act. The SDF also aims to ensure inclusive planning and to plan for all residents of the district.

Traditional Leadership and Governance Framework Act 41 of 2003

This Act gives effect to Chapter 12 (Section 211 and 212) of the Constitution (Traditional Leaders) and ensures the establishment of traditional councils, which amongst others, should perform the following functions:

• Administering the affairs of the traditional community in accordance with customs and

tradition;

• Facilitating the involvement of the traditional community in the development or amendment if

the integrated development plan of a municipality in whose area that community resides;

• Promoting the ideals of co-operative governance, integrated development planning,

sustainable development and service delivery; and

• Promoting indigenous knowledge system for sustainable development and disaster

management.

12 The Act stipulates that there should be a partnership between municipalities and traditional councils in terms of service delivery agreement.

IMPLICATIONS: Despite these important functions to be performed by the traditional councils, the normal situations often seen are conflicts between municipalities (mostly councillors) and traditional councils (traditional leaders). Therefore, the SDF should ensure that the partnership between the municipalities and traditional councils should be guided by and based on the principles of mutual respect and recognition of status and roles of the respective parties as well as the principles of co-operative governance. Additionally, the SDF should address the socio-cultural, economic, spatial and environmental realities of the province of Eastern Cape.

The Inter-governmental Relations Framework Act 13 of 2005

According to this Act, its objective is:

• To provide within the principles of co-operative government as set out in Chapter 3 of the

Constitution a framework for the national government, provincial governments and local

governments, and all organs of state within those governments;

• To promote and facilitate co-ordination in the implementation of policy and legislation, with

regard to: coherent government; effective provision of services; monitoring implementation of

policy and legislation; and realisation of national priorities.

• To provide for mechanisms and procedures that assist in the facilitation the settlement of

intergovernmental disputes and other matters connected therewith.

IMPLICATIONS: The development of the SDF must ensure the co-ordination of interventions of various role players in line with development vision of the SDF by playing a co-ordinating and integrating role among different sectors within government as well as between the public and private sectors. This in effect means that the public participation process should be central to the development of the SDF. There is also a need for monitoring and evaluation of the implementation of the SDF’s programmes and projects as well as its policies and legislation and provision should be made to ensure effective intergovernmental conflicts resolution.

13 National Development Plan, (2030)

The NDP reminds us that South Africa needs to invest in a strong network of economic infrastructure designed to support the county’s medium- and long-term economic and social objectives”. The Plan sets out an integrated strategy for accelerating growth, eliminating poverty and reducing inequality by

2030. The NDP, provides a platform to look beyond the current constraints to the transformation imperatives over the next 20 to 30 years. The NDP’s human settlement targets, as set out in Chapter 8, focuses on transforming human settlements and the national space economy. They include: more people living closer to their places of work; better quality public transport; and more jobs in proximity to townships. To achieve these targets the NDP advocates strong measures to prevent further development of housing in marginal places, increased urban densities to support public transport, incentivising economic activity in and adjacent to townships; and engaging the private sector in the gap housing market.

Figure 1. Figure: Cycle of development in South Africa towards 2030

14 Over the course of its 15 chapters, the NDP sets out its basic objectives and proposed actions in relation to a wide range of fundamental development challenges, from developing the country’s economy and increasing employment to fighting corruption and achieving nation building and social cohesion.

Chapter 5 of the NDP focuses on environmental sustainability and resilience through an equitable transition to a low-carbon economy, which will also have implications on the way the spatial planning and development in South Africa is approached.

Chapter 6 sets out specific targets and goals towards establishing a more inclusive rural economy through integrated rural development. The focus here is on increased investment in new agricultural technologies, research and the development of adaptation strategies for the protection of rural livelihoods and expansion of commercial agriculture.

The NDP 2030 focuses on the critical capabilities needed to transform the economy and society.

Achieving these capabilities is not automatic, nor will they emerge if the country continues its present trajectory. Rising levels of frustration and impatience suggest that time is of the essence: failure to act will threaten democratic gains. In particular, South Africa must find ways to urgently reduce alarming levels of youth unemployment and to provide young people with broader opportunities. Progress over the next two decades means doing things differently. Given the complexity of national development, the

NDP 2030 sets out six interlinked priorities:

• Uniting all South Africans around a common programme to achieve prosperity and equity;

• Promoting active citisenry to strengthen development, democracy and accountability;

• Bringing about faster economic growth, higher investment and greater labour absorption;

• Focusing on key capabilities of people and the state;

• Building a capable and developmental state;

• Encouraging strong leadership throughout society to work together to solve problems.

Over the longer term, South Africa has to do more to enhance competitiveness in areas of comparative advantage that can draw more people into work (NDP, 2030). By improving the skills base and increasing competitiveness, the economy can diversify, offsetting the distorting effects of elevated commodity prices on the rand.

15 It is likely that world economic growth over the next decade will be lower than it was during the previous one. This will require greater policy focus, effective implementation of industrial policies and improved skills development (NDP, 2030).

Figure 2. NDP - Chapter 8 Pillars

IMPLICATION: For the purposes of the Amathole DM, key policy direction is provided across the span of the document but, in regard to spatial development, the NDP applies most directly in chapter 8 of the

NDP, which deals with Transforming Human Settlement and the National Space Economy. The implication of these guiding principles is far reaching from a Spatial Development perspective. Large scale peri-urban sprawl must be discouraged. The reason being that public sector funding is directed across the province to provide basic infrastructure in response to burgeoning settlement growth. It is believed that because of this, opportunities and influence development into corridors and nodes has largely been lost as a result. Therefore, as part of this SDF, the following will have to be determined:

16 • Where are the areas with economic potential and what local valuable resources exist that

could help overcome the poverty in the area?

• How can the SDF assist in focusing efforts and funding programmes to maximize the potential

which is underdeveloped?

• Where are the transport activity corridors, development nodes and special development areas

where development could be directed?

National Spatial Development Framework, 2018

GUIDELINES

Consolidate and direct the rapid population growth in the eastern half of the country to national urban nodes, clusters and corridors by (1) creating quality human settlements and (2) centres of human capital excellence, innovation, trade, inclusive green economies and regional enterprises, and in the process reaping the urban dividend.

Consolidate settlement growth in (1) growth regions in emerging and fast-growing urban nodes, and (2) distressed and sparsely populated areas and areas that are becoming increasingly more arid in existing large urban nodes.

NATIONAL NETWORK OF REGIONAL DEVELOPMENT ANCHORS

Identify, support and strengthen strategically located regional anchor towns through (1) targeted settlement planning and development, (2) higher-order social infrastructure provision, (3) focused support for small and medium-sized enterprise development, industrialisation and economic diversification.

• Use the investment and enhanced social service provision in regional anchors to encourage

officials working in these rural regions to stay in these settlements and contribute to the local

economy, instead of commuting to larger towns or cities on a daily or weekly basis.

• Clearly identify the role of specific settlements as gateways and interchanges on the regional

public transportation network, and incorporate these as such into the planning of functional

rural regions.

17 • Strengthen the connectivity of traditional areas and rural settlements with (1) higher-order

urban settlements, and (2) economic systems in functional rural regions by making use of road

and rail network and regional corridor development.

• Plan social infrastructure provision within a regional-rural setting using the ‘social services

wheel’, and use such investment to establish and create well-functioning, compact, lively, rural

settlements and regional rural systems

RURAL SERVICE CENTRES

Butterworth has been identified as a Regional Anchor town in National Transformation. Plan below.

Movement and connection infrastructure networks: These networks are fundamental to (1) national spatial development, (2) the utilisation of national economic opportunities, (3) the creation of a national system of national urban cores, smaller settlements and national spatial development corridors, and (4) international, continental and SADC trade and connectivity. The effective functioning of these networks requires that:

• Investment in rail is prioritised over road for economic, ecological and efficiency reasons;

18 • Rail infrastructure is rehabilitated and expanded to support national freight movement and

trade with SADC;

• All the roads in the core national network are appropriately surfaced and the key routes

prioritised for regular maintenance;

• Logistics hubs, ports (airports and harbours) and border posts are maintained and expanded,

as and where necessary, to keep pace with national economic growth and reduce delays at

ports; and

• ICT networks are extended to the whole country with national corridors, urban regions, cities,

regional anchors rural service centres being prioritised, and the rest of the country

incrementally covered over time.

NATIONAL TRANSFORMATION CORRIDORS

Consolidate settlement development and support development of new cities in areas (1) of significant population growth, and (2) that are facing significant challenges and offer sizeable opportunities for transformation.

• Develop regional and municipal urban-rural and eco-agri development strategies in strategic

national water and agriculture production regions.

• Accelerate small harbour development in support of the fishing, tourism and maritime

economy in Regional Development Anchors and Rural Service Centres along the coast.

• Undertake integrated human capital development, to enable a generation of young people to

reap the benefits of urbanisation through (1) human capital development, and (2) the opening-

up of urban economies to enable and support a multiplicity of livelihood options.

• Use land administration and urban land reform to guide the interface between settlement

planning, land-use, development and infrastructure planning in fast-growing formal and

traditional settlement areas.

• Introduce and upgrade sustainable built environment infrastructure as stimulus to enterprise

development, with a focus on (1) housing, (2) basic service delivery, (3) public transport, and (4)

rural-urban connections.

19 • Introduce and/or strengthen effective regional collaboration, partnerships and cooperative

governance models, to ensure (1) mutually beneficial natural resource use and land-

development, and (2) optimise national, regional and local economic development benefits.

20 Spatial Planning and Land Use Management Act No, 16 of 2013

The Spatial Planning and Land Use Management Act No. 16 of 2013 (SPLUMA) was assented to by the

President of the Republic of South Africa on 5 August 2013. SPLUMA is a framework act for all Spatial

Planning and Land Use Management legislation in South Africa. It seeks to promote consistency and uniformity in procedures and decision-making. Other objectives include addressing historical spatial imbalances and the integration of the principles of sustainable development into land use and planning regulatory tools and legislative instruments.

SPLUMA requires National, Provincial, District and Municipal spheres of government to prepare SDFs that establish a clear vision which must be developed through a thorough inventory and analysis based on national spatial organization principles and local long-term development goals and plans.

Another key element of SPLUMA ensures that planning should take place in the municipal space which includes the urban and rural space.

Chapter 4 Part A. of SPLUMA sets out the focus and general requirements that must guide the preparation and compilation of SDF products at the various scales. Chapter 4 is divided into six parts of which Part A provides an extensive introduction to the purpose and role of SDFs and sets out the preparation requirements and expectations of the SDF process.

Section 12 (1) sets out general provisions which are applicable to the preparation of all scales of SDFs.

These provisions require that all SDFs must:

21 • Interpret and represent the spatial development vision of the responsible sphere of government and

competent authority;

• Be informed by a long-term spatial development vision;

• Guide planning and development decisions across all sectors of government;

• Provide clear and accessible information to the public and private sector and provide direction for

investment purposes;

• Include previously disadvantaged areas, areas under traditional leadership, rural areas, informal

settlements, slums and land holdings of state-owned enterprises and government agencies and

address their inclusion and integration into the spatial, economic, social and environmental

objectives of the relevant sphere;

• Address historical spatial imbalances in development;

• Provide direction for strategic developments, infrastructure investment, promote efficient,

sustainable and planned investments by all sectors and indicate priority areas for investment in land

development;

• Take cognizance of any environmental management instrument adopted by the relevant

environmental management authority;

IMPLICATIONS: SDFs are thus mandatory at all three spheres of government. Sub-section 12(2) confirms that all three spheres must participate in each other’s processes of spatial planning and land use management and each sphere must be guided by its own SDF when taking decisions relating to land use and development. This district SDF will be reviewed in line with the SPLUMA guide to develop SDFs.

They will use the SPLUMA principles as shown above.

Local Government – Back to Basics Strategy 2015

Back to Basics – serving our communities better” is simply a programme aimed at building a responsive, caring and accountable local government in order to improve the functioning of municipalities to better serve communities by getting the basic right “.

According to the Co-operative Governance and Traditional Affairs (COGTA), the key performance areas for the “Back-to-Basics” approach include the following:

22 • Basic services - creating decent living conditions;

• Good governance – the heart of the effective functioning of municipalities;

• Public participation – putting people first;

• Sound financial management; and

• Institutional capacity – building capable institutions and administrations.

The “Back-to-Basics” programme also calls for a collaborative relationship between Traditional Leaders and Municipalities in advancing development and service delivery issues.

IMPLICATIONS: It provides for an indicative framework for major infrastructural investment therefore the SDF must ensure that all three spheres of government (national, provincial and local) have an important role to play in promoting that municipalities are well-functioned to fulfil their key performance areas. The SDF should promote an effective and responsive planning in all in governance activities in order to achieve community capacitation, stakeholder engagement (community participation) and sound financial management.

The National Environmental Management Bio-Diversity Act No. 10 of 2004

The Act makes provision for the management and conservation of South Africa’s biodiversity within the framework of the National Environmental Management Act, 1998; the protection of species and ecosystems that warrant national protection; the sustainable use of indigenous biological resources; the fair and equitable sharing of benefits arising from bio-prospecting involving indigenous biological resources; and the establishment and functions of a South African National Biodiversity Institute.

The National Heritage Resource Act No. 25 of 1999

The Act provides for the creation of the South African Heritage Resources Agency (SAHRA). SAHRA and provincial heritage resources authorities are obliged to identify those places that have special national, provincial or significance in terms of heritage assessment criteria. Once declared, a heritage resource site is protected in law from certain actions, including alteration, subdivision and/or a change in the planning status unless the relevant heritage resources authority issues a permit for such action.

23 The National Environmental Management Act No. 107 of 1998 (NEMA)

The Act establishes in law certain principles that provide a framework for environmental management in

South Africa. In addition, NEMA makes provision for the formulation of Environmental Implementation

Plans by Provinces. These Implementation Plans are the vehicle for implementing the NEMA principles,

and municipalities are required to adhere to them.

The National Water Act No. 36 of 1998

The Act provides that no person or authority shall establish a township unless the Layout Plan or Site

Development Plan indicates in a clear manner (that is acceptable to the approving authority) the

maximum level likely to be reached by floodwaters on an average once in 100 years (i.e. the 1 in 100-

year flood line). However, in practice, development is sometimes permitted up to the 1 in 50-year flood

line, as this was previously the norm. In addition, the Act provides for a range of protective and

preventative measures against the pollution of wetlands, watercourses and estuaries,

coastlines/shorelines etc. Finally, of importance for spatial planning is the fact that the Act makes

provision for river flow management and allows the Minister of Water Affairs to regulate land-based

activities that impact on stream flow.

C 2. PROVINCIAL POLICY ASSESSMENT

The following sections provides a detailed analysis of the Provincial policies and legislation guiding the province.

Eastern Cape Provincial Spatial Development Framework Review 2016 - 2017

A need was identified to update the EC PSDP to more closely align with the development priorities of the

National Spatial Development Perspective (NSDP), Provincial Growth and Development Plan (PGDP) and

also, to align with the District and Local Municipality Integrated Development Plans and Spatial

Development Framework Plan proposals. Important for the updated Provincial Spatial Development Plan

(PSDP), is the need to more effectively integrate issues of land use planning and management.

24 The PSDF aims to create a credible and implementable Spatial Development Framework for the Eastern

Cape. This has been approached by focusing on the following key informants which are envisaged as key enablers of development:

• Water is Life

• Finance and Debt

• Small Town Regeneration

• Spatial Planning

• Local Economic Development

• Climate Change and Environmental

• Bridging the gap between rich and poor

The future spatial vision development for the reviewed PSDF, is as follows:-

“The future spatial perspective of the province over the next 20 to 50 years could be conceptualised

in the context of the he Provincial Growth and Development Plan vision of a “poverty free Eastern

Cape”. Understanding that such a vision would be founded upon a concept of a ”modern,

ecologically sustainable economy based in agriculture, tourism and industry”, it is believed the future spatial perspective would comprise a spatial development framework of managed urban and rural human settlements clustered in urban (settlement) regions and corridors, alongside productive

agricultural precincts, managed ecological natural resource areas and connected to a network of

strategic transportation corridors, open to the global, national and provincial economy”

The following key development proposals were prepared for the PSDF review: -

• Environmental Framework:

The Environmental framework was largely informed by the Eastern Cape Biodiversity

Conservation Plan, which is currently been reviewed. The environmental framework makes takes

into cognisance the need for protection of our water resources and more specifically our coastal

priorities.

25 • Agricultural Framework

The agricultural framework shows that while there is still under-utilised arable potential in the

eastern half of EC, there is a general reduction of valuable agricultural and forestry potential

through change of land use to enable settlement growth, residential estates and commercial

uses on the periphery of urban areas.

• Social Development and Human Settlements Framework

In aiming to look at how we direct our development focus within the province we have identified

“Future Metropolitan Regions”. The concept of a “Future Metro Regions” (FMR) is a new concept

which has been introduced into the PSDF. It can be defined as a region which is envisaged to

grow into each other and functioning collaboratively by the year 2050. The introduction of the

FMR is believed to be a suitable intervention for addressing the economic, social and spatial

challenges of the regions identified and the province alike. The plan below identifies the future

metro regions identified for the Province.

• Rural Development Framework

The plan below expresses that underlying the rural development spatial framework are the three

very different contexts between the western, central and eastern regions. The former area of

commercial farms is experiencing a decline in the agricultural economy and population due to

changing circumstances.

• Infrastructure Framework

The infrastructure framework is built upon the current backlogs experienced within the province.

The maps below indicate that there is a need for availability of funds in order to eradicate the

backlogs experienced. Such backlogs are hampering development and standards of living. The

key focus of the Infrastructure issues in the PSDF are surrounded by Water scarcity and planning

around our water resources.

26 The balance of economic and social infrastructure is vital for the sustainability of the provincial

infrastructure where the economic activities will be paying for services and that will generate

income for Operation and Maintenance.

• Economic Framework

The Eastern Cape faces a number of developmental challenges related to the large disparities in

the quality of services, employment, income potential and access to services between urban and

rural areas within the province and between towns and informal settlements. The Economic

Framework was guided by the Provincial Economic and Development Strategy (PEDS).

• Spatial Development Framework

The SDF plan clearly identifies the Strategic Investment areas which require intervention as

matter of priority. It is evident that focus is placed along priority corridors and the promotion of

the N2 Toll Highway into the province is of paramount concern. The spatial trajectory of the

province is clear in that it aims to promote the linkages between local municipalities, district

municipalities and neighbouring provincial municipalities.

27

Figure 3. PSDF 2017

IMPLICATIONS: The PSDF acts as an over arching guide to the districts within the province, including the ADM. The PSDF highlighted focus areas for future Settlement regions which identifies Butterworth as a Future Settlement Region. The plan also highlights agricultural land and tourism routes. The PSDF guides the district which ensures alignment with surrounding districts to ensure harmonious growth that have development growing in synergy

28 The Eastern Cape Vision (2030)

The National Development Plan sets out a vision and roadmap for the development of South Africa up to the year 2030. In its introduction, the NDP sets out a number of important premises to underpin a reconsidered approach to development. These premises also inform the Eastern Cape’s vision for the year 2030. The Eastern Cape Vison 2030 Provincial Development Plan responds to the need for the province to describe and map its future destiny through long-term development planning and forge a common and shared development agenda across a wide spectrum of service delivery mechanisms.

The vision illustrates:

• An Eastern Cape with a proliferation of innovation and industry, and citizens who can feed

themselves.

• All children and youth manifesting our shared belief that they are the cornerstone of the future.

• Participatory local development action driven by committed, capable citizens and conscientious

institutional agents

A sustainable future for the Eastern Cape rests on people-centred development to achieve five related goals summarized below:

Goal 1 - An inclusive, equitable and growing economy

Goal 2- An educated, innovative and empowered citizenry

Goal 3 - A healthy population

Goal 4 - Vibrant, equitably enabled communities

Goal 5 – Capable, conscientious and accountable institutions

IMPLICATIONS: The vision 2030 sectors have potential for growth. These are the areas that need to be focused, such as the being a district who can become sustainable and to feed for themselves. This can be expanded upon through the agricultural potential land within ADM. The goals of the district should also align to the goals of the vision 2030.The ADM SDF Review will aim to align to all 5 goals as per the

Vision 2050, and will place specific importance on Goal 4 as the district places great importance on ensuring that communities are equitable and self-sustaining.

29 ECPTA Strategic Plan for EC, 2014

The Eastern Cape Parks and Tourism Agency pursues a single strategic goal, namely:- to leverage resources in support of tourism and biodiversity priorities.

The strategic objectives of the ECPTA include:

▪ Biodiversity Conservation

- Biodiversity Decision Support (to implement a decision support system for biodiversity

in the province)

- Protected Area System Expansion (to expand the protected area system by 70Ha by

2019

▪ Destination Tourism

- SA Tourism Ranking (to ensure the Province is ranked in the top 3 most-visited

destinations in the domestic market by 2020)

- Tourism Industry Transformation (to expand participation of previously disadvantaged

business owners in the mainstream tourism industry)

▪ Operations

- Revenue Growth (to grow annual revenue generated through on-reserve activities

(hospitality and game management) to R22 million by 2019)

- Protected Area Management (To maintain effective management of protected areas in

line with national targets)

- Reserve security (To comply with relevant legislated prescripts for the security of

protected areas)

- Provincial conservation transformation (To expand participation of previously

disadvantaged individuals in the game and conservation industries)

EC Air Quality Management Plan, 2013

An AQMP is a strategic document with a vision and a goal that endeavours to ensure that air quality meets the requirements of Section 24 of the National Environmental Management Act (NEMA) and

Section 24 of the Bill of Rights, i.e. air quality that is not harmful to health and wellbeing. AQMP

30 development is a dynamic process, which is enhanced by active engagement with a wide range of

stakeholders. It firstly describes the current state of air quality in the Province, identifying gaps and

issues. This is followed by the development of a strategic plan with a vision and mission, supported by

short and longer-term goals and objectives for the implementation of the defined management

measures.

With the concentration of emission sources in the BCMM and envisaged growth in the manufacturing

sector in the East London IDZ, there is the potential for cross-border impacts on air quality in parts of the

Amathole Municipality, particularly under prevailing south-westerly and north-easterly wind conditions.

ADM contributes to atmospheric emissions such as industrial and manufacturing (coal, heavy fuel oil or

paraffin boilers); residential fuel burning (cooking, heating and lighting); motor vehicle emissions;

biomass burning and other sources such as waste burning and informal brick making.

The Environmental Management Department is responsible for air quality management in at Amathole

DM. It is a sub-division under the Department of Land and Human Settlements and Economic

development. There are four officers in this department attending to different functions namely coastal,

terrestrial, environmental management systems and air quality.

IMPLICATIONS:

It is important that environmental issues and more specifically, air quality considerations are recognised

and incorporated into all aspects of decision-making processes within ADM in order to address gaps

and issues that are present within the District Municipality. Communication between Amathole DM and

DEDEAT also needs to be strengthened.

C 3. NEIGHBOURING DISTRICT AND METROPOLITAN MUNICIPALITY POLICY ASSESSMENT

31 The neighbouring district municipalities and the Buffalo City Metropolitan Municipality plays a significant role when studying ADM as these districts impact on the development within the study area and to ensure that ADM aligns development at its boarder in conjunction to neighbouring districts’ development.

OR Tambo District Municipality Spatial Development Framework (2017/18), Tshani

Consulting CC

In response to the Conceptual Framework, the Spatial Development for OR Tambo District elaborates clear and detailed objectives and elated planning tools for the management and direction of spatial development and land use management to achieve the proposed development vision set out in the

Spatial Development Framework.

Key Spatial Issues of the district:-

• Settlement Formation & Development Trent • Basic Needs & Spatial Fragmentation • Environmental Management & Climate Change • Land Use Management, Communal Mapping and Ward Based Planning • Linkages and Access • Small Town Regeneration and LED • Risk and mitigation based Planning • Good Governance and IGR • Culture and diversity

The Mthatha - Libode FMR

The Mthatha FMR is positioned align the major access corridors of the N2 and R61. The FMR south western boundary is Qunu town (KSD LM) on the N2, the Southern boundary is Viedgesville town (KSD

LM), the Eastern boundary is Libode town (Nyandeni LM) and the Eastern boundary is Mthatha Airport

(KSD).

Key Corridors: - • East London – Mthatha –Kokstad (N2) • N2 • R61

32 • Langeni Rd- Ugie link • R349 • N2 Toll Road • Wild Coast Meaner • Thunga Thunga Route • Mandela Route • R349 (Mthatha via Mqanduli towards the coast) • Lusikisiki – Mbotyi • N2 toll road – Mkambiti

Figure 4. ORT SDF

IMPLICATIONS: The ORT SDF outlines the Future Metro Regions of the district. Linkage from the towns in the ADM to this region should be essential. Many of the Key Corridors as identified in the ORT SDF originate in the ADM. Due to this, it should be ensured that the these corridors are also prioritised in the

ADM SDF.

33 Chris Hani District Municipality Spatial Development Framework (2016), Tshani Consulting CC

The analysis below is based on the Chris Hani SDF:

Key issues

• The CHDM is composed of three distinct and spatially definable areas, namely, the former RSA areas, former Ciskei areas and former Transkei areas – which are associated with different historical, social and different distinctive lands use and settlement patterns. • Records indicate that a majority of the households in the former Ciskei and Transkei in the district receive some form of grants from the state, that is, they are dependent on the state support for survival. • The spatial distribution of development opportunity is largely associated with specific transport routes (development corridors), the existing towns (service centres or settlement nodes) and areas where specific forms of development activity are possible. • The district has a great potential for agricultural, forestry and tourism development, especially in the municipalities in the central and eastern portions of the district where communal land tenure practices are dominant. • Infrastructure backlogs exist in the district, especially in the former Ciskei and Transkei towns and villages.

The SDF has identified development nodes as follows:

• Queenstown • Lady Frere • Cofimvaba • Ngcobo • Cradock • Cala

Development Corridors

CHDM is committed to a corridor development approach and integral to this approach is a focus on geographic and spatial initiatives and interventions which link the nodes (towns) and small towns surrounding these nodes in an integrated economic development process. The Chris Hani Municipality’s

Regional Economic Development Strategy (REDS) has adopted a corridor development approach to its regional economic development strategy. The four major corridors identified in the Chris Hani District

34

Figure 5. 2016 Chris Hani SDF: Spatial Development Framework

Areas of priority Basic Needs

Areas of greatest need are defined as those areas with the lowest income per capita income levels and worst- off settlement areas (which are, effectively, the rural settlements in the former Ciskei and

Transkei.

These SDAs require priority basic needs intervention and strategic proposals to improve the level of well- being of communities in these areas (poverty alleviation programs and basic infrastructure investment).

The Plan overleaf illustrates the priority areas identified for continued effort in the delivery of basic Levels of Service in Infrastructure (water, sanitation and electricity; access roads) and social goods and services

(Health and Education)

IMPLICATIONS: The corridors identified in the CHDM SDF that travel through the ADM SDF should be expanded upon and brought through in this plan. The priority needs identified in the CHDM SDF of the

35 former Ciskei and Transkei areas are areas that also fall within the ADM and thus these areas should also be prioritised in the ADM SDF.

Sarah Baartman District Municipality

The latest SDF approved for this district is under the name of Cadadu District Municipality and that the summary below is for the Cadadu District Municipality SDF

Cacadu District Municipality Spatial Development Framework 2013

The Cacadu District SDF identifies the following:-

Spatial Synopsis:-

Human Settlement

• Nodal development • Development along transportation routes • Settlement Areas (Koukamma, Kouga) • Smaller inland settlements are declining in size. • Coastal settlements including SRV are growing.

Environment

• Vast biodiversity network • Opportunities for tourism

Economic

• Limited higher potential agricultural land (Sundays , Gamtoos, Fish, Dairy – Koukamma&Ndlambe) • Forestry resources in Koukamma • Low intensity small stock farming (Karoo)

Infrastructure

• Good primary road network (Access to all settlements) –upgrading and maintenance required. • Services backlog in Coastal settlements – Can be expected to grow. • Renewable energy potential - Particularly wind & solar.

Human Resources and Governance

• Lack of capacity to mainstream spatial planning • SPLUM Bill – Implications

36 Rural development

• Area based plan implementation • N2 development corridor

SDF Principles:-

• A balance must be struck between the fulfilment of basic needs, the maintenance of existing assets (be they infrastructural or social in nature) and the potential for future growth and development. • Development must seek to create opportunities that will facilitate economically competitive communities and contribute to the development of the regional economy. • Development must serve the needs of the community and encourage a desired urban and rural spatial form. • Spatial development planning and land use management is to be undertaken in an inclusive and integrated manner.

SDF Objectives:-

• The accommodation of the biodiversity resource area footprint and guidelines as set out in the ECPSDF in the LM SDF’s. • Efficient and integrated spatial development of infrastructure and transport systems. • A diverse and growing economy supported by sustainably utilised natural resources. • Managed development of compact and sustainable human settlements with appropriate infrastructure.

37

Figure 6. Cacadu SDF Plan

Buffalo City Metropolitan Municipality Spatial Development Framework (SDF) (2013)

In 2011, the Municipality was updated to a Category A Metropolitan Municipality and, having successfully pursued a series of more detailed Local SDFs over the period 2004 to 2012 to add detail and direction to the original 2003 SDF, it resolved to undertake a comprehensive review of the Buffalo City SDF in

2012/2013. The Review that was undertaken was a 10-year review and was designed to update the existing SDF and align it with the latest legal and policy directives of the state as well as incorporate the findings of the Local SDFs completed, to date. The BCMM SDF was approved by Council in December

2013.

Spatial Development Objectives & Strategies

In response to the conceptual framework below, the Spatial Development Framework for Buffalo City

Metropolitan Municipality elaborates clear and detailed objectives and strategies for the management and direction of spatial development and land use management in the area according to proposed

Spatial Development Frameworks and Land Use Management Guidelines, to be used to manage development in future in order to guide new investment to achieve the development vision set out in the

BCMM IDP and the SDF.

38 • Implement the principles of Integrated Environment Management and identify resources (natural/biodiversity; social; economic; heritage and cultural; human capital; financial) and manage land use in valuable resource areas; • Urban Edge and Land Use Management System as spatial management and investment guidance tools; • Consolidate and integrate spatial development by developing land in proximity to public transport facilities and existing services; • Implement a Land Reform and Settlement Programme by identifying zones of opportunity for integrated development in peri-urban and rural areas; • Pro-actively manage land use and set appropriate

Because the Buffalo City Metropolitan Municipality has various strategic points for internal linkages within the municipal region, to the rest of the Eastern Cape Province as well as international linkages through the East London harbour.

STRATEGIC PROPOSAL FOR BCMM

In order to achieve the above SPATIAL VISION, the following is highlighted as being set out in the BCMM

SDF Review for 2013: -

Figure 7. BCMM Spatial Proposal

39 In an effort to try to bridge the gap between planning and implementation, the SDF now proposes THREE

areas of strategic priority where, if focused attention is placed on implementing key catalytic projects,

enormous developmental benefits can be attained over an extended period of time for the benefit of all

communities and residents of Buffalo City as well as the broader region over which the socio-economic

influence of BCMM extends.

IMPLICATIONS: ADM being located surrounding a Metropolitan Municipality is essential in that linkages

to the metro come through and out of the ADM. The priority areas as defined in the BCMM SDF are key

focus areas for growth and development and have linkages throughout ADM. The BCMM acts as a major

service centre to Towns and Nodes in the ADM and thus ensuring alignment to the Metro SDF is

essential.

C 4. AMATHOLE DISTRICT POLICY ASSESSMENT

Amathole District Municipality Integrated Development Plan

The Amathole District Municipality’s IDP is founded on the following vision statement:

“Commitment towards Selfless, Excellent and Sustainable Service to All Our Communities”.

The Long-Term Vision of the Municipality is the following:

Vision 2058: “Building A Smart District”

The Mission of the Amathole District Municipality, in its developmental mandate, is dedicated in

contributing to:

▪ Ensuring equal access to socio-economic opportunities.

▪ Building the capacity of local municipalities within ADM’s area of jurisdiction.

▪ Ascribe to a culture of accountability and clean governance.

▪ Sound financial management.

40 ▪ Political and administrative interface to enhance good service delivery.

▪ Contributing to the betterment of our communities through a participatory development

process.

To address the identified challenges and work towards the realization of the vision, the District has identified the following ‘Core Values’:

▪ Selflessness: In all our business activities we commit that corruption and unscrupulous

business practices will be dealt-with decisively and objectively.

▪ Pro-poor: The poorest of the poor will be the main focal point for ADM’s business and service

delivery.

▪ Responsiveness: We will continue to strive for improved turnaround time in the delivery of

services and in dealing with our valuable customers.

▪ Transformative: We will make considerable strides to ensure that adequate capacity (skills and

human capital) equates the mandate and business of ADM.

▪ Inclusivity: We will include all our stakeholders in our planning, implementation, monitoring,

evaluation and reporting in ensuring an integrated effort towards service delivery.

▪ Dignity and respect: We will ensure that our service delivery restores human dignity and respect.

▪ Good work ethics: We will be professional in our conduct and ascribe to the Batho Pele principles.

▪ Transparency: Throughout our business operation we will ensure access to information and

fairness to our stakeholders.

▪ Integrity: We will constantly conduct ourselves with utmost integrity as councillors and officials

of ADM

▪ Accountability: We are committed in being held to account by our stakeholders and primary

customers

Key Focus Areas of Development in Amathole District

Based on a consideration of the information set out in various Plans listed in the IDP, the following are taken as key focus areas for spatial development in the Amathole district: -

41 As a Water Services Authority and Water Services Provider in seven Local Municipalities, the focus of

ADM’s efforts in the provision of water and sanitation services falls on:

▪ Ensuring a basic minimum level of service to all communities resident in the areas of the seven

LMs (i.e. excluding the area of Buffalo City Metropolitan Municipality, which is a WSA for its own

area). Given the status of current Level of Service (LOS) for water provision, these areas are

mainly located in the municipal areas of Mbhashe, Mnquma and Raymond Mhlaba.

