UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN
OCTOBER 2014
TABLE OF CONTENTS
1 INTRODUCTION ...... 1
1.1 PURPOSE ...... 1
1.2 UMGUNGUNDLOVU DISTRICT ...... 1
1.3 PROVINCIAL PLANNING ...... 4
1.3.1 PROVINCIAL GROWTH AND DEVELOPMENT PLAN ...... 4
1.3.2 THE RATIONALE FOR DEVELOPING THE DISTRICT GROWTH AND DEVELOPMENT PLAN ...... 6
1.3.3 THE UMDM INTEGRATED DEVELOPMENT PLAN ...... 7 1.4 UNDERLYING PRINCIPLES ...... 7
1.4.1 A PRODUCTIVE REGION (DISTRICT) ...... 7
1.4.2 AN INCLUSIVE REGION (DISTRICT) ...... 7
1.4.3 A SUSTAINABLE REGION (DISTRICT) ...... 8
1.4.4 EMPOWERMENT AND ERADICATING POVERTY ...... 8
1.4.5 A WELL-GOVERNED REGION (DISTRICT) ...... 8
2 STRATEGIC FRAMEWORK ...... 9
2.1 DEVELOPMENT VISION ...... 9
2.2 STRATEGIC GOALS AND OBJECTIVES ...... 11
3 STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION) ...... 12
3.1 DEVELOPING AND DIVERSIFYING THE AGRICULTURAL SECTOR ...... 12 3.1.1 DIVERSIFICATION OF AGRICULTURAL PRODUCTION AND IDENTIFICATION OF NICHE MARKETS AND AGRI-PROCESSING OPPORTUNITIES ...... 15
3.1.2 DEVELOPMENT OF EMERGING COMMERCIAL FARMERS ...... 16
3.1.3 PROTECTION AND REHABILITATION OF AGRICULTURAL RESOURCES ...... 17
3.1.4 EXPEDITE LAND CLAIM RESOLUTIONS ...... 18
3.1.5 EXPANSION OF IRRIGATION SCHEMES AND WATER USE EFFICIENCY ...... 18 3.2 ENHANCE SECTORAL DEVELOPMENT ...... 18
3.2.1 ENHANCE VALUE-ADDING WITHIN THE MANUFACTURING SECTOR ...... 18
3.2.2 DEVELOP, DIVERSIFY AND MARKET THE TOURISM SECTOR TO INCREASE DOMESTIC AND FOREIGN VISITORS ...... 19
3.2.3 IMPROVE THE EFFICIENCY AND PRODUCTIVITY OF THE TRANSPORT AND LOGISTICS SECTORS ...... 20
3.2.4 FACILITATE THE EXPANSION OF INVESTMENT INTO THE SERVICES SECTOR ...... 20
3.2.5 ESTABLISH DISTRICT DEVELOPMENT AGENCY TO DRIVE LED AND INVESTMENT ...... 20
3.2.6 DEVELOPMENT OF SPECIAL ECONOMIC ZONES AND INDUSTRIAL HUBS ...... 20
3.2.7 STRENGTHENING THE EXISTING BUSINESS CHAMBER FOR IMPROVED PARTNERSHIPS AND FUNCTIONALITY ...... 21 3.3 EXPAND GOVERNMENT-LED JOB CREATION PROGRAMMES ...... 21
3.3.1 SUPPORT ENHANCED IMPLEMENTATION OF THE EXTENDED PUBLIC WORK PROGRAMME (EPWP) ...... 21
3.3.2 IMPLEMENTATION OF THE YOUTH EMPLOYMENT ACCORD ...... 22
3.3.3 FACILITATE EXPANDED ACCESS TO THE JOBS FUND ...... 23
3.4 PROMOTING SMME AND ENTREPRENEURIAL DEVELOPMENT ...... 23
3.4.1 FACILITATION OF ACCESS TO MARKETS FOR SMALL ENTERPRISES ...... 24 3.4.2 FACILITATION OF ACCESS TO FINANCE FOR SMALL ENTERPRISES ...... 24
3.4.3 CAPACITY BUILDING AND MENTORSHIP SUPPORT FOR SMALL ENTERPRISES ...... 24
3.4.4 IMPLEMENTATION AND ENFORCEMENT OF B–BBEE ...... 25
3.4.5 ACCESS TO APPROPRIATELY LOCATED FACILITIES WITH LINKED SERVICES ...... 25
3.5 ENHANCE THE KNOWLEDGE ECONOMY ...... 25
3.5.1 STRENGHTEN PARTNERSHIPS BETWEEN PUBLIC AND PRIVATE SECTOR AND RESEARCH AND TERTIATY INSTITUTIONS ...... 26
3.5.2 ESTABLISHMENT OF DISTRICT INNOVATION HUBS ...... 26
3.5.3 ESTABLISH A CONSOLIDATED INDIGENOUS KNOWLEDGE SYSTEM TOWARDS COMMERCIALISATION ...... 27
4 STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOPMENT ...... 29
4.1 EARLY CHILDHOOD DEVELOPMENT, PRIMARY AND SECONDARY EDUCATION ...... 32
4.1.1 ENSURE THE DELIVERY OF PROFESSIONAL MANAGEMENT AND RELEVANT TEACHER DEVELOPMENT PROGRAMMES ...... 33
4.1.2 EFFICIENT DATA COLLECTION TO TRACK LEARNER PROGRESS AND ENHANCE RETENTION ...... 33
4.1.3 IMPROVING SCHOOL INFRASTRUCTURE ...... 34
4.1.4 PROMOTING THE USE OF NEW TECHNOLOGIES ...... 34
4.1.5 ENHANCE TECHNICAL AND VOCATIONAL EDUCATION ...... 34 4.2 SUPPORT SKILLS ALIGNMENT TO ECONOMIC GROWTH ...... 34
4.2.1 DEVELOP SKILLS PLANS FOR LEAD ECONOMIC SECTORS BASED ON SKILLS DEMAND ...... 35
4.2.2 ENSURE AN APPROPRIATE "PROGRAMME AND QUALIFICATION MIX" AT UNIVERSITIES, AND PROMOTE ENROLMENTS IN KEY AREAS ...... 35
4.2.3 EXPAND THE ENROLMENT OF YOUTH IN FET COLLEGE PROGRAMMES AND IN OTHER POST-SCHOOL TRAINING INSTITUTIONS ...... 36 4.2.4 DATABASE OF GRADUATES FOR EMPLOYERS TO ACCESS ...... 36
4.3 YOUTH SKILLS DEVELOPMENT AND LIFE-LONG LEARNING ...... 36
4.3.1 DEVELOP COMPREHENSIVE VOCATIONAL AND CAREER GUIDANCE PROGRAMMES ...... 36
4.3.2 RELEVANT LIFE-LONG LEARNING TO BE DELIVERED BY ACCESSIBLE AND VIBRANT COMMUNITY-BASED ADULT EDUCATION AND TRAINING (AET) CENTRES .... 37
5 STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT ...... 38 5.1 POVERTY ALLEVIATION AND SOCIAL WELFARE ...... 38
5.1.1 PROMOTE AND ACCELERATE ROLL-OUT OF SUKUMA SAKHE ...... 40
5.1.2 IMPLEMENTATION OF COMPREHENSIVE SOCIAL WELFARE SAFETY NET ...... 40
5.1.3 EXPANSION OF SOCIAL WELFARE SERVICES TO UNDER-SERVICED AREAS ...... 41
5.2 ENHANCING THE HEALTH OF COMMUNITIES AND CITIZENS ...... 41
5.2.1 DEVELOPMENT AND IMPLEMENTATION OF COMPREHENSIVE PRIMARY HEALTH CARE SYSTEM AND ROLL-OUT OF THE NATIONAL HEALTH INSURANCE PROGRAMME ...... 42
5.2.2 ACCELERATE HIV/AIDS INTERVENTION PROGRAMMES ...... 42
5.2.3 IMPLEMENT AND ACCELERATE AWARENESS CAMPAIGNS ...... 43 5.3 SUSTAINABLE HOUSEHOLD FOOD SECURITY ...... 43
5.3.1 DEVELOPING INFRASTRUCTURE FOR LOCAL MARKETS ...... 44
5.3.2 SUPPORT TO INFORMAL ECONOMY ...... 44
5.3.3 SKILLS DEVELOPMENT TO SUPPORT LOCAL PRODUCTION ...... 44
5.3.4 ONE-HOME ONE-GARDEN CAMPAIGN ...... 44
5.3.5 PERMACULTURE PRACTICES ...... 44 5.3.6 100HA PROGRAMME BY TRADITIONAL COUNCILS ...... 44
5.3.7 INTEGRATED SYSTEM FOR CONTINUOUS ASSESSMENT ...... 45 5.4 SUSTAINABLE HUMAN SETTLEMENTS ...... 45
5.4.1 ESTABLISHMENT OF A JOINT DISTRICT FORUM ADDRESSING INTEGRATED DEVELOPMENT ...... 45
5.4.2 DENSIFICATION OF HUMAN SETTLEMENTS ...... 46
5.4.3 TRANSFORMATION OF INFORMAL SETTLEMENTS ...... 46
5.4.4 DEVELOP PROVINCIAL STRATEGY AND PLAN TO ADDRESS HOUSING THE GAP MARKET ...... 47
5.4.5 EXPAND SOCIAL HOUSING PROGRAMME...... 47
5.5 ENSURING SAFETY AND SECURITY THROUGHOUT THE DISTRICT ...... 48
5.5.1 IMPLEMENTATION OF COMMUNITY PROTECTION THROUGH ENVIRONMENTAL DESIGN ...... 48
5.5.2 STRENGTHEN PROGRAMMES AIMED AT CURBING VIOLENCE AGAINST THE VULNERABLE ...... 49
5.5.3 STRENGTHEN PARTNERSHIPS - CIVIL SOCIETY, BUSINESS AND CRIMINAL JUSTICE SYSTEM ...... 49
5.5.4 ESTABLISH EDUCATIONAL PROGRAMMES ON SAFETY FOR CHILDREN AND THE YOUTH ...... 49
5.5.5 REDUCTION IN STOCK THEFT ...... 49
5.6 ADVANCE SOCIAL CAPITAL ...... 49
6 STRATEGIC GOAL 4: STRATEGIC INFRASTRUCTURE ...... 51
6.1 AIRPORT DEVELOPMENT AND INVESTMENT ...... 51
6.2 DEVELOPMENT OF ROAD AND RAIL NETWORKS ...... 53
6.2.1 CREATE ADDITIONAL CAPACITY ALONG PRIMARY MOVEMENT CORRIDORS ...... 53 6.2.2 MAINTAIN SECONDARY ROAD NETWORK AND EXTEND RURAL ROAD ACCESS ...... 54
6.2.3 EXPAND AND MAINTAIN CORE RAIL FREIGHT NETWORK AND BRANCH LINES ...... 55
6.2.4 IMPROVE PASSENGER RAIL SERVICES ...... 55
6.2.5 IMPLEMENTATION OF THE INTEGRATED PUBLIC TRANSPORT SERVICES ...... 55
6.3 DEVELOPMENT OF INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) ...... 56
6.3.1 DEVELOP ICT BACKBONE INFRASTRUCTURE ...... 56
6.3.2 DEVELOP ACCESS NETWORK INFRASTRUCTURE AT DISTRICT AND MUNICIPAL LEVEL ...... 57
6.3.3 ICT ACCESS CENTRES & TECHNOLOGY UP-SKILLING ...... 57
6.4 DEVELOP ENERGY PRODUCTION CAPACITY ...... 58
6.4.1 DEVELOP A DISTRICT ENERGY PLAN ...... 58
6.4.2 PROGRAMME AND FUNDING FOR OPERATIONS AND MAINTENANCE ...... 59
6.4.3 EXPEDITE THE PLANNING AND IMPLEMENTATION OF SUB-TRANSMISSION NETWORKS ...... 59 6.5 IMPROVE WATER RESOURCE MANAGEMENT AND SUPPLY ...... 59
6.5.1 DISTRICT TO DEVELOP A DISTRICT WATER STRATEGY ...... 60
6.5.2 RATIONALISATION AND EXTENSION OF WATER BOARD JURISDICTIONS ...... 61
6.5.3 LOCALISED WATER HARVESTING ...... 61
6.5.4 PROGRAMME FOR BUILDING OF DAMS ...... 61
6.5.5 PROGRAMME FOR DEVELOPMENT OF WATER SOURCES ...... 62
6.5.6 DEVELOP A MAINTENANCE PROGRAMME ...... 62 6.5.7 WATER CONSERVATION AND DEMAND MANAGEMENT PROGRAMME ...... 62
6.5.8 ESTABLISH POLICY AND DESIGN STANDARDS FOR THE PROVISION OF 75 LITRES OF WATER PER PERSON PER DAY...... 62
6.5.9 SUSTAINABLE USE OF AQUATIC RESOURCES ...... 63 6.6 DEVELOP INLAND MULTI-MODAL LOGISTIC HUBS (INLAND PORT) ...... 63
7 STRATEGIC GOAL 5: ENVIRONMENTAL SUSTAINABILITY ...... 64
7.1 INCREASE LAND PRODUCTIVITY ...... 64
7.2 ADVANCE ALTERNATIVE ENERGY GENERATION AND REDUCE RELIANCE ON FOSSIL FUELS ...... 67
7.3 MANAGE PRESSURES ON BIODIVERSITY ...... 67
7.3.1 SPATIAL BIODIVERSITY PLANNING, DECISION-SUPPORT TOOL DEVELOPMENT AND MONITORING ...... 69
7.3.2 COOPERATIVE ENVIRONMENTAL GOVERNANCE PROCEDURES ...... 69
7.3.3 ENVIRONMENTAL QUALITY MANAGEMENT ...... 70
7.4 ADAPT TO CLIMATE CHANGE ...... 71
7.4.1 CLIMATE CHANGE POLICY, PLANNING AND MONITORING ...... 72
7.4.2 ENHANCE DISASTER MANAGEMENT PLANNING AND MONITORING ...... 72
7.5 WORKING TOWARDS A GREEN ECONOMY ...... 73
8 STRATEGIC GOAL 6: GOVERNANCE AND POLICY ...... 74
8.1 STRENGTHEN STRATEGY POLICY COORDINATION AND INTER-GOVERNMENTAL RELATIONS (IGR) ...... 74
8.1.1 DEVELOP AN INTEGRATED FUNDING AND IMPLEMENTATION MANAGEMENT FRAMEWORK...... 74
8.1.2 CREATE A SINGLE WINDOW OF CO-ORDINATION BETWEEN THE PROVINCIAL GOVERNMENT, MUNICIPALITIES AND NON-GOVERNMENT FORUMS ...... 77 8.1.3 RE-ORIENTATE THE BUSINESS OF THE CLUSTERS TO ALIGN TO GOVERNMENT'S CORE POLICIES OF TRANSFORMATION, GROWTH AND DEVELOPMENT ...... 77
8.2 BUILD LOCAL GOVERNMENT CAPACITY ...... 77
8.2.1 DEVELOP AN INTEGRATED HRD AND PROFESSIONAL SUPPORT PROGRAMME FOR THE PUBLIC SECTOR ...... 78
8.2.2 PROMOTE SHARED SERVICES AMONGST MUNICIPALITIES ...... 78
8.2.3 ALIGN PGDP INTERVENTIONS TO STAFF PERFORMANCE AGREEMENTS ...... 78 8.3 ERADICATE FRAUD AND CORRUPTION ...... 78
8.3.1 OPERATION CLEAN AUDIT ...... 78
8.3.2 FRAUD PREVENTION ...... 78
8.3.3 IMPLEMENT INTEGRITY MANAGEMENT PROGRAMMES ...... 79
8.4 PROMOTE PARTICIPATIVE, FACILITATIVE AND ACCOUNTABLE GOVERNANCE ...... 79
8.4.1 IMPROVE RELATIONSHIP BETWEEN TRADITIONAL COUNCILS, MUNICIPALITIES AND PROVINCIAL DEPARTMENTS ...... 79
8.4.2 DISTRICT DEVELOPMENT AGENCY ...... 79
8.4.3 DEVELOP ADVOCACY PROGRAMMES TO STRENGTHEN THE WARD COMMITTEE SYSTEM ...... 80
9 STRATEGIC GOAL 7: SPATIAL EQUITY ...... 81
9.1 PROMOTE SPATIAL CONCENTRATION AND COORDINATION OF DEVELOPMENT INTERVENTIONS ...... 81
9.1.1 ESTABLISH A HIERARCHY OF DISTRICT NODES WITH CLEARLY DEFINED FUNCTIONS AND INTERVENTIONS PER NODE ...... 82
9.1.2 DEVELOPMENT OF CORRIDOR PLANS TO CO-ORDINATE INTERVENTIONS AROUND DISTRICT CORRIDORS ...... 84
9.1.3 BUILDING THE CAPITAL STATUS ...... 85
9.2 FACILITATE INTEGRATED LAND MANAGEMENT AND SPATIAL PLANNING ...... 85 10 IMPLEMENTATION FRAMEWORK ...... 88
10.1 CATALYTIC PROJECTS ...... 88
10.2 INSTITUTIONAL ARRANGEMENTS ...... 90
10.3 MONITORING AND EVALUATION FRAMEWORK...... 91
10.3.1 ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION) ...... 91
10.3.2 HUMAN RESOURCE DEVELOPMENT ...... 93
10.3.3 HUMAN AND COMMUNITY DEVELOPMENT ...... 94
10.3.4 STRATEGIC INFRASTRUCTURE ...... 97
10.3.5 ENVIRONMENTAL SUSTAINABILITY ...... 99
10.3.6 GOVERNANCE AND POLICY ...... 102
10.3.7 SPATIAL EQUITY ...... 103
LIST OF FIGURES
Figure 1: PGDP Framework ...... 5
Figure 2: Progressive implementation of DGDP ...... 7
Figure 3: The uMgungundlovu Strategic Framework structure ...... 11
Figure 4: Economic growth and development objectives ...... 12
Figure 5: Human resource development objectives ...... 29
Figure 6: Human & community development objectives ...... 38
Figure 7: Strategic infrastructure objectives ...... 51
Figure 8: Environmental sustainability objectives ...... 64
Figure 9: Governance and policy objectives ...... 74
Figure 10: Spatial equity objectives ...... 81
LIST OF TABLES
Table 1: UMDM Population distribution ...... 1
Table 2: Catalytic projects ...... 88
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1 INTRODUCTION
1.1 PURPOSE Map 1: Locality of UMDM within KZN
This document presents the uMgungundlovu District Growth and Development Plan, which has been formulated within the context of the Kwa- Zulu Natal Provincial Growth and Development Plan (PGDP). The District Growth and Development Plan gives intent to the strategic goals of the PGDP and provides a long-term development strategy for the District. The DGDP will be implement through the District’s Integrated Development Plan and associated Sector Plans.