▪ Building capacity in existing infrastructure networks in urban centres by focusing on the

refurbishment and maintenance of existing plant and infrastructure in the first instance and

extending capacity of networks where this is necessary

▪ In the medium term, to focus on the provision of adequate sanitation in rural settlements.

Recognizing the low level of socio-economic well-being of the majority of the communities residing in the district, ADM has placed a strong focus on the facilitation and support of economic development, especially through its Economic Development Agency, ASPIRE. The key sectors where efforts to enhance competitive advantages and to seek new sectors for competitive positioning include:

▪ The industrial (manufacturing) sector (export focus)

▪ Sectors based on high-value or specialized skills (technology and innovation, arts and the

development of niche market products etc.)

▪ The Tourism sector (eco-, adventure and experiential tourism)

▪ Agriculture sector

▪ Natural resource based enterprises (agriculture and forestry relating to enterprises such as bio-

fuels, high-value crops,cotton, wool, leather, hemp, timber etc.).

The spatial dimensions of the above focus on economic development are identified as “Locality-Based

Spatial Development”, which includes district-wide initiatives as well as spatially specific initiatives aimed at identified development nodes (towns or centres) and transport Corridors. It seems clear that the emphasis is likely to fall in the first instance on the regeneration of the urban economies of towns located within the Corridors associated with the main transport routes of the N2, the N6, the R63 and the

R72.

42 Given the fragmented nature of the settlement pattern in the Amathole district, a clear emphasis is to be placed on the development over time of improved access linkages to areas where development investment and/or development potential has been identified.

Land Reform and its correlative, Agrarian Reform remains a key area of focus in the district, and it is clear from an assessment of current and planned land development initiatives/projects that the existing framework of the LRSP remains valid. However, it is noted that the district is presently engaged in the formulation of an Area Based Plan (ABP) for land reform and this may amend or alter the current spatial and strategic framework for land reform in the district.

Accepting its mandate to foster sustainable development, all spatial development in the Amathole district is to be mediated by a consideration of the environment, which remains a fundamental resource and an asset that provides much of the competitive advantage for the district in respect of tourism and agricultural/forestry potential.

Amathole Municipal Turn Around Strategy 2018 – 2023

The Amathole MTAS 2018 – 2023 aims to highlight all the information and data collected regarding opportunities available in the Amathole District Municipality and advance improvements. It addresses opportunities for investment and business development, and the best possible outcomes for the turnarounds.

VISION

The overall vision of the MTAS (2018 – 2023) is “to assist and support the Amathole District Municipality to establish and compile a current MTAS (2018 – 2023) to ensure incorporation of the most recent developmental changes in the local economy as well as alignment with provincial and national initiatives and to develop and implementation MTAS plan for taking the MTAS strategy forward.”

Objectives identified for the MTAS:

• Identify existing approaches and turnaround strategies and cross check them for relevance against a criteria for credible turnaround strategy with stakeholders; clarity and suitability of roles and responsibility, progress made to date from projects and the outcome of those projects.

43 • Develop assessments to understand the Amathole District Municipality economic and business environment and associated human development and skills potential.

• Assess various instruments adopted from national and international best practices on their suitability for the turnaround at the Amathole District Municipality.

• To develop the Amathole Smart District long-term vision 2058, mission, goals and strategies.

• Make an implementation plan outlining role players, their responsibilities, with an effective monitoring and evaluation component.

TURNAROUND STRATEGIES IMPLEMENTATION

LEADERSHIP DEVELOPMENT: Councillors are required to play a leadership role in the Amathole District

Municipality by influencing the work of the Amathole District in order to carry out wishes and policy decisions made by their respective political parties.

2. FINANCIAL MANAGEMENT: The municipal manager holds responsibility for financial management in terms of the Municipal Finance Management Act (2003), together with other senior managers are responsible for implementation and outputs. “They have to act with fidelity, honesty and in the best interest of the municipality at all times.” There are mechanisms to ensure performance

3. FOCUS ON SERVICE DELIVERY: The Amathole District Municipality should work with the private sector to ensure service delivery, civil society and communities. A number of decentralization methods have been used to try and bring service delivery to people. Some decentralization reforms increase the supply ad quality of local government, while others stimulate demand for – and community oversight of

– local government services. Decentralisation has proven to be a challenge and not an easy route to improve service delivery, but even with that said there are some notable successes that show progress can be made, especially when supply and demand are being addressed at the same time.

44 4.LOCAL ECONOMIC DEVELOPMENT:

“The strategic framework and implementation local economic development programmes should focus on participation of poor people in activities in production and marketing cycle, not just on trickle down effects, to improve their welfare. So, the starting point for poor people is their opportunities, not their barriers.

IMPLICATIONS: The MTAS in conjunction with the Vision 2058 document is essential to guiding the

District SDF. The MTAS in particular directs investment for the district. The MTAS provides a medium- term focus as to the vision report which is aimed at 2058. The ADM SDF will look at developmental projects for the short-term and medium term, thus aiming to address goals mentioned in the MTAS and the Vision 2058 document.

Vision 2058

To develop smart district solutions for Amathole District Municipality for the next 40 years.

What is a ‘Smart District’? – The Vision 2058 discusses that there is no universally accepted definition of a “Smart District.” It means different things to different people. The conceptualisation of Smart District, therefore, varies from town, to town city to city and country to country, depending on the level of development, willingness to change and reform, resources and aspirations of the district residents. In the approach to the Smart Districts Mission, the objective is to promote the districts that provide core infrastructure and give a decent quality of life to its citizens, a clean and sustainable environment and application of ‘Smart’ Solutions. The focus is on sustainable and inclusive development and the idea is to look at compact areas, create a replicable model which will act like a light house to other aspiring municipal areas.

VISION AND STRATEGY

There are four visions outlined in the Vision 2058 document, these are highlighted below:

45 Vision 1:

“OUR GROWING, THRIVING AND SMART DISTRICT WILL ENSURE TO BE ONE OF SOUTH AFRICA’S

MOST DYNAMIC RURAL ECONOMIES WHERE FAMILIES, BUSINESSES, LOCAL MUNICIPALITIES AND

WARDS THRIVE”

Vision 2:

“AMATHOLE DISTRICT WILL BE THE MOST SUSTAINABLE DISTRICT IN SOUTH AFRICA AND A

REGIONAL LEADER IN THE FIGHT AGAINST CLIMATE CHANGE”

Vision 3:

“OUR JUST AND EQUITABLE AMATHOLE DISTRICT MUNICIPAL AREA WILL HAVE AN INCLUSIVE,

EQUITABLE ECONOMY THAT OFFERS WELL-PAYING JOBS AND OPPORTUNITY FOR ALL TO LIVE

WITH DIGNITY AND SECURITY”

Vision 4:

“OUR RESILIENT DISTRICT, OUR NEIGHBOURHOODS, OUR ECONOMY, AND PUBLIC SERVICES ARE

READY TO WITHSTAND AND EMERGE STRONGER FROM THE IMPACTS OF CLIMATE CHANGE AND

OTHER 21ST CENTURY THREATS”

A Smart District vision that will take Amathole District Municipality from the present into the future; a vision that will guide us to make deliberate efforts to improve the quality of life of our people to the level of our counterparts in the Republic of South Africa and arguably abroad by the year 2058.

The purpose of envisioning a sustainable smart district built environment for Amathole District

Municipality is a missioning process is to create a fertile smart district-built environment for ADM by developing new ideas that will work towards 2058.

The vision 2058 document identifies that planners in the 21st century can no longer rely solely on top- down management processes that are organised and carried out exclusively by smart district environment professionals. Public participation in Amathole District Municipality, representing the diverse interests of communities and businesses, leads to better smart district environment planning and public policy development. Amathole District Municipality local municipalities, therefore, need to

46 establish mechanisms that enable communities and businesses to make suggestions and receive responses.

GOALS

The goals as mentioned in the Vision 2058 for the creation of a Smart District are as follows:

• To establish an ecological civilisation oriented smart district toward the future;

• To pursue inclusive and balanced growth for Amathole District Municipality’s geographical

built environment;

• To promote and facilitate scientific and technological innovation as a path to smart district

development;

• To build and enhance a smart and accessible information society;

• To foster an open and sharing multicultural society;

• To build friendly and liveable communities with social cities/towns, and

• To pursue balanced urban-rural built environment development.

The core proposed infrastructure elements in a Smart District for would include the following:

• adequate water supply,

• assured electricity supply,

• sanitation, including solid waste management,

• efficient rural and urban mobility and public transport,

• affordable housing, especially for the poor,

• robust IT connectivity and digitalisation,

• good governance, especially e-Governance and citizen participation, sustainable environment,

• Safety and security of citizens, particularly women, children and the elderly, and x. health and

education.

Other goals as mentioned in the Vision 2058 for the creation of a Smart District document includes:

• Workforce development: offering training programmes to people who struggled to get work

historically, and further advance the careers of low and middle skilled people.

47 • Ensure all Amathole District students get quality education that gives them for 21st century

skills and prepares them for work.

• Increasing postsecondary attainment: helping high school students to matriculate by advising

them on how to approach their studies and this will hopefully continue after school in

university.

• Housing: demand for housing is high and there is a lack in supply. In 2017, approximately 56%

of Amathole District Municipality population renter households were paying more than a third

of their income toward housing costs. And more than 30% were paying more than half of their

salaries towards rent. The District is aiming to build and preserve 100 000 affordable houses in

the next 20 years and further accommodate 1.11 million Amathole District people by the year

2058.

• Ward planning, zoning changes and maximizing available financing tools to open a wide range

of opportunities for mixed use communities.

• Improve access to existing transit services; make transit services to senior and disabled

people.

• Improving air quality in vulnerable communities through reduced and diverted truck trips

resulting from implementation of Zero Waste.

• Improving parks that have received little capital investment and are located in areas of high

need, based on higher-than-average poverty, density and population growth.

• Advancing an aggressive participatory Greenfield redevelopment programme that protects

human health.

• Reducing flooding in other highly affected local municipalities through a combination of grey

and green infrastructure as well as other water management services.

IMPLICATIONS: The Vision 2058 document is key to guide and structure the ADM SDF. The document discusses developing the district into a smart district. As we are aware, technology advances are

48 developing at a rapid rate. Ensuring that towns and nodes are developing inline with this concept is essential. The ADM SDF will thus also include this concept as a component.

Amathole District Municipality Land Reform and Settlement Plan 2005

The Land Reform and Settlement Plan was formulated in 2003 and reviewed in 2005. In many respects

It physically described the Nkonkobe Local Municipality as an area for special attention. The purpose of the LRSP was to have a structured approach in the District for dealing with land reform issues. Such issues are complex and involve land access, land tenure, land administration, land acquisition, land planning for residential and productive uses, infrastructure and operational matters. . In dealing with these complex issues the LRSP categorised them into Land Tenure, Land Administration and issues that relate to Settlement and Land Development.

IMPLICATIONS: With regard to Settlement and Land Development, the LRSP identifies that ADM’s objective is to support local municipalities in developing land and settlements within their municipal areas. Such action targets the settlement and livelihood needs of the population, with a specific focus on the prioritised project areas.

Climate Change Response Strategy 2017

Climate change vulnerability can be defined as the degree to which a system is susceptible to and unable to cope with adverse effects of climate change, including climate variability and extremes.

The climate change response strategy identified a range of risks under the categories of:

• Temperate

• Agriculture

• Rainfall

• Sea Level Rise

• Biodiversity - Habitat Loss

• Biodiversity - Species Loss

• Human Health

49 Amathole District Municipality Tourism Master Plan

The Amathole Tourism Masterplan identified the following as identified strategic GAPs within the

Amathole Tourism Sector:

• Lack of quality accommodation and support services in some regions;

• Lack of centralised database of tourism products

• An integrated resort offering an unique eco-tourism aspect of the region whilst catering for groups;

• Lack of packaged product and organised itinerates and day trips by local operators;

• Lack of “one-stop-shop” for adventure activities;

• Undercapitalisation on the coastal positioning

• Weak public transportation infrastructure and coach services for packaged tours

• Underutilisation of rail infrastructure for tourism purposes;

• Underutilisation of events to facilitate growth in visitor numbers through product packaging and to act as platforms to promote what the rest of the region has to offer;

• Lack of visitor interpretation and facilities around cultural, political and historical features.

Based on an analysis of the status quo the following tourism vision was defined for the strategy:

ADM’s vision as a tourism destination is to offer: “the most accessible, unique and pristine coastal and mountainous environment and the most authentic heritage and cultural experiences in South

Africa attracting eco-tourists, nature lovers, cultural tourists, adventure seekers, sports and

business people”

ADM Climate Change and Vulnerability Assessment and Response Framework, 2011

The primary manifestations of climate change relevant to ADM are that:

• Average monthly temperatures will increase by 1.5 to 2.5 degrees; • There will be more extremely hot days and heat waves; • Fewer cold/frost days • Annual average precipitation may increase in certain areas or decrease in others, BUT, the way in which precipitation occurs will change, namely: • Increased variability from year to year; • Heavier, more intense rain; • Higher likelihood of destructive storms;

50 • Shorter return period for floods; • Between very wet periods, Longer dry spells and increased likelihood/ severity of droughts • Atmospheric CO2 concentrations will be elevated • Sea level rise coupled with high tides, stronger storm surges and higher frequency flooding will increase the chances of extreme high-water events, local inundation and coastal erosion.

Water Services Development Plan, IDP Water Sector Input Report, 2017

The ADM has reviewed their Water Services Development Plan (WSDP) in 2017/18 and this report is an outflow of the WSDP review process. Water losses are major concern for the ADM as they affect not only the operational processes, but also impact the financial, social and environmental aspects of the District.

Currently, the average non-revenue water is 48.5% while the water losses are at an average of 45.6% over the past 12 months. The following programmes are currently under implementation in Fort Beaufort,

Stutterheim, Alice, Kei Road, Butterworth and Peddie:

• House to house meter audits; • Leak repair programme: retro fitting of internal plumbing fixtures; • Bulk and domestic meter installation programme; • Pressure management • Zone discreteness • Data and night flow analysis; and • Valve audits. These programmes ensure that measurements are accurate, leakages are monitored, revenue is collected, and losses are reduced to economic optimum levels.

The District Municipality is one of the most affected areas with the drought since 2016 to date. The most affected LM’s are Mbhashe and Mnquma.

Integrated Waste Management Plan Review, 2017

An Integrated Waste Management Plan (IWMP) for a district municipality needs to consider the specific roles and responsibilities of a district with regard to waste management in its area of jurisdiction. Section

12 of the Waste Act, 2008 outlines what must ‘at least’ be included in an IWMP. The Act does not differentiate between local and district IWMPs. However chapter 5 Section 83 (3) of the Municipal

Structures Act provides insight into the specific roles of a district municipality and states the following:

A district municipality must seek to achieve the integrated, sustainable and equitable social and economic development of its areas as a whole by –

51 Ensuring integrated development planning for the district as a whole; Promoting bulk infrastructure development and services for the district as a whole; Building the capacity of local municipalities in its area to perform their functions and exercise their powers where such capacity is lacking; and Promoting the equitable distribution of resources between the local municipalities in its area to ensure appropriate levels of municipal services within the area.’

15,9% of ADM comprises conserved areas. There are 18 nature reserves in the District and a number of private reserves. There is approximately 51 000 hectares of indigenous forest in ADM – representing 2% of the total area of ADM. The ADM area has diverse natural resources in terms of topography, climate, soils, gradient, vegetation, temperature and rainfall. These natural resources are generally limited in agricultural potential, particularly with regard to intensive agricultural enterprise development. The exceptions are the coastal strip with its higher rainfall and deeper soils and some 7,900 ha of developed irrigation in the district. The greater part of the district is however restricted to low income, extensive livestock production utilizing natural vegetation. Subsistence agriculture constitutes approximately 7,5% of the Districts land cover. The climate for the ADM area is temperate and is largely influenced by its proximity to the coast. The mean annual temperature ranges from 20°C along the coast to 16°C inland.

The total population of ADM is estimated at 940 441. The Amathole DM contributes slightly more that

6% of the economic value added in the provincial economy.

Existing waste management key issues include governance issues such as no law enforcement officers at the LM’s, insufficient allocated resources allocated by the LM’s to meet demands; recycling issues such as little to none awareness regarding recycling; waste treatment issues such as no initiatives present to treat organic waste; cleaning services issues such as there being limited private sector involvement in the collection of domestic waste and; disposal issues such as landfill sites being poorly managed and not complying with DWAF Minimum Requirements for Waste Disposal by Landfill, 2nd

Edition 1998.

Key issues relating to waste management in the district include:

▪ Resources allocated by the LMs are generally found to be insufficient to meet the demands, and

common problems include inadequate management, technical capacity and staffing levels;

52 ▪ There is a great need for additional staff training, at senior management and not only supervisor

level, i.e. waste awareness to Councils and senior management to ensure waste receives greater

prioritisation in LMs.

▪ All LMs need to align their waste by-laws to suit the current needs of the municipalities,

communities and the particular environment

▪ A limited amount of recycling is undertaken by a few small private contractors;

▪ Most urban residents are provided with a weekly waste collection service; and no rural areas

serviced, however there are plans underway at the Amahlathi Local Municipality to include the

rural areas. A feasibility study was done for phase 1 and 2, whereby phase 1 concluded that

waste transfer stations are feasible at two villages in Amahlathi.

ADM LED Strategy, 2017

The Local Economic Development is a strategy for employment promotion through micro and small enterprise development, support of social dialogue and development planning for the betterment of ADM community livelihood. Local Economy is also defined as the concept for promoting jobs creation and poverty alleviation.

The following are the strategic objectives of the ADM LED;

▪ Shifting towards a more strategic approach to the development of local economies and

overcome challenges and failures in respect of instances where local municipalities themselves

try to manage non-viable projects.

▪ Supporting local economies in realizing their optimal potentials and making local communities

active participants in the economy of the country.

▪ Waging the national fight against poverty more effectively through local level debates, strategies

and actions.

▪ Improving community access to economic initiatives, support programmes and information.

▪ Improving the coordination of economic development planning and implementation across

government and between government and non-governmental actors.

53 ▪ Building greater awareness about the importance and role of localities and regions which

globally are playing an increasingly significant role as points of investment facilitated by

supportive national policies.

Barriers to economic growth within ADM include:

▪ Infrastructure –Outdated, inadequate and poorly maintained infrastructure is an impediment to

cost effective enterprise. This issue is a very high priority because of the distance of the district

from markets and the lack of raw materials locally.

- Investment promotion and industrialization- non utilization of existing structures for

business purposes

▪ Land related issues – this includes the resolution of land ownership and use rights, land use

planning and land use management to exploit (where applicable) and protect (where applicable)

the environment. The land issue relates to both rural and urban localities. In the former, it relates

to use for agriculture and settlements, while in the latter it relates to land for investment in

production facilities, offices and housing.

▪ Lack of competitiveness of the sectors and localities. This resolves into two key aspects:

- Support systems and services – there is inadequate technical and systemic (eg: for

maintenance, provision of supply, production) support across all the sectors.

- Skills – all sectors and area raised the issue of inadequate and inappropriate skills as a

constraint to growth.

▪ High unemployment rate. A final issue which must be taken into account is the need to broaden

the economic base to ensure that historically disadvantaged communities and people gain

access to the economy at the levels of employment, ownership of productive resources and

ownership of equity in enterprises.

ADM Water Services Development Plan, 2017

54 The Water Services Act, 1997 (Act No. 108 of 1997) places a duty on Water Services Authorities to prepare a Water Services Development Plan as part of the process of preparing any integrated development plan

Section 15 (5) of the Water Services Act, 1997 states that:

A water services development plan must form part of any integrated development plan contemplated in the Local Government Transition Act, 1993 (Act No. 209 of 1993).

The 2017/18 WSDP describes the current water services status quo of the WSA’s water and sanitation infrastructure plans for the 2017/2018 financial year as well as defining their water services future demands and the projects that need to be implemented to address the current and future water services needs.

▪ The current water backlog is approximately 17%, representing 37 316 households.

▪ The current sanitation backlog is at 29%(63 941 households).

▪ Households with no sanitation or below minimum standard (minimum being VIP) are

approximately 29%, representing 63 941 households.

In June 2017 a Regional Management Support Service Programme was introduced into the ADM. This programme is a Municipal Infrastructure Support Agency (MISA) initiative and the objective of this programme is to develop a turn-around strategy for the ADM and to provide management support particularly focussing on water and sanitation initially. Initial feedback from the service provider responsible for the Management Support Service Programme reported that the ADM needs to improve on some of the Topics within the WSDP to address water and sanitation delivery services effectively.

The Topics to be improved included:

▪ Socio-Economics (this Topic is reported on differently in the new format of the WSDP);

▪ Water Services Infrastructure (Infrastructure);

▪ Water Services Infrastructure (O&M);

▪ Water Resources; and

▪ Financials (this topic was still under development).

55 Challenges the ADM is facing

As a Water Services Authority, some challenges in ADM’s quest to deliver to good clean quality water are the following:

▪ Grant dependency due to an insufficient revenue base and low collection. Tariffs are not

necessarily cost reflective;

▪ Dominated by indigents;

▪ Equitable share has grown only by 5% - below inflation and below the salary increase of 7.5%;

▪ Meter readers are not adaptable to improved technology and there are no bulk meters at

strategic points in the rural areas. Only the formal water supply systems are measured;

▪ Low project spending (excluding MIG);

▪ Ageing infrastructure which delays efforts to tackle water and sanitation backlogs also have an

impact on the improvement of the revenue base;

▪ The ongoing drought;

▪ Insufficient budget to address backlog of refurbishment requirements;

▪ The infrastructure refurbishment backlogs continue to grow each year as backlogs are

eradicated;

▪ The remaining backlogs are in “non-paying” communities, in other words the equitable share

allocation has to be stretched further to cover operations of new systems (operational costs are

increasing but the ADM’s income is remaining the same); and

▪ ADM has limited capacity to manage assets.

▪ Other challenges the ADM is experiencing, includes topography, long distances between water

resources and communities, poor roads and control deficiencies. ADM finds it difficult to monitor

the reliability of each water supply system because of the extensive area the ADM must cover.

IMPLICATIONS OF ADM POLICIES:

56 With regards to Settlement and Land Development, the plan identifies that ADM’s objective is to support local municipalities in developing land and settlements within their municipal areas. Such action targets the settlement and livelihood needs of the population, with a specific focus on the prioritised project areas. The ADM SDF will aim to equally support Municipalities and the sustainable growth of settlements.

The Climate Change Response Strategy identifies Amathole District Municipality has different disaster risks which are believed to be caused and exacerbated by climate change. These include veld fire, flooding, storms tornados, hail, high wind, veld fire and human disease. All the Disaster risks which

Amathole District Municipality is experiencing direct and indirect impact on health as well as food security and biodiversity.

The vision and goals as stated in the Tourism Strategy of ADM should require assistance from the ADM

SDF to guide the tourism development in the district spatially and to ensure that these tourism aspects brings in positive investment into the district. The Gaps identified should be reiterated in the SDF.

The ADM should consider mitigation measures to deal with the effects of the issues mentioned above.

Greenhouse gas mitigation can be facilitated through renewable energy projects, energy efficiency projects, industrial mitigation, and sequestration through indigenous and commercial afforestation / reforestation (particularly among poor communities) and to develop a Greenhouse Gas inventory and management plan (carbon footprint) for ADM as a whole (monitor gas emissions). In terms of water, a variation in changes to mean annual change are expected in precipitation and runoff across ADM. Many areas may face reduced levels of rainfall that may result in reduced runoff and regeneration in groundwater.

The aging infrastructure, funding constraints, high water loss and low levels of revenue collection have been constant challenges that the ADM has faced in trying to meet its objectives. The aim is to provide all rural households with basic water services and to install VIPs to all households that have a level of service below the accepted standard.

Waste has been seen to be a major problem for areas globally, innovative ways in which to deal with waste should be investigated.

57 ADM has a resident population whose main challenges are in countering the effects of endemic poverty

and under-development. This translates into a need to focus great efforts on the expansion of local

economic development in the area within tourism, foreign investment, agriculture and the Oceans

economy.

The addressing of infrastructure needs in terms of water supply is of importance in terms of eradicating

the current backlog. Current initiative such as the service level backlog verification survey and plant

process audits are beneficial in ensuring that the service levels throughout the district are updated and

that treatment facilities can match the growing demand for water.

C 5. LOCAL MUNICIPALITY SDFs

The ADM SDF should act as an overarching guide to local municipalities. It should find the relationship

between the local SDFs and to find the common goals and trends of the local municipalities that fall

within the district.

Raymond Mhlaba - Spatial Development Framework

The Spatial Development Framework for Raymond Mhlaba was reviewed in 2010 to maintain spatial

vision, objectives, strategies, projects and to align it with the goals identified in their Integrated

Development Plan.

Alice, Fort Beaufort, Bedford and Adelaide are the Urban Service Centre in RMLM. These are seen as

towns that provide a higher order level of services to their surrounding hinterland areas. It is also

recognized that these towns exhibit trends of population influx and require investment in order to

accommodate these pressures.

The Spatial Development Framework, emanating from the spatial vision and development principles and

concepts indicated above, is one that encourages urban uses in the primary settlement nodes of Fort

Beaufort, Alice, Adelaide where there are existing social facilities and services of “higher order” and rural

uses in the existing and proposed strategically located rural service centres (rural nodes) where “medium

58 to lower order community facilities” can be “bundle” in order to ensure that a great number of rural residents are served in a more efficient and effective way.

Figure 8. RMLM SDF

Amahlati Local Municipality - Spatial Development Framework

The SDF for Amahlati was created in 2006, and reviewed in 2012 as a part of their Integrated

Development plan. The Department of Provincial and Local Government provided a Guide Pack for their

Integrated Development Plan which establishes that the Spatial Development Framework is a key element in the integration of development processors across sectors.

The structuring elements of the SDF are considered concepts or planning tools that are used to identify areas or special features of areas that enable the Amahlati Municipality to carry out spatial planning and land use management in an ordered or structured manner.

The following structuring elements will be used:

• Development Nodes o Stutterheim Level 3: Primary node o Keiskamahoek Level 2: Secondary Node o Cathcart Level 2: Secondary Node

59 o Kei Road Level 1: Tertiary Node o Frankfort Rural Node • Development Corridors o N6 - East London to Queenstown Mobility Route - Municipal Level o N63 - Komga to Kei Road to KWT Mobility Route - Municipal Level o Sandile Heritage Route Mobility Route - Municipal Level o Sandile Heritage Route Special Route - Tourism focus o R345 - Cathcart to Hogsback Special Route - Tourism focus o R362 - Stutterheim – Keiskammahoek Proposed Road Upgrades(Tarring) o Stutterheim to Tsomo(via Mgwali) Proposed Road Upgrades(Tarring) • Special Development Areas o New Public - Funded Housing Development Areas o Rural Development Areas o Land Reform Zones o Tourism zones o Agriculture Zones • Environmental Management Systems

60 Figure 9. Amahlathi SDF

IMPLICATIONS: The nodes and corridors mentioned in the Amahlati SDF should be further highlighted in the district SDF. The district SDF should aim to create a linkage of these nodes and corridors to neighbouring LMs such as Mnquma, Great Kei and Raymond Mhlaba.

Great Kei Local Municipality - Spatial Development Framework

The Spatial Development Framework was developed for the Great Kei Municipality in 2005. It was prepared as an element of the Integrated Development Plan, the Department of Provincial and Local

Government establishes that the Spatial Development Framework is a key element in the integration of development processors across sectors.

The structuring elements used/found in the Great Kei SDF are:

• Development Nodes o Komga Municipal Level - Level 3, Primary Node o Kei Mouth Municipal Level - Level 3, Primary Node o Chintsa East Municipal Level - Level 3, Primary Node o Morgan Bay Municipal Level - Level 2, Secondary Node

61 o Haga Haga Municipal Level - Level 2, Secondary

Figure 10. Great Kei SDF

• Node o The Glens Municipal Level - Level 2, Secondary Node o Schafli Road and Chintsa East Access Road Local Mixed Land Use Nodes o N2 Roadway and the Mooiplaas Access Road Local Mixed Land Use Nodes o Makasi Village (Mooiplaas) Local Level Rural Development Node o Jongilanga (Kwelerha) Local Level Rural Development Node • Development Corridors o N2 - East London to Mthatha Mobility Route - Municipal Level o N2 - Komga to Bhisho (TR05602) Mobility Route - Municipal Level o N2 - Kei Mouth (MR695) Mobility Route - Municipal Level o Schafli (DR07230) Mobility Route - Local Level o Phalo Heritage Route Special Routes o ThungaThunga Route Special Routes • Urban Edge and Transitional Zones • Environmental Constraints

Special Development Areas:

62 • New Public - Funded Housing Development Area • Rural Development Areas • Land Reform Zone • Potential Public-Funded Housing and Rural Settlement Extension (Public-Private Partnership)

IMPLICATIONS: The nodes and corridors outlined in the Great Kei SDF should also be discussed in the

ADM SDF as well as the special development areas. Reference needs to be made to the specific projects mentioned in the Implementation Plan and how these projects would impact the district.

Mbhashe Local Municipality - Spatial Development Framework

The Mbashe SDF was under review in 2009. The Mbhashe Municipality plans to use the SDF as a tool to provide other development agencies in development making decisions, which will ensure that land use management and future land development within the municipality is based on the principle of sustainable development decisions and practices.

The SDF uses two categories to determine settlement nodes:

• Current capacity • Accessibility

Development Corridors of importance:

• N2 - Dutywa to East London • N2 - Dutywa to Mthatha • The main road linking Dutywa to Willowvale and to the Coast (Kob Inn, Dwesa) • The main road linking Dutywa to Elliotdale via Willowvale • The main road linking Dutywa to Elliotdale to the Wild Coast (Haven Hotel - Cwebe Nature Reserve) • The district road linking Dutywa to Lower Gwadu (via Fort Malan) and continuing to the Coast (Nqabarha River Mouth) • The minor road linking the N2 (North of Dutywa) to Collywobbles (Vicinity of the Cape Vulture Colony) • Road Linking Dutywa to Engcobo • The proposed Wild Coast Meander - upgrade of a prioritised route consisting of a network of District and Access roads near the coast to form the “Wild Coast Meander”.

Table 2. DEVELOPMENT NODES

63 Node Type Area/Locality

Level 2 • Dutywa, Willowvale, Elliotdale

Level 1 • Fort Malan

Tourism Nodes - 2nd order • Qhora Mouth (Kobb), The Haven Hotel/Mbhashe Point; Breezy point

Tourism Node - Proposed 2nd order • Nqabara. Xora

Tourism Node - Natural Tourism Area • All areas within the coastal zone outside of identified nodes.

Tourism Node - No development zones • Jujura River to Nqabara River • Northbank to Xora River to northern boundary of municipality

Other Tourism Node • Collywobbles Cape Vulture colony Conservation Project

Figure 11. Mbhashe Municipality SDF

IMPLICATIONS: The Mbashe LM located at the north eastern portion of ADM. The prominent town of the municipality is Dutywa. The ADM SDF will highlight the linkage of Dutywa to Butterworth which is along the N2, in the Mquma LM. Other implications would be to align projects plans for developments located at the municipal boarders.

64

Mnquma Local Municipality - Spatial Development Framework

The Mnquma SDF defines nodes as areas of concentrated activity and development. The Mnquma SDF categorises nodes as follows:

• Primary nodes: Predominately activity centres within the study area with a broad range of different development patterns and economic activity. • Secondary nodes: Generally smaller scale compared to that of primary nodes, serving the immediate area surrounding the node. • Coastal nodes: These are smaller in scale compared with Primary and Secondary Nodes. Coastal nodes generally deal with coastal resorts or holidays homes, mostly tourism related functions and a few ancillary government services may be present.

IMPLICATIONS: Butterworth is a key town within Mnquma. Linkage between the town to Idutywa further north and to the BCMM further south is essential. The district SDF will guide such linkages. Tourism aspects of Mazeppa Bay in Mnquma will also be discussed and expanded upon within the ADM SDF.

65 Ngqushwa Local Municipality- Spatial Development Framework

The Ngqushwa Spatial Development Framework is an integral of the Municipal Integrated Development

Plan. The SDF was reviewed in 2010 to become a tool which will be applied to guide land development decisions which pursue to improve the value of life of the residents, while at the same time safeguards that the environment is protected.

The Ngqushwa Municipality identifies three types/levels of nodes:

• Primary/Level 1 Node - Peddie • Secondary/Level 2 Node - Hamburg • Tertiary/Level 3 Node- Proposed Ward Centres

The following settlement nodes where identified:

• Peddie Settlement Zone • Hamburg Settlement Zone • Prudhoe/Mpekweni Settlement Zone • Glemore/ Breakfast Vlei Area Settlement Zone • Coastal Belt Settlement Zone • Tyeni/Ntilini/Gaukeni Settlement Zone • Mavatulana/ Zondeka Settlement Zone • Tuku/Crossroad Settlement Zone

The following roads are important as they link places of economic and social activity which needs to be maintained or improved:

• N2 (King William’s Town through Peddie to Grahamstown) • R72 (Coastal Road from East London to Port Alfred) • Provincial Road(14km Provincial Road from R72 to Hamburg ) • Provincial Road from Cross Road across Keiskamma River to King William’s Town River • Provincial Road from Great Fish River Mouth through Mpekweni to Peddie - Grahamstown(N2) • Provincial Road from Peddie to Doubledrift Game Reserve.

IMPLICATIONS: Nqushwa, the smallest LM in the ADM in terms of surface area has the N2 toll road which traverses the local municipality. Peddie and Hamburg are growing towns. Hamburg can be referred to as a tourism node should also be discussed in the ADM SDF. Other aspects to consider for the district include the road improvements as mentioned in the Local SDF.

66

67 SECTION D WHERE HAVE WE COME

FROM SINCE PREVIOUS ADM SDF

Since this ADM SDF is a review, it is essential to understand the goal and focus of the previous SDF as well as what has been achieved since the adoption of the SDF and the new policies that have been adopted since then. This is in order to ensure that the reviewed SDF aligns to the new policies that have been put in place.