1.2 UMGUNGUNDLOVU DISTRICT
The uMgungundlovu District is one of the ten (10) district municipalities that make up the KwaZulu-Natal Province. It is surrounded by the Ilembe, Umzinyathi, uThukela, Ugu and Sisonke District Municipalities and the eThekwini
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Metropolitan Area. The district is located in the midlands part of the province; approximately 85km west of Durban (refer to map 1).
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The N3, which is the busiest national highway in South Africa, district as a distinct geographic functional region with passes through the area. This, coupled with the declaration of Pietermaritzburg as the main economic and service hub.
Pietermaritzburg as a capital of KwaZulu-Natal, makes the district Other sub-areas include the renowned Midlands Meander, high one of the busiest districts in the Province. potential agricultural areas (Midlands Mist belt), expansive rural It covers an area of approximately 9 189.53 km2 and is divided into settlements and small towns that serve the rural hinterland. The seven local municipalities (see map 2 on overleaf), namely: district accounts for about 13.5% of KwaZulu-Natal's Gross
Table 1: UMDM Population distribution Geographical Product and 14.5% of the province's formal Municipality Population 2011 Area (km2) employment. KZN221: uMshwathi 106374 1 924.55 The district occupies a strategic position and plays a critical role in KZN222: uMngeni 92710 1 568.30 KZN223: Mpofana 38103 1 679.37 the provincial economy. In addition to being the seat of the KZN224: Impendle 33105 947.9 Provincial Cabinet and Parliament, the Umngeni River, which KZN225: The Msunduzi 618536 649.79 supplies water to the industrial and logistics hub of eThekwini rises KZN226: Mkhambathini 63142 766 from and runs through the district in an east-west direction. A KZN227: Richmond 65793 1 133.62 Source: Gaffney’s Local Government in SA 2011-2013 significant portion of the N3 corridor also runs through the district. The district is one of the fastest growing areas in terms of both Development challenges facing the district include urbanization and population and the economy. In 2001, the district population was the associated informal settlements, poverty, service backlogs and estimated at 932 131 people. The recently released census data general lack of investment in the rural areas, particularly traditional suggests an increase of about 0.88% per annum between 2001 and council areas, land issues and lack of infrastructure investment 2011 and a total population of 1 017 763 people in 2011. (bulk infrastructure).
The district is diverse and made up of sub-areas, each with unique attributes that combine in a systematic manner to establish the
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Map 2: The uMgungundlovu District
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P a g e | 3 The Msunduzi municipality is centred on the city of The uMshwathi Municipality is the largest of the seven Pietermaritzburg. It is the provincial capital and seat of municipalities in the district and is centered on uMgungundlovu District Municipality. The area is ideally Wartburg/New Hanover. The area is characterised by good positioned for manufacturing, particularly aluminium, timber rainfall, fertile soils and a temperate climate results in the and leather products and is acknowledged as a centre of area contributing 40% of the total sugar cane and academic excellence, including the University of KwaZulu- maize production of uMgungundlovu District Municipality. Natal and several of South Africa's top government Some of the main attractions in the municipality include the and private schools. Albert Falls and Nagle Dams, which offer tourism and
Msunduzi is also host to international sporting highlights agriculture opportunities, with leisure activities including such as the Comrades Marathon, Midmar Mile and Duzi bass fishing, canoeing, kayaking and rowing an attraction Canoe Marathon and visitor attractions include the Royal for locals and visitors. Agricultural Show. Impendle Local Municipality overlooks a large stretch of
The municipal seat of the uMngeni municipality is at Howick. this area, which borders on the majestic Drakensberg Hilton and Howick are situated on the N3 corridor, providing mountain range. The proclaimed World Heritage Site of the opportunities for development. uMngeni spectacular Drakensberg-Ukhahlamba Mountain Park municipality presents a mix of manufacturing enterprises, highlights the potential for ecologically sustainable tourism leisure facilities and a burgeoning agricultural sector. Howick enterprises, particularly those focused on indigenous rock Falls, Karkloof Falls and Midmar Dam (a well-developed resort art, prolific bird life and fly-fishing. incorporating a game reserve) are all tourism attractions, and There is minimal manufacturing activity, and community the Midlands Meander is arguably the most successful based craft endeavours and emerging micro enterprises tourism initiative in South Africa. The area boasts the Cedara point to the future. An abundance of water allows for a Agricultural College, and lends itself to beef and dairy farming, mixed agricultural economy, while the cold winters in the timber production and the cultivation of vegetables. region indicate opportunities for a deciduous fruit industry.
Mpofana Local Municipality is set against the majestic Richmond Local Municipality is synonymous with Drakensberg mountains, with the town of Mooi River as the Source: http://kzntopbusiness.co.za timber and of wood products. administrative centre. Once the base of a vibrant textile Mkhambathini Local Municipality is based in Camperdown, Investment opportunities for manufacturing are industry, the future focus is on the manufacture of quality only 30 minutes from Durban's international airport and linked to timber and agricultural opportunities fabrics by small, medium and micro enterprises. Dairy farming Africa's busiest harbour. centred on dairy, citrus, vegetable, tea and coffee is one of the drivers in the agricultural sector followed by The N3 corridor runs through the municipality, providing and sugar-cane production. crops such as maize, wheat, beans, peas and potatoes. Cattle opportunities linked to the Provincial corridor development. and sheep are farmed extensively, and the area boasts some Agricultural production centres on vegetables, maize and The historic court building and prison in Richmond of South Africa's best racehorse stud farms. sugar cane, and the area features the second highest are popular visitor attractions, while adventure The construction of the Spring Grove Dam at Rosetta will concentration of poultry producers in the world, as well as tourists are drawn to the Umkomaas River, regarded UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | INTRODUCTION JUNE 2014 transfer water to the uMngeni system and will result in pig and beef farming. Tourism attractions include the Table as one of the two best white water venues in Africa. downstream business and industrial opportunities. Mountain, Tala Game Reserve, Nagle Dam and Umgeni Valley. P a g e | 4
1.3 PROVINCIAL PLANNING • agree on the targets and the KZN growth path in respect of each of the indicators; 1.3.1 PROVINCIAL GROWTH AND DEVELOPMENT PLAN • agree on the strategic interventions required to achieve the set The KwaZulu-Natal Provincial Cabinet adopted in principle the targets; Provincial Growth and Development Strategy in August 2011 as a strategic guide for development and investment at a provincial • describe the catalytic projects in support of the interventions, level. The PGDS presents a long-term vision and outlines a strategic where possible; and growth and development agenda for the province. It identifies 7 • agree on the monitoring, evaluation, reporting and review strategic goals and 30 strategic objectives. framework of the plan.
A draft Provincial Growth and Development Plan (PGDP) has been In the context of the PGDS and PGDP, defining ‘growth’ and developed on the basis of the PGDS as a means to translate the ‘development’ includes ‘growing the economy for the development strategy into a detailed implementation plan. This is inclusive of a and the improvement of the quality of life of all people living in the detailed activity level framework with targets and responsibilities province of KwaZulu-Natal’. The PGDS acknowledges that the assigned to the appropriate government department. The main effective implementation and accomplishment of these goals and purpose of this PGDP document is to begin the process of enabling objectives, requires that they should be localized and refined to the province to measure its progress in achieving the accepted take into account the unique circumstances and character of each growth and development goals. The primary purpose of the PGDP district. It therefore, advocates for the preparation of District is to (Draft PGDP, September 2013:12): Growth and Development Plans (DGDP) for each municipal district • describe the desired 2030 outcomes in the 7 goals and 30 and the metro. objectives; Figure 1 on the overleaf outlines the framework of the PGDP. • agree on the set of indicators that will be applied to measure the progress made to achieve the desired outcomes;
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Figure 1: PGDP Framework
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1.3.2 THE RATIONALE FOR DEVELOPING THE DISTRICT • Identify the Strategic Interventions in relation to each of the GROWTH AND DEVELOPMENT PLAN Strategic Objectives that will be required to achieve the desired The DGDP is not intended to be a comprehensive all-encompassing outcomes as expressed by the Vision by 2030; development plan for the district, but will rather focus on limited • Identify Catalytic Projects that will receive priority attention but strategic projects of high-impact, fast-track interventions that and support, based on the potential and scale of these projects can act as catalysts for accelerated and shared growth. Therefore, to fast track achieving DGDP Goals and Objectives; the 5-Year Strategic Programme as outlined in the Integrated • Establishing a District Wide platform for Monitoring, Development Plan and the associated sector plans, and the other Evaluation; district or municipal planning and service delivery instruments will continue along-side and align with the DGDP, which will serve as • Review and Reporting. the long-term strategic plan for the district. The proposed DGDP for The objectives relating to the development of a DGDP for uMgungundlovu District will therefore serve as a district translation uMgungundlovu District include the following: and an implementation framework for the PDGP. The DGDP • To establish and outline long term vision and direction for therefore sets out to: development in the district; • Describe the desired outcome in respect of each Strategic • To provide an overarching and coordinating framework for Objective; planning and development initiatives within each of the local • Identify the Key Performance Indicators (KPI) in respect of each municipalities and across municipal boundaries; Strategic Objective that will be used to measure progress and • To provide a spatial context and justification for priority performance; interventions; • Plot the trajectory in respect of each (KPI) in five yearly • To guide resource allocation of various spheres of government, intervals, setting targets for 2015, 2020, 2025 and 2030; service delivery agencies and private sector working within the district;
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• To develop institutional arrangement for an effective As such, each five year IDP review constitutes the progressive implementation of the DGDP and the PGDS; implementation of the long-term strategy as defined in the District
• To align and integrate departmental strategic plans at a district Growth and Development Plan. level; 1.4 UNDERLYING PRINCIPLES • To facilitate commitment of resources (human, financial, etc.) 1.4.1 A PRODUCTIVE REGION (DISTRICT) towards the implementation of strategic objectives, catalytic A productive region (district) essentially refers to activities that initiatives and other district priorities. enhance business competitiveness, promote investment, improve 1.3.3 THE UMDM INTEGRATED DEVELOPMENT PLAN the l business environment and initiate local economic The uMgungundlovu Integrated Development Plan is the principal development initiatives. strategic planning instrument that guides and informs all planning, The district will continue to support economic growth that is both budgeting, management and decision-making within the competitive and job-intensive, thereby ensuring the sharing of municipality. The IDP is the product of an integrated development economic opportunities. Facilitating shared growth and involving planning process and reviewed on an annual basis (with more citizens in economically productive activities will serve to comprehensive reviews being undertaken every five years). benefit all. Figure 2: Progressive implementation of DGDP 1.4.2 AN INCLUSIVE REGION (DISTRICT)
IDP IDP IDP IDP An inclusive region (district), which describes actions focused on 2016 2021 2026 2030 social issues and integration of communities, poverty reduction and
equitable service delivery. This principle is one of the main pillars of the integrated development planning service delivery program and UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT VISION 2030 citizen participation in municipal affairs.
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1.4.3 A SUSTAINABLE REGION (DISTRICT) • Accommodating the poor, by working to ensure that they can A sustainable region (district) refers to the systemic relationship find and retain decent lowest-cost housing and rental-housing between ecological, social, economic and institutional issues. This opportunities – without needing to resort to a life lived in forms the main thrust of the environmental management program informal settlements. as implemented by the District. The management of all scarce • Empowering the poor politically through meaningful resources is the collective responsibility of everyone. For success, participatory governance. this principle requires the development of compacts between the 1.4.5 A WELL-GOVERNED REGION (DISTRICT) district, local municipalities, government, business, individual A well-governed region (district) refers to processes of governance citizens and communities, with joint action representing the only and administration and developing adequate structures and option for adequately addressing resource security requirements. institutions to manage the District. Good governance is central to 1.4.4 EMPOWERMENT AND ERADICATING POVERTY all of the principles outlined above, serving as the foundation upon This principle revitalises our understanding of our Constitutional which all other principles can be realised. The district commits to duty to look after the ‘basic needs’ of the community. This principle ensuring financial sustainability and deepening participation. not only refers to the provision of free basic services, but also Financial sustainability is critical if the district is to meet the long- includes the districts’ role in respect of the following: term demands for capital infrastructure. Recognising that
• Enabling the poor to access basic livelihoods, inter-alia by communication is critical for deepening participation, the District helping them to secure social grants, facilitating skills will transform the manner in which communicates with development and basic employment opportunities, and communities and stakeholders. supporting ‘self-help’ projects, start-up micro-enterprises and community-based co-operatives;
• Ensuring the affordability of municipal services, public transport and social facilities.
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2 STRATEGIC FRAMEWORK
The strategic framework for the UMDM Growth and Development Plan provides the focus for maximum impact in the district. The purpose of a strategic framework is to focus and coordinate the activities of all stakeholders in order to attain the vision developed for the growth and development of the district. The strategy sets out the long-term direction for growth in the district.
2.1 DEVELOPMENT VISION
Gateway to Healthy Employable Africa and the educated people are world communities employed Expand Use resources Create jobs infrastructure properly Sustainable More Basic services use of natural equitable delivered resources Society Inclusive Quality Quality planning education healthcare World class Investor Skilled labour infrastructure confidence force Build a Fight Unite the capable state corruption nation People Strong and Foster social centred decisive compacts development leadership Prosperity end Equity
Safe, healthy & sustainable living environments
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NATIONAL DEVELOPMENT PLAN PROVINCIAL GROWTH AND UMGUNGUNDLOVU DEVELOPMENT PLAN
Dynamic functional Vibrant economy economic region
Integrated Quality service development delivery
Improved quality of Equity life
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2.2 STRATEGIC GOALS AND OBJECTIVES
The strategic goals and objectives are aligned to the Provincial Growth and Development Plan, reflected below.