The following section aims to summarise the 2013 ADM SDF as well as to outline the new policy guidelines.

Amathole District Municipality Spatial Development Framework 2013

The Amathole District Municipality was reviewed in 2012 as part of the district process to align the SDF with the Eastern Cape Provincial Spatial Development Plan. The following vision was adopted by

Amathole District Municipality.

VISION: Acknowledging our space for development that focuses and exploits potential opportunities and capabilities for the betterment of community livelihoods in a sustainable manner.

DEVELOPMENT OBJECTIVES AND STRATEGIES

In order to achieve this vision, the ADM SDF 2012 formulated the following development objectives and strategies:

OBJECTIVES STRATEGIES

BASIC NEEDS: • Identify and prioritize areas of greatest need;

68 Ensuring availability-acceptable level of • Link services and service supply networks to infrastructure and service delivery optimize efficiency;

• Focus on involvement of all relevant stakeholders

SPATIAL FRAGMENTATION: • Consolidate and densify settlement where appropriate; Creating an efficient and integrated • Promote the integration of sprawling settlement pattern in Amathole District settlements; Municipality • Prioritize maintenance and upgrade of strategic link routes

LINKAGES AND ACCESS: • Identify nodes and products that require linkages; Well-structured road and rail network system • Identify and prioritize where the need is the to ease movement; and efficient and effective greatest; links between nodes, relevant products and services • Prioritize upgrade and maintenance of strategic link routes

LAND USE MANAGEMENT: • Support and implement a programme to develop appropriate new Zoning Scheme for urban and An appropriate Land Use Management rural areas in line with the direction of new Systems in operation across the District legislation; Municipality; and security of access to land • Support Land Reform and Settlement upgrade for development initiatives by identifying zones of opportunities according to land needs.

ENVIRONMENT: • Implement the principles of Environmental Management Adhering to sound environmental practices in line with legislation; and protecting environmentally sensitive areas

Table 3. ADM SDF - Development Objective and Strategies

69

Figure 12. Amathole SDF

The district has gone through many changes since the adoption of the ADM SDF 2012. One of the key elements is the introduction of SPLUMA. Below provides a link between the pillars of the 2012 ADM SDF and how these same pillars transforms into the SLUMA pillars.

The 2012 ADM SDF adopted a 7 pillar systems from the Eastern Cape Provincial Spatial Development

Plan of 2012. These 7 pillars are still represented in the 3 pillars of SPLUMA. This is highlighted below:

70

Figure 13. ECPSDP Pillars

Figure 14. SPLUMA

71 We are able to see in the above diagram how each of the pillars are still represented through aligning the

SDF to SPLUMA. This will be the nature of the layout of this document.

In general terms, spatial planning is bound by a new approach and principles in South Africa. During the

Apartheid era (pre–1994), spatial planning was commonly used as a tool to achieve the “separate development” ideology of the Apartheid Government. In those terms, spatial planning entailed prescriptive, inflexible and control-orientated measures that sought to manipulate the physical environment in order to achieve racially separate land areas.

As a consequence, fragmented and unequal socio-economic and spatial development patterns resulted across South Africa, which is a legacy that will require concerted effort on the part of all actors in society to overcome.

Since 1994, the post-Apartheid Government has sought to change the imbalances and inequalities of the past and has aimed at:

▪ Promoting the restructuring of spatially inefficient settlement forms;

▪ Encouraging wise and sustainable land use;

▪ Channelling resources to areas of greatest need and development opportunity;

▪ Stimulating economic development opportunities in both rural and urban areas; and

▪ Supporting equitable protection of rights to and in land.

Accordingly, the Government has adopted a range of legislation and policies, which allows for a more flexible, participative planning methodology that is principle-led and rights-based. For the Amathole

Spatial Development Framework Review, the key legislative informants of the new approach to spatial planning are derived from: -

▪ The Municipal Systems Act (Act 32 of 2000) – specifically Chapter 5, read with

▪ The White Paper on Wise Land Use: Spatial Planning and Land Use Management (March 2001)

▪ The Spatial Planning & Land Use Management Act (Act 16 of 2013) - SPLUMA

The above laws and legislative policy documents now provide the foundations for establishing the parameters of any Spatial Development Framework.

72 As such, these are the principle informants on matters of spatial planning policy for the Amathole District

Municipality. In the case of the enacted laws, the Municipality is legally obliged to apply their provisions when engaging in spatial planning and guiding and supporting its Local Municipalities in performance of their assigned land use management/land use regulation functions.

In an effort to ensure alignment to provincial guidelines cognizance was taken of the seven pillars which was used for the development of the 2010 Provincial Spatial Development Plan. These seven pillars were then revised to formulate three guiding pillars in an effort to start better co-ordinating and aligning strategic planning. These three pillars in turn aligned to the Spatial Planning Land Use Management Act

No. 16 of 2013 (SPLUMA) which is a key informant of the Amathole District Municipality SDF review.

Another defining aspect if this review is the implementation of the ADM Vision 2058 document. This report is goal driven and creates a vision goal for the district which this SDF review should align to the concepts and ideologies mentioned in the vision document. Such goals include the creation if a Smart

District which places focus on improving the lives of ADM citizens through the provision of basic infrastructure.

73 SECTION E DISTRICT OVERVIEW

This section of the report deals with the analysis of the current

district situation and is therefore carried out in terms of the Rural

Development and Land Reform’s, Spatial Development

Framework Guidelines and Evaluation Framework 2014. The

situation analysis has been assessed in terms of the biophysical,

socio economic and built environment disciplines as per the

recommendation of SPLUMA.

E 1. STUDY AREA

The Amathole District Municipality is comprised of six local

municipalities; namely, Mbhashe, Mnquma, Great Kei, Amahlathi,

Ngqushwa and Raymond Mhlaba. The District covers an area of

approximately 21 117km² which is home to an estimated

population of 880 790 persons, as per the Statistics South Africa

Community Survey 2016.

Four heritage routes have been developed that are named after

Plan 4. Amathole Locality Plan Xhosa kings and heroes. These include the Maqoma Route, the Makana

Route, the Sandile Route and the Phalo Route. These intertwine with the

other tourism routes located within the district, namely the Sunshine

Coast Route, the Wild Coast Route, the Amathole Mountain Escape

Route and the Friendly N6 Route.

74 SECTION F DEMOGRAPHICS PROFILE

This chapter analyses the socio-demographic and human settlement characteristics of the Amathole

District Municipality.

F 1. POPULATION

According to Statistics South Africa, the total number of

people who reside within the District amounts to

892 637, with people of all ages and population

groupings.

According to Statistics South Africa, Community Survey 2016, the total population of the Municipalities were as follows:-

Municipality 2011

Mbashe Municipality 254 910

Ngqushwa Municipality 72 189

Amahlati Municipality 122 778

Mnquma Municipality 252 390

Great Kei Municipality 38 991

Raymond Mhlaba Municipality 151 381

Amathole District Municipality 892 637

Table 4. Population Distribution

75 When making a comparison with the status for the Eastern Cape province, the following total population has been identified:

Eastern Cape Province 2016

TOTAL POPULATION 6 996 976

Through this representation, we are able to see that 12.6% of the population of the Eastern Cape resides in ADM.

Population Trends / Projection

Population projection: According to the Amathole LED, the population projection for ADM projected to grow at an average annual rate of 0.54% from 860 000 in 2015 to 927 000 in 2030:

Year Male Female Total

2018 418 457 448 474 866 931

2019 418 784 448 335 867 119

2020 419 524 448 646 868 170

2030 427 594 452 527 880 121

2040 461 309 474 564 935 873

2050 507 253 515 400 1 022 653

2058 554 011 558 278 1 112 289

Table 5. Population Trends

The Eastern Cape population will decline by -0.02% year on year over the next Five years. Projecting the negative growth rate into 2058, this will lead in a decline in the provincial population from being 11.5% of the national population in 2017 – to 6.58% in 2058.

76 The Amathole population as a district within the Eastern Cape Province will grow at an average rate of

0.63% over the next 40 years. Although the estimate population growth rate is better than the population

growth estimated for the Eastern Cape Province, the Amathole District will be growing slower than the

estimated national average of 1.34%.

F 2. AGE STRUCTURE

The ADM shows a significant proportion of youth

dependency.

The age structure shown alongside shows that a total

of 57,6% of the population are of the ‘working age’

grouping. 33.4% of the population are under the are of

15 years, while only 8,9% of the population are

pensioners over the age of 65 years.

The tables below depict the age distribution splits within the local municipality that make up the district.

MBASHE LOCAL MUNICIPALITY

2011 Percentage (%) 2016 Percentage (%)

99344 Children (0-14) 96 828 35.8% 35.8%

119715 Youth (15 – 34) 82 188 43.3% 43.2%

37630 Adults (34 – 64) 55 227 13.5% 13.6%

20560 Elderly (65+) 20 667 7.4% 7.4%

TOTAL 254 910 100% 277 249 100%

Table 6. Mbashe Age Distribution & Comparison

NGQUSHWA LOCAL MUNICIPALITY

77 2011 Percentage (%) 2016 Percentage (%)

Children (0-14) 21 660 31.2% 19834 31.1%

Youth (15 – 34) 20 160 36.8% 23456 36.8%

Adults (34 – 64) 21 792 20.3% 12970 20.3%

Elderly (65+) 8 583 11.7% 7434 11.7%

TOTAL 72 195 100% 63 694 100%

Table 7. Ngqushwa Age Distribution & Comparison

AMAHLATI LOCAL MUNICIPALITY

2011 Percentage (%) 2016 Percentage (%)

Children (0-14) 38 427 31.6% 32050 31.5%

Youth (15 – 34) 37 665 40.6% 41598 40.9%

Adults (34 – 64) 36 066 19.2% 19787 19.4%

Elderly (65+) 10 608 8.6% 8390 8.2%

TOTAL 122 766 100% 101 825 100%

Table 8. Amahlati Age Distribution & Comparison

MNQUMA LOCAL MUNICIPALITY

2011 Percentage (%) 2016 Percentage (%)

Children (0-14) 86 613 33.1% 81570 33%

Youth (15 – 34) 79 629 42.1% 104229 42.2%

Adults (34 – 64) 53 519 15.8% 38935 15.8%

Elderly (65+) 22 632 9% 22080 8.9%

TOTAL 252 393 100% 24 6814 100%

Table 9. Mnquma Age Distribution & Comparison

GREAT KEI LOCAL MUNICIPALITY

78 2011 Percentage (%) 2016 Percentage (%)

Children (0-14) 11 178 28% 8674 27.4%

Youth (15 – 34) 12 465 42.6% 13636 43%

Adults (34 – 64) 11 712 20.1% 6366 20.1%

Elderly (65+) 3 636 9.2% 3016 9.5%

TOTAL 38 991 100% 31 692 100%

Table 10. Great Kei Age Distribution & Comparison

NKONKOBE/NXUBA / RAYMOND MHLABA MUNICIPALITY

2016 2011 Percentage Percentage (%) (RAYMOND (NKONKOBE/NXUBA) (%) MHLABA) 36 597 Children (0-14) 29.2% 46 513 29.2% 7 278 41 001 Youth (15 – 34) 43% 68 666 43% 7 503 37 812 Adults (34 – 64) 19.1% 30 419 19.1% 7 434 11 700 Elderly (65+) 8.7% 13 917 8.7% 2 046 127 119 TOTAL 100% 159 515 100% 24 261

Table 11. Raymond Mhlaba Age Distribution & Comparison

F 3. POPULATION GROUP

The Municipality had a total population of 914 822 persons in 2016, of this total, 893 313 are Black

African, 12 164 are coloured, 892 are Indian/ Asian, 8 452 are White. The black African population

accounts for 97.7% of the entire population. The chart below provides a visual distribution of the racial

groups within the Municipal area.

79 The table and figure below provides a comparison between the 2011 and 2016 statistics:-

AMATHOLE DISTRICT MUNICIPALITY

2011 Percentage (%) 2016 Percentage (%)

Black African 859 414 97.6% 893 313 97.7%

Coloured 12 073 1.3% 12 164 1.3%

Indian or Asian 854 0.1% 892 0.1%

White 8 450 0.9% 8 452 1%

Other - - - -

Table 12. CHDM Population Group

F 4. GENDER SPLIT

The split between males and females, in 2011 within the Amathole District Municipality, was 432 296

and 482 526, respectively. This equated to 47.3% of the population being males while 52.7% are females.

This indicates a fairly even split between the two sex groups, as one sex group does not significantly

dominate the other. However, there are 6.4% more females than males within the District jurisdiction.

The figure below depicts the number of females versus the number of males, as per Statistics South

Africa Census of 2011 and 2016.

AMATHOLE DISTRICT MUNICIPALITY

2011 Percentage (%) 2016 Percentage (%)

Male 432 296 47.3% 416 355 47.3%

Female 482 526 52.7% 464 436 52.7%

Table 13. Gender Split Comparison

80 F 5. EMPLOYMENT STATUS

A total of 33.7% of the population of ADM are

not economically active. This is a fairly high

percentage when considering that 42.4% of

the population are not applicable due to being

under the age of 15 years.

F 6. INDIVIDUAL MONTHLY INCOME

It is interesting to note that 51.9% of the population of ADM who are of working age, earn below the

minimum wage. This is a significant figure to note.

81 Implications

The above mentioned demographics assists with understanding the types of population that exists within the district in order to adequately plan for this population.

The high youth population indicated that the ADM SDF needs to address job creation for this population grouping. Further, the higher female gender split emphasises that the ADM SDD needs to consider females in planning and how to provide specifically for their needs.

The high unemployment rate of 23.7% and the high number of people having no form of income or earning below the minimum wage of the district would further emphasise the need to ensure that the

SDF addresses job creation within the District as well as skills development in order to equip individuals to be able to generate a sustainable income.

82 SECTION G BUILT ENVIRONMENT

The Built Environment is one of the three SPLUMA Pillars. This section will address the Built aspects of ADM including the towns, road network, infrastructure, land use ownership, etc.

G 1. NODES / TOWNS, CHARACTER, FUNCTION & HIERARCHY

In the context of a District SDF, towns can be categorised as Nodes ad they are centres of activity. They are also the catalysts of growth which are normally located on main transportation routes and intersections. The

Amathole District Municipality has various nodal areas/towns. These towns are promoted by ADM as locations for housing, wholesale and retail enterprises, health and education facilities. These areas include:-

Plan 5. Nodes and Centres

83

G 2. LAND USE

The land use shown alongside highlights the major functions of the land within the District. We are able to see the relationship between the built up verses the non built up areas. We are also here able to see the rural hinterland areas

The land use patterns in the former homeland areas are distinctively different. Settlement in the former Ciskei and Transkei is predominantly of the dispersed “traditional” rural village land use type, where subsistence-farming practices (pastoral and dryland cultivation) are the dominant forms of land use activity apart from the residential function of these areas. In contrast, settlement and land use in the former RSA component of the district is largely characterised by nodal urban development (small service towns) and commercial farms.

Largely, the spatial pattern of the Study Area is characterised by a

“mismatch” of separate rural and urban areas, which are nevertheless functionally interrelated and dependent on a core area like Komani.

It is important to note that the spatially fragmented settlement pattern of the Study Area is the result of different political historical factors, as well as administrative and ideological based Plan 6. Land Use development initiatives implemented in the area over the last century.

84 G 3. SETTLEMENTS

Centered around the metropolitan area of East London/King Williams Town and Bhisho, the Amathole

District Municipality has a mixture of commercial farms served by local centres and vast tracts of communal owned land, which is settled by large numbers of villages. The eastern sector is particularly densely covered by these settlements. The sub district centres supporting these settlements include;

Fort Beaufort, Butterworth, Stutterheim. The local centres include Alice, Adelaide, Bedford, Willowvale,

Cathcart, Elliotdale, Ngqamakwe, Dutywa and Peddie. Plan 6 highlights the settlements in the district as well as shows their relationship to the nearby towns and centres. Through this plan, we are able to see the dispersion of settlements as well as the areas which do have any settlements.

The central region is served by the Provincial Centre of East London, with district centres being

Bhisho/King Williams Town of which fall within the Buffalo City Metropolitan Municipality. Of particular importance are the critical linkages between the Provincial Centre and the region (or hinterland) without which its economy would not exist. This is seen to be a strategic relationship whereby, growth in the region will support growth in the city. The various settlement typologies which exist in the Amathole

District Municipality are discussed below.

Urban Built up-Areas

The major urban centres in close proximity to the district is East London, at the heart of the Buffalo City

Metropolitan Municipality. The second-tier towns include Butterworth, King William’s Town (BCMM),

Stutterheim and Alice. Third tier towns include Fort Beaufort, Adelaide, Peddie, Dutywa, Bedford and

Cathcart. The remaining smaller towns in the District are generally commercial service centres to the surrounding rural areas. There are also a number of Peri-Urban Areas around the major urban centres.

Rural Settlement Area

The rural areas are characterized by numerous and complex settlement and tenure arrangements whilst less formal tenure arrangements characterize the rural settlements within the former Transkei and Ciskei areas. Most villages have rural lifestyles and practice subsistence farming activities.

85 Coastal Resorts

The attractive coastal features have resulted in small holiday resorts being developed, particularly at river mouths and in the small bays. Over time these resorts have changed in character and despite being important tourism centres, are slowly becoming more established residential settlements. These types of settlements are particularly prevalent within the Great Kei Municipality.

Farming Areas

The Amathole District Municipal area has diverse natural resources in terms of topography, climate, soils, gradient, vegetation, temperature and rainfall. These natural resources are generally limited in agricultural potential, particularly with regard to intensive agricultural enterprise development. The exceptions are the coastal strip with its higher rainfall and deeper soils.

Commercial Farming

Commercial farming is currently limited to the following municipal areas within the Amathole District

Municipality: Great Kei, Amahlati, and Raymond Mhlaba Local Municipalities.

Semi-Commercial/Subsistence Farming

The subsistence agricultural areas are concentrated in Mbhashe, Mnquma and Ngqushwa Local

Municipalities that include former homeland areas. This indicates a certain reliance on agriculture for survival in these areas. Due to historical factors, the land tenure system, a lock of input resources and suitable roads and infrastructure, the subsistence areas produce far less agricultural output than their potential would allow under more favourable circumstances.

Urbanisation

Settlement growth in the Amathole District has tended to be higher due to the proximity of Buffalo City and the generally suitable living conditions in the coastal area. Certain amount of commercial/retail interest has been seen in Alice, Butterworth, Stutterheim and other local centres with the construction of shopping centres.

86 Settlement Typology

The settlement typology of the district as discussed in the EC PSDF has a mixture of commercial farms served by local centres and vast tracts of communal owned land which is settled by large numbers of villages. The eastern sector is particularly densely covered by these settlements. The sub district centres supporting these settlements include; Fort Beaufort, Butterworth, Stutterheim. The local centres include

Alice, Adelaide, Bedford, Willowvale, Centane, Cathcart, Elliotdale, Ngqamakwe, Dutywa and Peddie.

Settlement growth in the Amathole District has tended to be higher due to the proximity of Buffalo City and the generally suitable living conditions in the coastal area. a certain amount of commercial/retail interest has been seen in Alice, Butterworth, Stutterheim and other local centres with the construction of shopping centres.

Figure 15. Settlement Typology Amathole District Municipality

87 G 4. LAND CLAIMS

The Commission for Restitution of Land Rights in the EC continues to settle 1998 claims with both land

and monetary compensation. The ADM had a total number of 8 053 logged claims. Of which they have

settled 7 743 and are outstanding a total of 310 claims. The District has settled a total number of 7 743

claims, which totals to 96.2% of the claims. The table below shows the claims per district in Eastern

Cape. In comparison to the percentages of the other districts of Eastern Cape, ADM has settled a fair

amount of claims thus far considering that the district had the most number of logged claims.

District Lodged Settled Outstanding % of Settled Claims Municipality Claims Claims Claims

Alfred Nzo 67.9 84 57 27

Amathole 8053 7743 310 96.2

Sarah Baartman 96.6 7137 6891 246

Chris Hani 2114 2014 100 95.3

Joe Gqabi 117 89 28 76.1

O R Tambo 133 55 78 41.4

Total 17638 16849 789

Table 14. Raymond Mhlaba Age Distribution & Comparison

IMPLICATIONS

The settlement pattern of the district helps to understand where people are concentrating and where

they would like to reside for various reasons. Such reasons would include the proximity to resources

such as being close to a water source or within an area which has potential to farming, as well as close

proximity to a transportation route or to job opportunities.

It further provides information on where social facilities may be required based on conducting an analysis

on where facilities are currently located and which settlements are not serviced by these areas.

88 Plan 7. Settlements

89 Plan 8. Change in Settlements

90 G 5. LAND TENURE

Land tenure is the ownership or holding of land by title or lease, or permission to occupy, social or customary tenure.

There are two land recording systems: the formal system based on survey of farms/erven, approval of survey diagrams by the surveyor-general and registration of title in the deeds registry; and transfers by conveyances of freehold titles and quitrents. In the second system, sometimes referred to as an ‘off- register’ system, communal land is held either by permission to occupy (pto) after demarcation of allotments for residence or arable, recording in a district land register and issue of a pto certificate; or is held by customary tenure with no formal record.

Freehold Title

This applies to land formally surveyed, numbered and then registered in the deeds registry, fully owned by a juristic person, which can be transferred or leased. Most properties are ‘farms’ in rural areas or

‘erven’ in urban areas. Each may be further subdivided into smaller portions (farms in the agricultural sense often consist of a number of such cadastral units).

State Land

State Land is held by government for a range of purposes in different forms. State Land in the District, which is situated in the former Ciskei and Transkei areas, is legally owned or held in trust by the Minister of Rural Development and Land Reform. Some state land, especially communal land, is surveyed and registered, but has only recently been surveyed; and is still unregistered in the Deeds Registry.

State land in the former Republic of South Africa (RSA) is owned by the Minister of Public Works. The

Provincial Dept of Public Works owns state land for state domestic use which falls under provincial competence constitutionally.

Before state land can be disposed of to a land reform beneficiary or a municipality, it has constitutionally to be vested in either the national or a provincial government. Unfortunately this is a painstaking procedure, requiring the minister’s signature for each individual cadastral unit.

91 ‘State Domestic Use’ is tenure for uses such as schools, police stations and hospitals, and falls under the national or EC Dept of Public Works. On communal land, state domestic use was recorded on reservation certificates. Management of such facilities usually falls to the relevant government department.

‘State Forest’ is state land managed by Department Agriculture, Forestry and Fisheries but requires the agreement of the Minister of Rural Development and Land Reform for any change of tenure.

‘Roads’ are on either state, provincial, or municipal land, but national roads are held under freehold title by SANRAL. Provincial government also owns state land such as provincial Nature Reserves, and some urban land is in the process of transfer to municipalities and/or disposal to individuals.

‘Municipal Land’ is registered urban land owned by a local authority. The transformed municipal boundaries incorporating rural communal areas have led to tensions and misapprehensions about land ownership and control which are unlikely to be resolved until the Communal Land Rights Act and integrated planning legislation are in place. Municipal state land may be used for services, or settlement and development.

‘Municipal Commonages’ around or adjacent to urban areas are owned by municipalities for the benefit of local residents. Some are surprisingly large. Others have been enlarged recently under land reform.

(NB the word ‘commonage’ is used on occasion to refer to communal land not allocated to residential or arable. This is not the same as urban or municipal commonage)

Communal Land

‘Communal’ land is held in trust by the Minister of Rural Development and Land Reform, but also regarded by government as co-owned by the local community. It legally is owned by the State, but is held by individuals under PTOs, (customary tenure) (see below), by quitrent grants, or by lease.

Individual’s rights on it are protected by the Interim Protection of Informal Land Rights Act (IPILRA).

Group ownership will be legally transferred from the state to the communities, if and when the Communal

Land Rights Act is implemented.

92 The majority of land in communal areas is unsurveyed and unregistered. The basic spatial unit is the

Administrative Area (AA) which was previously known as locations, locally known is ‘ilali’. The boundaries of villages and wards existing at the time were described and gazetted in the late 1800’s or early 1900’s. These boundaries fixed the social landscape with wall-to-wall boundaries where previously boundaries were more fluid and there was some common land between villages. Land tenure within communal areas of the Eastern Cape is governed by a series of proclamations such as Proclamation

174 of 1921, Proclamation 26 of 1936 (commonly known as PTO or Permission to Occupy legislation).

Most Admin Areas include a number of villages and cover at least several hundred hectares and fall under a headman and a number of sub-headmen. Each Magisterial District consists of 40 or 50

Administrative Areas. Each AA also forms part of a Tribal Authority Area under a chief. Tribal Authorities are then grouped under a former Paramount Chief, or now, a King.

Traditional / Customary Tenure

Customary tenure persists from pre-colonial times in rural areas. State or trust land is allocated to heads of household by a hierarchy of traditional leaders. Government structures, such as Tribal Authorities, have been superimposed on the traditional tenure system.

The land was regarded as held by the chief on behalf of the community. Land rights are a bundle of land use rights including residence, ploughing, fuelwood, building materials, water, veldkos, medicinal plants and other rights, such as access to the communal area and participation in community forums.

Customary tenure has shown itself to be adaptable to informal tenure arrangements, and forms the foundation of a flexible, persistent social system.

Permission to Occupy (PTO)

Colonial administrators formalised customary tenure into a system commonly known as PTOs –

Permission to Occupy – under a series of Cape Government proclamations from the 1880s onwards, culminating in Proclamation 26 of 1936 applicable in the 21 unsurveyed magisterial districts of Transkei,

Proclamation 174 of 1921 in the surveyed, quitrent districts, R188 of 1969 in Ciskei, and the Proclamation of 1920. These are similar but with local differences, and are still in force, unrepealed.

93 A PTO is a permit for occupation of unregistered state or trust communal land for a specific purpose, under Section 4 for either residential or arable allotment.

Unlike freehold title it is a land right attached to the person, not the parcel of land. It was issued to a head of household (i.e. black, male, married, member of the community). It was free and issued for life; and is not transferable, inheritable, or usable for financial security.

By using local agricultural staff to demarcate sites by chaining, recording in a land register, and issuing the certificate at district level, the PTO process avoided the costs of the formal survey and registration system, which had led to the abandonment of the quitrent system by the 1920s.

This procedure for tenure was later linked administratively to tax collection and ‘betterment’ planning.

Betterment was widely opposed in many regions especially in Transkei, leaving traditional tenure more common than PTOs.

Section 5 PTOs were for special purposes such as outsiders’ cottages or hotels or missions, for limited periods, with payment of annual or triennial rentals. No valid PTOs have been issued since 1994, because the authority to administer these proclamations has not been delegated by the Minister to any officials.

Quitrent Title

Quitrent is a compromise form of titled tenure first used in South Africa in the 1700s by the Dutch East

India Co to maintain some control over distant trekboers. It is inheritable land registered in the deeds register, but under limiting conditions of transfer. It requires payment of an annual rental to government.

An exceptional provision to obtain full title was used in some cases by the former Transkei administration.

Quitrent is widespread in the Ciskei from 1860 and surveyed south-western districts of Transkei following the Glen Grey Act of 1895, but was discontinued because of the costs of survey. Neglect of quitrent payment and transfer to heirs has left the system in practice little different to PTOs, but with a legacy of overlapping land rights and boundaries. It was used particularly for trading stations under

Proclamation 11 of 1922.

Common Hold

94 This is a recent form of group title to land registered in the Deeds Registry under the Communal Property

Association Act or Restitution Act.

Leasehold

Land may be rented by the owner to a lessee, either less formally short-term, or formally registered in the Deeds Registry if for a period of ten years or more.

History of Land Tenure and Land Administration in The Communal Lands of the Eastern Cape

The current status of land ownership in the communal areas is complex and land tenure in these areas may best be understood as successive layers of tenure laws and administration placed one on top of the other, over the past one hundred and fifty years.

The original layer, before conquest in Ciskei (1819-1878) or annexation (1852 - 1894) in Transkei was customary or indigenous group tenure administered by a nested hierarchy of traditional leadership (chief, headman, male head of household) who were responsible for allocating a bundle of rights to different resources to each household.

Subsequently, Colonial authorities partly formalized this allocation, with surveyed community boundaries and the issuing of Permission to Occupy certificates (PTOs) culminating in proclamations which have not yet been repealed. Issued under the Cape government, they are primary legislation equivalent to an act. In terms of this body of legislation the land application process required three role-players: the tribal authority, the Department of Agriculture and the Magistrate:

• The Tribal Authority – received applications for sites through the Headman, certified the status of the applicant as a member of the community; • Department of Agriculture – demarcated the sites and recorded them on 1:18 000 maps; and • Magistrate’s Office – issued the PTO and recorded it in a Land Register.

Under the proclamations land is held by Permission to Occupy and issued to each head of household

(until 1994, black, male, married, recognized member of the community were the guiding conditions.

These are now being transformed by constitutional requirements). PTO’s were issued for a residential site (demarcated by agricultural staff) and an arable land. It also implies livestock grazing right within the Admin Area. The legislation is now the responsibility of the National Department of Rural

95 Development and Land Reform but in effect is not administered. It is intended to be replaced by the

Communal Land Rights Act (11/2004). Public or government functions such as school sites were held under a reservation certificate.

Certain isolated land parcels were effectively excised from communal land by demarcation as state forest, by PTOs for trading stations (some converted to title), by reservation certificates for schools and hospitals, by demarcation as recreation sites on the coast for cottages, campsites and hotels, and by a very few freehold titles. In areas of Ciskei and southwestern Transkei, early land reform attempts were made by introduction of Quitrent land grants beginning in the 1860s, especially in areas with Amafengu settlers, and in Transkei under the Glen Grey Act of 1894.

The third layer of tenure, from apartheid administration, associated the issuing of PTOs with betterment planning (consolidating residential, arable sites and grazing camps). This was violently resisted in

Pondoland and the majority of the Wild Coast still has dispersed settlement under customary tenure. In much of Transkei, betterment was implemented late and half-heartedly.

The removal of the land administration function from Magistrates offices in 1996 left a vacuum of land administration, since partially filled by a confusion of legally impotent authorities such as DLA, provincial

Department of Agriculture, traditional leadership, SANCO and sometimes municipalities. The Chiefs and the Tribal Authority structures continue to play a varyingly important role in the allocation of land (See below Land Administration).

This period also provided a set of technically focussed national acts for Land Survey, Deeds Registration, and State Land Disposal, which are still in force.

The present tenure layer is the set of post 1994 land reform laws and procedures, which are as yet only partially implemented. These include the following pieces of legislation: -

• Interim Protection of Informal Land Rights Act (IPILRA) 31 of 1996; • Restitution of Land Rights Act 22 of 1994; • Communal Property Association Act; • Traditional Leadership and Governance Framework Act 41 of 2003;and • Communal Land Rights Act 11 of 2004 (Not yet implemented )

96 Source: ECPSDP 2010

Land Administration

Land Administration includes functions regulating:

• the development and use of the land; • the resolution of conflicts concerning the ownership and use of the land; • the allocation of rights to land adjudication, delimitation and registration recorded of the land parcel; • The spatial/land information which forms the backbone of the Land Administration system; and • It may also include fiscal functions of taxation valuation and compensation.

Although all these functions are traditionally associated with registration systems, there are also adapted forms of these functions linked to records such as the PTOs and to informal settlements and/or settlements under customary law.

The LA system for off-register land rights has collapsed due to the post-1994 constitutional changes and institutional restructuring and is currently being executed on an informal basis outside of approved and dedicated national and provincial organisational structures. This collapse has affected the majority of rural occupiers of state land in the former homelands, and probably the majority of households in the

Eastern Cape.

The former Land Administration for off-register rights in the former homelands is also fraught with legacy problems in that it was a racially-based system, had become increasingly authoritarian under apartheid (driven by administrative action) and was essentially "permit-based", thus removing and constraining the ability of rights holders to enforce or protect their rights. Since the enactment of the

Interim Protection of Informal Land Rights Act (IPILRA), however, the rights have legal protection from arbitrary deprivation, and the apartheid institutions governing the allocation and issuing of the rights have been restructured according to new constitutional injunctions, albeit only partially in the case of Tribal

Authorities, whose role remains undefined.

97 Spatially the Land Administration system was administered from the magistrate’s office in each District, making it easily accessible to rural people. An adjacent agricultural office in each centre was an integral part of the government administration.

Up to 1994 this system was still operative, for example in Transkei in 1990, over 6000 residential sites and 2300 arable allotments were demarcated. From 1994 the whole system was removed or frozen but nothing was put in its place, leaving rural people in communal areas the most neglected in terms of land rights and administration.

Land Reform

The Amathole District Land Reform and Settlement Plan (LR and SP) was one of a number of Sector

Plans undertaken by the Amathole District Municipality, as part of its IDP Review process. The LR and

SP focuses on the issues of land reform within the Amathole District.

One of the key proposals emanating from the LR and SP in relation to land development and the management of settlement processes within the context of land reform, was the identification of broadly defined areas termed Land Reform and Settlement Zones, wherein it is proposed that planning and implementation of land reform and settlement development processes should be prioritized.

IMPLICATIONS

The land administration system affects all aspects of Land Administration in the Province, as well as in the district. This includes the legal issuing of land rights, issuing of land use rights, recording of land rights; as well as the maintenance and storage of original and current records of land rights. Systems of land allocation, evidence for adjudicating land rights, spatial representation of land rights; and maintenance and storage of old maps, land use planning and management systems etc. ultimately makes the system difficult to control and if not addressed, will delay service delivery.

The high number of housing projects still to be implemented indicates slow implementation process of housing delivery. This can also be the result of land release issues that the district is currently experiencing, which requires urgent intervention from a provincial level.

98

Plan 9. Land Tenure

99 G 6. SMALL TOWN REVITALISATION (STR) PROJECTS ALICE – RAYMOND MHLABA

Alice town has been identified as a key region. As per the EC PSDF, 2018, it has been identified as being part of a Future Settlement region. It is under this notion that the revitalisation of Alice town is key to the ADM.

According to the Alice LSDF, the town of Alice needs to undergo revitalisation. Major challenges that have prevented it from reaching its full potential. The challenges include the following:

▪ Uncoordinated Development efforts resulting in ad hoc decisions, duplication of efforts,

inadequate alignment of investments and development initiatives, the underutilisation

of services and resources and delays in decision making.

▪ Limited Municipal capacity to handle the plethora of problems facing the area.

▪ Lack of a comprehensive, proactive and developmental Land Use Policy and

Implementation Framework.

▪ Municipal Infrastructure and Housing backlogs

▪ Lack of effective economic Infrastructure and general economic decline

100

101 The Small-Town Development Projects identified are:

102 G 7. HOUSING PROVISION

An analysis has been completed for housing delivery within each of the district municipalities of the

Eastern Cape which has been extracted as of March 2017. The table below shows the numbers of housing delivery per district.

DISTRICT Amount %

Alfred Nzo 107,388,980.56 24.1

OR Tambo 90,896,743.46 20.4

Amathole 12,229,021.29 2.7

Sarah Baartman 7,115,475.71 1.6

Chris Hani 83,238,517.49 18.7

Joe Gqabi 32,885,281.59 7.4

NMBMM 83,126,409.52 18.7

BCMM 28,730,896.69 6.5

TOTAL 445,611,326.31 100.0

Table 15. Housing Provision

It can be seen through the above graph that ADM ranks the second lowest to the Sarah Baartman District with regards to housing provision in the Eastern Cape Province (EC PSDF, 2017) .

IMPLICATIONS:

It is noted that the most dense local municipalities within the District are Mnquma and Mbashe. Local

Municipalities. It must be ensured that these areas are adequately provided for in terms of supporting social amenities. The demand for housing in the district is also increasing and the delivery is at a pace which can not provide for this high demand.

103 Housing Tenure

According to the community survey of 2016, there are a total of 76.07% of persons living in the

ADM who own a house while 5.1% rent, and 10.1% live with family.

Occupying Municipality Renting Owned Other Unspecified rent-free

Mbashe LM 7 643 202 278 38 284 28 389 655

Ngqushwa 1 693 47 516 11 201 3 285 - LM

Amahlati LM 4 991 82 089 6 512 7 935 299

Mnquma LM 13 843 198 355 19 224 14 558 833

Great Kei LM 2 260 27 364 1 084 595 -

Raymond 14 444 112 079 17 696 15 294 2 Mhlaba LM

Amathole District 44 874 669 681 94 001 70 056 1 789 Municipality

Table 16. Housing Tenure

104 Plan 10. Land Tenure

105 G 8. HOUSING TYPOLOGIES

A variety of housing typologies exist within ADM. These vary within the urban nodes and centres as well as within the rural nodes. The various housing typologies are shown in the table below.

A study of Inadequate Housing was also conducted as part of the housing typology assessment where the number of traditional, backyard, informal dwellings, as well as caravans was assessed in the various districts of the province.

The graph below highlights that ADM ranks the second highest amongst the rest of the districts in the

Eastern Cape for the percentage of “Inadequate Housing” with a total percentage of 17.3%, after O R

Tambo District.

A variety of housing typologies exist within ADM. These vary within the urban nodes and centres as well as within the rural nodes. The various housing typologies are shown in the table below.

A study of Inadequate Housing was also conducted as part of the housing typology assessment where the number of traditional, backyard, informal dwellings, as well as caravans was assessed in the various districts of the province.

The graph below highlights that ADM ranks the second highest amongst the rest of the districts in the

Eastern Cape for the percentage of “Inadequate Housing” with a total percentage of 17.3%, after O R

Tambo District.

Sarah Amathol Chris Joe O.R. Alfred Eastern Housing Type BCMM NMBM Barman e Hani Gqabi Tambo Nzo Cape

Traditional dwelling / hut/ 161 476 282 2 751 98 217 74 673 33 987 93 612 10 155 1112 of traditional 775 (69.6%) materials House / flat / 34 407 room in 1 719 5 802 4 536 1 449 20 400 11 049 4 443 8 862 (5.0%) Inadequate Housing backyard

106 Informal 93 458 dwelling (shack 5 007 3 522 1 719 1 500 1 836 1 065 10 896 29 999 (13.7%) in backyard) Informal dwelling (shack 65 493 8 907 9 378 2 691 2 646 2 523 945 38 892 5 046 in squatter (9.6%) settlement 1 763 Caravan or tent 327 174 159 87 456 156 201 203 (0.3%) 13 167 Other 918 1 425 1 200 600 2 052 4 023 1 461 1488 (1.9%)

189 110 Total 19 629 118 518 84 978 40 269 65 548 46 713 684 570 042 850

% of inadequate 2.9 17.3 12.4 5.9 27.6 16.2 9.6 6.8 100.0 housing

Table 17. Housing Typologies

G 9. INFORMAL SETTLEMENTS

Informal Settlements within the context of the ADM SDF are areas where groups of housing units have been constructed on land that the occupants have no legal ownership or rights over.

Informal settlements are prominent within ADM, Informal Settlements of various size are sparsely located throughout the district. The distribution of Informal Settlements are shown on Plan 19. The plan shows that the majority if Informal Settlements are found within the Mnquma and Mbashe Local

Municipalities. The Informal Settlements within these LMs are also seen to be at a higher density than those of other LMs. Informal Settlements are also seen in Ngqushwa Local Municipality.

107

Plan 11. Informal Settlements

108 G 10. LAND CAPABILITY

Land Capability is determined by the collective effects of soil, terrain and climate features. It indicates the most intensive long-term and sustainable use of land for rain-fed agriculture and simultaneously highlights the permanent limitations associated with the different land use classes. It is therefore a more general term and conservation orientated than land suitability.

The table below indicates the potential land use for each land capability class.

POTENTIAL LAND USE PER LAND CAPABILITY CLASS (SOURCE: AGRICULTURAL RESEARCH COUNCIL) Land Capability Intensity of use for rain-fed agriculture Grazing & Forestry Crop Production Veld Very Order Class Wildli Forest Vel Reinforcem Pastur Limit Moder Intensi Intensi s es fe ry d ent es ed ate ve ve

A I x x x x x x x x x II x x x x x x x x III x x x x x x x Arable B

IV x x x x x x

V x x x x x C VI x x x x VII x x x

Non arableNon D VIII x

Table 18. Potential Land Use Per Land Capability Class

As indicated on the plan below, there is certain areas of high potential arable land (class I) in Amathole

District Municipality. It is within these areas that farming should be encouraged. It must be noted however that these are only a few pockets of land within the district and due to this, Irrigation Schemes and Stock Farming will play a significant role in agriculture.

These pockets are located throughout the district, including in Mnquma, Great Kei, Amahlati, Ngqushwa and to the south of Raymond Mhlaba.

109

Plan 12. Land Capability

110

Plan 13. Arable Land

111 IMPLICATIONS

It can be seen from the plan above that there are certain pockets of land which have high arable potential.

It should be within these areas, that agriculture is promoted. The irrigation schemes should be maintained / upgraded.

G 11. INFRASTRUCTURE

Road and Rail Network

There has been an increasing shift to road freight over the years, due to the flexibility, speed and reliability of road transport over rail. The N2 and N6 are the most used national corridors for freight traffic; and the origin and destinations of the major freight routes are as follows:

N6: This route provides a link between East London and the N1 corridor via Aliwal North to Bloemfontein.

N2: The N2 national road between Cape Town and East London comprises the N2 national road and the

R72 provincial road. N2: The N2 national road from East London to Durban via Mthatha.

SOURCE: IPD Review 2018/2019

The following statistics are available regarding the road network of ADM:

• 20% of national roads found in the Eastern Cape are found in the Amathole District.

• 19% of the provincial network is found within the Amathole District. Majority of the provincial

network within the Amathole District is not paved (66%).

• Only 3% of the total district road network is paved. The total district network constitutes 63%

of the total road network.

• Only 1km of local road network is paved. The total road network constitutes 17% of the total

road network.

All railways belong to either Transnet Freight Rail (TFR) or to the South African Rail Commuter

Corporation (SARCO).

112 There are considerable delays being experienced by East London manufacturers and port operations due to the poor conditions and restrictions on the direct rail line through to the interior of the District and beyond.

It has ultimately been proposed that the railway connecting East London to Cookhouse be upgraded; and the National Transport Plan 2050 indicates the intentions of National Government to develop a rail link between East London and Port Elizabeth, providing the opportunity to create a commuter service to Fort

Hare University in Alice. The best-utilized section of the existing commuter rail network is between East

London and Berlin, with a distance of 43 km.

Amathole District Municipality (ADM) responsible for municipal public transport, which is a shared function with local municipalities in terms of services and infrastructure provision. Integrated Transport

Plan was reviewed and approved by Council in May 2017. According to the Integrated Transport Plan

(ITP), majority of residents in the district do not have access to public transport services and/or transport facilities which are close by especially the rural areas.

ADM is also implementing Road Asset Management System (RAMS) in the district on behalf of the

National Department of Transport. The first version of the EASyRAMS has been completed and has been rolled out to all LM’s other than for the newly formed Raymond Mhlaba LM.

Achievements: ADM has upgraded a number of public transport facilities. Idutywa Multi Modal Public

Transport Facility is in the process of being completed with road layer works. Furthermore, Elliotdale

Public Transport Facility is being provided with shelters/canopies, toilets as well as offices

Key Challenges: A number of the public transport facilities continue to operate informally and are faced with non-existence of facilities, some lack basic infrastructure such as toilets, shelters, paving or formal trading facilities.

SOURCE: Amathole District Municipality IDP Review 2018-2019 Version 2 of 5

113 Plan 14. Transportation Network

114 Airports

ACSA is responsible for the East London Airport, which is situated within the Buffalo City Metropolitan

Municipality and operates 16 hours per day; and handles a variety of cargo with domestic and international destinations. Although there is adequate land available for the extension of the runway,

ACSA has recommended that industrialists wishing to use larger freight service, should transport their goods to Port Elizabeth airport by road. This policy clearly affects the competitiveness of East London as a manufacturing centre and places a large burden on the road links between the cities.

Although also situated within the Buffalo City Metropolitan Municipal area, the Bhisho Airport has been awarded international status and has a runway of approximately 2 500m in length.

There are also a number of private airfields managed by various entities spread throughout the Amathole

District in Bedford, Adelaide, Fort Beaufort, Wesley, Cathcart, Esher, Stutterheim, Komga, Dutywa,

Butterworth, Mazeppa Bay, Wavecrest, Kei Mouth, Trennerys and Kob Inn.

Ports and Harbours

Situated within the Buffalo City Metropolitan Municipal area, the East London Harbour is operated by

Portnet with a container and break-bulk terminal. The East London Harbour also has a grain terminal and serves coastal and liner shipping.

The Port of East London is a general cargo port, which handles containers, dry bulk, liquid bulk, break- bulk and motor vehicles. Its main specialization is in motor vehicles, containers and grain.

Water and Sanitation

The Amathole Water Supply System serves some 1.0 million people, providing water to the Buffalo City

Metropolitan Municipality (BCMM) and certain communities in the Amahlathi and Ngqushwa Local

Municipalities, as well as to irrigators along the upper and middle reaches of the Kubusi River. This area is the second largest contributor to the Eastern Cape and it is the economic hub of the Border-Kei region.

It can be concluded that there is adequate water in the system till 2027.

115 The ADM has an Asset Management Policy in place and developed a draft Asset Maintenance and

Renewal Policy (2016) which is accompanied by a draft Asset Maintenance and Renewal Strategy (2016).

The main aim of the Policy is to ensure proper maintenance of the infrastructure assets.

Assets Borehol Abstracti WT Water Sewer Water Reservo WWT Assessme es on points W pump pump bulk irs W nts core statio statio pipelin ns ns es

Total 285 28 36 86 10 2 179 231 28 50 number of compone nts /km of pipeline/ units

Water losses are major concern for the ADM as they affect not only the operational processes, but also impact the financial, social and environmental aspects of the District. Currently, the average non-revenue water is 48.5% while the water losses are at an average of 45.6% over the past 12 months

The ADM is currently reviewing their Water Conservation and Demand Management Strategy of 2012 and depending on the ADM’s financial position, may include one or more of the following activities in each of the LMs:

▪ Repairs of reticulation and bulk water ▪ Consumer meter installation and

pipe network; replacement;

▪ Repairs and/or replacement of bulk and ▪ Retrofitting of internal plumbing and

zone meters; ▪ drainage beyond the domestic water

▪ Pressure Management; meter;

▪ Consumer meter audits; ▪ Training of community plumbers; and

▪ Water Awareness and Education.

ADM owns and operates approximately R4.5 billion worth of Infrastructure, comprised of (ADM WSDP

2017-2022; Municipal Money, 2017):

116 ▪ 30 water treatment works (38 in total, but 8 are operated by Amatola Water Board)

▪ 16 Wastewater treatment works (one operated and maintained by University of Fort Hare)

▪ 17 Dams

▪ 643 Reservoirs (estimate)

▪ 178 Boreholes (estimate)

▪ 600 pump sets

▪ 7000km of pipeline.

Many of the Amathole District Municipality sewer, and water lines are not only aging, but are made of materials not in use today, and prone to leaks and breaks. Much of Amathole District Municipality’s underground infrastructure is not mapped, making it hard to pinpoint issues to make efficient repairs or improvements. Our highways and bridges are also old and at risk.

The below graph highlights the sanitation provision for the district:

AMATHOLE DISTRICT MUNICIPALITY

2011 Percentage (%)

None 40 815 17,16

Flush toilet (connected to sewerage 35 166 14,79 system) Flush toilet (with septic tank) 6 141 0.03

Chemical toilet 6 972 0.03

Pit toilet with ventilation (VIP) 33 759 14,2

Pit toilet without ventilation 76 689 32,25

Bucket toilet 2 781 0.01

Other 35 514 14,94

Table 19. Sanitation

Through this, it can be seen that the 32,25% of residents within the ADM have access to Pit toilet without ventilation and only 14% have access to a flush toilet connected to a sewerage system.

117

Plan 15. Water Infrastructure

118 Solid Waste Infrastructure

The objective with regard to solid waste disposal, is to ensure that solid waste is managed in an integrated, environmentally-friendly and sustainable manner throughout the Amathole District.

ADM is a Regional Waste Sites authority. All the Waste sites under ADM jurisdiction are licensed either for closure or operations with one site in the process of renewing the Licence for Operations. The Eastern

Regional Solid Waste Site established in Butterworth is Operational and is serving more than one municipality. Operationalization of a recycling project is on-going in the Eastern Regional Solid Waste

Site. Interventions talking to Alternative Energy, Composting and Recycling Market are currently being investigated by the district. The district has also applied for external funding to the Department of Energy.

Feasibility Study into the Regionalization of the Solid Waste Service in the Western areas has been completed and proved feasible in Alice

Key Challenges

▪ The Western Region the Regional Waste Site Study is still at feasibility phase. Subsequent to

that is the construction phase pending on availability of budget;

▪ The status and availability of solid waste sites across the district

Key Challenges Relating to Water and Sanitation Infrastructure

▪ Entirely on grant funding to construct the infrastructure that will speed up the water and

sanitation backlogs can be reduced is almost entirely dependent on the size of the grant.

▪ While the ADM is making significant progress in eradicating backlogs the following should be

noted:

▪ Insufficient Water sources

▪ Old and dilapidated infrastructure (especially old towns)- reverse backlog

▪ Land claim issues during implementation of Infrastructure projects

▪ Limited assessment on the integrated development needs and demand forecasting. Of

particular concern is the limited long term water resource planning.

▪ Limited development of bulk water resources (dams), which is further exacerbated by frequent

droughts in the area, illegal connections, high water loss, staff and skills shortages

119 ▪ Insufficient operating, maintenance and asset renewal budget. Currently the rate of investment

in new infrastructure is out stripping the increase in the operations and maintenance budget,

which essentially means that ADM is having to operate more and more with less and less each

year.

▪ Quantifiable backlogs, especially with the new extensions

▪ No funding for economic development infrastructure e.g town infrastructure upgrading and

coastal and tourism infrastructure

Electricity Infrastructure

All of the local municipalities within the Amathole District fall within Eskom’s area of supply. Only

Raymond Mhlaba Local Municipality supplies their respective areas of Bedford and Adelaide.

Based on the allocation from the Department of Energy, some households within the district, will receive electrification for the first time.

Eskom is investing to meet the backlog eradication in various areas in the province. Network planning is also a major focus for Eskom, where it is ensured that the expansion of the power system is planned such that the system copes with the new demand as indicated below. There are a total number of 12 830 planned connects for the Amathole District Municipality.

District Municipality Planned CAPEX Planned Connections

Alfred Nzo R119,477,077.94 8209

Amathole R206,924,224.83 12830

Buffalo City Metro R8,117,964.91 1683

Chris Hani R82,641,478.71 6556

Joe Gqabi R112,241,684.20 6684

Sarah Baartman R26,081,841.20 2262

O R Tambo R230,004,893.51 17776

120 Total Eastern Cape R785,489,162.30 56000

Table 20. Electricity Infrastructure G 12. INFRASTRUCTURE NEEDS

While Amathole District Municipality is a 21-century district, its aging infrastructure is straining to meet the demands of a modern and dynamic urban center. Infrastructure connects people, wards, and businesses, and provides essential services— the water we drink, the electricity that lights homes and businesses, and the Internet access to communicate and learn.

Despite a mountain of evidence emphasising the link between modern infrastructure and economic growth, public investment across the district has not kept pace with capital investment needs. Amathole

District Municipality’s transit system is in need of improvement and expansion to provide the best possible service people.

Transportation

Investing directly in transit systems, including expanded Select Bus Service routes, as well as coordination with regional entities, is key to supporting continued growth and will support competitiveness. Significant expansion of our existing rail transit system is extremely expensive and resources are dwindling. Yet without investments to maintain a state of good repair, aging infrastructure incurs higher costs down the road and imperils our long-term prosperity.

ITC

The Internet is rapidly becoming integral to our daily lives as electricity, gas, and water. However, currently 95 percent of Amathole District Municipality households lack broadband Internet at home.

Affordability of Internet services is cited as the main barrier to broadband adoption in Amathole District

Municipality. Increased affordability and public availability of broadband service will help to close the adoption gap and increase access to online tools that support individuals, families, and businesses.

Aging infrastructure strains to meet both manmade and natural challenges. Identifying adequate funding resources to maintain and upgrade critically aging infrastructure and ensure a consistent state of good repair across Amathole District Municipality is a major challenge.

121 SECTION H SOCIO ECONOMIC ANALYSIS

The Socio-Economic section is the Second section under the SPLUMA Pillars. It is the section that deals with the Social and Economic aspects pertaining to a particular area. This section discusses the Social

Facilities available to the residents of ADM and whether these facilities are sufficient to provide for residents.

Aspects related to the economy of the district are also discussed, in terms of Gross Domestic Product as well as other related economic sectors such as the Informal economy, etc.

H 1. INEQUALITY IN ADM

Despite the districts overall improvement side independence, Amathole District Municipality continues to struggle with high rates of poverty and growing income inequality. The crumbling of the middle class is not just a local problem, it is one that requires a national solution, and is a crisis of our time. Over the past decade, income inequality has increased in the Amathole District Municipality surpassing the national average—and in recent years, it has continued to rise.

During the 2008 recession, workers experienced fat or declining wages, except for those in select high- wage sectors. While job growth has occurred across a range of sectors, it has been particularly strong in lower- paying sectors, such as accommodation, food service and retail trade. Since 2014, more workers have started to see somewhat wage gains due to inclining unemployment and decreasing demand for labour. Nonetheless, these gains have not fully offset the wage stagnation that occurred during the recession. As a result, low-income Amathole District Municipality people continue to struggle with the high costs of living. Without training to support career development, these individuals and their families are likely to remain in poverty. Recognising that high-, mid-, and low-skill jobs are all part of a

122 diverse, healthy economy, Amathole District Municipality is committed to supporting job quality across all sectors—higher wages for low-wage jobs and expanded opportunities for skills training.

These employment and wage trends are occurring against a backdrop of other significant economic challenges. Nearly half of Amathole District Municipality’s population still lives in or near poverty, including a disproportionate number of foreigners. Amathole District Municipality’s already-high cost of living is still increasing. The supply of housing has not kept pace with the increase in population, leading to a severe lack of affordable housing, especially for those who are least well off. Homelessness is at a record high.

As it continues to grow, Amathole District Municipality must invest strategically to create new economic opportunities for the most vulnerable and lowest-income people. We must provide increased support to the economic sectors that drive middle-income job growth. Amathole District Municipality employment offers a real opportunity to improve the incomes of low-wage workers. To ensure that this happens, we must do all we can to continue to raise the minimum wage. We must also work with employers and labour unions to improve employee training, provide a path for advancement, and emphasise employee retention.

H 2. SOCIAL FACILITIES

An assessment of the Social Facilities creates an understanding of what social facilities are present in the district and where they are located. When overlaying this with the settlements, we are able to see the areas that are serviced by each facility. This helps to identify the areas where these facilities are required.

Schools:

123 DISTRIBUTION OF EDUCATION FACILITIES RAYMON MBASH MNQUM GREA AMAHLATH NGQUSHW TOTA D E A T KEI I A L MHLABA Early Childhood 31 17 0 0 0 2 50 Developmen t

Primary 99 96 26 102 102 201 626

Secondary 44 44 4 29 48 60 229

Tertiary 1 3 0 0 0 1 5

TOTAL 386 423 42 167 165 227

Source: STATS SA Community Survey 2016

Table 21. Electricity Infrastructure

Implications

The available facilities for the early childhood development, commonly known as Pre-schools shows that there are none of such facilities in Great Kei, Amahlati, and Ngqushwa. The CSIR guidelines advises that a 5km distance is applied to Early Childhood developments where it is advised that a person should reside within 5km from such a facility.

The total number of primary schools within the district amounts to 626. The CSIR Guidelines advise that children should not walk more than 5 km to get to a primary school. Plan 6 shows the distribution of Primary Schools in the district. Through that plan, we see that while many areas are serviced by a primary school, there are still some areas in Mbashe and Mnquma LM where there are settlements outside of 5 km from a primary school.

The total number of secondary schools in the district amounts to 229 schools. A 5 km radius is also applied to a primary school. It can thus be seen on Plan 7 that the majority of settlements are within 5 km from a secondary school with a few settlements which are outside of this radius.

Mbashe has 1 higher education facility, Mbashe has 3 and Raymond Mhlaba has 1. The CSIR Guidelines does not specify a radius around a tertiary education facility.

124

Plan 16. Early Childhood Development

125

Plan 17. Primary Schools

126

Plan 18. Secondary Schools

127

Plan 19. Tertiary Education Facilities

128 Libraries

TABLE NO. 1: DISTRIBUTION OF LIBRARIES MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA Libraries 2 3 1 2 1 4 Source: STATS SA Community Survey 2016

Plan 20. Libraries

Plan 8 and the Table 3 shows that there is at least 1

library in each local municipality within ADM, with

Raymond Mhlaba having 4 libraries.

The concept of a “smart district” can be further

emphasised through this section whereby libraries

are beneficial to the development of children and

adults alike, however, if the district is able to supply

an internet connection and to develop centres for

research to allow children to search the internet, they

would also have access to various reading and

learning material.

129 Hospitals

TABLE NO. 2: DISTRIBUTION OF HOSPITALS MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA Hospitals 3 1 0 3 1 5 Source: STATS SA Community Survey 2016

Plan 21. Hospitals

Plan 9 shows the dispersion of Hospitals with all local

municipalities apart from the Great Kei Local

Municipality, having at least 1 hospital which services

the municipality.

Greak Kei LM, located alongside Mnquma and the

Buffalo City Metropolitan Municipality, can be serviced

by a hospital from either until a need presents itself for

its separate hospital..

130 Clinics

TABLE NO. 3: DISTRIBUTION OF CLINICS MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA TOTAL Clinics 24 22 5 26 18 28 123 Source: STATS SA Community Survey 2016

Plan 22. Clinics

There are a total number of 123 clinics in the ADM.

The dispersion of clinics shows that the clinics within the district

services a large area of people. The CSIR guidelines advise that a

person should not walk for more than 5km to access a clinic. Plan 10

shows that there are many settlements in the Mnquma and Mbashe

Local Municipality’s that are not within 5km from a clinic. It must also

be noted that the settlements in these LM’s are much larger than those

which are unserviced in Ngqushwa and Raymond Mhlaba.

The concept of mobile clinics should also be noted. Mobile clinics are

customized vehicles that travel to the heart of communities, both

urban and rural, and provide prevention and healthcare services where

people work, live, and play. They overcome barriers of time, money, and

trust, and provide community-tailored care to vulnerable populations.

There are a number of mobile clinics throughout the District which aid

in treating residents’ who are unable to access clinics or hospitals.

Mobile clinics allow residents to easily access health care. The

concept of being mobile also ensure the maximum use of these clinics

as they can move location when residents have already been serviced.

131 Police Stations

TABLE NO. 4: DISTRIBUTION OF POLICE STATIONS

MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA TOTAL

Police Stations 3 4 5 8 4 12 36 Source: STATS SA Community Survey 2016

Plan 23. Police Stations

Table 6 states that there are a total number of 36 police

stations within ADM. The CSIR Guidelines advises that

people should not travel more than 24 km from a police

station. This is depicted in Plan 11 alongside. This radius

shows that a majority of the district is accessible to a police

station.

Settlements which fall outside of this required distance are

in the portion of the north east of Mbashe as well a portion

of the north of Mbashe Local Municipality.

132 Post Offices

TABLE NO. 5: DISTRIBUTION OF POST OFFICES MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA TOTAL Post Offices 11 16 6 12 3 8 56 Source: STATS SA Community Survey 2016

Plan 24. Post Offices

There are a total number of 56 Post Offices in the district, with at

least 3 in each local municipality within the district.

133 Community Halls

TABLE NO. 6: DISTRIBUTION OF COMMUNITY HALLS MBASHE MNQUMA GREAT KEI AMAHLATHI NGQUSHWA RAYMOND MHLABA TOTAL Community Halls 31 11 7 28 32 74 183 Source: STATS SA Community Survey 2016

Plan 25. Community Halls

There are a total number of approximately 183 Community Halls in

the district. These Community Halls services the population of

ADM.

134 Overall Social Facilities

Plan 26. Overall Social Facilities

135 H 3. ECONOMIC ANALYSIS

Major economic sectors in the region are Agriculture and Tourism. From an environmental asset perspective, the Amathole Region is rich in biodiversity. The region is also bordered by the Indian Ocean, the coastline of which includes estuaries, conservancies, national heritage sites, rocky shores and sandy beaches. There are also numerous freshwater systems and natural forests across the region.

Amathole District Municipality (ADM) and ASPIRE have identified the need to integrate these in order to promote economic development in the region. All the routes eventually lead to East London, a town within the Buffalo City Metro (BCM). This is an advantage, as the ADM and its local municipalities have a strong relationship with BCM, and in most instances work closely with BCM. Where required, it would be easier for the local municipalities on these corridors to corroborate with both the ADM and the BCM.

ASPIRE is the Amathole District Municipality’s (ADM) Local Economic Development (LED) Agency. As such, its role is to support the objectives of the Amathole District Municipality in transforming the economy of the region. ASPIRE envisages itself as a leader in rural economic development. This is aimed at ensuring that the rural communities of the ADM are self-sufficient in order to reverse the negative effects of outward migration of people from the region, thereby implementing projects which have the potential to create jobs and increase household disposable income by focusing primarily on rural economic development, so as to address the significant unemployment in the region. ASPIRE has played a prominent role in infrastructure development across the region over the past few years, with the focus being on facilitating and implementing the development of infrastructure aimed at promoting economic development in small towns. This was done through a series of town beautification projects and the development of public buildings to address various community projects with a social cohesion outcome.

Both the planning work and the construction of key small towns regeneration projects could not have been possible had it not have been through financial assistance received from the IDC, Department of

Tourism and the National Treasury, among others.

Mandate and Strategy:

136 Aspire’s vision is to be the catalyst of economic development. Its mission is to facilitate and implement sustainable integrated economic development in the Amathole region. Aspire’s values are grounded on integrity, Ubuntu, accountability and passion for development. Aspire was given the mandate of promoting and implementing the development policies of the region in areas of economic production and investment.

It was envisaged ASPIRE would provide project management experience. ASPIRE’s experience and understanding of the Amathole region and its challenges grew. The vision of the Amathole District

Municipality is to become a leading, dynamic, innovative, pioneering and focused district municipality dedicated to servicing the needs of its communities and their social and economic development. Its mission includes contributing to the betterment of its communities’ lives through a participatory development process to ensure that they have access to socioeconomic opportunities. The role of

ASPIRE is to assist the Amathole District Municipality in attaining its vision and to support a mission that specifically spells out the participatory nature of the development process. The key is the building of networks with counterparts by investing upfront in relationship building – and this takes time. ASPIRE believes that any subsequent success emanates from this investment and from the consistent involvement of local municipalities and communities in the development process.

Success stories

Listed below are examples of infrastructure projects that Aspire successfully implemented in the recent past with funding from the Neighbourhood Development Partnership Grant of the National Treasury.

Aspire was successful in applications for R2.5m in technical assistance and R250m in capital funding.

The technical assistance grant assisted in developing case interventions, production of business plans and drawings. The capital grant is intended for construction of identified projects. Of the R250m approved R180m was made available to Aspire. This was due to the change in strategy of the

Neighbourhood Grant funding of the National Treasury. The following projects were successfully implemented during the course of the past 5 years.

• Butterworth CBD Upgrade (Gcuwa)

• Cumakala Bridge

137 • Mlungisi Community Commercial Park

• Stutterheim City Upgrade

• Alice Pedestrian Bridge

• Hamburg Artist Retreat

• Hamburg CBD Upgrade

Economic output:

According to the Eastern Cape Docio-Economic Review and Outlook 2017, Amathole had a comparatively small economic output in 2015, having the 3rd lowest GVA-R in the Eastern Cape.

Amathole produced R14.5 billion in GVA-R output in 2015; this was up 1.6% on the 2014 figure. The largest sectoral contribution to GVA-R came from the tertiary sector at R12.4 billion. The primary sector contributed R493.0 million and the secondary sector contributed R1.6 billion. GVA-R growth was experienced by all but the primary sector between 2014 and 2015, with this sector contracting by 4.1%.

In comparison, the secondary and tertiary sectors grew by 4.3% and 1.5%, respectively. Amathole contributed only 6.9% of the total Eastern Cape GVA-R and was the 6th largest contributor.

Sectoral Contribution to Economic Activity:

In 2016, the community services sector is the largest within Amathole District Municipality accounting for R 9.09 billion or 36.2% of the total GVA in the district municipality's economy. The sector that contributes the second most to the GVA of the Amathole District Municipality is the trade sector at 22.1%, followed by the finance sector with 18.7%. The sector that contributes the least to the economy of

Amathole District Municipality is the mining sector with a contribution of R 46.9 million or 0.19% of the total GVA (IMF, 2016). The community sector, which includes the government services, is generally a large contributor towards GVA in smaller and more rural local municipalities. When looking at the regions within Amathole District Municipality it is clear that community services sector within the Mnquma local municipality contributed 27.37% towards its own GVA. The Mnquma local municipality contributed R

7.61 billion or 30.30% to the GVA of Amathole District Municipality (IMF, 2016). The region within

Amathole District Municipality that contributes the most to the GVA of the district municipality was the

Ngqushwa local municipality with a total of R 2.49 billion or 9.90%.

138 The trade sub-sector contributed R2.7 billion in 2015 and was the district’s largest private sector employer, employing 28 621 persons in 2015. General government was the largest employer in the district, employing 23 656 persons as well as the largest contributor to GVA-R with R5.1 billion in 2015

Local Municipal Economic Contribution:

Geographically the majority of Amathole’s economic activity is ascribed to the Mnquma Local

Municipality which contributes 30.5% or R4.4 billion to total output. The second and third largest contributors to economic output are Raymond Mhlaba with R3.0 billion (20.8%) and Amahlathi with R2.6 billion (18.2%).

Economic Performance:

GVA-R per capita offers a measure of the performance of an economy relative to another economy. A rise in GVA-R per capita can indicate an improvement in productivity. Amathole’s 2015 GVA-R per capita was R15 419, almost unchanged from the R15 420 recorded in 2014. GVA-R per capita is low in comparison to the other districts as its 6th lowest in the province, and below both the national (R50 511) and provincial (R30 392) GVA-R per capita figures.

According to the Amathole LED, the Gross Domestic Product by Region (GDP-R) represents the value of all goods and services produced within a region, over a period of one year, plus taxes and minus subsidies. GDP-R can be measured using either current or constant prices, where the current prices measures the economy in actual Rand, and constant prices measures the economy by removing the effect of inflation and therefore captures the real growth in volumes as if prices were fixed in a given base year.

EASTERN NATIONAL AMATHOLE AS % OF AMATHOLE AS % OF

AMATHOLE CAPE TOTAL PROVINCE NATIONAL

2006 12.7 142.2 1,839.4 8.9% 0.69%

2007 14.9 168.2 2,109.5 8.8% 0.71%

139 2008 15.4 174.1 2,369.1 8.8% 0.65%

2009 16.9 191.2 2,507.7 8.8% 0.67%

2010 18.6 211.6 2,748.0 8.8% 0.68%

2011 19.8 226.1 3,023.7 8.8% 0.65%

2012 21.7 252.2 3,253.9 8.6% 0.67%

2013 23.1 273.2 3,539.8 8.4% 0.65%

2014 24.5 293.9 3,807.7 8.3% 0.64%

2015 26.2 315.6 4,049.8 8.3% 0.65%

2016 27.9 337.8 4,338.9 8.3% 0.64%

Table 22. Gross Domestic Product (GDP) - Amathole, Eastern Cape and National Total, 2006-

2016 [R Billions, Current Prices]

With a GDP of R 27.9 billion in 2016 (up from R 12.7 billion in 2006), the Amathole District Municipality contributed 8.26% to the Eastern Cape Province GDP of R 338 billion in 2016 increasing in the share of the Eastern Cape from 8.91% in 2006. The Amathole District Municipality contributes 0.64% to the GDP of South Africa which had a total GDP of R 4.34 trillion in 2016 (as measured in nominal or current prices).