Figure 3: The uMgungundlovu Strategic Framework structure
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3 STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
The growth of the district economy is one of the strategic focus 3.1 DEVELOPING AND DIVERSIFYING THE AGRICULTURAL areas of the Growth and Development Plan. The district’s SECTOR economic performance has been somewhat disappointing and this The primary sector in the district is the most important economic sector has not been performing as expected. sector and is dominated by agriculture and forestry, especially in Figure 4: Economic growth and development objectives the rural municipalities. This sector is one of the largest contributors to formal sector employment in the district and also Developing and diversifying the Agricultural sector plays a pivotal role in the economy, especially due to its tendency to have a multiplier effect on the economy (processing and packaging of produce). Enhance Sectoral Development through Trade and Investment Approximately 75% of the land in UMDM is under agriculture, of which 39% is grassland, 16% is forestry and 19% is under Expand Government-led job creation Programmes cultivation. The highest potential agricultural land are located in uMshwathi, Mpofana and uMngeni municipalities and it is DEVELOPMENT important to note that high potential agricultural land has become Promoting SMME, Entrepreneurial development ECONOMIC GROWTH AND AND GROWTH ECONOMIC a scarce and an ever-dwindling resource. Its protection is high on the agenda for the Department of Agriculture, Environmental Enhance the Knowledge Economy Affairs and Rural Development and there is an urgent need for national government to promote commercial agriculture through
provision of certain incentives and mitigating the negative impact This strategic goal should aim to grow the key economic sectors of of the land reform programme on commercial agriculture. the district and increase its contribution to the provincial economy.
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An interview with KwaNalu, the provincial organisation that • Mechanisms and incentives are needed to develop and represents commercial, entrant commercial and subsistence educate young emerging farmers.
(arable and livestock) farmers, noted some of the challenges facing • The District needs to put in place strategies and incentives that this sector in in the District as follows: will make UMDM the most preferential District within the • Slow pace and failure of land reform programmes. province.
• Failing infrastructure in rural areas particularly road and • Development and investment in emerging commercial farmers.
telecommunications, which is critical for effective operation of • Research and development in the district must be business and movements to and from markets.IN addition, strengthened and supported. local municipalities need to maintain and upgrade • Veterinary services. The failure of the animal health (veterinary infrastructure in urban areas regularly to avoid impacts that services) to adequately control movement of animal products local breakdowns (e.g. disruptions in municipal water supply/ in the province has seriously impacted on the livestock industry electricity supply) can have on agricultural processing plants, and the potential to export animal products to other countries. for example. • Safety and security issues facing the District includes theft from • Access to water is becoming an increasing challenge in the agricultural properties (commercial and subsistence farmers), district and catchments areas remain closed and under stress. livestock theft, and violent crimes. This poses major threats to • Rising cost of capital and other input costs, such as labour, agriculture. Although stock theft units are up and running electricity, water, etc. Factors such as increases in minimum effectively, one of the major constraints are capacity within wages will ultimately result in retrenchments and farmers will these units. The District need to identify how they can move progressively toward mechanisation and the use of contribute/ assist in this matter. migrant/seasonal workers. As such, large commercial farms will keep on growing, while smaller commercial farms will ultimately vanish over time.
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• The agricultural sector requires a solid agricultural policy and agricultural sector will be a critical component of a rural policy on land reform from government, which is currently development and land reform programme. In addition, the district’s lacking. agriculture focus will be oriented towards the provision of
• Smart subsidies and incentives are needed to encourage affordable food to meet the basic needs of the population and employment and investment and the District needs strong towards household food security. leadership in agriculture and politics. The following are interventions suggested to achieve the
• Trade opportunities for agricultural produce on the global highlighted objectives. market are being brokered by the private sector with little (if 3.1.1 DIVERSIFICATION OF AGRICULTURAL PRODUCTION AND any) support from government. IDENTIFICATION OF NICHE MARKETS AND AGRI- PROCESSING OPPORTUNITIES • There is a need to bring some of the under-used land in the Research into the comparative advantages within the district has communal areas and under land reform projects into identified the following focus areas: commercial production over a period of time that is commensurate with the aims and objectives of the land reform • Forestry and timber, as well as agriculture and hunting have programme and food security needs. been identified as existing or stable sectors in the district. Forestry plantations are located particularly in the Richmond, INDICATORS uMshwati and uMngeni area, while out-grower programmes . Total employment in agricultural sector and experimentation with new farming techniques can . Value of agricultural contribution to district economy contribute to the growth in the sector and spread the . Number of emerging commercial farmers economic benefits to wider communities. . Hectares of land under agricultural production • Food beverages and tobacco processing have been identified as an emerging comparative advantage in the district and The agriculture sector has significant promise for the growing the includes sugar cane processing and dairy. Beneficiation of raw district’s economic base. To this end, a vibrant and expanded UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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agricultural produce is one of the key activities that should be advantages. This hub could include crop and dairy processing, focussed on, as well as the expansion of feed stock industries as well as canning and packaging. and the dairy production industry. (DEDT Comparative 3.1.2 DEVELOPMENT OF EMERGING COMMERCIAL FARMERS Advantages report, 2012) This intervention seeks to achieve the design of a strategy for the • Other focus areas should be the strengthening of niche development of emerging commercial farmers in the district, who markets: are usually excluded from the mainstream agricultural economy. Flower farms in the Richmond area (linked to export They face a myriad of challenges and the main objective should be opportunities). to support these farmers to be sustainable, viable and independent. Particular focus should be awarded to support Resuscitation of citrus in the Richmond area. mechanisms, such as training and development of technical skills, Richmond (timber, packaging & processing). financial management, maintenance, personal development, Wartburg/ Dalton area (sugarcane, timber). literacy, mentorship and business ethics. To this end, the private sector has started with several initiatives such as the uMati Trust, uMngeni, Karkloof area (timber). Sengani Sustainable Dairy Transformation and Mpofana Irrigation Eston/Mkhambathini (poultry production, sugarcane). Project.
Opportunities to establish a poultry hub in Mechanisms and incentives are also needed to develop and Mkhambathini municipality. The latter should also educate young emerging farmers. The private sector has started include backward and forward linkages and linkages to such an initiative, namely the uMati Trust (Midlands Agricultural opportunities associated with the N3 corridor. Transformation Trust), which aims to coordinate education from a • Options for a Special Economic Zone / Industrial hub should be primary school level. The Trust will start early mentorship investigated further, especially the option for an Agro- programmes and send successful candidates to agricultural high processing Hub to further exploit the districts agricultural schools and tertiary institutions. Business and farmers can thus
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contribute to education and enterprise development and get BBEEE poles, firewood, etc.), and in so doing provide an economic credits to add to their scorecard. vehicle for SMMEs / local micro enterprises to generate income through value adding activities. This intervention requires well- 3.1.3 PROTECTION AND REHABILITATION OF AGRICULTURAL RESOURCES structured partnerships between role players, including the private sector, the District, and relevant government Comprehensive or agricultural protection planning that includes departments. Secondly, the control of existing alien tree growth management and more direct farmland protection activities infestations where they do not present an economic should be the foundation of agricultural land protection efforts. opportunity. A number of response programmes creates Protection and rehabilitation of natural agricultural resources opportunities in this regard, such as Land Care, Working for should seek to achieve the following: Water and Working for Wetlands. • Control over the subdivision and change of use of agricultural • Areas with high potential agricultural land must be protected land and prime- and unique agricultural land. Sub-division and at all costs. These include areas that offer unique change of land use on agricultural land is governed in terms of opportunities for cultivation and food security and should the Sub-division of agricultural Land Act, Act No. 70 of 1970, ultimately not be developed for purposes other than and is administered nationally. At present, there is no coherent agriculture, and should retain the opportunity for future provincial policy that guides assessment of Act 70 of 70 agricultural production. It is recommended that activities that applications and it is critically important for the district to will result in the loss of agricultural potential such as the develop its own guidelines for managing development on subdivision of land, settlement and extensive infrastructure agricultural land. development should not be undertaken in these areas. It is • Control over the spreading of weeds and invader plants, thus also important to identify land uses that may achieve both the proper management of alien plants. This intervention has objectives in areas with high agricultural potential that also two primary aims, firstly, the conversion of certain alien plant have high biodiversity value. infestations into an economic opportunity (charcoal, bio fuel,
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• The District has Cedara as a research institute, which must abstraction, unauthorised utilisation puts additional pressure on ensure ongoing and quality research in the agricultural sector. river systems. Regulations pertaining to water abstraction must be However, the District and Provincial Government must ensure applied equally to all water users and the price of raw water also that Cedara gets up to speed and produces the best possible needs to be reviewed to accommodate the agricultural sector, resources and scientists in this sector. which is highly dependent on water. Opportunities for the utilisation of other river systems within the district, which are not 3.1.4 EXPEDITE LAND CLAIM RESOLUTIONS under pressure need to be identified. Unresolved land claims has led to the destabilisation of the sector in terms of uncertainty over future production and the associated 3.2 ENHANCE SECTORAL DEVELOPMENT down and upstream implications associated with this uncertainty. This objective relates to enhance industrial development that could Unresolved land claims usually result in continued production, but be achieved through trade, investment and exports. farmers stop further investment. While some land claims that were lodged in the District during the previous round have not been INDICATORS resolved yet, a new window to lodge claims have now been . Total employment in in all sectors excluding primary agriculture opened. This will result in further destabilisation in this sector and . Value of district economy excluding primary agriculture . further contribute to uncertain tenure. Proactive engagements and % increase in visitors (tourism) to the district . Number of projects implemented by District Development Agency partnership between the government, the private sector and the . community to resolve claims, are critical. 3.2.1 ENHANCE VALUE-ADDING WITHIN THE MANUFACTURING 3.1.5 EXPANSION OF IRRIGATION SCHEMES AND WATER USE SECTOR EFFICIENCY Re-vitalising the declining manufacturing sector in district is critical Access to water is becoming an increasing challenge in the district and should aim at the promotion retention and expansion of and catchments areas remain closed and under stress. Although all existing light industrial businesses in the local economy. In addition, farmers have to pay for raw water and licenses are required for an aggressive marketing campaign is proposed to increase
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awareness of the District as a desirable location for mixed-use understood in order to attract them to the district for pre- or post- office, light industry, warehouse/distribution facilities, retail and trip stopovers. Events tourism is another crucial product that can tourism. The development of an aggressive “business park” be built on further, with the district already hosting big events like development programme could also contribute to this objective. the Royal Show, the Comrades Marathon, the Duzi Canoe Marathon and the Midmar Mile. It is suggested that: 3.2.2 DEVELOP, DIVERSIFY AND MARKET THE TOURISM SECTOR TO INCREASE DOMESTIC AND FOREIGN VISITORS • The existing UMDM Tourism Strategy be reviewed and The district plays an important role in the tourism industry, having updated. contributed ±R28.3bn to the provincial GDP in 2012 • Rural municipalities exploit and explore new tourism (http://www.zulu.org.za). The district, which falls under the opportunities and products that can contribute to economic ‘Pietermaritzburg and Midlands’ destination, received 8% of foreign development in their municipal area. visitors in 2012, while the Drakensberg received 15.8% visitors. • SMME development along tourist routes, skills development, Since some of the rural municipalities are in close proximity to the training for tourist guides and empowering and funding local Berg, they need to exploit and explore new tourism opportunities tourism organisations will also be beneficial to the district. and products that can contribute to economic development in their municipal area. Given the status of Pietermaritzburg as the capital • Explore opportunities for conferencing (MICE) and hotel of the province and the location of various government facilities departments in the city, business / government tourism market and • Support events tourism, cultural tourism, township tourism opportunities should be high on the agenda. There is thus a need opportunities. to further explore opportunities for conferencing (MICE) and hotel • SMME development along tourist routes, skills development, facilities in Pietermaritzburg. In addition, the district has a large training for tourist guides and empowering and funding local transit market that passes along the N3 highway, on route to or tourism organisations will also be beneficial to the district. from coastal destinations in neighbouring municipalities, as well as to or from the Berg. This market needs to be explored and UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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• Explore development opportunities offered by dams in the contribution to the development agenda, together with the local district. and district municipalities.
3.2.3 IMPROVE THE EFFICIENCY AND PRODUCTIVITY OF THE To this end, the uMgungundlovu District Municipality (UMDM), has TRANSPORT AND LOGISTICS SECTORS undertaken a feasibility study to assess the proposed District must facilitate and contribute to implementation of SIP2 uMgungundlovu District Development Agency. UMDM, uMngeni, and coordination with all relevant stakeholders. uMtshezi and Mpofana Local Municipalities resolved to transfer the Midlands Economic Development Agency (MEDA) to the District to 3.2.4 FACILITATE THE EXPANSION OF INVESTMENT INTO THE form a District Development Agency. MEDA is an established SERVICES SECTOR Municipal Entity owned collectively by Umngeni, uMtshezi and The financial, insurance and real estate, business services and Mpofana. The District Development Agency focus on regionally government services sectors are the fastest growing in the district impacting, commercially viable, high-impact projects. The economy. This intervention thus requires the continued feasibility study found the proposal to be feasible. investment in retail and wholesale trade, finance and business and ICT. 3.2.6 DEVELOPMENT OF SPECIAL ECONOMIC ZONES AND INDUSTRIAL HUBS 3.2.5 ESTABLISH DISTRICT DEVELOPMENT AGENCY TO DRIVE LED AND INVESTMENT The District should facilitate the implementation of Special Economic Zone identified (innovation hubs). The KZN Department The Provincial Cabinet resolved that all District Municipalities in of Economic Development and Tourism has undertaken a KwaZulu-Natal should establish District Development Agencies. comparative study identifying sectors that drive regional economic These agencies must be able to strengthen the capacity of activity. Leather and Footwear was identified as a primary sector municipalities to leverage social partnerships and to accelerate for an Industrial Economic Hub. Comparative advantages relates to local economic development. It will also serve as a platform where a possible niche market for the District, the availability of raw the private sector and civil society can make a meaningful material throughout the KZN province and existing players within
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the District in this sector. These hubs must be protected from with an even more concerning youth unemployment rate of 39.5%. unfair competition and must be marketed properly. In addition, This contributes to high levels of poverty where people cannot comprehensive implementation plans must be developed and solid provide for themselves and their families because they cannot find partnership agreements among the role-players are critical to work and earn an income. Government has responded to this ensure that the project is effective. problem by introducing key government initiatives and government-led job creation programmes, such as the Extended 3.2.7 STRENGTHENING THE EXISTING BUSINESS CHAMBER FOR IMPROVED PARTNERSHIPS AND FUNCTIONALITY Public Works Programme (EPWP) and the Community Work Programme (CWP). These programmes are aimed at creating In the District, the Pietermaritzburg Chamber of Business (PCB) is a sustainable employment opportunities through labour-intensive voluntary association of business enterprises. It came into programmes. existence as a result of the unification of the Midlands Black
Business Chamber, the Pietermaritzburg Sakekamer and the INDICATORS Pietermaritzburg Chamber of Commerce & Industries. The PCB . Number of jobs created through EPWP and CWP stands alone as a comprehensively united business organisation . Rand value of EPWP jobs in district enjoying wide credibility and the full confidence of government at all levels. It represents the business community of 3.3.1 SUPPORT ENHANCED IMPLEMENTATION OF THE Pietermaritzburg and districts. The District should assist in EXTENDED PUBLIC WORK PROGRAMME (EPWP) strengthening the resources of the Chamber in order to implement It is important that the district support the implementation of the the development vision of the District Growth and Development Extended Public Work Programme (EPWP) in local municipalities Plan. within the district and work towards the expansion of the impact of 3.3 EXPAND GOVERNMENT-LED JOB CREATION PROGRAMMES these programmes. In addition, the rollout of the Community Work Programme (CWP) should be expedited. This will require close Unemployment is one of the most severe problems in our country partnership and cooperation between the relevant role-players. and society today. In UMDM, the unemployment rate is 30.4%,
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Local municipalities within the district need to identify projects in • Provincial roads programme where assistance is provided to include these in their Integrated Development Plans, which can the Provincial roads department in partnership with the make use of government led programmes. The identification of National Department of Transport. The focus in the Provincial projects identified by other government departments are also roads programme is on rural access roads. critical in this regard. The Non State Sector Programme (NSS) uses wage subsidies to Municipalities must therefore increase their performance by support Non-Profit Organisations (NPOs) and comprises of two implementing more labour intensive projects and by establishing programmes, namely the Community Work Programme (CWP) and dedicated labour intensive maintenance programmes. This can the Non-Profit Organisation. The CWP is area based and is have the potential to provide regular employment. EPWP includes managed by the Department of Cooperative Governance. It can a range of sector programmes, such as the Infrastructure include fixing community assets like schools, road and parks, and Programme, the Non-State Programme, Environment and culture setting up food gardens. The NPO is institutional based and is programme and Social Sector programmes. Each of these sectors managed by the Department of Public Works. provides opportunities for implementation of EPWP projects. EPWP Environment and Culture Sector Programmes include EPWP Infrastructure Sector Programmes include the following: flagship programmes such as Sustainable Land-based Livelihoods, • The training of individuals in labour intensive methods of Waste Management, Tourism and Creative Industries, Parks and construction to become contractors. Beautification, Coastal Management, and Sustainable Energy.