It's contribution to the national economy stayed similar in importance from 2006 when it contributed

0.69% to South Africa, but it is lower than the peak of 0.71% in 2007 (Adapted from ECSECC, 2017).

140 Amathole Eastern Cape National Total

2006 3.7% 5.3% 5.3%

2007 3.6% 5.3% 5.4%

2008 3.1% 3.2% 3.2%

2009 -1.4% -1.0% -1.5%

2010 0.4% 2.4% 3.0%

2011 2.7% 3.7% 3.3%

2012 0.1% 2.0% 2.2%

2013 -0.4% 1.4% 2.5%

2014 -0.3% 1.1% 1.7%

2015 0.4% 0.7% 1.3%

2016 -0.4% 0.2% 0.3%

Average Annual

growth 2006- 0.77% 1.89% 2.12%

2016+

Table 23. Gross Domestic Product (GDP) - Amathole, Eastern Cape And National Total, 2006-

2016 [Annual Percentage Change, Constant 2010 Prices]

The greatest contributor to the Amathole District Municipality economy is the Mnquma local municipality with a share of 30.30% or R 8.46 billion, increasing from R 3.93 billion in 2006. The economy with the lowest contribution is the Ngqushwa local municipality with R 2.78 billion growing from R 1.27 billion in

2006.

141

Figure 16. GDP

2021 Share of district 2016 2021 Average Annual municipality growth (Current prices) (Constant (Constant prices) prices)

Mbhashe 5.72 28.23% 2.83 3.01 1.23%

Mnquma 11.84 58.44% 5.72 6.17 1.53%

Great Kei 4.80 23.67% 2.34 2.55 1.75%

Amahlathi 5.34 26.34% 2.66 2.81 1.07%

Ngqushwa 3.81 18.79% 1.88 1.99 1.16%

Raymond Mhlaba 7.23 35.66% 3.49 3.75 1.41%

Amatole 38.74 18.92 20.27

Table 24. Gross Value Added (Gva) By Broad Economic Sector

The Amathole District Municipality's economy is made up of various industries. The GVA-R variable provides a sector breakdown, where each sector is measured in terms of its value added produced in the local economy.

142 Definition: Gross Value Added (GVA) is a measure of output (total production) of a region in terms of the value that was created within that region. GVA can be broken down into various production sectors.

The summary table below puts the Gross Value Added (GVA) of all the regions in perspective to that of the Amathole District Municipality.

GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - AMATHOLE DISTRICT MUNICIPALITY, 2016 [R BILLIONS, CURRENT PRICES]

Amatole Eastern Cape National Total Amatole as % of Amatole as % of province national

Agriculture 0.7 5.9 94.4 11.7% 0.73%

Mining 0.0 0.5 306.2 10.3% 0.02%

Manufacturing 2.0 36.3 517.4 5.4% 0.38%

Electricity 0.5 6.2 144.1 7.8% 0.33%

Construction 0.9 13.2 154.3 6.9% 0.59%

Trade 5.5 61.5 589.7 9.0% 0.94%

Transport 1.7 27.5 389.2 6.1% 0.43%

Finance 4.7 60.5 781.7 7.8% 0.60%

Community services 9.1 89.7 894.1 10.1% 1.02%

Total Industries 25.1 301.2 3,871.2 8.3% 0.65%

Table 25. Gross Value Added (Gva) By Broad Economic Sector

In 2016, the community services sector is the largest within Amathole District Municipality accounting for R 9.09 billion or 36.2% of the total GVA in the district municipality's economy. The sector that contributes the second most to the GVA of the Amathole District Municipality is the trade sector at 22.1%, followed by the finance sector with 18.7%. The sector that contributes the least to the economy of

143 Amathole District Municipality is the mining sector with a contribution of R 46.9 million or 0.19% of the total GVA.

In 2016, the Amathole District Municipality achieved an annual growth rate of -0.39% which is a significantly lower GDP growth than the Eastern Cape Province's 0.25% and is lower than that of South

Africa, where the 2016 GDP growth rate was 0.28%. Similar to the short-term growth rate of 2016, the longer-term average growth rate for Amathole (0.77%) is also significantly lower than that of South Africa

(2.12%). The economic growth in Amathole peaked in 2006 at 3.74% (Adapted from ECSECC, 2017).

The Amathole District Municipality had a total GDP of R 27.9 billion and in terms of total contribution towards Eastern Cape Province, the Amathole District Municipality ranked fifth relative to all the regional economies to total Eastern Cape Province GDP (Adapted from ECSECC, 2017). Amathole decreased in importance from ranking fourth in 2006 to fifth in 2016. In terms of its share, it was in 2016 (8.3%) slightly smaller compared to what it was in 2006 (8.9%). For the period 2006 to 2016, the average annual growth rate of 0.8% of Amathole was the seventh relative to its peers in terms of growth in constant 2010 prices.

2016 (Current Share of district 2006 (Constant 2016 Average Annual

prices) municipality Prices) (Constant growth

Prices)

Mbhashe 4.15 14.86% 0.28%

2.75

Mnquma 8.46 30.30% 5.51 5.72 0.36%

Great Kei 3.41 12.22% 1.94 2.34 1.89%

Amahlathi 3.92 14.03% 2.45 2.66 0.85%

Ngqushwa 2.78 9.96% 1.74 1.88 0.77%

Raymond 5.20 18.62% 3.13 3.49 1.09%

Mhlaba

144 Amathole 27.91 17.52 18.92

Table 26. Gross Domestic Product (Gdp) - Local Municipalities of Amathole District Municipality,

2006 To 2016, Share and Growth

Great Kei had the highest average annual economic growth, averaging 1.89% between 2006 and 2016 when compared to the rest of the regions within the Amathole District Municipality. The Raymond

Mhlaba local municipality had the second highest average annual growth rate of 1.09%. Mbhashe local municipality had the lowest average annual growth rate of 0.28% between 2006 and 2016 (Adapted from

ECSECC, 2017).

The greatest contributor to the Amathole District Municipality economy is the Mnquma local municipality with a share of 30.30% or R 8.46 billion, increasing from R 3.93 billion in 2006. The economy with the lowest contribution is the Ngqushwa local municipality with R 2.78 billion growing from R 1.27 billion in

2006 (Adapted from ECSECC, 2017).

It is expected that Amathole District Municipality will grow at an average annual rate of 1.39% from 2016 to 2021. The average annual growth rate of Eastern Cape Province and South Africa is expected to grow at 1.62% and 1.61% respectively. It is expected that Amathole District Municipality will grow at an average annual rate of 1.40% from 2016 to 2023. The average annual growth rate of Eastern Cape Province and

South Africa is expected to grow at 1.62% and 1.61% respectively.

H 4. EFFECTS OF GLOBALISATION ON ADM

Globalisation in the context of the ADM District has led to waves of migration, both urban-rural and international. The opening of new markets and the increased exchange of information, goods and capital will also be facilitating the mobility of people.

It is essential to ensure that the District aims to provide for this diversity of cultures of residents within the district.

Global trends and the key implications that will have an effect of the ADM according to Vision 58 include:

145 1. The rich are aging; the poor are not.

Working-age populations are shrinking in wealthy countries such as in Europe, USA, China, and Russia but growing in developing, poorer countries, particularly in the African and South African economies as we will be confronted by more workforces and diminishing productivity gains while still recovering from the 2008-09 financial crisis with high debt, weak demand, and doubts about globalisation. South Africa will attempt to shift to a consumer-driven economy from its longstanding export and investment focus.

Lower growth will also however threaten poverty reduction in most developing countries and will have a direct impact on Amathole District Municipality.

2. Technology is accelerating progress but causing discontinuities.

Rapid technological advancements will increase the pace of change and create new opportunities but will aggravate divisions between winners and losers. Automation, the 4thIR and artificial intelligence threaten to change industries faster than economies can adjust, potentially displacing workers and limiting the usual route for poor countries to develop. Biotechnologies such as genome editing will revolutionise medicine and other fields, while sharpening moral differences. The rise of CIFT in the place of WIFI will also be revolutionary.

3. Ideas and Identities are driving a wave of exclusion.

Growing global connectivity amid weak growth will increase tensions within and between societies.

Populism will increase on the right and the left, threatening liberalism. Some leaders will use nationalism to shore up control.

Religious influence will be increasingly consequential and more authoritative than many governments.

Nearly all countries will see economic forces boost women’s status and leadership roles but backlash also will occur.

4. Governing is getting harder.

146 Publics will demand governments’ deliver security and prosperity, but flat revenues, distrust, polarisation, and a growing list of emerging issues will hamper government performance. Technology will expand the range of players who can block or circumvent political action. Managing global issues will become harder as actors multiply—to include NGOs, corporations, and empowered individuals resulting in more ad hoc, fewer encompassing efforts. The nature of conflict is changing. The risk of conflict will increase due to diverging interests among major powers, an expanding terror threat, continued instability in weak states, and the spread of lethal, disruptive technologies. Disrupting societies will become more common, with long-range precision weapons, cyber, and robotic systems to target infrastructure from afar, and more accessible technology to create weapons of mass destruction.

5. Climate change, environment, and health issues will demand attention.

A range of global hazards pose imminent and longer-term threats that will require collective action to address—even as cooperation becomes harder. More extreme weather, water and soil stress, and food insecurity will disrupt societies. Sea-level rise, ocean acidification, glacial melt, and pollution will change living patterns. Tensions over climate change will grow. Increased travel and poor health infrastructure will make infectious diseases harder to manage.

These above-mentioned trends will converge at an unprecedented pace to make governing and cooperation harder and to change the nature of power—fundamentally altering the global landscape.

Economic, technological and security trends, especially, will expand the number of countries, organisations, and individuals able to act in consequential ways.

Within states, political order will remain elusive and tensions high until societies and governments renegotiate their expectations of one another. Some major powers and regional aggressors will seek to assert interests through force but will find results fleeting as they discover traditional, material forms of power less able to secure and sustain outcomes in a context of proliferating veto players.

Recent and future trends will converge during the next 12-40 years at an unprecedented pace to increase the number and complexity of issues, with several, like cyber-attacks, terrorism, or extreme weather, representing risks for imminent disruption.

147 Demographic shifts will stress labour, welfare, and social stability. The rich world is aging while much of the poorer world is not and is becoming more male to boot. More and more people are living in cities, some of which are increasingly vulnerable to sea-level rise, flooding, and storm surges. So, too, more people are on the move– drawn by visions of a better life or driven by horrors of strife. Competition for good jobs has become global, as technology, especially mass automation, disrupts labour markets.

Technology will also further empower individuals and small groups, connecting people like never before.

At the same time, values, nationalism, and religion will increasingly separate them.

At our national level, the gap between popular expectations and government performance will grow; indeed, democracy itself can no longer be taken for granted. Internationally, the empowering of individuals and small groups will make it harder to organise collective action against major global problems, like climate change. International institutions will be visibly more mismatched to the tasks of the future, especially as they awkwardly embrace newly empowered private individuals and groups.

Meanwhile, the risk of conflict will grow. Warring will be less and less confined to the battlefield, and more aimed at disrupting societies–using cyber weapons from afar or suicide terrorists from within. The silent, chronic threats of air pollution, water shortage, and climate change will become more noticeable, leading more often than in the past to clashes, as diagnoses of and measures to deal with these issues remain divisive around the globe.

ADM should recognise that information and communication technologies are essential to a vibrant social, economic and cultural life of the district. Amathole District Municipality cities and towns and rural areas should, therefore, invest in information and communication technology infrastructure so as to strengthen services across multiple sectors and to build an intelligent Amathole District Municipality digital nervous system supporting our rural smart district-built environment operations. Amathole

District Municipality should strengthen the use of information technology in education, reduce the digital divide, and increase the access of residents to information.

148 IMPLICATIONS

The effects on Globalisation in the district is mostly the inward and outward migration of people.

Understanding the changing dynamics of the residents has become so essential. Globalisation has also seen benefiting the rich more than the poor, thus increasing the gap between the rich and the poor. It thus becomes imperative for ADM to plan for and aim to provide for its poor residents and ensuring that they are able to improve their livelihoods.

149 SECTION I

BIOPHYSICAL ANALYSIS

The section below highlights the biophysical elements

that exist within the Amathole District Municipality.

Therefore, the sections below provide a general

overview of the state of the physical environment within

the District Municipality.

I 1. GEOLOGY

This soil type has a predominantly made up of clay

materials and is good for agriculture as it is rich in

organic matter. The prominent rock type of the ADM is

that of Intercalated arenaceous and argillaceous strata.

This rock type are lenses of volcanic sites and lavas,

comprise an 800 m thick sequence.

Plan 27. Geology Plan

150 I 2. VELD TYPE

The Veld Type represented in the ADM is

majorly that of unimproved Grassland. This

veld type is when land is used for grazing or

mowing which is not normally treated with

mineral fertiliser or lime and does not

constitute either improved grassland or rough

grazing. This veld type is present mostly

present in the northern portions of Raymond

Mhlaba Local Municipality as will as

throughout Amahlati Local Municipality. It is

also sparsely located within Mnquma and

Mbashe Local Municipalities.

Another veld type which is much less

prominent than Unimproved Grassland is that

of Shrubland and Low Fynbos. This veld type

is known for its exceptional degree of

biodiversity and endemism. This veld type is

seen along the western boarder of Raymond

Mhlaba Local Municipality.

Portions of Amahlati and Raymond Mhlaba

Local Municipalities have Forest Plantations.

Plan 28. Veld Type

151 I 3. RIVERS AND WETLANDS

The rivers within the ADM are shown within the

Plan alongside.

The Wetlands are also depicted where the

larger wetlands are located along the Coast at

the base of major rivers.

Plan 29. Blue Network

152 I 4. DRAINAGE AND TOPOGRAPHY

The topography of the region is characterised

by undulating relief, a number of steeply

incised river valleys, generally running in a

south-easterly direction (cutting the region at

regular intervals) and the Amathole Mountain

Range in the north west of the district. There

are therefore limited tracts of flat land for

settlement and agriculture, which makes the

costs of service provision high.

Elevations vary from sea level, generally

increasing in a north-westerly direction to

between 700 and 1000 m above MSL at the

foot the Amathole Mountain Range, which in

turn rises to approximately 2000 m above MSL.

There is a watershed, which runs in a north-

easterly direction across the region (closely

following the N2 and the R63) almost midway

between the coast and the northern boundary

of the ADM.

Drainage is not defined by the municipal

boundary. Plan 22 shows the various drainage Plan 30. Drainage Typology basins for ADM.

153 I 5. CLIMATE

The temperature is characterised by extremes. During the summer months, the maximum temperature often exceeds 40ºC in the lower lying areas in the western (arid) section of the study area. Minimum temperatures in the winter months in the high lying areas are often well below zero and frost is a common occurrence throughout the area. The average commencing date for frost in most of the area is the 20th

April and the average last date for frost is the 10th October. Frost can, however, occur at any time of the year in the Amathole District. This area experiences the largest inter-diurnal variation (change from one day to the next) in temperature. (A.J. Roets & Associates, 1999).

The temperature in the eastern part of the District is a bit more moderate with frost occurring from 21st

May to 10th September.

During the summer months, the prevalent wind direction in the study area is north-westerly (berg winds) whereas south-easterly to south-westerly winds prevail during the winter months. Wind, however, is not regarded as a limiting factor in the study area.

I 6. EFFECTS OF CLIMATE CHANGE

Longstanding environmental conditions continue to have chronic impacts on the health and livelihoods of Amathole District Municipality people, with four out of every 1,000 children aged 5-17 years hospitalised for asthma in 2017. As Amathole District Municipality’s population continues to grow, additional strain will be placed on the environment from basic infrastructure needs, including a projected

14 percent increase in heating fuel demand by 2030 and a 44 percent increase in energy consumption by 2030. Amathole District generates about 25,000 tons of residential, business, and institutional garbage every day, but only about 5 percent of waste collected by Amathole District local municipality workers is diverted for recycling.

Amathole District also faces increasing risks from the impacts of global climate change. While we have made significant strides in reducing our contributions to climate change, we still expect to face local

154 impacts that could threaten the district. In partnership, Amathole District Municipality will continue its work to understand these risks and make sure that the best available science continues to inform the

Amathole District Municipality’s climate policy.

Each of these changes will increase the exposure of Amathole District’s local Municipalities, businesses, and infrastructure. Health impacts on Amathole District Municipality’s local municipalities will continue to increase. Fortunately, Amathole District Municipality continues to reduce these risks. We need to reduce our greenhouse gas emissions and adapting our Amathole District’s Local Municipality, with critical investments in our buildings, and for our infrastructure. Much more remains to be done, and

Amathole District Municipality is committed to South Africa in this fight, to the benefit of future generations.

I 7. RAINFALL AND EVAPORATION

This is a summer rainfall area with 70% - 80% of the precipitation occurring during the summer months in the form of thunderstorms often accompanied by hail. The rainfall varies dramatically over the area depending mostly on altitude and distance from the coast. In the western arid areas, the average annual precipitation is between 200mm and 300mm whereas in the eastern high lying areas, it is 700-800 mm.

The greater part of the area is, however, arid to semi-arid and receives less than 400mm per annum.

Evaporation in the District is much higher than the average annual rainfall. The area thus experiences a negative water balance. The evaporation in the arid western area is 2 146 mm per annum, whereas it is approximately 1 700 mm per annum in the eastern area. This phenomenon complicates crop production, as it requires moisture conservation for dry land cropping and sophisticated irrigation management.

155 Highly Precipitation can be seen

to occur in Mbashe LM and the

Eastern half of Mnquma LM.

Pockets of high precipitation

occurs in Amahlati and Raymond

Mhlaba LM.

Plan 31. Precipitation Plan

156 I 8. BIODIVERSITY CONSERVATION

The district’s biodiversity is diverse and contains five biomes that describe the biotic communities in the area. These are the Albany Thicket (29.6% of the area), Forests (0.6%), Grasslands (31.5%), Indian Ocean

Coastal Belt (3.7%) and Savanna (34.5%) (Mucina & Rutherford, 2006).

Amathole District Municipality also forms part of the Pondoland area that stretches along the east coast of South Africa below the Great Escarpment, which is recognised as a centre of plant endemism. The region includes warm temperate forests which hold nearly 600 tree species, the highest tree richness of any temperate forest on the planet. The celebrated, bird-of-paradise flower is a distinctive hotspot endemic. About 80 percent of South Africa’s remaining forests fall within the Pondoland hotspot. The area also has a remarkable succulent flora, mostly in the Albany region. One type of forest (Licuáti forest), three types of thicket, six types of bushveld, and five types of grassland are restricted to the hotspot.

The biodiversity within the district falls within an area classified as Critically Endangered by STEP. The

Critically Endangered areas are the indigenous montane forests, which contain a high number of species, biodiversity; and house many Species of Special Concern (SSC), e.g. the Cape Parrot, being the most endangered bird and the Hogsback Frog, being restricted to forest habitats. The montane grasslands, occurring on the Amatola mountains and plateau also have a high number of SSC and a high rate of endemism - the Amatola Toad being the most threatened due to loss of habitat.

157 Critical Biodiversity areas are

areas which have been

identified where care and

consideration is to be given

as these areas contains

biomes, ecological process,

species and ecosystems

need to be protected, etc.

Careful consideration needs

to be taken with regards to

development withing these

regions.

It can be seen in Plan 24 that

the majority of areas the fall

within a Critical Biodiversity

zone is along the coast.

There are however other

scattered portions in

Amahlati and Raymond

Mhlaba LM.

Plan 32. Critical Biodiversity Areas

158 I 9. VEGETATION

The vegetation in the area is described in

accordance with the Adcock’s veld

classification as coastal tropical forest

along the coast, temperate and

transitional forest and scrub further

inland, with the vegetation along the

stream banks being described as Karoo

thornveld.

PLAN 33. Vegetation Plan

159 I 10. FORESTRY

The climate projections of warmer and wetter conditions in the eastern parts of ADM suggest that forestry productivity will not change substantially, and may even benefit. This scenario would also allow for a greater choice of species and cultivars to be grown and a slight possible extension in suitable areas.

However, the risk of fires will increase, given more frequent dry periods combined with high temperatures.

I 11. FISHERIES

Changes in fresh-water quantity and quality in estuaries and in-shore marine environments could cause negative consequences for local ecosystems as mentioned in the marine biodiversity section. These areas are important for local fisheries and reduced water quality could have a negative impact on local fish resources.

Other manifestations of climate change, including increased frequency of storm events and sea-level rise could also have negative impacts on fisheries. Impacts could include physical damage to infrastructure (both off-shore and land-based), and an increase in the number of days that fishing vessels must remain within the shelter of ports. The latter will result in a reduction in the number of fishing days per year and could reduce total annual tonnage of fish caught.

• Key climate change threats to fisheries are summarised below:

• Disruption of ecosystems including fisheries from ocean acidification

• Changes in wind, temperature and rainfall patterns will affect coastal systems that are already

under stress from human impact.

• Changing sea surface temperatures may result in an eastward shift to inshore and pelagic

stocks

Marine species, particularly those that are most sensitive to temperature, are likely to respond by shifting distribution patterns. As a consequence, the location of traditional fishing grounds may change as could the type and relative abundance of species in a particular area.

160

Plan 34. Forestry Plan

161 SECTION J KEY SPATIAL ANALYSIS AND ISSUES

Spatial planning directives from the national spatial planning directives from the national and provincial government as well as the district sector plans requires a commitment from the municipality to invest in coordinating spatial planning and development. This includes the protection of agricultural land, addressing service backlogs in the previously disadvantaged areas, promoting economic development in nodal areas and along major transport and trade routes, and promoting spatial equity.

The future is dependent upon a level of specialisation in the district economy. The key drivers are commercial agricultural production and processing, commercial retailing, biodiversity management and eco-tourism. The municipality needs to invest in creating the framework conducive to investment in these sectors by the private sector. Over time, specialization and diversification in the local economy would serve to lighten the subsistence load on the already stressed natural resource base of the district.

A number of factors and influences will shape the future spatial transformation of the Amathole District

Municipality. These include social, economic, physical, and environmental issues and can broadly be categorised as follows: Spatial development opportunities.

• Spatial Development Constraints

• Spatial patterns and trends

The section below identifies the key issues experienced within the Municipality and the various strengths, weaknesses, opportunities and threats that exist.

162 J 1. SWOT ANALYSIS

The SWOT analysis is used in decision-making situations when a desired objective is defined.

• A strength is the ability to consistently provide near perfect performance in a specific activity,

• A weakness characterizes areas, which are a disadvantage.

• An opportunity is classified as elements that can be exploited to a full advantage,

• A threat are those elements that cause distress to an area or industry.

This SWOT was captured through a Workshopping session with relevant stakeholders of the ADM as well as external municipal departments. Attendees were given an opportunity anonymously state the

Strengths, Weaknesses, Opportunities and Threats that they experience with regards to their specific departmental focus within the District Municipality.

A summary of the SWOT analysis captured through the Workshop for the Amathole District Municipality, as illustrated below:

163 Strengths Weaknesses Opportunities Threats

Built Environment Built Environment Built Environment Built Environment

• Good roads connecting major towns • Poor road conditions • Mining development • Poor road network

• Good quality infrastructure which may be old • Land invasions • Proper housing • Land invasions

but maintenance and refurbishment could lead • Aging and ineffective infrastructure • ICT development • Waste build up

to many benefits e.g. factories and rail network • Road networks • Aging infrastructure Social • Land availability • N6 & N2 roads passing through the district Social • Tertiary institutions • Out migration • Resuscitation of railway lines in ADM major

• Lack of employment opportunities towns • Out migration Social • Lack of human resources/capacity • Desalination Plants • Lack of / poor access to services for all

• Job opportunities • Illiteracy residents Social • Human capital • High population density within small towns Economic • Close to the BCM Metro • Existing small towns Economic • Good working relationship with its external • Culture and Heritage for tourism • No/few job opportunities

environment • High level of unemployment • Wild coast can attract investment Biophysical / Environmental • High percentage of economically active • Poverty in the district • Coastal towns for development • Drought population • Lack of synergies within LMs – economic growth • Amatola mountain escape linking tourism • Climate Change and Global warming • Integrated planning LED strategies and agriculture • Water shortage • train and empower people Economic Biophysical / Environmental • Rainfall is relatively low Economic • Oceans economy • Inability to deal with droughts and water • Alien invasive species that are killing and

• Strategic position/location (near major shortages in the district • Tourism development &advertising; effecting the biodiversity – negatively

economic activities e.g. IDZ and airport) • Arable land-Farming potential, citrus, timber, impacting tourism Institutional • 200 km coastal radius • Population proportionate to support / grow Institutional • Legislative issues • Potential investment nodes that are scattered the economy • Unable to effectively implement SDF • Political Instability throughout the district • Oceans economy • Lack of funding

164 • Labour market • Land use enforcement Biophysical / Environmental • Lack of political drive to drive EC and the

• Lack of cooperative governance programmes within EC Biophysical / Environmental • Biodiversity • Poor administration • Lack of implementation – service delivery • Agricultural development • Agriculture and agricultural land • Political interference in administration of all • Lack of investor confidence • Water catchment areas • Adequate rainfall in certain areas municipalities of ADM • Lack of Funding

• Natural resources • Change in political leaders – Political instability Institutional • Economic instability

• Livestock farming • Lack of rural land use management tools • Non consultative decision-making process • Tertiary institutions • Lack of budget for spatial planning by executive management Institutional • Develop a Land Use Scheme • No MPT • Non acceptance of SPLUMA by traditional

• Lack of awareness of the SDF in general authorities • Political will • Non-attendance of LMs to regional planning • Political and labour unrest with the district • Effective intergovernmental relations sessions • Instability of local municipalities • Long term vision in place (vision 2058) • Top-down planning for development

• Lack of nodal framework plan

Table 27. SWOT

165

J 2. SUMMARY OF KEY ISSUES

STATUS QUO KEY ISSUE STRATEGY

BUILT ENVIRONMENT

Statistics show that Amathole District is the second slowest District with Slow implementation process of housing delivery as well as the creation of Ensure that LMs are aware of the numbers of housing demand within the

regards to housing delivery (EC PSDF) Sustainable Human Settlements respective LM and ensure that a strategy and target is in place for the delivery

The Status Quo shows that 15% of the total surface area of ADM, is There is quite a large area that have Low arable land for agriculture opportunities Need to focus on the areas and LMs which do have arable potential and prioritise

arable. within ADM; agriculture production in these areas.

The rural development corridor needs to be developed to ensure the safe

movement of produce.

The Status quo shows that railways in the district have not been Poor conditions of railway lines and lack of maintenance to existing railway lines. There is a need to prioritise movement routes within the district in terms of which

maintained and are thus underutilised. It has also been made aware that Commuters have to seek alternative means of transportation. are the prominent routes. Need to identify these routes. Costings to be done

rail is also one of the fastest means of moving people within the district. thereafter on these routes in terms of maintenance and upgrades.

The demand is increasing on services such as electricity provision due to The electricity capacity is under stress in the Amathole District Municipality and large Ensure that growth and development within the district is not hindered due to

factors such as in-migration and a high youth population who generally development projects are often affected by these limitations; electricity provision.

have high demands for electricity.

Drought is being seen throughout the District, and especially in Raymond Water is becoming a scarce resource in the district and it has become essential to plan Investigate options for water saving and implement them urgently to ensure that

Mhlaba, Ngqushwa and Amahlati Local Municipalities. for this; we are not in a situation whereby we run out of water.

166 The statistics (63,7%) reveal that a significant number of households still Inaccessible basic services lead to poor socio-economic conditions. . The focus should therefore be on preventative strategies such as the provision of have limited access to sanitation services, such as Pit Latrines with or basic infrastructure without ventilation which can lead to unhygienic situations

SOCIO ECONOMIC

It has been found that there is a low skills level of the population in ADM Residents are not becoming adequately educated for the available and jobs in demand Education and training needs to be structured in such a way that is serves the job and high unemployment rate (33,7%). within the district. need.

The population shows a high youthful component (57,6%). Insufficient services and available jobs to service this age group, they thus feed the This indicates that development planning and service delivery targeted at the

need for outward migration. youth should be an important consideration for development (i.e. schools,

crèches and sportsfields).

The poverty cycle is ever deepening in the district due to the high The challenge remains how to achieve a more equitable distribution of economic Educate communities on economic opportunities which may work within their unemployment rate and the low skills level. development opportunities when the greater number of the population reside in less specific community

economically developed areas

There are areas of tourism within the district which include the coastal Many of the routes accessing these tourist destinations are in poor condition and Prioritise routes which enhance tourism. nodes, the wild coast route, Hogsback, amongst various other areas require maintenance and upgrades

ENVIRONMENTAL

Climate change is a reality The effects of climate change such as the rise in sea level, droughts, flooding Smart infrastructure to be designed and implemented to address the issues of

climate change

The critical Biodiversity areas Only certain types of activities can occur in these critical biodiversity areas Maximise the usage of these critical biodiversity areas

Table 28. Summary of key issues

167 SECTION K STRATEGIC FRAMEWORK

K 1. VISION

The vision for the ADM SDF has been developed in line with the ADM IDP Vision, the previous ADM SDF vision as well as the four visions developed for the Vision 2058.

A Workshop was also held where stakeholders were asked to envision a future for ADM and to jot down what they foresee. These points were also used to develop the reviewed vision of the ADM SDF.

Vision 2058

The vision for ADM stems from the 4 visions of the Vision 2058 of ADM, whereby these 4 Visions are as follows:

1. Our growing, thriving and smart district will ensure to be one of South Africa’s most dynamic

rural economies where families, businesses, local municipalities and wards thrive;

2. Amathole district will be the most sustainable district in South Africa and a regional leader in

the fight against climate change;

3. Our just and equitable Amathole District municipal area will have an inclusive, equitable

economy that offers well-paying jobs and opportunity for all to live with dignity and security;

4. Our resilient district, our neighbourhoods, our economy, and public services are ready to

withstand and emerge stronger from the impacts of climate change and other 21st century

threats

Based on the above visions, a vision for ADM SDF will be drafted

ADM IDP Vision:

“Commitment towards selfless, excellent and sustainable service to all our communities”.

168 ADM SDF 2013 Vision:

“Acknowledging our space for development that focuses and exploits potential opportunities and capabilities for the betterment of community livelihoods in a sustainable manner”.

Reviewed SDF Vision

The ADM SDF reviewed vision is as follows:

“To become a Sustainable Smart District which provides for the needs of the communities and has

clear and accessible linkages between the Local Municipalities and the neighbouring Local

Municipalities”

K 2. DEVELOPMENT OBJECTIVES AND STRATEGIES

In order to achieve the future vision, the following development objectives and strategies have been formulated:

OBJECTIVES STRATEGIES

BASIC NEEDS: • Aiming to provide the necessary social amenities Ensuring availability-acceptable level of to serve the needs of locals;

infrastructure and service delivery of water, • The development of Integrated Sustainable sanitation, electricity, Human Settlements;

• Communication and connectivity - technological

• Develop smart strategies for the basic service delivery

• Prioritize areas of greatest need;

• Link services and service supply networks to optimize efficiency;

• Facilitation of integrated and inclusive planning.

SPATIAL TRANSFORMATION: • Prioritize, maintain and upgrade strategic link route to promote functional settlements;

169 Creating an efficient and integrated Human • Consolidate and densify settlements where Settlement patterns in Amathole District appropriate;

Municipality • Promote the integration of sprawling settlements;

• Prioritize access to Social Amenities to support community livelihoods.

LINKAGES AND ACCESS: • Identify nodes and products that require linkages;

Well-structured road and rail network system • Identify and prioritize where the need is the to ease movement; to create efficient and greatest;

effective links between nodes, relevant • Maintenance and upgrading of the road network to products and services allow for smart growth;

• Upgrading of Settlement internal streets;

• Provide access to tourist routes;

LAND USE MANAGEMENT: • Support and implement a programme to develop An appropriate Land Use Management appropriate new Zoning Scheme for urban and Systems in operation across the District rural areas in line with the direction of new Municipality; and security of access to land legislation;

for development • Promote integrated ward-based plans. Support Land Reform and Settlement upgrade initiatives by identifying areas of opportunities.

ENVIRONMENT: • Implement the principles of Environmental Adhering to sound environmental practices in Management;

line with legislation; and protecting • To consider the effects of climate change with all environmentally sensitive areas while developmental projects

considering climate change • Have an effective disaster management mechanisms;

• To conserve and protect the critical biodiversity areas

ECONOMIC GROWTH • Creating an enabling environment that caters for Ensuring Economic sustainability for the Investment and income generation for the district;

citizens of the ADM • Uplift the skills base of communities to allow them to be able to earn a living

Table 29. Development Objectives and Strategies

170 K 3. SPATIAL STRUCTURING ELEMENTS

The Amathole District Municipality SDF identified these conceptual spatial structuring elements which are defined as follows;

• Development Nodes: Settlements or areas within a settlement which indicate signs of further

potential development for specified purposes consisting of small towns see as service centres

for commercial or industrial uses.

• Development Corridors: generally, transportation routes, either roads or rail which are deemed

to have significance merely for the fact that they provide accessibility to, from and between areas

where people live or work

• Special Development Areas (SDAs): geographical areas where, to achieve both objectives of the

ADM IDP and related objectives of the SDF

URBAN EDGE:

An urban edge is normally used to define the limit of urban built up areas and enables limitations to high capacity infrastructure provision. As part of the effort to consolidate the urban areas and achieve a more compact town, the Spatial Development Framework proposes that an Urban Edge be introduced. The

Urban Edge is a distinguished line that serves to manage, direct and control urban expansion.

The Urban Edge will be used to:

• Contain urban sprawl

• Protect significant environments and resources

• Re-orientate Growth Expectations

• Densify built environments

• Restructure growth patterns

• Rationalise service delivery areas

171 SETTLEMENT CLASSIFICATION

The table below identifies the hierarchy of settlement and the definitions used for the classification of

settlements as per the Provincial Spatial Development Plan, 2017. With the categorisation below in mind

the concept of future metro regions was introduced into the settlement categorisation dialogue.

Areas of such spatial structural elements, nodes found within the Amathole District are identified below;

SETTLEMENT CLASSIFICATION AND FUNCTION

N o d a l K e y Function of settlements and associated typical and

T y p e l a n d u s e s

• District-Level administrative centre • Major district service centre for commercial goods and District services DC centre • Centre of educational excellence • Residential development (high and low income

• Municipal-scale administrative centre • Municipal scale service centre for commercial and social Sub District goods and services Centres SD • Residential development covering full range of economic bands (Middle and low income) • Potential for value adding agro-industrial processes • Municipal-scale Administrative Centre • Local-scale Service Centre for commercial and social Local goods and services Centres LC • Residential development covering limited range of economic bands (Middle-income • – Low-income) • Potential for value-adding agro-industrial processes • Minor Administrative Functions Sub Local • Minor service centre for social goods and services Centre SLC • Focused support of local economic initiatives – agriculture-based

172 Rural • Primarily residential and livelihood subsistence function Villages • Basic provision of limited social goods and services

Table 30. Settlement Classification and Function

The table below highlights the breakdown of all Towns within the ADM and classifies them into the

categories aligned to the PSDF. These towns were further broken down into Existing Metros, Prosed

Future Metros, existing and proposed Small Town Regeneration Priorities and those which maintained

the old classification of settlements.

AMATHOLE DISTRICT

2010 2018

EXISITNG TOWN PC DC SD LC SLC METRO SMALL FMR TOWN

East London ֍ ֍

Bhisho ֍ ֍ ֍

King Williams ֍ ֍ Town

Butterworth ֍ ֍ ֍

Alice ֍ ֍ ֍

Fort Beaufort ֍ ֍ ֍

Stutterheim ֍

Adelaide ֍

Bedford ֍

Willowvale ֍

Centane ֍

Cathcart ֍

Table 31. Amathole District

173 CORRIDORS

Development Corridor is normally used to symbolise the area where important economic activities are

to be encouraged along a particular transport route.

Development Corridors are identified for spatial and economic planning purposes, as roads and/or

railway routes associated with the movement of goods and people. This high transportation function

creates the opportunity for economic activity to take place along these movement corridors, particularly

at junctions.

Strategic Transport Routes are essential to enable focused development efforts and for the effective

transportation of people, goods, services and materials. These routes fall under two categories, namely

Primary Corridors and Secondary Corridors.

Areas of such spatial structural elements, corridors found within the Amathole District are identified

below;

CORRIDORS AMATHOLE DISTRICT

PRIMARY SECONDARY TERTIARY

N2 R63 R352

N6 R346 R408

R345 R102

R349

R72

Table 32. Corridors Amathole District

The Economic Growth and Development Strategy (EGDS) discusses the Integrated Transport Systems

within the District. These Integrated Transport Systems are divided into Primary and Secondary

174 Integrated Transport Routes and are defined as the priority routes for maintenance and upgrades to ensure that access is achieved throughout the district to enhance investment and tourism. The Primary

Integrated Transport Routes are identified as follows:

• N2 – East London to Mthatha / KZN

• N2 – East London to Alice

• King Williams Town / Mdantsane to Peddie

• N6 – East London to Stutterheim

Secondary Integration Routes are the second order priority routes. These are identified as follows:

• Stutterheim to Cathcart and further leading to Queenstown and Johannesburg

• Stutterheim to Keiskamahoek and further, to Middledrift

• Allice to Peddie

• Alice to Fort Beaufort, Adelaide, Bedford

• Komga to King Williams Town

175 The Corridors as well as the Integrated Transportation Systems are shown below:

Plan 35. Corridor Framework Plan

176 SETTLEMENT CHARACTERISTICS

The Amathole District Municipality has a mixture of commercial farms served by local centres and vast tracts of communal owned land, which is settled by large numbers of villages. The eastern sector is particularly densely covered by these settlements. The sub district centres supporting these settlements include; Fort Beaufort, Butterworth, Stutterheim. The local centres include Alice, Adelaide, Bedford,

Willowvale, Centani, Cathcart, Elliotdale, Ngqamakwe, Dutywa and Peddie.

SETTLEMENT EDGES

A ‘settlement edge’, as illustrated on the diagram below, is the dividing line or boundary between areas of urban development (a settlement) and non-urban or rural development. It also defines the logical boundary between areas with different features and purposes, such as the boundary between areas considered environmentally sensitive and those suitable for development.

Settlement edges are used to manage investment and characteristics of infrastructure levels according to the needs of communities and economic activities located within settlement edges or outside settlement edges; and are used to encourage more efficient use of underutilized land existing in a settlement or town, through development of vacant land or the re-use of “brownfield” degraded land areas.

177

Plan 36. Nodal Framework Plan

178 K 4. BUILT ENVIRONMENT FRAMEWORK

Built Environment refers to the infrastructure distribution such as roads, etc. The objective is to achieve efficient integrated spatial development of infrastructure and transport systems as well as to ensure that maintenance and upgrades of infrastructure occurs in a manner that ensures the betterment of livelihoods of residents within the district as well as to promote tourism growth in the district.

The focus areas of this framework are through:

• Elimination of infrastructure backlogs

• Leveraging economic growth through improving transport infrastructure

• Establishing centralized infrastructure planning, implementation and monitoring capacity to

enhance socio-economic impact of spending; and increasing efficiency gains and job-creation

• Identification and packaging strategic infrastructure projects and programs to boost economic

growth and attract private investment

AGRICULTURAL POTENTIAL

The following agricultural enterprises, in terms of available natural resources, are the most significant in terms of existing production and potential:

Game Farming: most successful in the western half of the district, due to its dry and bushy characteristics.

Forestry: can be expanded in the Amatola Mountains, creating potential for wood products and furniture industries

Vegetables and Irrigated The Revitalization Strategies, which invest in skills development, Crops: organisational growth and market linkages have shown substantial success nationally; and could be replicated within the district. Potential for multiple small schemes (20Ha to 50Ha) exists in the eastern half of the district, where higher rainfall and good alluvial soils exist.

Field Crops: The Massive Food Production Program targets maize. Future programs need to be aligned with and learnt from this initiative. New possibilities, such as in-field rainwater harvesting that was developed by the Agricultural

179 Research Council, has a significant potential to meet food production and poverty alleviation objectives.

Aquaculture/Mariculture: There is some potential for aquaculture; and good potential for mariculture within the district.

Table 33. Agricultural Potential

TYPOLOGY OF SETTLEMENTS

The Amathole District Municipality is served by the Provincial Centre of East London; and the district centres of Bhisho/King Williams Town. Even though these fall within the Buffalo City Metropolitan

Municipality, the linkages between the Provincial Centre and the rest of the region are of particular importance, as without such the economy would not exist. This is seen to be a strategic relationship whereby, growth in the region will support growth in the city.

The table below depicts the settlement typologies within the Amathole District Municipality.

TYPOLOGY OF SETTLEMENTS

TYPE LOCATION F U N C T I O N O F SETTLEMENTS AND

ASSOCIATED TYPICAL LAND USES

Sub-District • Fort Beaufort • Municipal-scale Administrative Centre Centres • Butterworth • Municipal-scale service centre for commercial and social goods and services • Stutterheim

• Residential development covering full range of economic bands (Middle-income - Low-income)

• Potential for value-adding agro-industrial processes

• Potential for event-related tourism events

Local Centres • Alice • Municipal-scale Administrative Centre

• Adelaide • Local-scale service centre for commercial and social goods and services • Bedford

• Willowvale

180 TYPOLOGY OF SETTLEMENTS

TYPE LOCATION F U N C T I O N O F SETTLEMENTS AND

ASSOCIATED TYPICAL LAND USES

• Centani • Residential development covering full range of economic bands (Middle-income - Low-income) • Cathcart

• Potential for value-adding agro-industrial processes • Elliotdale

• Ngqamakwe

• Dutywa

• Peddie

Sub-Local • Kei Road • Minor Administrative Function Centres • Middledrift • Minor service centre for social goods and services

• Balfour • Focused support of local economic initiatives-agriculture- based • Keiskammahoek

• Seymour

• Hogsback

• Komgha

• Kei Mouth

• Kidds Beach

• Hamburg

Rural/Coastal • Haga Haga • Primarily residential and livelihood subsistence function villages • Rural villages • Some provision of limited social goods and services

Table 34. Typology of Settlement

181 RURAL DEVELOPMENT FRAMEWORK

‘Rural development’ generally refers to the process of improving the quality of life and economic wellbeing of people living in relatively isolated and sparsely populated areas.

‘Rural Development’, in terms of a ‘spatial planning’ context, is seen as all areas outside of and/or abutting an urban edge.

Currently, the Amathole District is experiencing a decline in agriculture and a shift towards game farming, tourism and consolidated extensive farms. The service centres that are dependent on a vibrant agricultural economy are also on the decline.

The land tenure situation and the land release processes are complex; and the communal owned land either prevents urban expansion or allows uncontrolled development.

Development management measures and alternative planning principles need to be considered to allow for continued growth to occur, whilst additional land is not available or, being disputed.

Implication

Due to the changing nature and needs of rural villagers, considering the concept of smart rural development is essential. This includes a need for a different way of thinking about the future and a requirement for innovative, future-orientated research that could assist planners, municipal managers, politicians and strategist, architects, built environment specialists and decision-makers alike.

Key areas to focus on are infrastructure upgrades to ensure that residents are able to access needs such as social amenities. Another key areas as mentioned in the Vision 2058 is developments in science and technology and how this sector can enhance the livelihoods of rural residents and to ensure skills development to be able to improve their livelihoods. This would allow the district to become truly integrated into the knowledge economy, and innovative towns can develop significant advantages in globalisation.

182 ROAD AND TRANSPORTATION INFRASTRUCTURE

There has been an increasing shift to road freight over the years, due to the flexibility, speed and reliability of road transport over rail. The N2 and N6 are the most used national corridors for freight traffic; and the origin and destinations of the major freight routes are as follows:

N6: This route provides a link between East London and the N1 corridor via Aliwal North to Bloemfontein.

N2: The N2 national road between Cape Town and East London comprises the N2 national road and the

R72 provincial road.

N2: The N2 national road from East London to Durban via Mthatha.

Every year, residents in the district take more than two billion trips, or 94 per person, on buses, taxi’s, and commuter railroads. However, we are not keeping pace with this growth in our district travel and must coordinate with our regional partners to advocate for the critical transportation connections across

Amathole District as well as with the Eastern Cape and beyond.

Amathole District Municipality’s transit system is in need of improvement and expansion to provide the best possible service people. Every day, people crowd onto subways and buses, with an average commute time of 55 minutes—the highest of any major district. Investing directly in transit systems, including expanded Select Bus Service routes, as well as coordination with regional entities, is key to supporting continued growth and will support competitiveness. Significant expansion of our existing rail transit system is extremely expensive and resources are dwindling. Yet without investments to maintain a state of good repair, aging infrastructure incurs higher costs down the road and imperils our long-term prosperity.

183

Plan 37. Settlement Edges Plan

184 INFRASTRUCTURE FRAMEWORK

The objective is to achieve efficient integrated spatial development of infrastructure and transport systems in shared focus areas through:

• Elimination of infrastructure backlogs

• Leveraging economic growth through improving transport infrastructure

• Establishing centralized infrastructure planning, implementation and monitoring capacity to

enhance socio-economic impact of spending; and increasing efficiency gains and job-creation

• Identification and packaging strategic infrastructure projects and programs to boost economic

growth and attract private investment

After decades of underinvestment, the Amathole District’s Railways system is rapidly deteriorating at a time of record demand. Amathole District Municipality also envisions a series of new projects, phased in over the next few years, to unify the commuter rail system and expand it into a seamless district transit system. The proposal would provide frequent, reliable service, directly connecting Amathole District, create new freight-rail corridors, and provide additional transit service to riders within Amathole District.

Towns should take a number of measures to ensure these vehicles improve mobility and don’t result in more congestion, including creating protected bus lanes, repurposing parking lanes for bus/bike lanes, rain gardens or wider sidewalks, and “geofencing” particular areas to prevent vehicle use at certain times of the day.

Amathole District’s critical infrastructure, already struggling with the effects of age and underinvestment, is also facing additional threats from climate change. Amathole District must not only upgrade and repair assets like power plants and wastewater treatment facilities to withstand the threats of climate change, but also redesign critical systems like energy and telecommunications so that disruptions are as limited as possible, and do not lead to cascading failures across multiple systems.

WATER

185 The ‘water crises’ challenge was ranked by the World Economic Forum (WEF) as the third highest risk for doing business in South Africa in 2017 and is also one of the top risks globally (WEF, 2017). South

Africa is ranked as the 30th driest country in the world.

Water scarcity is currently an issue within Amathole District due to the current drought and the expected longer-term water constraints within the district. Amathole District Municipality Economic Development and Growth Plan towards 2030 provides a sector overview, which outlines the issue of water scarcity in both the South African and Amathole District context.

Thus, water shortages are likely to be experienced more often than two out of every 100 years. As indicated in Figure 2, Agriculture is the largest water-use sector (62%), followed by municipal water use

(27%), which includes residential, commercial and industrial users supplied by municipalities (DWS,

2017b).

The current drought can only be broken with 3-4 years of above-average rain, and the effects of the drought are long term. The climate projections for the Amathole District indicate a warming trend as well as projected drying in many areas, with longer time periods between increasingly intense rainfall events.

Population and economic growth will place additional burden on water supply systems, which in turn will have a negative impact on the Eastern Cape and Amathole District and consequently the country’s economy, and particularly the contribution of the agricultural sector. It is therefore likely that water scarcity will continue to be a challenge within our district in the long term, and has been termed ‘the new normal. Reconciliation strategy studies forecast future demand and then provide recommendations on how to reconcile the gap between demand and supply by developing new water resources or reducing demand.

Interventions include potable water reuse (from wastewater treatment plants), groundwater development (new resources and artificial recharge) and large-scale permanent seawater desalination.

SA has an average annual rainfall of 470 mm, compared to the world average rainfall of 857 mm. Water is the key limiting factor to agriculture growth in SA (WWF 2010). Water supply and efficiency is and will continue to be, a driver for Greentech uptake, particularly in the EC, which is currently in a severe drought.

Many farmers in the EC rely on surface water and associated bulk water infrastructure. Future water

186 availability remains uncertain, particularly as climate change predictions suggest that the province will experience:

• More frequent severe weather events;

• Increases in temperature in many regions and resulting changes in precipitation patterns;

• More flooding events resulting in less infiltration and recharge of groundwater; and

• Population increases by 10% in the next 11 years. It is estimated that by 2050 rainfall is likely to

have decreased by 30%. Thus, the EC cannot rely on surface water alone. It is crucial to develop

alternative sources such as water reuse and groundwater and to reduce water demand. Large-

scale augmented water supply has been slow to come online and deliver in the drought crisis.

The Status Quo of precipitation in the district shows more precipitation within Mbashe and Mnquma and the driest areas located within Raymond Mhlaba. Potential locations for an Integrated Sea Water

Desalination Plant can be located in either the Ngqushwa Local Municipality as option one or Great Kei

Local Municipality as a second option. This water could potentially be pumped to the dry areas of the

Raymond Mhlaba Local Municipality.

SANITATION INFRASTRUCTURE

With the increasing urbanization and the focus of the ADM SDF on building onto the current sustainable and other priority activity areas, there would be parallel growth in the need for water borne systems.

The Amathole District Municipality’s strategy as per the Vision 2058 for ADM, the district is focused on the development and implementation of sustainable and environmentally-friendly sanitation, as an alternative to the Pit Latrine system.

The Mbhashe and Mnquma Local Authorities are identified as ‘priority areas of need’ of sanitation services, to eliminate backlogs in the provision thereof.

SOLID WASTE INFRASTRUCTURE

The objective with regard to solid waste disposal, is to ensure that solid waste is managed in an integrated, environmentally friendly and sustainable manner throughout the Amathole District. Solid

187 waste management has also been identified as a catalytic project within the Economic Growth and

Development Plan. ADM plans to work more closely with the BCMM with regards to effective and sustainable waste management. A proposal is for the recyclable waste of residents of ADM to get transported to BCMM for recycling.

The Vision 2058 indicates that by 2058, we must reduce nine million metric tons from power production, seven million metric tons from personal and commercial vehicles, two million metric tons from the disposal of solid waste, and the remaining 25 million metric tons from energy used in buildings.

The ADM will continue implementing existing GHG-reduction initiatives to address emissions from the building sector. Amathole District Municipality will substantially reduce emissions from electricity generation, transportation, and solid-waste management by 2025. The initiatives announced in this plan are a down payment on our efforts to dramatically reduce greenhouse gas emissions. In the next year,

Amathole District Municipality will develop a 2025 action plan of additional initiatives for each of these three sectors to set our power, transportation, and solid waste systems

GREEN INFRASTRUCTURE

Green Infrastructure can be broadly defined as a strategically planned network of high quality natural and semi-natural areas with other environmental features, which is designed and managed to deliver a wide range of ecosystem services and protect biodiversity in both rural and urban settings. More specifically Green Infrastructure, being a spatial structure providing benefits from nature to people, aims to enhance nature’s ability to deliver multiple valuable ecosystem goods and services, such as clean air or water. One of the key attractions of Green Infrastructure is its ability to perform several functions in the same spatial area. In contrast to most ‘grey’ infrastructures, which usually have only one single objective, Green Infrastructure is multifunctional which means it can promote win-win solutions or ‘small loss-big gain’ combinations that deliver benefits to a wide range of stakeholders as well as to the public at large. However, for this to happen, the ecosystem must be in a healthy condition. Green Infrastructure encourages a more sustainable and resource efficient development process in line with National

Development Plan 2030 Strategy.

188 Green jobs already represent around 5% of the job market within ADM District. Green Infrastructure can also support different Amathole District and Nationally driven policies and actions, including those in the fields of agriculture and rural development, forestry, biodiversity, water, climate change, green growth, transport and energy, sustainable urban development, health and spatial planning.

Local Municipalities need to consider green infrastructure when developing local Municipality SDFs and

Land Use Management Schemes.

The Economic Growth and Development Strategy of Green Wards, where these are a way to focus on green infrastructure projects in a distinct geographic area in order to see quick returns on investment.

Although green Wards are not appropriate in every context, they can help catalyse change. These projects are typically easier to implement when our local municipalities agree on the process for designating green Wards, and what kind and how much funding they’ll each ultimately receive.

BROADBAND CONNECTIVITY

High-speed Internet access is not a luxury, but an essential service that we all depend on to communicate, make a living, and access essential goods and services. Without broadband, families and businesses are unable to fully participate in many aspects of contemporary life. Lack of broadband negatively affects the civic, economic, and social engagement of community residents; makes it difficult for start-ups and small businesses to succeed and scale; and impedes ward development, job creation, and the economic health of the city. Many of Amathole District Municipality households do not have

Internet service at home, with major disparities in households above and below the poverty line. 80 percent of households below the poverty line do not have Internet access at home, compared to 20 percent of households living above the poverty line.

The technological advances that permeate the connected world will certainly not be lost in South Africa.

With an impressive mobile phone penetration of 92 out of every 100 people, the population increase has access to the Internet and, in particular, social media and Twitter.

189 Speed and connectivity are also features of the urbanisation that is gripping South Africa and the rest of the developing world. Technology brings a demand for speed, not just in connectivity but in addressing service delivery issues and diffuses power away from the government to the people, who increasingly demand speedy response times to problems.

For the South African public sector to be able to benefit from these changes in technology it will be necessary to embrace technology and forge strong partnerships with the private sector. Public-private partnerships have proven to be beneficial, as the public sector will have to learn from private sector initiatives, as most of the expertise rests with them. The demand for services by the public forces the

South African Government to look to technology for solutions and it is understandable why measures are being put in place to improve the technological environment. The technological environment is also receiving priority attention because of its wealth-creating capabilities. South Africa’s average, annual growth rate of 4% energised business, but globalised competition resulted in lean business organisations, despite flexible laws. The South African Government’s manufacturing strategy meant shifting public resources to invest in research and development in a few, selected, high-tech sectors and rapidly advancing technology was chosen as a key driver of economic activity.

The ADM Vision 2058 has committed to support expanded access to affordable, reliable, high-speed broadband service for residents and businesses by 2025.

190

Plan 38. Water Infrastructure Framework Plan

191

Plan 39. Electricity Infrastructure Framework Plan

192

Plan 40. Infrastructure Framework Plan

193 LAND USE MANAGEMENT GUIDELINES

Land Use Management comprises a Spatial Development Framework; Plans and Reports; Land Use and

Development Policies and Strategies; Land Use Management Guidelines and the regulation of land use involving Zoning Schemes and Building Regulations.

The purpose of creating a Land Use Management System is to promote coordinated and environmentally sustainable development.

The Land Use Management Guidelines involve the development of tools to guide and ensure that the envisaged spatial form of development is achieved. These guidelines will essentially guide the formulation of a Land Use Management System for the district.

With due regard to the above, the setting of Land Use Management Guidelines in a District Spatial

Development Framework poses some complex challenges, given the fact that the District Municipality is not the primary Land Use Regulator that reviews land development applications.

The function of Land Use Regulator falls within the broadly applicable term “Municipal Planning” and is the responsibility of a local municipality, unless this function has expressly been assigned to the District

Municipality. All local municipalities within the Amathole District perform the Municipal Planning function themselves.

LAND USE SCHEME

The Amathole District Municipality supports the Local Municipalities in the district, to formulate appropriate Land Use Management Scheme. The district emphasises the necessity of this scheme and further stresses the necessity of all Local Municipalities to develop a Land Use Scheme, in line with

SPLUMA requirements which supports rural and urban planning within the LM’s. This would facilitate

194 the development and can be used as a mechanism for the effective implementation of Local Municipal

SDF’s as well as the ADM SDF.

The following key elements give effect to a more holistic approach to land use management:

• To ensure a more sustainable approach to urban and rural development, a prototypical

framework for categorizing settlement models or types; and associating these with typical

Levels of Service (LOS) provision is proposed.

• Broad generic land use objectives are proposed based on the guidelines suggested by the

Eastern Cape Biodiversity Conservation Plan.

Land Use Management Guidelines proposed for the district have been clustered under the following headings:

• Land Use Regulations

Land development management comprises Zoning Schemes and Building Regulations, which regulate legal rights to land use and building design. This management activity includes the following:

REZONING: to change the use permitted on the property by changing the zone of the property. It is a permanent change in land use.

SUBDIVISION: to subdivide a piece of land into two or many smaller units.

CONSOLIDATION: when two or more properties are joined together to form a single erf.

DEPARTURES: to change land use restrictions in a Zoning Scheme.

CONSENT USE: obtaining permission from council to use a property for alternative use for a stipulated period of time, that is, other than the permitted use.

• Typical Models of Settlement

• Criteria and Concepts to guide Spatial Planning and Land Development

195 TYPICAL MODELS OF SETTLEMENTS

The intention of defining the different settlement models would be the establishment of a range of options that the District Municipality and the local authorities could endorse and make available to prospective beneficiaries of a land reform process. It is acknowledged at the outset that the range of settlement models is more easily contemplated in a ‘greenfields’ situation, such as in those districts where freehold tenure/commercial farming are the norm.

However, the models are not only for new development, but can be used to broadly identify and categorize existing settlements in order to shape planning and support interventions in these areas. The following are the suggested range of generic settlement models proposed:

TYPICAL MODELS OF SETTLEMENTS

MODEL 1: URBAN SETTLEMENT

DEVELOPMENT PARAMETERS SPATIAL APPLICATION LIVELIHOODS BASE

• Small erf sizes (300m2 or less, • Located in defined • Urban economic depending on nature of settlement zones or within opportunities for development and setting). the fabric of existing urban employment in the formal development (in-fill). and informal sector. • A dwelling in terms of Provincial housing • Good access to high order • Income generation in the parameters. goods, services and facilities informal sector through use (e.g. hospitals, commercial of own skills. • Township layout. districts etc.). • May have access to • Highest feasible Level of • Located for integration with municipal commonage (if Service (LOS – linked to main commuter transport available). affordability (means) of client networks and tar road community). This should be • Livelihood support through access. RDP or higher. small business development, • Located for integration with or other municipal LED • Freehold title, rent-to-buy or existing water and sanitation programmes (such a job leasehold on individual networks servicing the urban creation programmes). household basis. setting. • Provision of neighbourhood level services and facilities within the community.

196

TABLE NO. 7: TYPICAL MODELS OF SETTLEMENTS

MODEL 2: LOW DENSITY PERI-URBAN/RURAL VILLAGE SETTLEMENT

DEVELOPMENT PARAMETERS SPATIAL APPLICATION LIVELIHOODS BASE

• Erf sizes: sizes of existing • New developments located in • A defined objective of residential sites in defined Settlement Zones. providing a household settlements are accepted. subsistence level based on at • Existing settlements that get least the economically • New residential sites to have zoned by the LR&SP to be defined ‘minimum household site sizes in the range of developed within parameters subsistence level’. 500–1000m2, depending on as set out within this table local conditions and (allowing some flexibility • The intention would be to provisions of local planning based on local realities and support multiple livelihood processes (e.g. SDFs). development priorities). options. This would include families potentially having • In new settlements top • Settlement zones should not employment in nearby farms structure support to be be ‘stand alone’ but integrate or in close by urban provided, but can be with existing settlement employment, by participating provided in follow up phase patterns, but should also in LED projects/enterprises development. deliberately shape the growth on the commonage, and of existing urban patterns. • In existing settlements top through access to land for structure support is optional, • Daily/weekly commuting for small scale gardening, and depending on financial work & to existing access to the commonage availability and development service/facility nodes. for grazing. priorities. • Location of settlement and • Specifically this model will • Settlement design options suitability of type of allow space for on-site should be available for settlement to be related to gardens and access to selection by community. In existing infrastructure grazing & arable lands (where appropriate circumstances, networks – i.e. base on possible) on commonage. can combine principle of “Maximise • Commonage planning needs household/residential sites Existing Opportunities/Build to take account of LED with arable allotmens (i.e. on Strengths”. opportunity development. larger site sizes). Township • Access to urban centre for Commonage ideally to be layout is one alternative. access to goods and services state/LA-owned and • LOS likely to be lower than should be good but is likely to managed by a commonage full urban LOS, depending on mean travel from the urban management committee proximity to existing periphery. under municipality guidance. networks. Will also be • Should have good taxi route • But access to commonage impacted on by how access, but could be gravel capped according to defined community prioritises road access. parameters. (i.e. the subsidy expenditure. • New settlement zones should objective of minimum • Tenure/titling options can be avoid impacts on high household subsistence levels individual or group options potential agricultural land as taking account the communities economic

197 • Provision of neighbourhood far as is possible within each position – this practically level services and facilities municipal area, taking means that communities within the community. account other spatial factors. with better alternative economic opportunities may • This model is seen to offer • Settlement location within the have less commonage while the potential to density and zone should not be adjacent more destitute communities develop into the urban model to key agricultural enterprises may have more over time, should (as assessed within the local commonage). communities so desire. If context) – i.e. must be densification occurs it must compatible with surrounding be done within parameters land uses. of improvements in LOS and access, as well as a sustainable livelihood base.

Table 35. Typical Models of Settlements

NOTES ON THE LIVELIHOOD AND ADMINISTRATION FRAMEWORKS FOR MODEL 2:

Besides meeting peoples shelter needs, the justification of a Model 2 Settlement (as opposed to Model

1 or Urban Township type of settlement) is to provide subsistence livelihood opportunities through land utilization. The framework to guide such land acquisition, use planning; and development is the objective that every household within the settlement (on average) should have sufficient livelihood resources to meet the ‘minimum household subsistence level. This implies a careful evaluation of the beneficiaries’ household existing livelihood activities, an average quantification of this, and the quantification of the

‘livelihood development needs’ that should be provided for by land or other resources obtained through the development of the model 2 projects.

A DEVELOPED COMMONAGE: Commonage is seen to be an integral part of the makeup of the settlement.

The commonage needs to be developed to serve a multi-faceted approach to livelihoods, not just a simplistic approach. In other words, commonages cannot be seen simply as pieces of land on which stock will be grazed. Commonages need to be assessed for their potential to serve the following functions;

• Cultural and social needs

• Recreational needs

198 • Stock grazing needs

• Aspirant farmer needs (for example the provision of rental access to small arable plots with

irrigation infrastructure)

• Small business needs

• Space for community facilities

• The issue of commonage ownership and management is clearly a critical one.

Model 2 is premised on the idea that beneficiaries would obtain secure tenure (usually freehold title) to their residential site, while the commonage would be owned either by the Local Municipality or possibly, by a legal entity established by the beneficiary community.

In each case, issues regarding the need for proper commonage management are raised, implying a need for the creation of a commonage management unit or line function in the responsible (overseeing) authority to ensure good practice on commonages. This could be ensured either through direct control

(i.e. setting conditions of use in cases where the authority owns the commonage) or through some form of zoning/resource management provision (where communities own the commonage).

TYPICAL MODELS OF SETTLEMENT

MODEL 3: PRODUCTIVE FARMING (SMALL/MEDIUM/LARGE)

DEVELOPMENT SPATIAL APPLICATION LIVELIHOODS BASE PARAMETERS

• In line with new DLA Policy • Can be located on any piece of • Predominantly agricultural Framework – must meet the land within the district. Not production, but households criteria for LRAD support. restricted to a zone. may also utilize other economic related skills or • Dwelling will usually be • Can be located within a larger opportunities to enhance existing farm buildings, but zone where special planning agricultural income. any further development provision has been made for comes from LRAD grant or the reservation of land parcel • Business Plan for farming to own contribution. for productive agricultural set out livelihoods base for use. beneficiaries. • Employment needs of a farming enterprise • Land to have established • The emphasis is on determine scale of permitted agricultural potential. productive use of the land not settlement on-site. subsistence, so beneficiaries • Within communal areas will must demonstrate an be on commonage or on PTO/Quitrent held land by

199 TYPICAL MODELS OF SETTLEMENT

MODEL 3: PRODUCTIVE FARMING (SMALL/MEDIUM/LARGE)

DEVELOPMENT SPATIAL APPLICATION LIVELIHOODS BASE PARAMETERS

• Infrastructure is owner’s agreement of land rights interest and skills in farming responsibility within holders. for profit/surplus. property boundaries. • Land should be able to provide • Layout is based on farming water needs for households. operations. No municipal provision.

• Individual or group ownership (Freehold/CPA or other).

• No provision of community services other than that usually provided in commercial farming areas (e.g. farm school service local district).

Table 36. Typical Models of Settlements

GENERAL GUIDELINES FOR URBAN OR DEVELOPMENT NODES

The following guidelines should be used to guide development within development nodes, with the condition that any deviation from the guidelines must be motivated on compelling technical backgrounds:

• No new housing developments should be permitted on slopes steeper than 1:5.

• No development should occur within a buffer zone along estuaries, defined as the following:

• Within the 1:100 Year Floodline or within 100m of the high water level, whichever is the highest.

• Within 50m of a river/estuary bank: with 100m being the preferred distance.

• No fences or walls should be constructed across or within an estuary buffer zone.

• No artificial landscaping should be permitted within the 1:50 Year Floodline or within 32m of

watercourse; including reclamation of land from rivers/estuaries; and bank stabilization unless

evidence of significant erosion is available.

• No development along the coastline should be permitted within:

200 • 50m of coastal cliffs.

• 50m of the high water mark with the preferred distance being 100m.

• Within dynamic coastal areas such as mobile dune systems.

• No development should be permitted within virgin coastal thicket, coastal grassland or potential

areas of conservation significance within the urban edge or development node.

• No development should be permitted on land zoned as Municipal or Public Open Space Systems

without recourse to due process in terms of the Municipal Finance Management Act and relevant

provisions in terms of the Land Use Planning Ordinance.

• No development should be permitted in BLMC 1 and BLMC 2 areas, without adherence to the

requirements of Environmental Legislation.

• No development should be permitted to disturb declared (or potential) cultural/heritage areas

within development nodes.

• No development should be permitted within development nodes if water is required to be

abstracted from pristine or near pristine surface waters or stressed surface and groundwater

sources.

• No development should be permitted to affect traditional access to resources or public access

to the coast.

• No development should be permitted to be visually obtrusive or break the primary skyline unduly

(see aesthetic building guidelines below).

• Aesthetically appropriate development should be promoted within the coastal zone.

• Appropriate provision should be made for stormwater management.

201 K 5. BIO PHYSICAL FRAMEWORK

The key environmental issues pertaining to the district are the negative effects of climate change as well as the critical biodiversity areas and these limiting growth and development within the district.

The objective of this framework would be to ensure that smart infrastructure is designed and implemented to address the issues of climate change as well as to capitalise on the bio diversity areas through conservation and the promotion of these through tourism, etc.

The Environmental Spatial Framework is primarily based on the Eastern Cape Biodiversity Conservation

Plan, which recognizes the biodiversity corridors, core and buffer biodiversity areas, coastal sensitive areas and sub-tropical thicket corridor concepts. The Environmental Spatial Framework emphasises the need to protect natural resources; achieve food security by preventing loss of valuable high potential agricultural land; and connect development to the availability of sustainable water resources.

Environmental factors are informed in terms of the Eastern Cape Provincial Spatial Development

Framework, 2018 and as indicated on the plan below, vast amounts of critical biodiversity areas

(classified as ‘Category 1 Areas’ are evident within the district. ADM Climate Change Strategy

Climate change is regarded as one of the greatest threats to sustainable development and has the potential to undo or undermine many of the positive advances made in meeting development objectives.

ENVIRONMENTAL POTENTIAL

Environmental drivers of change refer to global environmental risks of high concern, from natural disasters such as extreme weather and geomagnetic storms to man-made disasters such as irremediable pollution and over-exploitation of species. If realised, these risks have the potential to destabilise both economies and societies, trigger geopolitical conflict, and devastate the Earth’s vital resources and its inhabitants.