• Youth training that provide unemployed youth with technical EPWP Social Sector Programmes focus on training to enhance the skills and life skills training, access to practical work experience abilities of unemployed or unskilled people to render social and mentoring. services, such as Early Childhood Development, Home Community
• The implementation of large projects (minimum budget of Based Care, School nutrition programme, Community Crime R30m or more). Prevention. 3.3.2 IMPLEMENTATION OF THE YOUTH EMPLOYMENT ACCORD UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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The signing of the youth wage subsidy Bill into law is a reflection of 3.4 PROMOTING SMME AND ENTREPRENEURIAL the governments’ initiative to create jobs for young workers. The DEVELOPMENT Act took effect on January 1, 2014, and offers a tax incentive The informal sector and entrepreneurs within the district hold whereby employers are encouraged to employ young people. significant potential for supporting sustainable, inclusive growth of Given the high youth unemployment rate of 39.5% in the district, the economy and has a major role to play in the South African this tax incentive can decrease the cost of hiring young economy. This sector contributes to employment creation, income inexperienced workers and gradually contribute to youth generation and output growth and are often the vehicle by which employment challenge. It is stated that Government would share people in the lowest-income bracket gain access to economic the costs of the employment for a maximum of two years. The opportunities. Supporting entrepreneurial spirit is thus imperative, district must prepare for the implementation of the Youth Wage given the obstacles that entrepreneurs and small business have to Subsidy Scheme and can contribute to the Youth Employment face. Appropriate support for and the creation of an enabling Accord through introducing a focused internship programme, environment for entrepreneurs and SMMEs are thus very aiming at employing interns in the district municipality. In addition, important. The establishment of an enabling environment must they can ensure that government led projects, such as EPWP, include, amongst others, appropriate government policies, Working for Wetlands etc. and include youth brigades. regulations and institutions, skills development, the transfer of 3.3.3 FACILITATE EXPANDED ACCESS TO THE JOBS FUND technology, support services and efficient infrastructure. The Jobs Fund is aimed at co-financing projects by public, private INDICATORS and non-governmental organisations that will contribute to job . No. of cooperatives & SMMEs registered in district – in operation creation. Funding is provided for enterprise development, for more than 2 years infrastructure, institutional capacity building and support for work . No of jobs created through establishment of SMMEs and Coops seekers. It is thus important that the District create awareness in . Balanced B-BBEEE scorecard to measure progress in B-BBEEE terms of opportunities of the Jobs Fund.
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In line with the KZN PGDP, the district should promote SMME and 3.4.2 FACILITATION OF ACCESS TO FINANCE FOR SMALL entrepreneurial development. Although the district developed a ENTERPRISES SMME Development and Support Plan, this plan should be In order to facilitate access to finance, it is necessary to boost the reviewed and updated to take into account the findings and institutional and coordination capacity of SMME support service interventions of the KZN SMME and Cooperative Strategy. In providers in the district. The District can assist in the promotion of addition, the establishment of learnerships, apprenticeship and information on available funding for small enterprises, while SEDA mentorship programmes within the public and private sector should establish their presence in all municipalities and provide (scholars and young adults) must be supported. To this end, the emerging and existing entrepreneurs with information, training and Small Enterprise Development Agency (SEDA) offers training technical support through mobile units, amongst other means. programmes, as well as mentorship to small enterprises, which 3.4.3 CAPACITY BUILDING AND MENTORSHIP SUPPORT FOR requires guidance with the day-to-day operations of their SMALL ENTERPRISES businesses. There are also a considerable number of SMME programmes that 3.4.1 FACILITATION OF ACCESS TO MARKETS FOR SMALL deal with mentorship, marketing, B-BBEE and capacity building. ENTERPRISES The District SMME Plan proposes an annual event where SMMEs Access to markets is one of the challenges highlighted in the meet with the larger businesses of the district to explore District’s SMME Development and Support Plan. The Plan propose outsourcing opportunities and mentorship. In addition, the District to increase SMME development opportunities in the district by should provide emerging entrepreneurs with relevant information, revising and implementing the procurement policy of SMMEs and identify training needs and develop capacity building and thereby creating better access to markets. For this intervention to empowerment programmes. This intervention should be linked to succeed, it is thus necessary to improve business linkages and the development of the KZN Small Enterprise Academy and the create a marketing platform for small enterprises to facilitate proposed Institute of Small Enterprise Development Practitioners linkages between small and big businesses to improve and create (aimed at formalising small enterprise development). market and business opportunities. UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB JUNE 2014 CREATION)
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3.4.4 IMPLEMENTATION AND ENFORCEMENT OF B–BBEE people acquire, create, disseminate, and use knowledge more The District must support and implement Broad-Based Black effectively for greater economic and social development Economic Empowerment through its Supply Chain Management, as (http://web.worldbank.org). It is one of the new driving forces for regulated by the Municipal Finance Management Act. The system economic competitiveness, but relies on education as a critical should seek to promote and support local business in respect of the driver. To this end, the growth of the knowledge economy is supply of a range of goods and services. It should also make dependent on four important pillars: provision for SMMEs to register on the District’s database of • Efficient incentives for the use of existing and new knowledge suppliers. The challenge is to use the SCM system as a means to and thriving entrepreneurs; promote Broad Based Black Economic Empowerment (BBBEE) and • Educated and skilled people that can create, share and use SMME development. knowledge;
3.4.5 ACCESS TO APPROPRIATELY LOCATED FACILITIES WITH • Universities, research centres, consultants that can make use LINKED SERVICES of global knowledge and adapt it to local needs; The District can assist with the provision of business trading centres • Information and Communication Technologies (ICT) that can or premises, district operational infrastructure and facilities, and facilitate the effective communication, dissemination, and district wide information and communication technology centres to processing of information. small enterprises.
3.5 ENHANCE THE KNOWLEDGE ECONOMY INDICATORS . % SA patents & designs registered by district entities and The district should build on developing and making use of individuals opportunities associated with its knowledge economy, which is the . % registered professional engineers in district labour force term used to reflect the increased importance of knowledge. In . Gross expenditure on R&D as a proportion of provincial GVA general, the knowledge economy is one where organizations and . % academic staff with PhD qualification
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In order to achieve growth of the knowledge economy it is thus One such initiative is the KwaZulu-Natal Regional Office of critical to have the above-mentioned pillars in place and ensure Technology Transfer. This is a National Intellectual Property linkages to and partnerships with higher educational facilities in the Management Office (under the Department of Science and district such as the University of KZN and the Durban University of Technology) funded initiative of four tertiary institutions in the Technology (DUT). Research focus areas at UKZN includes region of KwaZulu-Natal. Tertiary institutions include the University Biotechnology (which has a range of applications in medicine, of KwaZulu-Natal (UKZN), Mangosuthu University of Technology industry, agriculture, and the environment), Agriculture and food (MUT), University of Zululand (UZ) and the Durban University of security, Energy and Technology for Sustainable Development, Technology (DUT).
HIV/AIDS, Tuberculosis and Health Promotion, Indigenous African Through this initiative research technologies are commercialised Knowledge Systems, Water, Environment and Biodiversity, etc. All and partnerships (business and non-business) between a range of of these research focus areas have valuable contributions that stakeholders (tertiary institutions, government institutions and could be used to assist several of the issues/challenges facing the industry) are created. Such initiatives should be encouraged and district. It is however, imperative that an effective partnership strengthened in the District. mechanism be established between research entities and the district authorities. 3.5.2 ESTABLISHMENT OF DISTRICT INNOVATION HUBS The province identified Special Economic Zones in each district, 3.5.1 STRENGHTEN PARTNERSHIPS BETWEEN PUBLIC AND where there will also be a focus on research, innovation and PRIVATE SECTOR AND RESEARCH AND TERTIATY INSTITUTIONS regional development in areas such as science parks, industrial The establishment of mechanism for strengthening partnerships parks and sector development zones. Support structures such as between all research institutions in the District can result in technology hubs/science parks serve as enablers of knowledge stronger linkages with local industries in order to support economies and will allow alignment of innovation efforts between innovation and access to new technologies within the region. industry, academia and government. This will in essence contribute to the creation of a strong and vibrant regional innovation system.
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As such, the feasibility of establishing technology hubs in the the basic component of any country’s knowledge system and it province was undertaken, identifying hubs that will be established, encompasses the skills, experiences and insights of people, applied amongst others, in Pietermaritzburg. To this end, the Msunduzi to maintain or improve their livelihood Municipality has identified a potential site adjacent to the (http://www.worldbank.org/afr/ik/basic.htm). It further indicates Pietermaritzburg Airport. The intention is that the proposed the relevance of indigenous knowledge to areas of agriculture, technology hub will be coupled with the Msunduzi Municipality’s animal husbandry, the use and management of natural resources, plans to create an aerospace innovation hub. primary health care, preventive medicine, saving and lending,
The project is currently in phase 2, which is focussing on mobilising community development and poverty alleviation. In the context of key stakeholders specifically the investors and/or tenants. Several rural KZN, indigenous knowledge is very important, although institutions have been approached and three proposals are on the knowledge systems may differ from region to region. table for the Pietermaritzburg Technology Hub, as follows: The UKZN has conducted research on indigenous knowledge
• Establishment of an Aviation Cluster – (Private Sector aviation related to the following areas: companies). • African Indigenous Agriculture and Food Security.
• Establishment of an Aviation Academy (Durban University of • African Traditional medicine.
Technology). • African Indigenous Approaches to conflict management and • Establishment of a Cycling Science Centre (International Cycling transformation.
Federation). (Coetzee, 2014:10) • African Traditional Leadership and Governance Systems.
3.5.3 ESTABLISH A CONSOLIDATED INDIGENOUS KNOWLEDGE • Indigenous Knowledge Systems and Creative/ cultural SYSTEM TOWARDS COMMERCIALISATION Industries. Indigenous knowledge refers to unique local knowledge of a culture • African Indigenous Languages. or society. According to the World Bank, indigenous knowledge is
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It is thus important to preserve the inherent knowledge within the province and District and apply it in such a manner as to contribute to employment creation / economic opportunities.
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4 STRATEGIC GOAL 2: HUMAN RESOURCE DEVELOPMENT
Education is one of the cornerstones of a developmental Education serves as one of the drivers that support people out of community and is important for building self-sustainability and poverty, opening doors and increasing opportunity. However, these resilience. While learning is very important for social and human outcomes demand quality education that is also relevant to the development, it is also critical for unlocking the human potential needs of the economy. Basic education is arguably the most and contributing toward the knowledge economy. In essence, early significant bottleneck faced by poor youth as they seek to exit childhood development and Adult Basic Education, which forms the poverty. Basic education includes early childhood development, building blocks for further education and development, should be a primary and secondary education. The following trends in respect key focus point in the district. to basic education have emerged in the District:
Figure 5: Human resource development objectives • Early childhood development is the cornerstones of basic education, which improves educational outcomes in respect of
numeracy and literacy levels. It is also a major tool through
which to close the achievement gap between the very poorest Childhood Development, Primary and Secondary Education children and their middle-class peers. In 2011, 14 436 learners were enrolled in Grade R in the district.
• Primary education: the district had a 92% Gross Enrolment Skills alignment to Economic Growth Ratio (GER) for the primary education phase (Grade 1-7) in 2011.
Youth Skills Development and Life-Long Learning • Secondary education: 90% GER for the secondary phase (Grade
HUMAN RESOURCE DEVELOPMENT RESOURCE HUMAN 8-12). In 2012, 74.7% of learners in the district achieved
National Senior Certificate (73.1% provincial achievement for
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NSC in 2012). The Independent Examinations Board examinations had a pass rate of 98.2% in 2012.
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The district is well endowed with educational facilities and has a 4.1 EARLY CHILDHOOD DEVELOPMENT, PRIMARY AND highly competitive education cluster situated in Pietermaritzburg SECONDARY EDUCATION and surrounds. This includes some world-renowned private As mentioned above, Early Childhood Development (ECD) is one of schools, such as Michaelhouse and Hilton College, amongst others. the most important aspects in laying the foundation toward further In 2011 the district had 502 public schools, 45 independent schools, education and training. Early Childhood Development through the accommodating 239 760 learners and 8 482 educators. development of a quality ECD strategy is thus essential and of Higher educational facilities in the district include the University of particular importance in poor and rural areas. Departmental KZN and the Durban University of Technology (DUT). The policies for the admissions of learners at the right age and graduation rates in public higher educational institutions indicates a curriculum must be implemented for the benefit of young children. 23% graduation rate in undergraduate degrees and diplomas at the Proposed interventions are as follows: Durban University of Technology in 2011 and a 20% graduation rate • Ensure the delivery of professional management and relevant in undergraduate degrees and diplomas at UKZN. These facilities teacher development programmes. plays an important role in the context of the district, by providing higher educational opportunities to students residing in close • Efficient data collection to track learner progress and enhance proximity, who might not be able to access other educational retention. facilities in the country. • Improving school infrastructure
The main objectives relating to the strategic goal of Human • Promoting the use of new technologies Resource development includes childhood development, primary • Enhance technical and vocational education. and secondary education, alignment of skills to economic growth and the development of youth skills and life-long learning.
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introduced to further develop mathematics and science teachers. INDICATORS Organisations such as the Centre for the Advancement of Science . Enrolment of 3-5 year old children in educational institutions (public and Mathematics Education (CASME) can also be approached to and private) further the capacity of teachers in these fields. . % of Grade 1 learners who have attended a Grade R class 4.1.2 EFFICIENT DATA COLLECTION TO TRACK LEARNER . Retention rates: Grades 10-12 PROGRESS AND ENHANCE RETENTION . % of learners in Grade 3, 6 & 9 performing at the required levels in A system that monitors the number of learners entering and exiting the ANA . % children who turned 9 in previous year in Grade 4 or above the education system at certain ages could be a valuable source of . % children who turned 12 in previous year in Grade 7 or above information to monitor the performance of learners within the . % of learners who obtain NSC system. For example, the number of Grade 1 entrants entering at . Number of learners qualifying in NSC for Bachelors, Diploma and age 7 versus the number of learners existing at a certain point and Certificate programme age (e.g. number of Grade 7 learners existing primary school at age 13).
4.1.1 ENSURE THE DELIVERY OF PROFESSIONAL MANAGEMENT To this end the Learner Unit Record Information and Tracking AND RELEVANT TEACHER DEVELOPMENT PROGRAMMES System (LURITS) has been developed. This system aims to collect Well-resourced teacher education and capacity development unit record data for each learner, from grade R through to Grade 12 programmes will go a long way in assisting teachers. Schools with and also tracks the movement of each learner from school to more experienced teachers can be approached to undertake school. However, data need to be uploaded via computerised support and capacity building programmes with teachers in less school administration systems and schools that do not have capacitated schools. Exchanging information and practical electronic school administration tools should be assisted to capture experience can contribute a lot to less capacitated teachers. It is on LURITS using the LURITS capturing functionality. thus important to develop management programmes that can (http://www.isasa.org) The system has been developed by SITA and target under-performing schools. Specific programmes can also be works with SA-SAMS, which is run at a school level.