Unsafe water, sanitation and hygiene, and indoor air pollution constitute the most significant environmental risk factors. Urban outdoor air pollution accounts for more than a million deaths, but approximately the same number of infections as lead exposure. Although lead exposure and global

202 climate change currently represent much smaller risks in terms of mortality, there is much greater concern about the potential of the latter to become increasingly important in future years, both directly and through its influence on other risk factors.

Continually rising, Greenhouse gas emissions and failure to adapt to climate change are the two, key pillars of climate change that are most likely to have the highest impact. Researchers collectively rate man-made risks, such as mismanaged urbanisation, mismanaged land and waterway use, and over- exploitation of species, as being more likely to occur in the next 40 years than natural disasters such as unprecedented geophysical destruction (earthquakes and volcanic eruptions} and persistent weather and geomagnetic storms.

Projections by the Department of Environmental Affairs suggest that the mining sector is responsible for

13.5% of carbon emissions of which 3.6% are directly incurred by the industry, with the remaining 9.9% consisting of scope 2 emissions, mainly embedded in the purchase of electricity.

Environmental factors also include the significance of the escalating concerns over contamination from industrial expulsions, soil and water deprivation, climate fluctuations, deforestation, and visual/aesthetic pollution. Governments have the responsibility to create appropriate incentives for business and consumers to make choices that can assist and prevent future environmental problems. The investment choices being made today will determine future environmental outcomes, such as the types of energy infrastructure put in place today that will lock in emissions of Greenhouse gases for decades to come.

203

Plan 41. Environment Framework Plan

204 AGRICULTURE RESOURCES AND DEVELOPMENT

The Amathole District Municipality area has diverse natural resources in terms of topography, climate, soils, gradient, vegetation, temperature and rainfall. These natural resources are generally limited in agricultural potential, particularly with regard to intensive agricultural enterprise development. The exceptions are the coastal strip with its higher rainfall and deeper soils and some 7,900 ha of developed irrigation in the district. The greater part of the district is however restricted to low income, extensive livestock production utilizing natural vegetation.

The Amathole District’s functions to assist all role players in agriculture development are as follows:

• Facilitate and co-ordinate agricultural development within the district;

• To facilitate the planning and budgeting of agricultural stakeholders in the district and local

municipalities, as informed by the integrated development planning;

• To facilitate alignment of municipal planning with other spheres of Government, as far as

agriculture development is concerned; and

• To support local municipalities in all areas of agriculture development.

AGRICULTURAL POTENTIAL

The following agricultural enterprises, in terms of the available natural resources, are the most significant in terms of their existing production and potential:

GAME FARMING: most successful in the western half of the district, due to its dry and bushy characteristics.

FORESTRY: can be expanded in the Amatola Mountains, creating potential for wood products and furniture industries

VEGETABLES AND IRRIGATED CROPS: The Revitalization Strategies, which invest in skills development, organisational growth and market linkages have shown substantial success nationally; and could be replicated within the district. Potential for multiple small schemes (20Ha to 50Ha) exists in the eastern half of the district, where higher rainfall and good alluvial soils exist.

205 FIELD CROPS: The Massive Food Production Program targets maize. Future programs need to be aligned with and learnt from this initiative. New possibilities, such as in-field rainwater harvesting that was developed by the Agricultural Research Council, has a significant potential to meet food production and poverty alleviation objectives.

AQUACULTURE/MARICULTURE: There is some potential for aquaculture; and good potential for mariculture within the district

The main strategies to increase production, productivity and profitability of crop, livestock and fisheries taking into account comparative advantages, will be through -Promoting farmers access to key agricultural inputs such as, improved seed, fertiliser and credit; Promoting efficient irrigation systems;

Improvement of soil fertility through appropriate technologies; Promoting diversification and intensification of agricultural production systems; Protecting the environment and promoting sustainable use and management of natural resources, including Land, Fisheries, Forestry, and Wildlife;

Strengthening research-farmer-extension linkages to facilitate dissemination and adoption of technologies (including biotechnology) to farmers and other stakeholders; Empowering women and small-scale farmers to have access to key productive resources including land, credit and training;

Promoting labour-saving agricultural support systems and technologies for farmers; Encouraging the involvement of commercial or large-scale farmers in food crop production through appropriate policies;

Prevention and progressive control of trans-boundary animal diseases; Sustainable management and utilisation of farm animal genetic resources; Promoting the development of maricultural and aquaculture;

Promoting access to appropriate technologies for handling, processing and conservation of fish by artisan fishermen. In collaboration with relevant Directorates, the second set of strategies pertain to the promotion of trade in food and non-food agricultural products and enhancing advocacy for fair trade practices in agriculture as follows:- Improving rural infrastructure network particularly roads and markets; Removing trade barriers to agricultural products; Encouraging public and private investments in agriculture; Strengthen farmer support services and farmers associations; and Encouraging partnerships between commercial and small-scale producers in agriculture.

206 AGRICULTURE FRAMEWORK

There is great potential for agriculture within ADM ad per the high arable land pockets throughout the district. This sector is, however, not fully realised.

The objective of the Agriculture Framework is thus promotion of the arable land parcels and identifying the proposed Agri hubs as well as identifying where the current plantations are located.

Physical geography and climate in South Africa as a semi-arid country, enforces Amathole District

Municipality into making water a key constraint to production. Water availability and the business case for improving water efficiency in agricultural production are examined herein. Climatic regions in

Amathole District include Mediterranean, subtropical and semi-desert, enabling the production of a wide range of agricultural commodities.

Furthermore, agriculture and agro-processing are responsible for 10% of all formal employment opportunities in the province.

Overall rainfall from 2017 was the lowest since 1933 and significantly lower than the long-term average.

This has severely affected dryland production, resulting in record losses in wheat production for the

2017/18 season from 1.1 million tonnes in 2017 to 586 800 tonnes in 2018. This decline has resulted in a R2.4 billion loss in income to the grain sector, while overall income losses in the grain industry amounted to R2.8 billion. interventions to reduce water consumption include restricting the use of groundwater resources.

Farmers that reached their allocated limit have had (and will continue to have) their water supply cut off.

This is likely to have a significant impact on crop yields and output in 2018/2019. Agricultural water consumption is expected to drop the persistent drought conditions have effectively highlighted the need for increased resource efficiency. Water efficiency technologies, in particular, are crucial to the agriculture sector. The business case for water efficiency in agriculture and its key role in driving our

Amathole District uptake.

The key drivers of Greentech and innovation in the agriculture sector include:

• Rising input costs for energy (particularly electricity and diesel), fertiliser and pesticides;

207 • Scarce natural resources (particularly arable land and water) that are primarily affected by

climate and farming practices;

• Detrimental environmental effects associated with conventional (i.e. traditional) inputs and

practices, pollution and soil degradation, which leads to lower production yields, loss of arable

land and reduced resilience;

• Climate change, which exacerbates water scarcity through increasing evaporation and

occurrences of droughts;

• Market pressure through increasing consumer demand for sustainable products, driving stricter

regulations, particularly for chemical usage;

• Decreasing costs of Greentech such as solar panels.

208

Plan 42. Agricultural Framework Plan

209 K 6. SOCIO ECONOMIC FRAMEWORK

The Socio-Economic Framework aims to address the social and economic issues pertaining to the ADM.

This includes skills development in the District as well as social amenities that may be required. This framework addresses the tourism aspects as it has been noted in the SWOT Analysis that the District has huge potential for tourism.

The objective of the Socio-economic Framework includes aiming to provide skills to locals to be able to sustain themselves as well as identifying areas of potential for social amenities.

The Provincial Growth and Development Plan highlights six broad policy initiatives relating to the Socio- economic sector, including the following:

• promoting access to high quality employment,

• boosting the physical asset base of the poor,

• supporting access to basic services,

• strengthening community management,

• deepening democratic participation

• assuring access to legal entitlements and security

In terms of the spatial implications of this pillar, the current distribution of population, the projected population growth and migratory trends influencing where people are moving to over time are key to the public sector ensuring these initiatives are targeted in appropriate spatial areas to achieve integrated development and meet the pro-poor policies set out in the PGDP.

Areas which the ADM need to focus on include the following:

• Employment generation

• Increased growth and output;

• More even income distribution;

• More equal spatial distribution of economic activity;

• Transforming ownership and control of production ;

• Enhanced technological capacity.

210 Potential Industrial Sectors in relation to local municipalities with the best advantage:

Raymond SECTOR Ngqushwa Amahlati Great Kei Mbashe Mnquma Mhlaba

Metals X X X X

Textiles X X X

Forestry X X X X

Capital Goods X X X X X

Tourism & X X X X Culture

Trade X X X X

Agriculture X X

Green Economy X X X

Renewable X X Energy

Table 37. Potential Industrial Sectors

Agriculture Development– identified agriculture development functions: include

• Livestock (sheep and beef)

• Dairy (milk production)

• Game Farming

• Citrus

• Tunnel/Hydroponic production

• Vegetables and irrigated crops

• Field crops

• Poultry (broilers and layers)

• Pineapples

• Aquaculture / Maricultre

In terms of Human Resource, the following objectives is encouraged:

211 A unique, relevant, competent and professional spatial development and land use planning human resource, supporting informed development decision-making, based on the combination of indigenous and technical principles, policies and procedures.

Human Resource Development– the following six broad priority programmes have been adapted from the PGDP:

• Further Education and Training Transformation;

• Adult Basic Education and Training Transformation;

• Early Childhood Development;

• Scarce Skills for the Public Sector;

• Learnerships;

• Provincial Human Resource Development Strategy.

TOURISM FRAMEWORK

The Amathole District Municipality’s area of jurisdiction has rich history and heritage that consist of various layers – pre-colonial, colonial and post-colonial. Tourism is expected to become a growth industry as the district has a considerable number of attractions and resorts.

The available heritage resources in the district have socio-cultural, spiritual and non-spiritual, historical and political value and meaning that make them have intangible significance for different people at various levels.

Tourism within the Amathole District is focused around the following five tourist routes:

• Amathole Mountain Escape

• Sunshine Coast

• Gateway City

• Friendly N6

• Wild Coast

212 The tourism sector has had an important multiplier effect on modern infrastructure and job creation in

Amathole District. The tourism sector is attractive due to the increased levels of safety and security in

Amathole District Municipality and it has been boosted because of the improved number of global flights to South Africa which offer more competitive travel packages. This, in turn, has improved local amenities and networks in order to meet world standards. Tourism creates considerable construction, modern infrastructure and investment spin-offs as well as generating ‘hard currency’ foreign exchange earnings for Amathole District towards 2030. The gorgeous beaches, Amathole mountains, forests, rich history, sunshine and culture added to this flourishing tourism industry.

Tourism could be promoted through interventions such as:

• Improved pedestrian access

• Improved vehicular access to tourist areas

• Cleaning and maintenance

• Policing

• Stalls or shelters to sell crafts

• Partnerships with developers to develop

• Restaurant, curio shops, retail, maritime/marine museum or wreck museum and

accommodation options

• Infrastructure that allows for water recreation and sports

The Wild Coast is also a key prominent tourist route within ADM. This route is located along the coast of

Mnquma and Mbashe and travels further up into KZN. The east coast is defined as the coast along Great

Kei Local Municipality, while the Sunshine Coast is along the Coast of the BCMM and Ngqushwa Local

Municipality.

Primary Tourist Routes– identified as being:

• N2 • R63

• N6 • Wild Coast Meander

• R72

213 SMALL TOWN REVITALISATION PROGRAMMES

The small-town regeneration approach is one which focuses on a towns unique traits and the key sectors which can be capitalised on in order to build a strong local economic and spatial base. The Spatial

Development Framework aims to offer strategic guidelines on the prioritisation of infrastructure in Small

Towns.

The revitalisation programmes aim to promote, encourage and support the economy in and around small towns. Economically vibrant small towns play an important role in economic development, as they provide employment and commercial opportunities for people residing in such towns, as well as in the surrounding rural areas. Many small towns, where communities can fast become economically active and that are situated along the identified transport corridors, have been earmarked for revitalization programmes.

A concept which is been introduced to the study is that of “livelihoods planning”. This aims to ensure that planning is centered around people and people are centered around planning. Such an approach is also focused on developing land use systems so that it fulfills a relevant purpose particularly in our poorer regions of both urban and rural space. Employing such an approach is intended to ensure that cultural and communal zones form an integral component of a land use scheme.

Spatial Planning across the country is highly influenced by SPLUMA. However, the implementation of

SPLUMA has resulted in some local municipalities been better suited to deal with land use management compared to others. A great deal of support and mentorship is required within the local space to facilitate an effective land use management process and such governance measures needs to be prioritized.

For spatial planning to be effective by any means there needs to be a realization of responsibility and acceptance of collaborative efforts required to integrate efforts around spatial planning as resources are diminishing and pressure for investment is mounting. The PSDF thus stresses the need for information and idea sharing across all departments. Replication of information and wastage of human and financial resources is by no means to be taken lightly and needs to be a key informant when carrying out our daily tasks.

214 The Tourism Framework Plan

highlights the tourism opportunities

within the district. This includes the

prominent tourist routes ad well as

nature reserves, and identification of

the Heritage sites and tourism nodes.

Plan 43. Tourism Framework Plan

215 K 7. ECONOMIC FRAMEWORK

It has been seen through the Situation Analysis that ADM has a high youthful population. It has also been noted that unemployment is high in the district. It is with this understanding that the key objective for the

Economic Framework is Skills development as well as investment and financing mechanisms.

Amathole District Municipality is determined for Amathole District to become a District where all residents benefit from opportunities and success, and where Amathole District’s employers and businesses can access the skills they need to succeed and compete nationally and internationally. To achieve this, Amathole District must have a system for post-16 and adult education and Training

Academy and STEM skills that deliver for all in Amathole District and employers.

Science and Technology is a key driver of socio-economic development and the achievements of most of the objectives of Vision 2058 can be facilitated by scientific and technological solutions. Technological innovation is a key factor in the development and competitiveness of the district economies, which leads to wealth creation and the improvement of living standards. Most of the challenges facing district integration as identified in the Vision 2058 such as food security; energy, water, transport, communications infrastructure and human resources development will require scientific and technological solutions. The overall aim of the intervention in Science and Technology in Amathole is to develop and strengthen district systems of innovation in order to drive sustained socio-economic development and the rapid achievement of the goals of the Vision 2058 including poverty reduction with the ultimate aim of its eradication.

Raymond Mhlaba is host to the University of Fort Hare, located in Alice. It is envisaged that the STEM

Skills Academy could support the university where lecturers and students alike could benefit from such a facility for the development of Science and Technology.

Another proposal for is for the development of a Skills Training Facility. The location of a Skills Training

Facility should be within an area which has a high population. These are within the Mbashe and Mnquma

Local Municipalities. Coupled with high population, includes high unemployment rates. it is thus proposed for a Skills Training Facility to be located within the Mnquma region, specifically within

Butterworth while making use of the abandoned factories located within the town. This facility, being

216 located within close proximity to Mbashe as well as Amahlati, and Great Kei. Residents would be able to gain skills on arts and craft as well as agricultural practices.

FINANCING MECHANISMS

The financing of Amathole District Municipality development activities is relevant to explore for the purpose of financing the implementation of the Economic Growth and Development Plan.

Financing sources for Development in Amathole District Municipality could include:

• Public finance;

• Official development assistance (ODA);

• Debt relief;

• Domestic savings;

• Foreign direct investment (FDI) and portfolio investment (FPI); and

• Development Finance and the DFI network

Financing Mechanisms for Financing Development of Economic Growth and Development within ADM:

• Public-private partnerships (PPPs);

• Domestic financial and capital markets;

• Private equity and venture capital;

• An Amathole District Municipality Development Fund; and

• Foreign direct investment (FDI) and Portfolio Investment (FPI).

It is also be imperative for our six Local Municipalities to improve on their public finance mobilisation, expenditure and management systems. While the mobilisation and utilisation of public funds for development occurs at the national level, the development of strategies and policies to improve public finance management and allocation systems across the Amathole District and to harmonise approaches, if coordinated at Amathole District level, will harness greater returns by helping to lower transaction costs across a larger market. This will encourage private savings, investment, exports and growth and will make the Amathole District an attractive destination since the private sector will be able to count on relatively constant prices and interest rates in Amathole District.

217 PUBLIC PRIVATE PARTNERSHIPS

World trends indicate that a developed private sector, linked to a robust public-private partnership, and an achievement based and inclusive public-private sector dialogue, encourage better orientation of the economy in meeting human needs. The Private Sector is a strategic vehicle through which the Amathole

District Municipality will achieve its objectives including deeper integration and poverty alleviation. The business environment of the district will be determined by agreed policies for private sector development and the willingness of Amathole District Municipality to address existing and potential impediments which hamper development of business.

Institutionalise Public-Private sector dialogue through the development of Amathole District Municipality

Policy. The Private Sector will be adequately represented at all decision-making levels of the Amathole

District Municipality structures where Private Sector related issues are being discussed, and National

Private Sector Institutions will be incorporated into Amathole District Municipality Committees.

TRADE IN ADM

Global trends and developments indicate that those nations or municipalities that are successfully implementing trade and economic liberalisation policies are experiencing high economic growth and an improvement in the quality of life of their peoples. Given the changing global environment, the creation of large markets has become synonymous with increased foreign investment and economic growth as investors search for economies of scale and efficiency gains in the production process. Markets have to be competitive at local and international levels. Small and protected markets have been rendered non- viable by globalisation.

The Amathole District Municipality Economic and Growth Development Plan 2030 considers trade and economic liberalisation for deeper integration and poverty eradication as one of its key catalytic intervention areas. The pursuit of this intervention area entail implementing programmes on achieving a free trade area, that would lead to the establishment of the Amathole District Municipality common market.

218 Market integration through the establishment of the Amathole District Municipality free trade area, and the Amathole District Municipality Common Market; Attainment of macroeconomic convergence;

Development and strengthening of financial and capital markets; Attainment of deeper monetary cooperation; Increasing levels of investment in Amathole District Municipality including FDI; and

Enhancing Amathole District Municipality competitiveness in industrial and mining and other productive activities for effective participation in the global economy. Aspire and the PMO to establish as soon as possible.

219

Plan 44. Economic Framework Plan

220 K 8. GOVERNANCE FRAMEWORK

National, regional, and local governance rely on values and principles that are held by the public.

Governance relies heavily upon the political relations between the state, civil society, and the private sector, even though the purposes of these sectors vary depending on the priorities and principles of a set social system. Governance is found within the political, economic, and administrative sectors, and it can affect expansion, which includes the potential for sustainable environmental management, market efficiency, and the understanding of basic rights. First-rate governance is able to realise economic development and the potential to produce fresh opportunities for improving human well-being, as well as general development.

Good governance involves government agencies applying original policies and programmes to boost the quality of public service with the eventual aim of increasing economic growth. Ground-breaking programmes and policies tackle facets of governance such as transparency, participation, accountability, and professionalism. Standard criteria for corporate governance include attentiveness to the analysis of good governance, the level of understanding and implementation at local government level, and the degree of alignment with international standards.

However, the number of existing political risk factors is large, ranging from expropriation laws, acts of terror, or the announcement of war, to unexpected changes in tax regulations and sanctions arising from trade regulations. Political risk can be defined as the probability that business will either earn less money, or suffer losses in profit, as a result of the actions and reactions of stakeholders in relation to events, decisions, and policies within a political system.

Where the public service is too insulated from political pressures, this leads to concerns that it is failing to serve the interests of the local government and is therefore not fulfilling its democratic mandate.

However, where the public service is insufficiently insulated, standards can be undermined as public servants are recruited on the basis of political connections rather than skills and expertise, or access to state resources and services is defined by political affiliation rather than citizenship.

The drivers of change of governance in ADM are identified as follows:

221 • The autonomy of our six local municipal governments in designing, financing and implementing

policies and interventions and the coordination between local and district/national governments

involved in the delivery chain of a service or programme. This includes the scope of political

mandate and powers over budgets and revenue-raising powers;

• Transparency prevents corruption and the abuse of power by government officials and

organisations by allowing public scrutiny of governance. Accountability refers to the ability of

citisens to ensure policymakers and our six local municipalities are held to account for their

decisions;

• The performance and operations of the private sector are dependent on the regulatory and

legislative environment. This is particularly relevant in partnerships between the private and

public sector;

• The use and management of technology and information to design and implement policies and

solutions;

• The purpose of rural planning systems and policies and the integration of planning across

multiple sectors;

• The system by which legal ownership and access to land is determined and enforced;

• Structuring and regulation of energy markets including municipal policies relating to energy

production, distribution and consumption.

The Enforceable integrated SDFs and Land Use Management Systems, supporting stakeholder decision- makers to implement a common development philosophy.

Governance Policy Context-key areas identified in the PGDP:

• Improving service delivery;

• Building capacity in local government;

• Strengthening the “centre of government to drive PGDP implementation”.

• Governance Action Plan-as follows:

• Limiting urban sprawl;

• Active engagement of stakeholders’

• Uplift quality and character of SDFs to be the primary integrating spatial management tool;

222 • Encourage mixed land uses to facilitate access to land infrastructure and economic

opportunities;

• Establish an integrated Land Use Management System;

• Establish an evaluation monitoring and research process to achieve an effective measure of

spatial development trends, dynamics and change

TOWARDS A GOVERNANCE FRAMEWORK

The NDP emphasises the importance of effective spatial governance, and acknowledges the country’s weak capabilities in this regard. It ascribes these weaknesses to: Constitutional ambiguities in spatial planning responsibilities; parallel, outdated and sometimes conflicting legislation; and capacity constraints in all three spheres of government. A consequence of weak governance is that the private sector often determines spatial growth patterns, whereas this is government’s responsibility.

The NDP prioritises building capabilities for effective spatial decision-making and implementation, and acknowledges that this will take time. To develop the necessary capabilities, the National Planning

Commission recommends:

223

Plan 45. Spatial Framework Development Plan

224 SECTION L IMPLEMENTATION PLAN

The intention of this section is to prepare an ‘Implementation Plan’ with supporting implementation recommendations. The Implementation Plan depicts the projects reviewed and identified as part of this review process. The Implementation Plan identifies likely funders for the different projects, budget estimates and the period of Implementation over a three to five (3-5) year period, linked to the Medium

Term Expenditure Framework (MTEF).

As part of the Implementation Plan, a map identifying the spatial location of identified projects was created and which also forms the ‘Capital Expenditure Framework’ (CEF), which is explaine in more detail later on in this phase report.

This phase, in addition to the Implementation Plan, identified the Institutional mechanism required to implement the ADM SDF recommendations.

It is furthermore intended that the PSDF’s spatial rationale and development principles will incrementally filter into District and Local Planning Frameworks, such as the municipal IDP’s as well as local Spatial

Development Frameworks and Precinct Plans. This will ensure spatial consistency across the borders of municipalities throughout the province.

INSTITUTIONAL ALIGNMENT FOR IMPLEMENTATION

The challenge facing the district is that of minimal integration within the IGR process, which results in decisions being taken, without a coherent holistic process, for the overall benefit of the District.

Structured integration is also much needed between Politicians and Technocrats and then the subsequent link with Traditional Authorities and the broader residents of the District.

The gaps experienced in this space has resulted in poor implementation of planning policy and its objectives.

225 With the above in mind this section aims to unpack the departmental mandates, followed by the existing structures within the public and supported by the necessary mechanisms to be put in place in order to ensure institutional success for the realization of the districts vision.

IMPLEMENTATION PLAN

An Implementation Plan is a management tool designed to illustrate the critical steps in developing the various sectors and Local Municipalities within the District. It is a guide which assists the the district in being proactive in developing and identifying any challenges along the way. It also allows any person to fully understand the goals of the district.

226 NAME OF PROJECT District or LM RESPONSIBLE DEPARTMENT POSSIBLE FUNDERS BUDGET 2019/20-2020/21 2021/22-2026/27 2027/28-2037/38

ECONOMIC

• Small Enterprise Development Agency (SEDA) • Department of Trade and Industry Development of a Training Academy Mnquma LM • District Municipality R R R R (DTI) • Department of Rural Development & Land Reform (DRDLR) • Department of Agriculture, Forestry, Renewable Energy Feasibility to and Fisheries • Department of Economic determine opportunities available for District • District Municipality R 450 000 R 250 000 R 200 000 Development, Environmental Affairs Agro processes • Department of Water Affairs and Forestry (DWAF) Marketing and Branding and Tourism • Eastern Cape Parks & Tourism District • Local Municipality Agency R 250 000 R 150 000 R 100 000 Strategy • National Department of Tourism • Eastern Cape Parks & Tourism Signage and directions to places of Agency District • Local Municipality R 1 500 000 R 500 000 R 1 000 000 interest • National Department of Tourism • Department of Public Works SOCIAL

Youth Development & Public • Department of Co-operative District • Local Municipality Governance and Traditional Affairs R 2 000 000 R 1 000 000 R 1 000 000 Awareness • Department of Education • Department of Sport and Recreation Arts & Culture (DSRAC) Development of a World Class Sports Raymond • South African Sports Confederation • District Municipality R 15 000 000 R 5 000 000 R 5 000 000 R 5 000 000 Academy Mhlaba & Olympic Committee • South African Sports Confederation & Olympic Committee • Development of a Science and Raymond • Technology Facility Mhlaba

BIO PHYSICAL / AGRICULTURE

• Department of Water and Sanitation • Department of Water Affairs • Department of Agriculture • Department of Agriculture, Forestry, Revitalisation of Irrigation Schemes District • All Local Municipality and Fisheries R 5 000 000 R 2 500 000 R 2 500 000 • Department of Water Affairs and Forestry (DWAF) • Department of Rural Development & Agrarian Reform (DRDAR)

227 • Department of Water and Sanitation • Department of Water Affairs • Department of Agriculture • Department of Agriculture, Forestry, Revitalisation of Crop Plantations District • All Local Municipality and Fisheries R 2 500 000 R 500 000 R 1 000 000 R 1 000 000 • Department of Water Affairs and Forestry (DWAF) • Department of Rural Development & Agrarian Reform (DRDAR) • • Department of Co-operative Governance and Traditional Affairs Landscaping and Beautification • Local Municipality • Department of Environmental Affairs R 4 000 000 R 2 000 000 R 2 000 000 and Tourism • Department of Public Works • • Department of Co-operative Governance and Traditional Affairs Public open space facility in CBD • Local Municipality • Department of Environmental Affairs R 7 000 000 R 2 000 000 R 2 000 000 R 3 000 000 and Tourism • Department of Public Works BUILT ENVIRONMENT

Roads and rail network upgrade in • Department of Public Works All LMs • District Municipality • Department of Transport R 50 000 000 R 20 000 000 R 20 000 000 R 10 000 000 Towns • Municipal Infrastructure Grant • Broadband Connectivity in all major All major tons • District Municipality nodes in ADM in LMs • Department of Economic Development, Environmental Affairs • Department of Public Works Feasibility study for the Development Possibly • District Municipality • Municipal Infrastructure Grant R 750 000 R 250 000 R 250 000 R 250 000 of a Desalination Plant Ngqushwa LM • Department of Public Works • Department of Water and Sanitation

• Department of Economic Development, Environmental Affairs Development of a World Class Possibly • District Municipality • Department of Public Works R 800 000 R 400 000 R 400 000 Disaster Management Facility Amahlati LM • Municipal Infrastructure Grant • Department of Public Works

Table 38. Implementation Plan

228 PROJECT / TYPE OF MUNICIPALI SOURCE BUDGET IDMS GATES / NATURE OF PROJECT PROJECT TOTAL TOTAL INDICATIVE REVISED INDICATIVE REVISED 2021/22 PROGRAMME INFRASTRUCT TY / REGION OF PROGRAMM PROJECT INVESTME START END DATE PROJECT EXPENDITUR BASELINE BASELINE BASELINE BASELINE NAME URE FUNDING E NAME STATUS NT DATE COSTS E FROM 2019/20 2019/20 2020/21 2020/21 PREVIOUS YEARS

OFFICE OF THE PREMIER

Annual ICT asset Maintenance Amathole DM Equitable Institutional Complete Infrastructur 04/01/201 04/01/20 - 300 - - - - - audit share Development e transfers - 6 17

and Capital

Organisation

Support

Procurement of Maintenance Amathole DM Equitable Institutional Complete Infrastructur 04/01/201 04/01/20 - 2 100 - - - - -

Microsoft EA share Development e transfers - 6 17 and ESET NOD and Capital

32 Anti-virus Organisation

Support

Virtualisation Maintenance Amathole DM Equitable Institutional Complete Infrastructur 04/01/201 04/01/20 - 570 - - - - -

Software share Development e transfers - 6 17 licences and Capital

(VMWare) Organisation

Support

Alice Streets Many of the Raymond Equitable Planning, Stage 7 - Works Infrastructur 11/01/201 30/03/20 68 100 26 163 12 667 6 666 3 837 3 837

Alice streets Mhlaba share Policy e transfers - 6 19

need Coordination, Capital

upgrading of Monitoring

the and

229 carriageways, Evaluation -

sidewalks and IGR

stormwater

drainage

systems. This

is a costly

programme

which will run

for at least five

years.

Alice Electricity Some streets Raymond Equitable Planning, Stage 7 - Works Infrastructur 11/01/201 30/03/20 7 000 5 190 1 512 1 512 - -

lack adequate Mhlaba share Policy e transfers - 6 19

lighting which Coordination, Capital

results in Monitoring

criminal action and

after dark. This Evaluation -

is to be IGR

addressed

with this

project.

Alice Sanitation The main Raymond Equitable Planning, Stage 7 - Works Infrastructur 11/01/201 30/03/20 16 667 21 572 3 100 3 100 4 712 4 712

sewage pump Mhlaba share Policy e transfers - 6 20

station serving Coordination, Capital

Alice is spilling Monitoring

regularly and

resulting in

polution. The

230 augmentation Evaluation -

of this and the IGR

outfall and

rising mains

are to be

undertaken.

We will also

plan for the

upgrading of

the exiting

WWTW (On

Fort Hare

Property).

Alice Water This project Raymond Equitable Planning, Stage 5 - Works Infrastructur 11/01/201 30/03/20 20 000 11 970 3 720 3 720 435 435

seeks to Mhlaba share Policy e transfers - 6 20

replace water Coordination, Capital

mains that are Monitoring

bursting and

frequently and Evaluation -

to augment the IGR

sizes within

road reserves

where

construction is

occuring.

231 Kirkwood 1 Aqua Park Full Sunday's Equitable Planning, Stage 7 - Works Infrastructur 11/01/201 30/03/20 22 000 9 192 3 168 3 168 1 653 1 653

Aquapark road and River Valley share Policy e transfers - 6 19

stormwater Coordination, Capital

construction. Monitoring

This suburb and

does not have Evaluation -

many formal IGR

streets and

storm

drainage. This

project will

bring streets

up to all

weather

standards with

adequate

stormwater

drainage.

Komga Municipal Great Kai Equitable Planning, Stage 1 - Infrastructur 04/01/201 31/03/20 ------

services ( share Policy Infrastructure e transfers - 6 21

Roads, Water, Coordination, Planning Capital

Sanitation and Monitoring

electricity) and

Evaluation -

IGR

DEPARTMENT OF HEALTH

232 Madwaleni Community Mbhashe Health HEALTH Gate 7 Works Rehabilitatio 28/01/201 25/07/20 60 042 58 042 - 2 - - - Hospital- Health Facility FACILITIES n and 6 19 000,00 Gateway Clinic Facilities Revitalisa MANAGEME refurbishme tion Grant NT nt

Butterworth District Mnquma Equitable HEALTH Gate 6b: Design Non 01/04/201 31/08/20 5 777 - 2 225 1 - 4 108 - Hospital Water & Hospital Share FACILITIES Documentation( Infrastructur 8 20 668,75 Sanitation Services MANAGEME Manufacture,Fab e NT r.) Tafalofefe District Mbhashe Equitable HEALTH Gate 7 Works Non 04/02/201 31/03/20 39 643 5 033 300 5 - 12 000 20 069 Hospital Water & Hospital Share FACILITIES Infrastructur 6 22 540,46 Sanitation Services MANAGEME e NT Tower Hospital District Nkonkobe Equitable HEALTH Gate 7 Works Non 01/04/201 31/05/20 3 695 - 250 3 - 42 - Water & Hospital Share FACILITIES Infrastructur 7 20 157,97 Sanitation Services MANAGEME e NT Existing District Amathole Equitable HEALTH Gate 7 Site Non 01/04/201 31/03/20 14 000 - 2 500 2 6 250 3 250 4 594 Hospitals Hospital Share FACILITIES Process Infrastructur 7 22 467,17 Commissioning Services MANAGEME e and NT Recommissioni ng - Amathole Radiology District Amathole Equitable HEALTH Gate 3: Non 01/04/201 31/03/20 8 275 - - 2 5 000 2 000 3 275 Equipment and Hospital Share FACILITIES Preparation and Infrastructur 7 22 934,33 Services - Services MANAGEME briefing or e Amathole NT prefeasibilit

District District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/04/201 31/03/20 9 319 - 1 500 1 4 000 2 861 3 015 Hospitals Hospital Share FACILITIES Process e and 7 22 424,02 Medical Services MANAGEME repairs Equipment NT Maintenance - Amathole Existing Clinics Community Amathole Equitable HEALTH Gate 7 Site Non 01/04/201 31/03/20 4 339 - 1 000 1 1 625 1 375 1 714 Commissioning Health Share FACILITIES Process Infrastructur 7 22 973,73 and Facilities MANAGEME e Recommissioni NT ng - Amathole

Clinics Medical Community Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/04/201 31/03/20 2 951 - 625 1 1 250 1 178 1 213 Equipment Health Share FACILITIES Process e and 7 22 233,58 Maintenance - Facilities MANAGEME repairs Amathole NT Butterworth District Mnquma Health HEALTH Gate 6 Rehabilitatio 01/04/201 31/03/20 57 284 - 5 000 2 - 15 000 40 159 Hospital Repairs Hospital Facility FACILITIES Manufacturing n and 8 23 125,00 and Renovations Services Revitalisa MANAGEME &Fabrication refurbishme tion Grant NT nt

Medical Gas District Amathole Equitable HEALTH Gate 2 Definition Non 01/04/201 31/03/20 4 000 - 1 000 1 1 875 1 125 1 338 Systems - Hospital Share FACILITIES Infrastructur 7 22 270,23 Amathole Services MANAGEME e NT

233 Fencing & Community Amathole Equitable HEALTH Gate 7 Works Rehabilitatio 01/04/201 30/09/20 15 313 8 797 - 1 - - - Guardhouses Health Share FACILITIES n and 7 19 000,00 Amathole Facilities MANAGEME refurbishme Project 1 NT nt

Fencing & Community Amathole Equitable HEALTH Gate 7 Works Rehabilitatio 01/04/201 30/09/20 4 153 1 136 - - - - Guardhouses Health Share FACILITIES n and 7 19 138,16 Amathole Facilities MANAGEME refurbishme Project 2 NT nt

Fencing & Community BCM/Amatho Equitable HEALTH Gate 7 Works Rehabilitatio 01/04/201 30/09/20 15 435 9 888 - - - - Guardhouses Health le Share FACILITIES n and 7 19 256,59 Amathole & Facilities MANAGEME refurbishme BCM Project 1 NT nt Fencing & Community BCM/Amatho Equitable HEALTH Gate 7 Works Rehabilitatio 01/04/201 30/09/20 7 747 3 517 - - - - Guardhouses Health le Share FACILITIES n and 7 19 192,44 Amathole & Facilities MANAGEME refurbishme BCM Project 2 NT nt

Electricification Community Amathole Equitable HEALTH Gate 3 Rehabilitatio 01/04/201 31/03/20 5 000 - 1 000 - 3 600 - and water Health Share FACILITIES Prefeasibility n and 8 22 900,00 connections - Facilities MANAGEME Strategic brief refurbishme Amathole NT nt

SS Gida Hospital District Amahlati Health HEALTH Gate 6b: Design Rehabilitatio 01/04/201 31/03/20 27 447 1 772 4 966 7 - 13 447 1 000 Hospital Facility FACILITIES Documentation( n and 7 21 401,50 Services Revitalisa MANAGEME Manufacture,Fab refurbishme tion Grant NT r.) nt

Madwaleni District Mbhashe Equitable HEALTH Gate 7 Works Rehabilitatio 01/04/201 31/08/20 10 000 9 144 - 1 - - - Hospital Hospital Share FACILITIES n and 8 19 200,00 Renovations and Services MANAGEME refurbishme Refurbishments NT nt

Komga CHC District Great Kei Equitable HEALTH Gate 6b: Design Rehabilitatio 01/04/201 31/03/20 11 319 - 5 000 - 4 819 6 125 Hospital Share FACILITIES Documentation( n and 8 22 375,00 Services MANAGEME Manufacture,Fab refurbishme NT r.) nt Victoria Hospital District Great Kei Health HEALTH Gate 7 Works Rehabilitatio 01/04/201 31/03/20 23 392 3 893 - 13 - 2 800 - Hospital Facility FACILITIES n and 9 21 816,13 Services Revitalisa MANAGEME refurbishme tion Grant NT nt Willowvale CHC Community Mbhashe Health HEALTH Gate 7 Works Rehabilitatio 01/04/201 11/12/20 14 390 1 821 - 9 - - - Health Facility FACILITIES n and 8 19 868,67 Facilities Revitalisa MANAGEME refurbishme tion Grant NT nt Maintenance District Amathole Equitable DISTRICT Gate 3 Maintenanc 01/04/201 31/03/20 20 188 - 5 625 4 5 625 5 625 5 934 and repairs - Hospitals Share HEALTH Prefeasibility e and 8 22 526,00 District SERVICES Strategic brief repairs Hospitals

234 Scheduled Provincial BCM/Amatho Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 21 635 - 3 000 1 4 000 3 288 2 907 Maintenance to Hospital le Share FACILITIES Process e and 8 22 125,00 Boilers in Services MANAGEME repairs Amathole and NT BCM

Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 6 572 - 2 500 2 500 2 163 1 860 Maintenance to Hospital Share FACILITIES Process e and 8 22 342,92 Laundry Services MANAGEME repairs Equipment NT Amathole

Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 5 420 - 2 500 2 500 2 163 1 860 Maintenance to Hospital Share FACILITIES Process e and 8 22 342,92 Kitchen Services MANAGEME repairs Equipment NT Amathole Scheduled Provincial Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 7 313 - 2 500 2 2 500 1 867 1 792 Maintenance to Hospital Share FACILITIES Process e and 8 22 340,86 Various Services MANAGEME repairs Autoclave, NT Sterilizer and Bed Pan Washer Equipment - Amathole DM Scheduled Provincial Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 10 006 - 2 500 2 500 2 117 1 792 Maintenance to Hospital Share FACILITIES Process e and 8 22 846,82 Various Services MANAGEME repairs Refrigeration, NT Mortuaries and Heat Pumps - Amathole DM

Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 4 500 - 2 500 2 500 1 913 1 860 Maintenance to Hospital Share FACILITIES Process e and 8 22 100,00 Various Vacuum Services MANAGEME repairs and NT Compressed Medical Gas Supply - Amathole DM Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 5 000 - 1 500 1 500 948 1 256 Maintenance to Hospital Share FACILITIES Process e and 8 22 100,00 Various Fire Services MANAGEME repairs Detection and NT Prevention - Amathole DM

Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 4 500 - 1 500 1 500 948 1 256 Maintenance to Hospital Share FACILITIES Process e and 8 22 100,00 Various LV, Services MANAGEME repairs Nurses Call, NT Comms, PV and UPS - Amathole DM

235 Scheduled Provincial Buffalo City Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 4 500 - 1 500 1 1 500 920 1 215 Maintenance to Hospital Metropolitan Share FACILITIES Process e and 8 22 404,26 Various LV, Services MANAGEME repairs Nurses Call, NT Comms, PV and UPS - Buffalo City DM Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 4 000 - 3 000 3 000 2 396 2 011 Maintenance to Hospital Share FACILITIES Process e and 8 22 100,00 Various Central Services MANAGEME repairs HVAC Systems - NT Amathole DM

Scheduled District Amathole Equitable HEALTH Gate 7 Site Maintenanc 01/07/201 31/03/20 3 500 - 2 000 2 000 1 430 1 008 Maintenance to Hospital Share FACILITIES Process e and 8 22 100,00 Various Wet Services MANAGEME repairs Services, NT Plumbing and WWTS - Amathole DM Elliot Hospital District Mbhashe Equitable HEALTH Gate 4: Concept Rehabilitatio 01/05/201 31/05/20 32 700 - - 1 - 8 130 3 000 Infrastructure Hospital Share FACILITIES and viability or n and 8 22 500,00 Improvements Services MANAGEME feasibility refurbishme (Phase 1) NT nt

Nqamakhwe - Other Facilities Mnquma Equitable HEALTH Gate 5: Design Non 01/07/201 30/05/20 9 000 - 3 000 1 - 8 365 2 500 Water Supply & Share FACILITIES development Infrastructur 8 22 125,00 Sanitation, MANAGEME e Water NT connection, Mquma Health Facility Tafalofefe District Mnquma Equitable HEALTH Gate 6b: Design Upgrades 01/05/201 30/05/20 25 000 - 11 000 2 - 14 000 8 625 Hospital Hospital Share FACILITIES Documentation( and 8 22 375,00 Services MANAGEME Manufacture,Fab additions NT r.) Hamburg Clinic Community Ngqushwa Equitable HEALTH Gate 7 Works New 01/06/201 26/04/20 18 658 18 658 - 1 - - - Health Share FACILITIES infrastructur 8 19 000,00 Facilities MANAGEME e assets NT Ngcizela Clinic Community Mnquma Health HEALTH Gate 8 Handover New 19/03/201 26/04/20 28 620 23 179 - 1 - - - Health Facility FACILITIES infrastructur 5 19 000,00 Facilities Revitalisa MANAGEME e assets tion Grant NT Madwaleni District Mnquma Equitable HEALTH Gate 6a: Design Upgrades 01/10/201 01/04/20 59 950 - - 16 60 000 2 500 - Hospital - Hospital Share FACILITIES documentation and 8 24 000,00 Upgrading of Services MANAGEME (Product Info) additions OPD, MOU NT

236 PVC Water tanks Community BCM/Amatho Health HEALTH Gate 6b: Design Non 01/05/201 28/02/20 3 000 - - - - - 3 000 Buffalo City Health le Facility FACILITIES Documentation( Infrastructur 8 22 Metro Facilities Revitalisa MANAGEME Manufacture,Fab e tion Grant NT r.)

Tower Hospital - District Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 180 000 - - 100 Upgrading of Hospital Share FACILITIES Development and 8 23 94,41 Tower Hospital Services MANAGEME additions including the NT Construction of new wards Seymour Clinic - Community Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 13 000 - - 100 Upgrading of Health Share FACILITIES Development and 8 23 94,41 existing clinic Facilities MANAGEME additions NT

Tanga Clinic - Community Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 10 000 - - 100 Upgrading of Health Share FACILITIES Development and 8 23 94,41 existing clinic Facilities MANAGEME additions NT

SS Gida Hospital District Amathole Equitable HEALTH Gate 7 Site New 01/04/201 31/03/20 5 004 - 2 - 710 - Construction Hospital Share FACILITIES Process infrastructur 8 23 269,79 of a guard Services MANAGEME e assets house and new NT fencing SS Gida Community Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 115 000 - - 100 Hospital Phase Health Share FACILITIES Development and 8 23 94,41 2 - Replacement Facilities MANAGEME additions of prefabricated NT structures, upgrading of the Gateway Clinic

Victoria Hospital District Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 55 000 - - 100 Phase 2 - Hospital Share FACILITIES Development and 8 23 94,41 Upgrading of Services MANAGEME additions Clinical Wards, NT Gateway Clinic and provision of A& E Access

237 Fort Beaufort District Amathole Equitable HEALTH Gate 5 Design Upgrades 01/04/201 31/03/20 90 000 - - - Hospital - Hospital Share FACILITIES Development and 8 23 423,41 Upgrading of the Services MANAGEME additions Hospital Waiting NT Area, Admnistration block and construction of additional wards to cater for TB Patiemts from Winterburg Hospital

Frontier Hospital Provincial Chris Hani Health HEALTH Gate 6 Maintenanc 01/04/201 31/03/20 70 880 - 11 - 24 000 - OPD Caualty Hospital Facility FACILITIES Manufacturing & e and 8 23 910,00 Project - Services Revitalisa MANAGEME Fabrication repairs Commissioning tion Grant NT and Recommissioni ng 72 hour District Amathole Health HEALTH Gate 3 Upgrades 01/04/201 31/03/20 25 000 - 4 - 4 500 5 000 Psychiatric Hospital Facility FACILITIES Prefeasibility and 8 23 500,00 observation unit Services Revitalisa MANAGEME Strategic brief additions Amathole tion Grant NT

SOCIAL DEVELOPMENT

Alice service Rehabilitation, Nkonkobe Equitable ADMINISTRA STAGE 6 Rehabilitatio ####### ####### 2 500 500 - 2 500 - - - office renovations share TION n and ## ## and refurbishme refurbishment nt s of Offices ((Two blocks of office) Butterworth Rehabilitation, Amathole Equitable ADMINISTRA STAGE 6 Rehabilitatio ####### ####### 4 197 500 - 4 197 - - - Service Office renovations share TION n and ## ## and refurbishme refurbishment nt s of Offices (One block of office)

DEPARTMENT OF PUBLIC WORKS

EPWP Maintenance Amatole EPWP Expanded Design Maintenanc ####### ####### 1 964 832 - 1 132,04 - - Maintenance and repairs Intergrate Public Works e and ## ## Programme d Grant Programme repairs

EPWP Maintenance Amatole Equitable Expanded Design Maintenanc ####### ####### 1 494 - 498,40 - 498 498 Maintenance and repairs Share Public Works e and ## ## Programme Programme repairs

238 DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Ngqika New Raymond Equitable Traditional Identification New 1/04/2018 30/03/20 1 600 - - - - Traditional Mhlaba Share Institutional infrastructur 19 Council Management e assets

Anta- Seymour New Raymond Equitable Municipal Identification New 04/01/202 31/03/20 4 500 - - - 4 500 Mhlaba Share Infrastructure infrastructur 1 22 e assets

Amagqunukweb New Raymond Equitable Traditional Identification New 04/01/201 30/04/20 900 - - - - e Traditional Mhlaba Share Institutional infrastructur 9 21 Council Management e assets

Amabhele New Ngqamakwe Equitable Traditional Identification New 04/01/202 30/03/20 4 400 - - 4 400 Share Institutional infrastructur 0 21 Management e assets

DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM

Amathole Dam Destillig of 3 Amathole Equitable Farmer Stage 6:Design New 01/04/201 31/03/20 540 ------Scooping stock dams at Share Support and Documentation infrastructur 8 19 Amathole Development e assets

Amathole Construction Amathole Equitable Farmer Stage 7: Works New 01/09/201 31/03/20 14 208 4 208 5 000 - 5 000 - - Piggery of a 150 sow Share Support and infrastructur 7 21 piggery Development e assets structure

Ripplemead Construction Amathole CASP Farmer Stage 7: Works New 01/04/201 31/03/20 36 693 36 693 - - - - - Citrus Pack of a citrus Support and infrastructur 7 19 House Phase 1 packhouse Development e assets

Revitalisation of Irrigation Amathole CASP Farmer Stage 7: Works New 01/04/201 31/03/20 29 382 964 12 511 6 260 15 907 - - irrigation Scheme Support and infrastructur 6 21 schemes: Revitalisation Development e assets Amathole and fencing for Upper Gxulu and Zanyokhwe and Tyefu (2019/20 Upper Gxulu) High Haven Refurbishment Amathole Equitable Farmer Stage 8 - New 01/04/201 31/03/20 36 693 36 693 - - - - - Piggery of a 10 sow Share Support and Handover infrastructur 6 19 piggery Development e assets structure

239 AMATHOLE piggery Amathole Equitable Farmer Stage 6: Design Upgrades 01/04/201 31/03/20 300 - - 300 - - - PIGGERY structure Share Support and documentation and 9 20 (AMAGASELA) Development additions

EERDE KONING INSTALLATIO Amathole CASP Farmer Stage 6: Design New 01/04/201 31/03/20 2 000 - - 2 000 - - - IRRIGATION N - Support and documentation infrastructur 8 20 IRRIGATION Development e assets SYSTEM

Amathole Grain Fencing of Amathole CASP Farmer Stage 6:Design New 01/04/201 31/03/20 24 926 - 14 772 2 000 6 600 14 630 8 296 Producers Arable Lands, Support and Documentation infrastructur 8 22 repairs of Development e assets Access roads and silos Construction of ; 180km fence,15 km of access roads & 6 silos Amathole Citrus Rehabilitation Amathole CASP Farmer Stage 6:Design New 01/04/201 31/03/20 30 166 - 12 185 12 185 8 750 8 750 9 231 growers and expansion Support and Documentation infrastructur 9 22 of 300 ha Development e assets Citrus orchards

BCMM construction Amathole CASP Farmer Stage 6:Design New 01/04/201 31/03/20 6 514 - 2 554 554 2 900 6 354 3 060 tomatoes of of ablution Support and Documentation infrastructur 9 22 facilities , Development e assets repairs to tunnels,jam processing and purifying machines

Revitalisation of Payment of Amathole CASP Farmer Stage 6:Design New 01/04/201 31/03/20 2 190 1 900 - 290 - - - irrigation retention fees Support and Documentation infrastructur 7 19 schemes: for the Development e assets Amathole Installation of irrigation System of 55Ha Ripplemead Cistrus Amathole CASP Farmer Stage 6:Design New 01/04/201 31/03/20 29 382 964 - 1 400 - - - Citrus Packhouse Support and Documentation infrastructur 8 19 Packhouse Mechanical Development e assets Phase 2 equipment, installation and commisioning

240 Amajingqi Development Amathole CASP Farmer Stage 7 - Works Infrastructur 01/04/201 31/03/20 49 500 32 640 16 360 16 360 - - - Macadamia Nut of 300 ha Support and e transfers - 6 19 prodution Orchads , Development current irrigation eqiupment ,Tractor

Qeto LandCare Fencing 21 Amathole: LAND Farmer Stage 6:Design New 01/04/201 31/03/20 ------Poject km. to manage Ngqushwa CARE Support and Documentation infrastructur 9 20 areas already Ward 13 Development e assets cleared

Amathole Grain Fencing of Amathole Equitable Farmer Stage 6:Design New 01/04/201 31/03/20 21 372 - - 4 700 - - - Producers Arable Lands, Share Support and Documentation infrastructur 9 20 repairs of Development e assets Access roads and silos Construction of ; 180km fence,15 km of access roads & 6 silos

DEPARTMENT OF ECONOMIC DEVELOPMENT, ENVIRONMENTAL AFFAIRS AND TOURISM

Rehabilitation of Top Mnquma Equitable Economic Planning Infrastructur 01/04/201 30/03/20 11 000 11 400 - - - - - Butterworth infrastructure Municipality share Development e transfers - 6 19 Factory refurbishment & Tourism Capital of ECDC asset

Nyandeni Informal NyandeniLM Equitable Economic Concept plan Infrastructur 01/04/201 30/03/20 4 200 ------Informal Trade trading stalls, share Development developed e transfers - 6 19 Infr Project market area & Tourism Capital with water lights and ablution facilities Upgrade of Rehabilitation AmahlathiLM Equitable Economic Preparation and Infrastructur 01/04/201 30/03/20 56 000 1 680 - - - - - Road to Rance of access road share Development briefing e transfers - 6 19 Timbers Sawmill & Tourism Capital

DEPARTMENT OF TRANSPORT

Centane to Kei Tarred roads / Mnquma Equitable Transport Design Upgrades ####### ####### 102 500 31 680 42 500 33 422 50 000 10 000 Mouth and Surfaced Share Infrastructure and ## ## Qholorha (ph4) roads additions

241 Centane to Kei Tarred roads / Mnquma Equitable Transport Construction Upgrades ####### ####### 46 000 44 500 2 680 1 500 2 827 - - Mouth and Surfaced Share Infrastructure and ## ## Qholorha (ph3) roads additions

R72 to Hamburg Tarred roads / Ngqushwa Equitable Transport Design Upgrades ####### ####### 134 143 10 560 30 560 11 141 45 000 58 583 Surfaced Share Infrastructure and ## ## roads additions

SLA : Willowvale Tarred roads / Mbhashe Provincial Transport Design Upgrades ####### ####### 166 212 - - 50 238 - 62 544 53 430 to Dwesa Nature Surfaced Roads Infrastructure and ## ## Reserve via roads Maintena additions Msengeni Ph 2 nce Grant of 3

SLA : Willowvale Tarred roads / Mbhashe Equitable Transport Design Upgrades ####### ####### 61 609 - - 9 256 52 352 to Dwesa Nature Surfaced share Infrastructure and ## ## Reserve via roads additions Msengeni Ph 2 of 3

HUMAN SETTLEMENTS

Alice - Golf Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 19 660 8 139 3 024 3 024 - - - course - 283 MHLABA Developm Development e transfers - ## ## subs MUNICIPALIY ent Grant Capital

Alice - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 80 764 27 987 600 600 8 000 8 000 8 000 Khayelitsha 260 MHLABA Developm Development e transfers - ## ## MUNICIPALIY ent Grant Capital

Alice - Mavuso Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 44 018 429 27 004 27 004 8 000 8 000 8 000 300 Subs MHLABA Developm Development e transfers - ## ## MUNICIPALIY ent Grant Capital

Alice - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 16 940 12 489 100 100 - - - Ntzelemantzi/Hil MHLABA Developm Development e transfers - ## ## lcrest - 818 subs MUNICIPALIY ent Grant Capital

Bedford - 172 Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 3 197 3 197 1 260 1 260 - - - Subs MHLABA Developm Development e transfers - ## ## MUNICIPALIY ent Grant Capital

Bedford - 172 Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 14 513 10 033 2 826 2 826 - - - Subs MHLABA Developm Development e transfers - ## ## MUNICIPALIY ent Grant Capital

Bedford - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 5 036 5 036 1 210 1 210 - - - Goodwin Park - MHLABA Developm Development e transfers - ## ## 200 subs MUNICIPALIY ent Grant Capital

242 Bedford - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 11 115 11 077 4 330 4 330 - - - Goodwin Park - MHLABA Developm Development e transfers - ## ## 200 subs MUNICIPALIY ent Grant Capital

Berlin - Dongwe Top Structure BUFFALO Housing Housing Construction Infrastructur ####### ####### 16 940 14 258 199 199 - - - 500 CITY METRO Developm Development e transfers - ## ## MUNICIPALIT ent Grant Capital Y

Butterworth - Top Structure MNQUMA Housing Housing Construction Infrastructur ####### ####### 16 940 15 496 500 500 8 000 8 000 9 000 Hlobo 500 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Butterworth - Top Structure MNQUMA Housing Housing Construction Infrastructur ####### ####### 152 152 500 500 8 500 8 500 8 000 Mchubakazi 692 MUNICIPALIT Developm Development e transfers - ## ## Units BNG Y ent Grant Capital

Butterworth - Top Structure MNQUMA Housing Housing Construction Infrastructur ####### ####### 16 940 14 102 500 500 8 000 8 000 8 000 Siyanda MUNICIPALIT Developm Development e transfers - ## ## Zizamele - 1244 Y ent Grant Capital

Butterworth Top Structure MNQUMA Housing Housing Construction Infrastructur ####### ####### 80 764 55 842 500 500 9 000 9 000 9 000 Mgcwe 500 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Cathcart - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 999 660 500 500 8 000 8 000 8 000 Katikati 300 MUNICIPALIT Developm Development e transfers - ## ## Subs Y ent Grant Capital

Dutywa Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 16 862 2 747 4 665 4 665 - Destitute - 100 MUNICIPALIT Developm Development e transfers - ## ## subs Y ent Grant Capital

Elliotdale - 292 Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 14 930 13 500 100 100 - subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Elliotdale - 292 Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 14 930 10 119 100 100 - subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Elliotdale - 292 Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 14 930 13 500 100 100 - subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Elliotdale - 400 Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 2 065 10 119 500 500 - MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

243 Engcobo - All Top Structure ENGCOBO Housing Housing Construction Infrastructur ####### ####### 106 024 42 582 7 750 7 750 - Saints 700 Units MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Fort Beaufort - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 21 584 15 486 200 200 - Hillside Ph 2 - MHLABA Developm Development e transfers - ## ## 500 subs MUNICIPALIY ent Grant Capital

Fort Beaufort - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 585 430 500 500 8 000 8 000 8 000 Katberg 233 MHLABA Developm Development e transfers - ## ## Subs MUNICIPALIY ent Grant Capital

Fort Beaufort - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 20 052 17 746 4 716 4 716 - R/land Ph 1 MHLABA Developm Development e transfers - ## ## (Hillside) - 638 MUNICIPALIY ent Grant Capital subs

Fort Beaufort - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 20 052 17 746 2 434 2 434 - R/land Ph 1 MHLABA Developm Development e transfers - ## ## (Hillside) - 638 MUNICIPALIY ent Grant Capital subs

Fort Beaufort - Top Structure RAYMOND Housing Housing Construction Infrastructur ####### ####### 1 259 858 500 500 8 000 8 000 8 000 Readsdale 500 MHLABA Developm Development e transfers - ## ## subs MUNICIPALIY ent Grant Capital

Kei Mouth - Top Structure GREAT KEI Housing Housing Construction Infrastructur ####### ####### 14 648 8 650 3 135 3 135 - Cwili 278 subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Kei Road - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 719 377 500 500 8 000 8 000 8 000 Mthonjeni - 201 MUNICIPALIT Developm Development e transfers - ## ## subs Y ent Grant Capital

Kei Road - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 66 113 666 646 646 8 000 8 000 8 000 Northern Node MUNICIPALIT Developm Development e transfers - ## ## 421subs Y ent Grant Capital

Kei Road - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 66 113 666 1 510 1 510 8 000 8 000 8 000 Northern Node MUNICIPALIT Developm Development e transfers - ## ## 421subs Y ent Grant Capital

Kei Road - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 1 670 981 485 485 8 000 8 000 8 000 Squashville 467 MUNICIPALIT Developm Development e transfers - ## ## subs Y ent Grant Capital

Keiskammahoek Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 7 671 5 457 4 115 4 115 - - Masincedane MUNICIPALIT Developm Development e transfers - ## ## 1255 Y ent Grant Capital

244 Keiskammahoek Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 28 283 7 892 7 146 7 146 8 000 8 000 8 000 - Masincedane MUNICIPALIT Developm Development e transfers - ## ## 1255 Y ent Grant Capital

Keiskammahoek Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 28 283 7 892 563 563 - - Masincedane MUNICIPALIT Developm Development e transfers - ## ## 1255 Y ent Grant Capital

Komga Zone 10 Top Structure GREAT KEI Housing Housing Construction Infrastructur ####### ####### 6 037 917 622 622 9 000 9 000 9 000 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Koukamma Top Structure KOU-KAMMA Housing Housing Construction Infrastructur ####### ####### 10 458 4 589 1 156 1 156 3 755 3 755 4 755 Destitutes - 200 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

Peddie - Gcinisa Top Structure NGQUSHWA Housing Housing Construction Infrastructur ####### ####### 2 583 1 408 500 500 8 000 8 000 8 000 500 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital Peddie - Top Structure NGQUSHWA Housing Housing Construction Infrastructur ####### ####### 3 626 3 626 500 500 8 000 8 000 8 000 Hamburg 500 MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital Peddie - Top Structure NGQUSHWA Housing Housing Construction Infrastructur ####### ####### 2 881 561 108 108 - Mphekweni 500 MUNICIPALIT Developm Development e transfers - ## ## Units Y ent Grant Capital

Peddie - Top Structure NGQUSHWA Housing Housing Construction Infrastructur ####### ####### 6 272 - - - - Qaga500 MUNICIPALIT Developm Development e transfers - ## ## planning Y ent Grant Capital Peddie - Top Structure NGQUSHWA Housing Housing Construction Infrastructur ####### ####### 6 272 - 502 502 - Mphekweni 500 MUNICIPALIT Developm Development e transfers - ## ## Units Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 650 367 650 650 - Cenyulands MUNICIPALIT Developm Development e transfers - ## ## 1142 Subs Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 8 834 1 722 100 100 8 000 8 000 8 000 Cenyulands MUNICIPALIT Developm Development e transfers - ## ## 1142 Subs Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 1 638 403 2 369 2 369 1 360 1 360 2 360 Frankfurt - 300 MUNICIPALIT Developm Development e transfers - ## ## Subs Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 268 151 100 100 8 000 8 000 8 000 Gasela 75 subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital

245 Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 37 663 23 994 4 023 4 023 8 000 8 000 8 000 Kubusie 1328 MUNICIPALIT Developm Development e transfers - ## ## Subs Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 29 917 10 403 3 775 3 775 - Mlungisi - 270 MUNICIPALIT Developm Development e transfers - ## ## subs Y ent Grant Capital

Stutterheim - Top Structure AMAHLATI Housing Housing Construction Infrastructur ####### ####### 198 425 1 193 20 861 20 861 8 000 8 000 8 000 Ndakana 1300 MUNICIPALIT Developm Development e transfers - ## ## Subs Y ent Grant Capital

Willowvale - 97 Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 1 457 1 457 200 200 - subs MUNICIPALIT Developm Development e transfers - ## ## Y ent Grant Capital Willowvale - Top Structure MBASHE Housing Housing Construction Infrastructur ####### ####### 12 475 172 100 100 1 844 1 844 8 000 Ngqaqini MUNICIPALIT Developm Development e transfers - ## ## Destitute 50 Y ent Grant Capital Subs

Adelaide - Title Deeds NXUBA Title Title Deeds Planning Infrastructur ####### ####### 818 - 818 818 - - R/land Ph 1 - MUNICIPALIT Deeds Restoration e transfers - ## ## 624 subs Y Restorati Grant Capital on Grant Adelaide - Title Deeds NXUBA Title Title Deeds Planning Infrastructur ####### ####### 631 - 631 631 - - R/land Ph 2 - MUNICIPALIT Deeds Restoration e transfers - ## ## 481 subs Y Restorati Grant Capital on Grant Adelaide Mud Title Deeds NXUBA Title Title Deeds Planning Infrastructur ####### ####### 561 - 561 561 - - Houses 428 MUNICIPALIT Deeds Restoration e transfers - ## ## Subs Y Restorati Grant Capital on Grant Bedford - 172 Title Deeds NXUBA Title Title Deeds Planning Infrastructur ####### ####### 225 - 225 225 - - Subs MUNICIPALIT Deeds Restoration e transfers - ## ## Y Restorati Grant Capital on Grant Butterworth - Title Deeds MNQUMA Title Title Deeds Planning Infrastructur ####### ####### 370 - 370 370 - - 282 subs MUNICIPALIT Deeds Restoration e transfers - ## ## Y Restorati Grant Capital on Grant Butterworth - Title Deeds MNQUMA Title Title Deeds Planning Infrastructur ####### ####### 493 - 493 493 - - Siyanda 376 MUNICIPALIT Deeds Restoration e transfers - ## ## subs BNG Y Restorati Grant Capital on Grant

Cathcart - Title Deeds AMAHLATI Title Title Deeds Planning Infrastructur ####### ####### 393 - 393 393 - - Katikati 300 MUNICIPALIT Deeds Restoration e transfers - ## ## Subs Y Restorati Grant Capital on Grant Centani - 1038 Title Deeds MNQUMA Title Title Deeds Planning Infrastructur ####### ####### 1 361 - 1 361 1 361 - subs MUNICIPALIT Deeds Restoration e transfers - ## ## Y Restorati Grant Capital on Grant

246 Dutywa Ext. 8 - Title Deeds MBASHE Title Title Deeds Planning Infrastructur ####### ####### 987 - 987 987 - 753 subs MUNICIPALIT Deeds Restoration e transfers - ## ## Y Restorati Grant Capital on Grant

DEPARTMENT OF SPORT, RECREATION, ARTS AND CULTURE

Nyara Library Library Amathole Communi Library Stage 5: Design New ty Library Services development infrastructur 01/10/201 30/03/20 20 000 203 3 067 - 3 530 8 500 8 847 Grant e assets 5 22

Alice Library Library Amathole Communi Library Stage 7: Works New ty Library Services infrastructur 01/11/201 30/06/20 24 000 9 295 4 645 10 000 2 772 6 700 6 975 Grant e assets 7 21

Completion of Swimming Amathole Equitable Sport and Stage 7: Works New 01/04/201 30/03/20 Butterworth Pool Share Recreation infrastructur 20 380 17 676 - 2 500 - 100 104 Swimming Pool e assets 0 22 Ntshunqa Modular Amathole Communi Library Stage 3: Upgrades modular Library Library ty Library Services Preparation and and 01/04/201 31/03/20 500 - - 350 - - - Grant briefing or additions 9 21 prefeasibility Hamburg Modular Amathole Communi Library Stage 3: Upgrades modular Library Library ty Library Services Preparation and and 01/04/201 31/03/20 500 - - 350 - - - Grant briefing or additions 9 21 prefeasibility Fort Beaufort Library Amathole Communi Library Stage 5: Design Rehabilitatio Library ty Library Services development n and 01/04/201 30/02/20 6 600 144 - 3 500 - 1 000 1 041 Grant refurbishme 5 22 nt Amathole Museum Amathole Equitable Cultural Stage 7: Works Rehabilitatio Museum Share Affairs n and 30/03/201 30/02/20 4 100 - 1 000 - 1 055 - - refurbishme 6 20 nt Fort Beaufort Museum Amathole Equitable Cultural Stage 5: Design Rehabilitatio Museum Share Affairs development n and 01/04/201 30/02/20 4 200 - 100 - 106 1 000 1 041 refurbishme 7 20 nt Our Heritage, Museum Amathole Equitable Cultural Stage 4: Concept Rehabilitatio Adelaide Share Affairs and viability or n and 01/04/201 30/03/20 4 000 ------Museums feasibility refurbishme 9 23 nt Wilton Mkwayi Head Office Amathole Equitable Administratio Stage 7: Works Maintenanc 01/04/201 31/03/20 Block Share n e and 1 200 - 800 1 700 844 2 000 2 082 repairs 6 19 CC Classen Campsite Amathole Equitable Cultural Stage 7: Works Maintenanc 01/04/201 31/03/20 Share Affairs e and 700 - 500 500 528 500 521 repairs 7 20 Butterworth Library Amathole Equitable Library Stage 5: Design Maintenanc Library Share Services development e and 01/04/201 30/03/20 100 - - 150 - 100 104 repairs 8 21

Table 39. Implementation Plan

247 CAPITAL EXPENDITURE FRAMEWORK

The Capital Expenditure Framework (CEF) is the implementation component of the ADM SDF translating the goals and objectives of the district into tangible investment strategies and budget allocations.

Objectives of CEF:

The district can use this Capital Expenditure Framework (CEF) to identify and priorities capital projects for implementation in the following financial year and medium-term period (three years). The objectives of the CEF are to:

• Contribute towards the eradication of service delivery backlogs, especially in poor and

marginalized areas by prioritizing projects in these locations;

• Ensure the improved management of the Municipality’s existing infrastructure;

• Improve new service delivery through infrastructure and services that are planned, delivered and

managed in an objective and structured manner;

• Priorities projects and programmes through a strategic and spatially-linked information system

known as the Capital Investment Management System (CIMS) in the context of a limited capital

budget; and

• Direct future public and private investment by aligning the capital-budget requirements of

departments and entities to priority areas.

The following plan highlights the Eastern Cape panned projects by various departments. These are the projects identified for the LMs within the district.

248 Plan 46. B5 Projects Plan

249

Plan 47. Intergovernmental Project Pipeline

250