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The South African School Administration and Management System (SA-SAMS) is made available to all schools free of charge, giving 4.1.5 ENHANCE TECHNICAL AND VOCATIONAL EDUCATION equal access LURITS. The advancement of technical and vocational education should be 4.1.3 IMPROVING SCHOOL INFRASTRUCTURE a major focus point in the district and the quality of training in FET There is also a need to upgrade and properly maintain some colleges must be of such a standard that the skills produced can schools in the district. This is especially evident in some of the match those required by industry. This will enable the absorption more rural schools where access to proper facilities, funding, school of skills produced by training colleges into the private sector. More equipment (e.g. laboratory facilities, libraries, computers, sports technical subjects should be included in ordinary schools and the equipment etc.) and access to infrastructure (water, sanitation and feasibility of developing new technical and vocational schools electricity) are problematic. Upgrading and maintenance should be investigated. programmes should be implemented and schools in need of these In addition, apprenticeships can also be encouraged where a skilled programmes must be identified. Projects to this effect are normally occupation is best taught through hands on experience while identified by the Department and included in IDPs of the local learning from and working for a master of a particular trade. This municipalities. type of work based experience is essential for specific trades, 4.1.4 PROMOTING THE USE OF NEW TECHNOLOGIES skilled crafts and professions. To this end, the district can use In the new technological era we are living in, the use of new certain programmes that are implemented in the district (e.g. technology must be promoted to encourage distance learning plumbers) to link to vocational training in FETs and certain opportunities and access to electronic communications in schools. apprenticeships. The power and opportunities presented by the internet can be used 4.2 SUPPORT SKILLS ALIGNMENT TO ECONOMIC GROWTH in this regard and all schools should have access to and be A growing and prosperous economy requires a pool of skilled and connected to electronic communications. professional people that can sustain and contribute to the economic development of the district. In order to produce and
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retain these people, the lead economic sectors within the district Skills plans must be developed for lead economic sectors based on need to be identified. In UMDM, the lead economic sectors include skills demand and be implemented in partnership with post-school agriculture, forestry and logging, and government/administrative institutions. These skills should focus on the dominant and services, while the dominant formal sector employment emerging economic sectors of the economy, such as agriculture, opportunities are within the community services, agriculture and forestry and logging, community services and tourism. These skills manufacturing sectors. Key fields for these sectors should include plans must be implemented in partnership with tertiary Education and Science, Engineering and Technology. As such, institutions, such as the University of KwaZulu Natal, the Durban education facilities should focus on skills and programmes, which University of Technology, FET colleges and agricultural colleges, can produce skilled candidates to take up positions in these sectors. such as Cedara.
The following are suggested in this regard: The provincial Human Resource Development Council will be key in guiding this intervention. INDICATORS 4.2.2 ENSURE AN APPROPRIATE "PROGRAMME AND . Number of NSC candidates taking Mathematics and Science QUALIFICATION MIX" AT UNIVERSITIES, AND PROMOTE . Full and part time students in public FET Colleges for NC(V), N ENROLMENTS IN KEY AREAS courses and occupational programmes In line with the skills plans per economic sector, the functionality of . Number of students graduating in fields of Education and in Science, technical training institutions should be assessed to determine if Engineering and Technology the most appropriate courses are included within their curriculum . Number of PhD graduates . Developed database of graduates for employers available from to provide skilled people that can take up positions offered by District offices opportunities offered in the lead economic sectors. Further
Education and Training, Higher Education and Training, Maths, 4.2.1 DEVELOP SKILLS PLANS FOR LEAD ECONOMIC SECTORS Science and Technology should be key focus areas to promote the BASED ON SKILLS DEMAND research and development capacity of district. In addition, the district could promote certain fields of study through making
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students aware of available bursaries and bursary programmes for science and technology in the education curriculum. To this end, research. the development of a numerically and mathematically literate, scientifically literate and technologically fluent society will 4.2.3 EXPAND THE ENROLMENT OF YOUTH IN FET COLLEGE PROGRAMMES AND IN OTHER POST-SCHOOL TRAINING empower individuals to participate in the emerging knowledge and INSTITUTIONS skills based economy. This will also allow for more competitive The enrolment of students in FET colleges must be encouraged. participation at national and international market levels. Although the District is not directly involved in higher education, INDICATORS they can encourage local municipalities to start identifying their . Number of youths supported by the National Skills Funds, SETAs needs for FET colleges and including these into their Integrated and other youth programmes Development Plans. . Participation in AET
4.2.4 DATABASE OF GRADUATES FOR EMPLOYERS TO ACCESS The District can assist with facilitation of a labour desk (database) 4.3.1 DEVELOP COMPREHENSIVE VOCATIONAL AND CAREER GUIDANCE PROGRAMMES of graduates from universities and colleges, where information of graduates can be accessed by potential employers via their Career guidance to higher-grade learners is of utmost importance website. Links to existing databases, such as the DEDT unemployed to ensure that needed skills are attained after school that can graduates database of the province and the South African ensure a smoother transition into the workforce. School counselling Graduates Development Association database must be easily and career guidance are also critical aspects that could assist accessed from the District’s website. A coordinated effort amongst learners with making informed choices regarding their future relevant stakeholders will be required. careers. To this end, the Department of Labour has an Employment Services 4.3 YOUTH SKILLS DEVELOPMENT AND LIFE-LONG LEARNING Centre where potential work seekers can register (work seeker The focus of this objective should be on further education, Adult database) and where organisations with learning or work Education and Training (AET) and the promotion of mathematics,
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opportunities can recruit from the Department of Labour’s work AET does however face a number of challenges, such as physical seeker database. access (distance to the centre), furniture, levels of literacy, security
The district could mobilise resources to assist with post-school threat during and after tuition hours etc. training and raising awareness in respect of opportunities and In this regard, the District can indirectly contribute to advance the resources that are available for post-school training (e.g. make functionality of AET centres by making available certain District libraries available as venues for tutoring or as a resource centre facilities that can be used as AET centres. where information can be accessed regarding opportunities and resources). Further to this, the District can assist when implementing programmes to include vocational training on infrastructure projects. A link on the District’s website to the Department of Labour’s jobs seekers database can also assist.
4.3.2 RELEVANT LIFE-LONG LEARNING TO BE DELIVERED BY ACCESSIBLE AND VIBRANT COMMUNITY-BASED ADULT EDUCATION AND TRAINING (AET) CENTRES AET develops reading, writing, numeracy and communication skills, which is the starting point in gaining access to other learning opportunities. It also contributes to broadening of the skills base. Illiteracy levels in the district was 97 964 in 2001 with 58 63 still being illiterate in March 2011. To this end, the Department of Education has rolled out programmes such as the Masifundisane adult literacy campaign and the Kha Ri Gude Mass Literacy Campaign. In uMgungundlovu District, there was 62 public adult learning centres in 2011, with 229 educators and 1898 learners.
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5 STRATEGIC GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
The strategic goal of human and community development aim to 5.1 POVERTY ALLEVIATION AND SOCIAL WELFARE build on human capital and promote the overall health and well- One of the focus areas and challenges experienced, not only in the being of communities and citizens. district but also in the province, relates to issues of poverty and Figure 6: Human & community development objectives dependence. The end vision should be to improve the overall quality of life for all. Supporting individuals and communities to Poverty alleviation and social welfare
become self-sufficient should be a primary objective, which will
allow communities to emerge as self-sustaining entities, with Enhancing the health of communities and citizens decreased reliance and dependence on poverty support.
With an estimated 42.3% of the population in UMDM living in Sustainable Livelihoods & Food Security poverty (thus earning less than R200 a month), high dependency ratios and high expenditure on social grants, the district faces
Ensuring safety and security throughout the district serious challenges to improve overall quality of lives. The high dependency ratio in the District [50.7 (per 100)] indicates an increased burden on the average adult because the needs of the Sustainable Human Settlements
dependents must be met by the rest of the adult population. HUMAN & COMMUNITY DEVELOPMENT COMMUNITY & HUMAN Social grants form part of the social welfare system of South Africa Advance Social Cohesion (social capital) and aims to improve standards of living and redistribute wealth to
create a more equitable society. This can improve the ability of the district to prosper and embark on a sustainable growth path. Objectives relating to this goal are reflected in figure 6.
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Social grants also have a significant impact on the impoverished • Socio-economic profiling of households should also be sectors of the population and would lead to an increase in poverty, conducted to determine a poverty baseline and the basic should it be removed. It is however critical that fraud and requirements required for those in need. corruption associated with the social welfare system be curbed. 5.1.2 IMPLEMENTATION OF COMPREHENSIVE SOCIAL WELFARE SAFETY NET INDICATORS . Measures of relative poverty The creation of a social welfare safety net includes more than just . Measures of malnutrition focused on children the social grant system. It also targets relief to those in social . Effective dependency ratio distress and should include the enhancement of the health of . Reduction in relative poverty communities, food security and the advancement of social capital. It is thus necessary to identify areas in the district most in need
5.1.1 PROMOTE AND ACCELERATE ROLL-OUT OF SUKUMA (e.g. areas with highest poverty levels, under-serviced areas etc.). SAKHE To this end, Global Insight data indicated that the highest Continued support for and coordination of the Sukuma Sakhe percentages of people in poverty are located in the Richmond programme can assist in starting to address community problems. municipality (51.3%), Mpofana municipality (58.1%) and District and local municipalities should work vigorously to ensure Mkhambathini Municipality (58.2%). the promotion and acceleration of this programme. In addition, the elimination of corruption and fraud in the Social • Functioning war rooms have been established at district level Grant System will require ongoing commitment from all role- to coordinate Operation Sukuma Sakhe more effectively. This players to ensure that fraudulent government officials are initiative is championed by the Office of the Municipal identified and held accountable and that the effective Manager. implementation and use of the biometric-based payment system be supported. The recently completed re-registration process embarked on a process of cleansing the data and creating a register of authenticated beneficiaries with a biometric payment
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card. This process has started to reduce the risks in the grant sharing of resources between various stakeholders. These application process. strategies and plans forms the basic foundation for a coordinated
response to the problem and the continued evaluation and implementation thereof becomes critical. 5.1.3 EXPANSION OF SOCIAL WELFARE SERVICES TO UNDER- SERVICED AREAS Another important health indicator in the district is infant and maternal mortality rates. One of the major contributors to the The District should embark on process whereby people receiving maternal mortality rate in the district is the inability of Provincial grants should be linked to the indigent list of local municipalities. EMRS to ensure that patients from outlying districts that are These lists must correspond with each other. transferred into this district reach the next level of care. The quality 5.2 ENHANCING THE HEALTH OF COMMUNITIES AND CITIZENS of health care, together with the high HIV prevalence rate in the
Building a healthy community that is resilient to the threat of District, contribute to the high maternal mortality rate. Other disease, should be one of the cornerstones of the UMDM Growth factors that can contribute to infant mortality include the mother’s and Development Plan. The objective to enhance the health of level of education, environmental conditions, and political and communities and citizens should thus directly relate to reduced medical infrastructure. Improving sanitation, access to clean HIV/AIDS prevalence and non-communicable diseases and a society drinking water, immunization against infectious diseases, and other characterised by healthy living. public health measures could help reduce high rates of infant mortality. Health indicators suggest that uMgungundlovu has the highest HIV prevalence rate in the country (42.3%). In response, the District Critical factors in the delivery of healthcare includes improved Municipality has developed a HIV/Aids Strategy to guide all access to quality facilities, affordable and quality services and stakeholders and role-players in their efforts to implement a quality care in areas with inadequate healthcare (e.g. rural areas). systematic response to the pandemic within the District. In The current Primary Health Care System includes Community addition to the HIV/Aids Strategy, the Consolidated District services (non-personal services and community based personal Operational Plan (CDOP) aims to seek cohesion, linkages and
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services), Clinics and mobiles, and Community Health Centres 5.2.1 DEVELOPMENT AND IMPLEMENTATION OF (CHC). Each of these include specific services, with the overall aim COMPREHENSIVE PRIMARY HEALTH CARE SYSTEM AND to reach delivery of comprehensive services across the country. ROLL-OUT OF THE NATIONAL HEALTH INSURANCE PROGRAMME uMgungundlovu District was selected as part of the National Health Insurance (NHI) pilot programme, which is now in its second year of The District forms part of the pilot programme for implementation implementation. This pilot programme is structured toward the of the NHI. Progress in several areas have been made and implementation of NHI, which is aimed at improving access to continued implementation of the three major components of this quality healthcare services for the whole population expenditures. programme should be continued. This includes the ward-based primary healthcare (PHC) agents, School health services and In terms of the implementation of this pilot, family health teams District clinical specialist teams. In addition, equitable access to visiting households have been introduced in a number of wards, health and special facilities should be ensured through the the school health teams have been introduced in a number of application of planning standards when planning for these facilities. schools and contracting of General Practitioners have taken shape, amongst other initiatives. 5.2.2 ACCELERATE HIV/AIDS INTERVENTION PROGRAMMES Ongoing improvement and acceleration of HIV/AIDS intervention INDICATORS programmes and district strategies should focus on strengthening the ongoing inter-sectoral and inter-governmental programmes for . Decrease in the number of maternal & infant mortality. . Decrease in prevalence of chronic illnesses HIV and AIDS. Prevention of new infections, continuous . Prevalence &incidence of communicable diseases improvement on the treatment of opportunistic infections and . Life expectancy at birth home based care, as part of the community health care workers . % (decrease) in HIV and TB incidence programme, must be at the top of the agenda. In this regard the . Medical officers per 100 000 District can contribute by rolling-out and increasing HIV/Aids and . Professional nurses per 100 000 TB campaigns by raising the level of awareness and integrating the
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message into the roll-out of all service delivery programmes in the Africa (CARMMA). CARMMA aims to expand the availability district. and use of universally accessible quality health services, including those related to sexual and reproductive health that 5.2.3 IMPLEMENT AND ACCELERATE AWARENESS CAMPAIGNS are critical for the reduction of maternal mortality. Awareness campaigns focussing on the following issues must be strengthened and implemented:
• Promote awareness programmes against substance abuse. 5.3 SUSTAINABLE HOUSEHOLD FOOD SECURITY There are existing programmes in place focussing on individual Given the impact of climate change and rising costs associated with awareness and law enforcement. These include, amongst the production and transportation of food supplies, food security is others Sukuma Sakhe campaigns against social ills, work done very important aspect and should be safeguarded. Increasing risks by the South African National Council on Alcoholism and Drug in respect of food security due to increasing urbanization trends Dependence (SANCA) etc. need to be addressed. Therefore, food security programmes in • Accelerate programmes to improve TB outcomes. urban areas should also receive specific attention.
• Facilitate the promotion of Awareness and Prevention and The concept of sustainable livelihoods broadly advocates the goal providing access to information and knowledge relating to of poverty reduction, community and individual empowerment and healthy living. self-sustainability. It is therefore important to support people to • Facilitate the promotion of physical and mental health sustain themselves through the implementation of various programmes. programmes.
• Accelerate programmes to improve maternal and child health INDICATORS outcomes, e.g. through health interventions, treatment and . Dietary diversity index education, including the implementation of the Campaign on . Hunger episodes. Accelerated Reduction of Maternal and Child Mortality in . Child malnutrition as a measure of food security
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5.3.1 DEVELOPING INFRASTRUCTURE FOR LOCAL MARKETS markets, skills development and training, funding sources and Municipal Fresh Produce Markets plays a very important role in the support programmes. food sector and local economy, since they supply fresh produce to 5.3.3 SKILLS DEVELOPMENT TO SUPPORT LOCAL PRODUCTION chain retailers, processing plants, wholesalers, wholesaler-retailers, The District can facilitate the process of linking communities with local stores, and the informal sector as well as directly to the final skills agencies. Projects and programmes undertaken by the consumer. The efficient management and utilisation of the Agribusiness Development Agency, the Department of Rural Pietermaritzburg Fresh Produce Market should thus not be Development and Land Reform, the Department of Economic underestimated and concerted efforts must be maintained to keep Development and Tourism, and the Department of Agriculture and the market viable. However, taking into consideration high Environmental Affairs that provide skills training that link local transportation costs, satellite / local markets bring the produce producers to formal and informal markets, should be promoted. closer to the customer and provide convenience. This will bring the produce closer to the smaller businesses and informal traders, 5.3.4 ONE-HOME ONE-GARDEN CAMPAIGN reducing transport costs. By developing these smaller local markets The District can support and promote the One-Home One-Garden in key areas, it will allow the average informal trader to better their campaign and rollout of school and community gardens. One Home profit margins. The role of the Department of Agriculture and One Garden beneficiaries should receive training from DAEA Environmental Affairs and COGTA are very important in the 5.3.5 PERMACULTURE PRACTICES formulation of a District Agricultural plan. The Department of Agriculture and Environmental Affairs should 5.3.2 SUPPORT TO INFORMAL ECONOMY lead and continue supporting projects through training and the The District can provide support to local enterprises (sustainable provision of inputs for permaculture practices. Permaculture livelihoods) through the implementation of district LED should be promoted in rural and urban areas, as well as in schools. interventions. Local LED interventions should focus on the needs of 5.3.6 100HA PROGRAMME BY TRADITIONAL COUNCILS the informal economy and provide access to infrastructure and
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This Programme by traditional council’s seeks to ensure the settlements located on areas not suitable for development, and productivity of Ingonyama Trust Land. This is to be done by overcoming the past spatial imprints of planning. promoting the availability of land through designating at least Although the need and typology of human settlements within the 100ha of land within individual, traditionally designated enclaves district varies, the ultimate objective should be to create towards agricultural production. The District could play an sustainable and liveable settlements that offers good quality of life important role in promoting this programme through their IGR. and is connected to the necessary social amenities. 5.3.7 INTEGRATED SYSTEM FOR CONTINUOUS ASSESSMENT INDICATORS Early Warning systems for poverty, malnutrition and hunger must . Percentage housing backlog in the District. be established. . Percentage of budget spent by DoHs on development of human settlements. 5.4 SUSTAINABLE HUMAN SETTLEMENTS . Number of Financially Linked Intervention Subsidies (FLIPS). The policy framework on sustainable human settlements supports . Community Residential Units in the District. the creation of liveable places of work and rest that address spaces . % of households in district with access to basic services in a holistic manner. It should focus on issues of accommodation, . % households with registrable form of tenure services, the built environment and the natural environment, alongside issues of cultural identity. 5.4.1 ESTABLISHMENT OF A JOINT DISTRICT FORUM All the local municipalities in the district developed Housing Plans ADDRESSING INTEGRATED DEVELOPMENT as sector plans to IDPs, which expresses their housing needs. This structure should be a coordinated effort amongst all Access to housing as per Census 2011 indicates that 60% of stakeholders contributing toward the realisation of sustainable households live in brick houses; 21% in traditional dwellings; and human settlements. It is thus proposed that key government that 9.3% of households do not have proper access to housing. In departments form part of this forum (COGTA, DHS, DOT, DAEA, addition to the provision of services, the district is also faced with DWA, DRDLR, Land Claims Commission, ITB DOE, Eskom). The role challenges relating to upgrading of informal settlements, of the District should be as follows:
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• District to support the alignment and co-ordination of and control the outer limits of development. In this regard, the government efforts for improved delivery of sustainable District can ensure that urban edges are delineated in their SDF and Human Settlement. in local municipal SDFs.
• District to use Municipal Housing Plans to identify projects and 5.4.3 TRANSFORMATION OF INFORMAL SETTLEMENTS programmes / areas in need of intervention and assist where Eradication of informal settlements: Informal settlements serve a possible. critical function as ‘holding places’ where people can access the 5.4.2 DENSIFICATION OF HUMAN SETTLEMENTS urban environment at extremely low financial cost and piece Distorted settlement patterns give rise to inefficient spatial form, together various livelihood strategies there. Some might remain which requires densification in certain area. District and local permanently and even ultimately gain access to formal housing, Spatial Development Frameworks (SDFs) must include densification whilst others might reside temporarily for specific purposes which, policies (that makes use of existing housing instruments) and once fulfilled, result in them moving elsewhere in the city or identify priority areas for densification as per identified nodes in returning from whence they came. It is therefore critical that the District SDF. informal settlements are understood as being not only a housing issue (in the narrow ‘shelter’ sense of the word), but more The introduction of urban edges is one way of introducing importantly in terms of access to the urban environment as well as densification in human settlements. Effective management of valuable social networks which develop over time and are generally urban growth are necessary to contain undesired growth/sprawl localized and settlement specific. This suggests strongly that the beyond the development borders of the municipality. This can be responses to informal settlements should similarly be focused more done by means of delineating an urban growth boundary/edge on the various issues of access and social capital/social networks, beyond which urban type development would be severely limited than the provision of houses and tenure as first proprieties. or restricted. An urban edge is a land use management measure available to manage urban growth. The urban edge can be A differential strategy should be followed in the development of described as a demarcated line around an urban area that direct human settlements. Particular focus in the urban areas should be paid to the eradication of informal settlements and release of land
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for the establishment of new settlements and delivery of a range of reviewed to reflect existing situations. This will enable housing products within the urban edge. Dense peri-urban and municipalities and the Department of Human Settlement to plan rural settlements will be prioritised for the development of human more effectively for future implementation and roll-out of Human settlements through the rural housing subsidy scheme. Housing Settlement Plans. instruments include Informal Settlements Upgrade; Integrated • Release of strategically and suitably located land: The primary Residential Development Programme; and Enhanced Peoples aim of this intervention is to facilitate the release of Housing Programme. strategically and suitably located land as rapidly and cost 5.4.4 DEVELOP STRATEGY AND PLAN TO ADDRESS HOUSING IN effectively as possible so as to provide a range of housing THE GAP MARKET products. Particular focus should be paid to state owned land, The District can facilitate the inclusion of gap housing in all new which includes land owned by a local municipality, land held by housing projects by ensuring that housing instruments designed to the Provincial Department of Human Settlements in terms of address this housing challenge [e.g. Financially Linked Intervention the power of attorney and land administered by the national Subsidies (FLIPS)] are implemented and used. Department of Rural Development and Land Affairs.
5.4.5 EXPAND SOCIAL HOUSING PROGRAMME • Ensure availability of bulk infrastructure for housing projects: A thorough investigation needs to be undertaken, in line with the The implementation of Social Housing must be ensured through planned housing programme of each local municipality, in housing instruments, such as the Social Housing Programme and order to ascertain that the municipality will be able to provide the Community Residential Units. Although the District has no bulk infrastructure. This exercise will determine whether there control over this, they can play a role in ensuring that these housing is adequate capacity for bulk infrastructure, if there is available products are promoted and included in Housing Sector Plans. funding for new bulk infrastructure, whether treatment plants Ensure that all municipal Human Settlement Plans are updated and have capacity and identifying various levels of services. reviewed. Although all local municipalities in the district have developed Housing Sector Plans, some are outdated and should be
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5.5 ENSURING SAFETY AND SECURITY THROUGHOUT THE responsibility toward the reduction in crime. Communities must be DISTRICT mobilised and engaged in issues relating to their own safety. This includes the enhancement of strong community values, intolerance Crime is one of the major social ills and challenges facing South towards and social pressure against crime, as well as community Africa today. Similarly, this one of the main challenges in participation in crime prevention. uMgungundlovu, which should be acknowledged and addressed. Crime statistics over the last eight years (2004-2012) indicate that INDICATORS Msunduzi municipality has by far the highest incidence of crime. . Number of contact crimes per 100 000 people registered per annum Contact crimes accounts for the majority of criminal activities . Number of trio crimes per 100 000 people registered per annum within the district (29%), followed by property related crimes . Number of property related crimes. (24%). Vulnerable residents such as women, children, people with . Number of stock thefts. disabilities and those living in informal settlements, should be a . Number of functioning stock theft units. priority and requires creative thinking to find effective long-term solutions. 5.5.1 IMPLEMENTATION OF COMMUNITY PROTECTION THROUGH ENVIRONMENTAL DESIGN The social dynamics that underpin violence in communities include widespread poverty, unemployment and income inequality; risk- Creating safer streets and environment design to ensure safety. taking and the defence of honour; abuse in childhood and weak The objective is to improve levels and community perceptions of parenting; access to firearms; alcohol misuse; and weaknesses in safety and security by minimising the opportunity for crime by law enforcement. All of these issues require dedicated focus to addressing environmental factors (environmental design factors are address the community safety issues and challenges it faces. based on certain principles of architecture, landscaping, visibility and lighting, aesthetics and the marking of spaces that create There are a number of ways in which crime prevention can be greater public security). The District can contribute by promoting improved in uMgungundlovu, which includes a change in the the inclusion of Community Protection through Environmental general mind-set towards crime to prompt a collective
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Design (CPETD) in the design of human settlements and ensuring vulnerable schools are located and that can be prioritised for that municipalities include CPETD strategies into their IDPs. implementation of these programmes.
5.5.2 STRENGTHEN PROGRAMMES AIMED AT CURBING 5.5.5 REDUCTION IN STOCK THEFT VIOLENCE AGAINST THE VULNERABLE Strengthen activities to reduce stock theft, by ensuring that stock Implementing developmental programmes aimed at providing the theft units within the District are operational and effective. youth with life skills, conflict management and resolution skills, and Participation of authorities, communities and stakeholders are strengthening programmes aimed at curbing violence against the critical. vulnerable with focus on women, children and the elderly. 5.6 ADVANCE SOCIAL CAPITAL 5.5.3 STRENGTHEN PARTNERSHIPS - CIVIL SOCIETY, BUSINESS AND CRIMINAL JUSTICE SYSTEM The central principle of social capital is that social networks have value. Social capital refers to the institutions, relationships, and Partnerships between individuals, communities, businesses, non- norms that shape the quality and quantity of a society's social government organisations and government is required in this interactions (http://web.worldbank.org). Horizontal alignments regard. These partners have to work together in a coordinated way (ties) are however important to give communities a sense of to implement effective strategies to prevent and reduce crime. It identity and common purpose, thus interacting within a community should include the promotion of community policing, encouraging or grouping. Vertical ties, on the other hand has to transcend community participation in crime prevention and supporting various social divides (e.g. religion, ethnicity, socio-economic sustainable Community Police Forums. status). It is stated that due to high levels of inequality between 5.5.4 ESTABLISH EDUCATIONAL PROGRAMMES ON SAFETY FOR communities, promotion of horizontal and vertical dimensions CHILDREN AND THE YOUTH (ties) to social capital becomes very important (PGDP, 2013:80). This could focus on programmes in schools where crime problems include dealing with violence and drugs. The District can assist the relevant government departments to identify areas where
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INDICATORS . No of community level institutions with active registration status
Interventions suggested as per the PGDP include the following:
• Conduct research into the collapse of community level institutions.
• Develop and implement programmes that provide norms and behaviours that create an enabling environment for successful community level institutions. This should include the resuscitation of civic organisations.
• Identify, engage and strengthen the capacity of provincial institutions able to provide positive and useful support services to community level institutions. This intervention seeks to build on the work currently undertaken by departments which provide support to health service-oriented as well as arts, culture and sports oriented organisations which operate on a voluntary basis.
• Support the building and maintenance of networks between linking and community-level institutions.
• Promote voluntary associations such as stokvels and burial societies.
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6 STRATEGIC GOAL 4: STRATEGIC INFRASTRUCTURE
In the context of the UMDM District Growth and Development 6.1 AIRPORT DEVELOPMENT AND INVESTMENT Plan, strategic infrastructure refers to energy, airports, road and rail The Pietermaritzburg airport is being upgraded and is of specific networks and water infrastructure. Infrastructure forms part of the importance to the district, given its location in the capital city and backbone of growth and development in the district and is key to potential contribution to the economy. Passenger movement future attraction of investment and growth. The growth and indicates that the Pietermaritzburg airport had an average of 8019 development of the infrastructure sector in turn also provides passengers monthly between 2010 and 2014. Upgrades included economic opportunities, such as renewable energy, recycling the extension of the existing runway, together with the terminal initiatives, information technology, etc. buildings. This will allow larger aeroplanes to make use of the Figure 7: Strategic infrastructure objectives airport, thereby attracting additional operators and increasing the amount of feet through the airport.
Development of Road and Rail Networks
Its capacity needs to be expanded further in order to stimulate Development of Information & Communications growth and improved accessibility to the airport is key. Technology (ICT) Opportunities that should be explored include:
Develop KZN Energy Production Capacity • Possible freight operations. This requires cold storage, warehousing and loading facilities.
Enhance Water Resource Management • Development of additional hanger space, for which there is a
strong demand and which could provide an important source STRATEGIC INFRASTRUCTURE STRATEGIC Airport development and investment of revenue.
• Opportunities to locate accommodation in close proximity to the airport, should also be investigated.
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• Opportunities for a manufacturing hub and the potential of the manufacturing sector along the corridor, such as location for aviation industries around the airport should also warehousing, logistic hubs, containers.
be investigated. To this end, Msunduzi Municipality is SANRAL has several projects and programmes in place, geared investigating plans to create an aerospace innovation hub toward the upgrading and improvement of sections of the N3, adjacent to the airport. which will contribute to the fulfilment of its future role in the district. The section of the N3 receiving immediate attention is INDICATORS . Volume of passengers through Pietermaritzburg airport between Pietermaritzburg and Durban. It will also be critical to . Value of improvements to airport assess the future impact of proposed bypasses to the N3, which can . Increase in number of flights impact on economic development within the district and create opportunities for investment and growth.
6.2 DEVELOPMENT OF ROAD AND RAIL NETWORKS INTERVENTIONS . No. of km declared road that provide access to communities 6.2.1 CREATE ADDITIONAL CAPACITY ALONG PRIMARY MOVEMENT CORRIDORS . % of district road network in poor condition . % of provincial and national road network in poor condition The development and upgrading of the N3 corridor as the most . % modal split in commuter transport strategic route within the district are critical for future development. The corridor has been identified as a Strategic Integrated Project 2 (SIP 2) as part of the 2012 National Development along the N3 Corridor include the following: Infrastructure Plan, but requires substantial upgrading and 6.2.1.1 UPGRADING OF STRATEGIC IDENTIFIED INTERSECTIONS improvement to fulfil its future role. The major impact of SIP 2 on ALONG THE CORRIDOR the District will be the increase of freight volumes on the road and Strategic areas, intersections and growth points along the N3 are rail network. In addition, it provides opportunities for development some of the critical areas where suitable provision of bulk infrastructure is required. An assessment of strategic interchanges
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in uMngeni municipality has revealed that the Hilton, Merrivale and The southern bypass provides the opportunity to link Tweedie interchanges are most suitable for future development. more directly with the port and the future dig-out port. However, the availability of bulk water and sanitation infrastructure This bypass will traverse the rural area of Vulindlela in are perceived as possible challenges to growth and development. the Msunduzi Municipality and other poverty-stricken Other areas, specifically along the N3, that will require assessment areas located in specifically the Richmond Municipality. of bulk infrastructure needs are in Msunduzi and Camperdown. The proposed northern bypass can improve linkages to 6.2.1.2 EXPANSION OF THE CAPACITY OF THE CORRIDOR the Aerotropolis to be developed around the Dube The expansion of the capacity of the corridor include the following: Tradeport.
• Additional lanes will be added between Durban and Cato Ridge Alternative N2 to N3 link passing through parts of (six lane in both directions of the freeway) and between Cato uMshwathi and Ndwedwe to the coast.
Ridge and Cedara (four lanes in both directions). 6.2.2 MAINTAIN SECONDARY ROAD NETWORK AND EXTEND • Tunnels on the Pietermaritzburg Ring road and at Townhill will RURAL ROAD ACCESS be considered as options. The extension of rural road access and maintenance of secondary roads should receive priority attention. Road networks in the • Careful consideration and implementation of possible by- district performs a number of functions. Not only does it facilitate passes/ring roads around Pietermaritzburg, as well as link movement of people, but it also facilitates movement of freight roads. from one point to another. Road infrastructure development also The Pietermaritzburg Bypass have been put on the forms the backbone of rural development or any other development agenda once again by SIP2. Alignment development. The economic importance of a good road structure is options have been put forward by the Department of thus critical to the future growth and development of the district. Transport and careful consideration and investigations Although a large portion of provincial roads within the district has a are required. blacktop surface, almost 45% are still gravel. The gradual
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improvement of these roads requires a programme and funding for As part of the drive of promoting commuter rail transport, the operations and maintenance of these roads, such as Operation completion of the upgrading of the Pietermaritzburg Station and kuShunquthuli. This programme focuses on road infrastructure the business express train between Pietermaritzburg and Durban is development in rural areas which are the areas of emphasis for vital. service delivery. 6.2.5 IMPLEMENTATION OF THE INTEGRATED PUBLIC Consideration should be given to provincial roads that form part of TRANSPORT SERVICES the corridors identified in the UMDM SDF and which links A well-developed public transport system will give less-developed communities to nodal areas. and rural communities access to core economic activities. The drive to promote public transport over private transport and the 6.2.3 EXPAND AND MAINTAIN CORE RAIL FREIGHT NETWORK AND BRANCH LINES gradual shift to a more convenient, safe and efficient public transport system are an important imperative that should be The district needs to draw on its rail network opportunities. This includes the upgrading and maintenance of the core freight worked towards. This will include the implementation of an network and the timberlines. The rail network within the district is integrated passenger strategy and should highlight the importance currently underutilised and presents an opportunity for passenger of the finalisation and implementation of the Msunduzi Integrated and freight transport. The intention is to gradually move transport Rapid Public Transport Network. The Msunduzi Integrated Rapid of heavy goods by rail and thus free roads for passenger and light Public Transport Network aims at the integration of various forms of public transport to realise a more efficient and reliable transport commerce. network, which is critical in the urban context of the Msunduzi as The continued upgrading and maintenance of the NATCOR line the capital of the province the largest urbanised area in the district. between Durban to Gauteng, which is the most important general freight rail route in South Africa, is also pivotal in the future The implementation of IRPTN’s in rural areas should also be economic growth of the district. pursued to ensure effective transport services for people residing in rural areas. 6.2.4 IMPROVE PASSENGER RAIL SERVICES
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6.3 DEVELOPMENT OF INFORMATION & COMMUNICATIONS networks. These opportunities have as yet, not been optimised by TECHNOLOGY (ICT) the State, to improve its service offerings.
The effective use of Information and Communication Technology In the context of ICT development, it is thus critical that (ICT) is of grave importance, given the fact that it can act as an technological skills in the workplace and by citizens be supported, enabler, to merge a wide range of dimensions (such as utilities, while the functionality and speed of ICT technology for a growing mobility, economy, environment, education, people, living, health, economy (business and government) be developed optimally. It is planning and governance). It is also stated that the optimal thus suggested that computer skills be taught to learners from a deployment of ICT can further play a critical role in development. young age, but also be included in the ABE curriculum to reach a However, in the context of uMgungundlovu, only 19.2 percent of broad spectrum of citizens. households have access to computers and only 35.3 percent have INDICATORS access to the internet (Stats SA 2011). Broadband has been a driver . % of municipalities with established Access networks of growth and development across the globe, improving . % of households with access to internet at home community development, ensuring access to economic . Minimum broadband speed available in District opportunities and knowledge and allowing for greater access of . Number of ICT infrastructure nodes services. However, access to broadband is usually clustered in the main urban economic nodes, effectively excluding township areas, 6.3.1 DEVELOP ICT BACKBONE INFRASTRUCTURE informal settlements and non-urban/agricultural areas. At the same time, access to cell phones has increased from 27.9% in 2001 to It is important to expand community access to broadband services 86.8% in 2011, reflecting a global trend of increasing cell phone and to increase bandwidth (speed) for economic competitiveness usage. Smart phones are increasing, including among the urban within the district. Possible linkages to SIP 15, which aims at poor, and serve as a useful tool through which people can access expanding access to communication technology, should also be the internet. This means that there are important opportunities for investigated. SIP 15 aims to provide for 100% broadband coverage bridging the digital divide through the use of wireless broadband to all households by 2020 by establishing core Points of Presence
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(POP’s) in district municipalities, extend new Infraco fibre • Expand community access to broadband (especially to rural networks across provinces linking districts, establish POP’s and fibre and non-urban areas). connectivity at local level, and further penetrate the network into • Increase the speed of bandwidth for economic deep rural areas. As such, the District should assist in the competitiveness. establishment of Points of Presence (POP’s). The development of a fibre optic network throughout the District will further lead to increased connectivity and usage, decreased costs, and stimulating 6.3.2 DEVELOP ACCESS NETWORK INFRASTRUCTURE AT growth and development. To this end, KZN produced a Provincial DISTRICT AND MUNICIPAL LEVEL Broadband Strategy that indicates interventions required and The District can support the following programmes in respect of the identifies the roll-out for all parts of the province. This strategy will development of access networks. ensure that all segments of society can extract the benefits of • Tertiary institutions in the District must pursue connections to broadband services. national cyber-infrastructure. The South African National The development of ICT infrastructure will also further benefit Research Network (SANReN) is part of a comprehensive South business operations by providing cost effective and reliable ICT African government approach to cyber-infrastructure. The aim services. The District should take part in investing and rolling-out is to ensure successful participation of South African broadband to all areas and define a clear framework and strategy in researchers in the global knowledge production effort. respect of broadband and other areas. The involvement and • Construction of wireless access networks. cooperation of the District with the various role-players in this regard is critical (major role-players include the Department of • Increase connections to public precinct. Communications, Sentech, Infraco, USAASA, Telkom, State 6.3.3 ICT ACCESS CENTRES & TECHNOLOGY UP-SKILLING Enterprises, DEDT etc.). The District can assist in making information technology more • Facilitate broadband investment. accessible through availing public facilities and mobilising district resources, such as libraries. In addition, the ICT Incubator
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Programme in Msunduzi should be rolled out and the the fuel (i.e. coal) creates vast pollution in the form of greenhouse implementation of innovation/Science Hub in Msunduzi. gases. Options to combat these negative actions include the use of alternative energy and renewable energy sources. These include
solar energy, wind power and hydroelectricity. uMgungundlovu District Municipality has developed a Renewable Energy Plan. This Plan aims to facilitate the implementation of the drive toward sustainability using renewable energy and identifies a number of 6.4 DEVELOP ENERGY PRODUCTION CAPACITY possible projects, some of which is underway. The continued Despite the continued investment and supply of electrical review and update of this Plan will be critical for the sustained and infrastructure from Eskom within the district, the reality is that committed implementation of renewable energy projects. In South Africa is in an energy crisis and that alternative energy addition, it is important that the Province develop and implement a generation sources need to be investigated. Eskom has committed Provincial Energy Strategy, which should provide a basis for district themselves to invest in electrical infrastructure and supply within energy strategies. the district and indicated their continued support to developments taking place within the district, as well as continued extension of INDICATORS their network to rural areas within the district. (UMDM Summit, . Number of rezoning applications not approved due to electricity supply constraints 2013) . % households with a source of electricity supply It is however critical that the district embarks on a path of sustainable use of alternative and renewable energy sources. Even 6.4.1 DEVELOP A DISTRICT ENERGY PLAN though technology has greatly advanced in the last decade, most countries still use fossil fuel-based methods of energy production. The development of a District Integrated Energy Sector Plan should The use of these fuels has two major problems; it depletes the focus on renewable energy, as well as energy efficiency. Although natural supply and eventually we will run out; and the burning of the District has developed a Renewable Energy Plan, it is suggested
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that this Renewable Energy Plan be aligned to the Provincial Energy 6.4.3 EXPEDITE THE PLANNING AND IMPLEMENTATION OF Strategy. SUB-TRANSMISSION NETWORKS
Important projects identified in the Renewable Energy Plan that Eskom has committed themselves to invest in electrical must be pursued includes the following: infrastructure and supply within the district and indicated their continued support to developments taking place within the district, • The uMkomaas hydro electricity power generation facility in as well as continued extension of their network to rural areas Mkhambathini as one of its projects that is currently underway. within the district. • The Springrove dam/Mearns dam to Midmar dam water 6.5 IMPROVE WATER RESOURCE MANAGEMENT AND SUPPLY transfer Hydro-electricity power generation facility, the Impendle solar power station and the Biomass Power station at Water is a strategically important natural resource that is both Howick as possible future projects that is under investigation. produced and consumed within the District and supports the economy of this District and the eThekwini Metro Municipality 6.4.2 PROGRAMME AND FUNDING FOR OPERATIONS AND MAINTENANCE downstream. The proper management of water and water resources is one of the critical challenges facing the district. An approach to Distribution Asset Management (ADAM) Turnaround Programme is a comprehensive, multi-year initiative According to DWA (2010) imminent water shortages for many areas targeted at addressing maintenance, refurbishment and in the country are a reality, unless immediate actions are taken. strengthening shortcomings in key electricity distribution One of these areas is the KZN Coastal Metropolitan Area from infrastructure. Pietermaritzburg to Durban from west to east and from Kwadukuza (Stanger) in the north to Amanzimtoti in the south. It includes the Msunduzi Municipality is a currently ADAM pilot and a review of eThekwini Metropolitan and the Msunduzi and Ilembe implementation needs to happen to assess the effectiveness of the Municipalities (DWA, 2009). A study undertaken to develop programme and the possibility to extend this into other Local strategies to reconcile the supply of and demand for water in this Municipalities. area has suggested a number of actions that are required to assist
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with achieving reconciliation. These include the construction of INDICATORS further dams and inter-basin transfers, exploitation of . Cubic meters per capita per year available groundwater, re-use of treated sewage effluent and desalination of . No of water service system balance sea water. All of these options require capital intensive . Non-revenue water investments and provide only a temporary solution to the . No. of rezoning applications not approved reconciliation challenge. The building of the Spring Grove Dam with . % households with water & sanitation to MIG standards related inter-basin transfers from the Mooirivier into the uMngeni . No functional and healthy aquatic ecosystems . % Municipal water losses. promises to keep the system in a positive balance until 2016, i.e. for . % Reduction of water demand only three years after completion (DWA, 2010b). The absolute . Number aquatic ecosystems in a functional and healthy state. immediate requirements relate to what DWA term ‘Water
Conservation and Water Demand Management’ which refers to the The objective includes the following strategic interventions. wise use of water and ensuring optimum management and rehabilitation of reticulation infrastructure. 6.5.1 DISTRICT TO DEVELOP A DISTRICT WATER STRATEGY
Currently, water demand exceeds supply, with the District using It is critical that water resources are managed in a sustainable approximately 30 million litres of water every year. Projections manner to enable the provision of reliable and cost effective water indicate that a deficit will be reached by 2018, should this trend services to all water users. Integrated water resource management continue. It is thus critical to ensure that Water Treatment Plants must be implemented, including protecting and restoring natural and Waste Water Treatment Works that has reached capacity be systems and increasing conjunctive use of surface and ground upgraded to be able to cope with anticipated population growth. A water. Cooperation between all relevant stakeholders, spheres of programme for funding and maintenance is key. government and other organisations are key to effect integrated water resource management. To this end, the District must develop a District Water Strategy, which takes into consideration the proposals of the provincial water strategy.
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6.5.2 RATIONALISATION AND EXTENSION OF WATER BOARD in terms of the responsibilities of various organisations including JURISDICTIONS DMWS, DWA, Umgeni Water, etc. (PGDP 2013: 102) Water services delivery is performed by two Water Services 6.5.3 LOCALISED WATER HARVESTING Authorities in the District via water supply systems. This includes The uMgungundlovu District falls predominantly within the summer the uMgungundlovu District Municipality and The Msunduzi rainfall area of South Africa, with the typical rainfall season Municipalities. extending from October to April. The highest rainfall months are uMgungundlovu District Municipality is the Water Service Authority typically December and January. The mean annual precipitation (WSA) and Water Service Provider (WSP) for six of the seven local averaged across each local municipal area varies from 785mm in municipalities within its jurisdiction. These municipalities include Mkhambathini to 986mm in Impendle. Given the above, the uMshwathi, Mkhambathini, Richmond, Impendle, uMngeni and opportunity for rainwater harvesting as a strategy to improve Mpofana. The Msunduzi Municipality was designated as a separate access to water, especially in rural areas and poorer communities, WSA in 2003 and has signed and entered into a Bulk Services should be investigated. Local communities can be trained in water Agreement with Umgeni Water, which came into effect from harvesting and storage, as well as the treatment of water for December 2012. domestic purposes. In addition, consideration should be given to Umgeni Water Board is the main Water Service Provider in the develop and implement household rainwater harvesting incentive District that abstract, treat and feed drinking water to the various programmes. Housing projects can, for example, be structured to municipal networks via a number of bulk water supply schemes. promote the installation of water tanks with each house for augmenting water supply within each household. The District should support the rationalisation and extension of Water Board jurisdictions that is proposed at provincial level. It is 6.5.4 PROGRAMME FOR BUILDING OF DAMS suggested that the main purpose of the Water Board will include A programme for building dams is currently being developed. The establishing responsibility for monitoring groundwater utilization, District should take cognizance of this programme and can also establishing clear guidelines for water resources quality monitoring
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develop policies and strategies for the more efficient and effective available resources. It is thus suggested that the District develop management of farm dams and irrigation systems. maintenance programme, which is funded adequately in order to ensure the economic life of water infrastructure in the district. 6.5.5 PROGRAMME FOR DEVELOPMENT OF WATER SOURCES The development of alternative water sources should be 6.5.7 WATER CONSERVATION AND DEMAND MANAGEMENT PROGRAMME investigated. Although alternative water sources is not regarded as sustainable alternatives, it does provide additional options to The District has adopted a Water Demand Management Plan in conventional water supply. In this respect, the following 2012, which is being implemented. This Plan puts in place policies opportunities are available: and measures to significantly reduce levels of water consumption and demand through water use efficiencies. • The use of rainwater and groundwater.
• Recycling of grey water.
• Optimise the re-use of wastewater. 6.5.8 ESTABLISH POLICY AND DESIGN STANDARDS FOR THE • Encourage and develop water-sensitive urban design as a PROVISION OF 75 LITRES OF WATER PER PERSON PER means of capturing water within the urban landscape and DAY minimising pollution, erosion and disturbance by ensuring that The proposal to provide 75 litres of water per person per day in the storm water is treated as a valuable water resource and not PGDP, targets an intermediate level of service. It is indicated that simply discharged to rivers or the sea. this would enable households to have a yard and would support a 6.5.6 DEVELOP A MAINTENANCE PROGRAMME flush toilet with a septic tank. In addition, it is indicated that it will In order to minimize system losses in infrastructure networks it is also support the campaign of one-home-one food garden. In order necessary to increase investments in maintenance and renewals. to comply with this proposal from Province, the District will need to Maintenance deferred is infinitely more expensive, and the District investigate the feasibility of provision of 75l of water per person needs the most efficient networks possible to optimize currently per day.
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6.5.9 SUSTAINABLE USE OF AQUATIC RESOURCES trans-shipment of sea cargo to inland destinations. In addition to The objective of sustainable use of aquatic resources focus on the its role in cargo trans-shipment, dry ports may also include facilities ability of aquatic resources to provide water, which is maintained for storage and consolidation of goods, maintenance for road or rail within the limits of sustainability. cargo carriers and customs clearance services.
• Restoration and sustainable management of water catchments.
• Determination and maintenance of the ecological reserve for key rivers.
• Coordinate and integrate strategies and programmes for wetland and riparian area rehabilitation.
6.6 DEVELOP INLAND MULTI-MODAL LOGISTIC HUBS (INLAND PORT)
The potential location of the proposed inland dry port at Camperdown poses significant development opportunities for this area. The initial location that was considered for Cato Ridge, suggest that it is not appropriate, thus the focus has shifted to Camperdown. The proposed dry port (sometimes inland port) will serve as an inland intermodal terminal directly connected by road or rail to the Durban seaport and will operate as a centre for the
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7 STRATEGIC GOAL 5: ENVIRONMENTAL SUSTAINABILITY
The District has recently finalised a Strategic Environmental The concept of sustainability is critical for the Growth and Assessment (SEA) and SEMP, which ultimately aims at providing a Development Plan for the UMDM and has been acknowledged at a regulatory framework for use in achieving a sustainable balance national level by virtue of the National Strategy for Sustainable between competing demands the needs for economic growth, Development. This strategy clearly illustrates the dependence of social well-being and environmental health. social well-being and economic resilience to the condition of the
The strategic goal of ’Environmental Sustainability’ is directly natural resource base. With the natural resource base being over- informed by the uMgungundlovu SEA Sustainability Framework, utilised, exploited and degraded, it highlights the fact that both the which includes a series of sustainability objectives and criteria, social and economic components of the UMDM are now vulnerable designed to address issues raised in the environmental context of to resource depletion and degradation. the district. 7.1 INCREASE LAND PRODUCTIVITY
Figure 8: Environmental sustainability objectives The indications are that agricultural resources are under threat in
the uMgungundlovu district particularly in and around the nodal areas and the major transportation corridors. In this context, Increase land productivity agricultural resources include areas suited to cultivation and natural grasslands (mainly used for livestock production). The Advance alternative energy generation district is inclusive of rich agricultural resources, which have, in the past, been used to supply market demand in the district in the form Manage pressure on biodiversity of foodstuffs and raw materials for industry.
Responding to the impacts of climate change Some of the threats to agriculture in the district derive from urban ENVIRONMENTAL SUSTAINABILITY ENVIRONMENTAL
‘sprawl’, poor land use management by municipalities, economic recession and land reform.
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A further issue was that agriculture and natural resources have not • The rate and extent of land degradation in the District has been been assigned a realistic value by society. In other words, the costs halted and reversed. associated with the continued loss of both natural and agricultural • Land is at optimal level of production with a high yield of good resources in the district have not been fully quantified. quality water. Whilst it is noted that the future of agriculture is closely related to This intervention should focus on the implementation of the Land market forces, it is also noted that in order for the resources and Care Programme implemented by DAEA, as well as land the sector to survive, there is an urgent need for the recognition of degradation mapping in SDFs and scheme guidelines. The Land its importance by the state, associated provincial and local Care Programme also focus on rehabilitation of wetlands, alien government agencies, the private sector and traditional species and erosion projects aimed at green job creation and institutions. restoring land and natural resources. In essence, high potential
INDICATORS agricultural land must be identified, mapped and protected. . % decrease in the Provincial Land Degradation index for the District Further activities suggested in this regard are as follows: . % land transformation of areas identified as being essential for the • Incentives for sustainable agriculture land management persistence of biodiversity and ecosystem goods and services practices must be within acceptable norms and standards. . % land transformation of high potential agricultural land to non- agricultural uses • Sustainability objectives and criteria must be integrated into all . Hectares of land rehabilitated annually relevant policies, programmes and plans. • Land use management must be integrated and coordinated A critical intervention is to promote sustainable land use practices through cooperative structures and strategies. to preserve and enhance agricultural potential. The land resource / • A community based natural resource management strategy land productivity strategy therefore seeks to achieve the following must be developed and implemented. outcomes:
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7.2 ADVANCE ALTERNATIVE ENERGY GENERATION AND options such as producing energy from waste solutions, and a REDUCE RELIANCE ON FOSSIL FUELS number of other renewable energy sources (e.g. solar).
The District Municipality has developed a Renewable Energy Plan, INDICATORS which aims to facilitate the implementation of the drive toward . Number of solar water heaters implemented with housing projects. sustainability through renewable energy. This plan sets several . % productivity of the uMkomaas hydro electricity power generation plans in motion shifting the focus to alternative and renewable facility energy production, such as the uMkomaas hydro electricity power . Units saved through energy efficiency generation . generation facility in Mkhambathini. Other possible future Units produced through energy efficiency projects that under investigation include the Springrove dam/Mearns dam to Midmar dam water transfer Hydro-electricity 7.3 MANAGE PRESSURES ON BIODIVERSITY power generation facility and the Impendle solar power station. In In terms of the terrestrial environment, the 2005 land cover data respect to this strategic objective, the district should: for the UMDM indicated that just over 57% was considered to be in • Develop a programme for alternative energy demonstration a natural state with 1.6% being degraded natural cover and just less projects. This programme should include the projects that 41% being transformed. The 2008 land cover data reflects a highlighted in the District Renewable Energy Plan, as well as negative trend in that approximately 51% was considered newly identified projects. Alternative energy demonstration untransformed and still in relatively good condition with a projects can be funded through the Green Economy Technical significant increase to 4.5% of degraded natural cover and the area Assistance Fund. under transformed land increased to 44.5%. Considering the trends • Further promote the Renewable Energy Manufacturing in the reflected in this data, a conservative estimate of the current district. The District should progressively move toward the use situation may be that more than 50% of the pristine natural land and manufacturing of renewable energy and also explore cover of the UMDM has been lost to a combination of transformation and degradation. This has occurred as a result of all
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forms of agriculture, except sugar, increasing in their cover, and vulnerability in the sense that the more transformation that occurs, growth and expansion of both urban and rural settlement. In the more resilience is lost and vulnerability increases. conjunction with this has been a decrease in the cover of natural The aquatic environment within the UMDM has become vegetation, primarily grasslands, and an increase in that which is significantly compromised. The primary reasons for this relate to considered degraded. It is important to note that the land cover both the quantity of water in the systems and the quality of this data includes both aquatic and terrestrial categories. resource, and the relationship between these factors exacerbate There is a scattering of a variety of protected areas throughout the the situation, i.e. quantity is required to help address quality and UMDM that range in size and status from a sizable portion of the the greater the demand on the systems, the more significant the uKhahlamba Drakensberg Park World Heritage Site, i.e. almost reduced capacity to deal with the quality issues. Essentially the 67000 hectares, to the 530 hectares of the proposed Biodiversity aquatic systems in the UMDM are extremely stressed because Stewardship site known as Hopedale. These 33 protected areas demand far exceeds supply to the extent that inter-basin transfer make up close to 110000 hectares, which is 11.5% of the UMDM schemes have been introduced. These are under construction and surface area. Based on the international target of 10%, this are planned to help meet the demand and augment the storage coverage appears to be impressive. However, the Biodiversity capacity of the four major dams already in the uMgeni system. Sector Plan for the UMDM and the Protected Area Expansion Additional strategies such as water conservation and water demand Strategy for the province indicate that the current protected area management, and wastewater recycling are also being coverage is not meeting the biodiversity conservation targets for implemented and considered respectively. the UMDM, and that additional coverage is required. The upper reaches of the catchments that provide the water are in The biodiversity and ecosystem features that have been used to a poor condition with alien plant infestations accounting for losses generate these targets all represent strategically valuable natural in water production together with incompatible land uses and capital, which produces ecosystem goods and services that degradation contributing to both a decrease in water production underpin the socio-economic activities within and beyond the capacity as well as quality. Intensive agricultural practices such as UMDM. This situation raises the issues of resilience and dairies, poultry batteries and piggeries all contribute to releasing
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pollutants into the system in the upper reaches of the catchments, 7.3.1 SPATIAL BIODIVERSITY PLANNING, DECISION-SUPPORT while the urban centres all contribute industrial and human waste. TOOL DEVELOPMENT AND MONITORING In the lower reaches of the catchments, other agricultural activities The following are suggested in respect of the above intervention: such as sugar cane production contribute to reduced water quality • Integrate the uMgungundlovu biodiversity sector plan into all through the leaching of agricultural chemicals. municipal spatial and land-use plans.
INDICATORS • Sustainability objectives and criteria must be integrated into all . % Blue drop status of the District. relevant policies, programmes and plans. . Number of developed Integrated Catchment Management Plans . Percentage of waste water treatment works complying with • Integrated and coordinated land use management through enforcement measures to meet effluent standards cooperative structures and strategies. . % increase in volume of waste recycled • Develop and implement a community based natural resource . Land transformation in High-Risk Biodiversity Planning Units management strategy. (HRBPU) per district municipality . % conformance of land and resource use decisions with High-Risk • Implement a protected area expansion strategy. Biodiversity Planning Unit (HRBPU) guidelines per district • Strengthening Biodiversity Stewardship programmes. municipality. • Establish urban open space and conservation plans.
Interventions proposed include the following: • Communicate all spatial products to relevant stakeholders such • Spatial biodiversity planning, decision-support tool as Estate Agents. development and monitoring. 7.3.2 COOPERATIVE ENVIRONMENTAL GOVERNANCE • Cooperative environmental governance procedures. PROCEDURES
• Environmental quality management. The following are suggested in respect of the above intervention:
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• Establish effective co-operative environmental governance 7.3.3 ENVIRONMENTAL QUALITY MANAGEMENT structures and institutional mechanisms between key The following are suggested in respect of the above intervention: environmental authorities. • Development of Integrated Catchment Management Plans. • Integrate sustainability criteria & environmental sensitivity • Develop and implement a scheduled maintenance and upgrade information of the SEA into all municipal planning. programme of all sewerage infrastructure and wastewater • Ensure projects comply with all environmental legislation, treatment works. regulations, policies & guidelines. • Develop a water pollution emergency response protocol. • Embed environmental issues & priorities into PMS and KPAs of • Develop an integrated water quality and river health Municipality. monitoring system. • Build capacity in environmental compliance monitoring and • Develop an incentive scheme designed to improve water enforcement through increasing the numbers of Environmental quality. Management Inspectors. • Integrate the costs of restoration and sustainable management • Develop sustainability appraisal tool. of catchments into the water reconciliation and pricing • Develop M&E and reporting mechanism to facilitate continual strategy. assessment towards achieving sustainability. • Ensure adequate resources and capacity for the compliance • Develop and implement a sustainability awareness and monitoring and enforcement of relevant water legislation. environmental capacity building campaign. Develop policies for improved technologies at the points of • Develop & implement skills development strategies to promote waste generation & effluent treatment to reduce impacts.
integrated planning & enhance environmental management. • Implement and ensure compliance with an integrated waste • Promote access to environmental information. discharge-charge system.
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inversion layer in winter traps pollutants causing an exceedance of ambient air quality standards. 7.4 ADAPT TO CLIMATE CHANGE The density of industrial activities in the other local municipal areas Climate change is a worldwide phenomenon, affecting the is much lower than in Msunduzi and the sources are predominantly environment, habitats and eco-systems and creates an uncertainty. domestic and agricultural, but are at levels that do not cause undue It is likely to manifest in a number of different ways according to concern. local conditions. Many of these impacts will develop indirectly through increased stresses placed on the environment systems, Poor air quality issues localised within the Msunduzi and N3 such as more frequent periods of extreme heat. As a direct corridor area are resulting in increased human health and well- consequence, extreme weather events have been increasing in being risks. Greenhouse gas emissions contribute to global climate scale, frequency and intensity. Climate change in this context change. A decrease in natural capital diminishes the District’s ability refers to changes in the modern climate, including the rise in to sequestrate carbon and mitigate predicted climate change average temperatures known as global warming, and extreme impacts. weather events such as floods and droughts that are likely to The District has recently completed a Climate Change Response become more frequent and intense. The impact of climate change Strategy and has recognised the synergy that is required between will challenge the adaptive capacity and resilience of cities and the Climate Change Response Strategy and the SEA and SEMP. The regions especially with respect to infrastructure systems. Climate Change Response Strategy recommends that where natural Although the UMDM generates the third highest level of capital has been abused and degraded, restoration and atmospheric pollution in the province, this level is relatively low. rehabilitation will be an appropriate response strategy. In addition The aspect of primary concern though is the combination of the to this, it recommends that where natural capital is still intact, it topographical and atmospheric conditions, and the concentration should be well managed and maintained. In this way investments of pollution sources in the Msunduzi Local Municipal area. The into the rehabilitation and management of the UMDM’s natural daily development of a strong and shallow surface temperature
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capital will help to build resilience to negative implications such as • Develop and implement a climate change response and climate change. adaptation strategy.
INDICATORS • Update disaster management plans to include pro-active . % reduction in Greenhouse gas emissions. response to climate change. . Units of energy saved through energy efficient interventions. • Restore and maintain indigenous woodlands, forests and other . Average response time for disasters areas suitable for the sequestration of carbon. . Development applications addressing Disaster Management . Share of events with early warning systems, where affected parties • Promote urban greening initiatives for the role it plays in received prior warning. mitigating air pollution and in carbon sequestration. . Regular forecast of anticipated impacts of climate change and • Reducing household indoor combustion of wood and coal by response plan. increasing access to electricity.
• Develop and implement increased standard design 7.4.1 CLIMATE CHANGE POLICY, PLANNING AND MONITORING specifications for key infrastructure to cater for extreme The following are suggested in respect of the above intervention: climatic events.
• Develop a District Air Quality Management Plan, including • Develop incentives for energy efficiency and air pollution comprehensive ambient air quality standards, and air quality reduction and abatement. monitoring, evaluation and reporting protocols. 7.4.2 ENHANCE DISASTER MANAGEMENT PLANNING AND • Establish the financial and human resources to manage and MONITORING monitor air quality in the District. This intervention should focus on formulating a climate change • Decrease greenhouse gas emissions to levels in line with disaster response plan and strengthen the District Disaster Cabinet approved targets. Management and mitigation capacity. The District has an adopted Disaster Management Plan, which is reviewed annually. • Promote efficient and clean public transport systems.
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• Implement programmes to ensure the rehabilitation and
sustainable management of natural assets and ecosystem services. 7.5 WORKING TOWARDS A GREEN ECONOMY • Create opportunities for training and job creation in green Economic goals based on ecological sustainability and built on a economy programmes (carbon sequestration; rehabilitation of culture that recognises that socio-economic systems are dependent degraded areas; alien invasive species management; waste on and embedded in ecosystems can contribute to a green management & recycling; and, urban greening). economy. • Promote self-sufficiency, food security and sustainable INDICATORS livelihoods. . Number of green jobs created within the District . Number of green technology businesses established within the District
Strategic interventions relates to the following:
• Develop and implement a green economy strategy and programmes for the District.
• Implement skills development in the green economy sector.
• Develop incentives for the production of environmentally friendly products.
• Establish investment incentives to support and promote green industries and developments in the District.
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8 STRATEGIC GOAL 6: GOVERNANCE AND POLICY
Good governance is an ideal, which is difficult to achieve in its consultation and engagement processes. The uMgungundlovu totality. Good governance is achieved through an on-going District Municipality has adopted a Cluster Model that deals with discourse that attempts to capture all of the considerations IGR in the district. However, there is still a need for a more involved in assuring that stakeholder interests are addressed and effective platform for planning and coordination between the reflected in policy initiatives. Objectives that relate to this goal is provincial government and district municipalities. captured in figure 9 below. INDICATORS Figure 9: Governance and policy objectives . % of public sector expenditure spent in accordance with municipal IDPs
Strengthen Strategy Policy Coordination and Inter- . % of public sector capital spent in accordance with DGDP projects Governmental Relations (IGR) . % of development applications that meet time norms for processing
Build Government Capacity
To this end, the following interventions are proposed. Eradicate Fraud and Corruption 8.1.1 DEVELOP AN INTEGRATED FUNDING AND Promote Participative, Facilitative and Accountable
GOVERNANCE AND POLICY AND GOVERNANCE IMPLEMENTATION MANAGEMENT FRAMEWORK Governance This framework should be formulated to provide a basis for municipalities and stakeholders from which all funds available are 8.1 STRENGTHEN STRATEGY POLICY COORDINATION AND clearly described and accessible. It should be web-based and should INTER-GOVERNMENTAL RELATIONS (IGR) provide a description of objectives of the funding, the criteria Inter-Governmental Relations (IGR) is critical to affect and effect applicable, the extent of and parameters of the fund, any service delivery in the district. IGR generally includes elected conditions attached to the funding, the application and/or members and officials and consist of communicating information,
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motivation process and the relevant contact points for the funding etc.
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The district should assist with this framework by providing a link to competent and qualified staff. There is thus a general lack of the web based system and an official with the relevant knowledge implementation capacity, resulting in poor service delivery. to assist queries in respect of the framework. There is also the need for sharing of knowledge, resources and 8.1.2 CREATE A SINGLE WINDOW OF CO-ORDINATION specialist services. To this end, the Department of Cooperative BETWEEN THE PROVINCIAL GOVERNMENT, Governance and Traditional Affairs (COGTA) has initiated the MUNICIPALITIES AND NON-GOVERNMENT FORUMS Development Planning Shared Services (DPSS) within the province Participation by district in creation of a single window of co- of KwaZulu Natal in an attempt to address skills shortages and ordination between the Provincial Government, Municipalities and ensure efficient processing of planning applications. However, this non-government forums. programme has been met with various degrees of success.
8.1.3 RE-ORIENTATE THE BUSINESS OF THE CLUSTERS TO Lastly, an integrated human resource development strategy will ALIGN TO GOVERNMENT'S CORE POLICIES OF benefit the building of government capacity greatly. This TRANSFORMATION, GROWTH AND DEVELOPMENT intervention should also incorporate learnerships, mentorships and The District should develop an inventory of policy instruments and internships in addition to the normal short courses and skills strategic frameworks, which should be captured in a database. The development programmes. database and extent of implementation should be analysed. INDICATORS 8.2 BUILD LOCAL GOVERNMENT CAPACITY The uMgungundlovu District is constituted by seven local . % municipal expenditure spent on capital infrastructure . % municipalities with clean audits municipalities. The majority of these municipalities are rural in nature and exhibits various human and financial resource capacity. In addition, the majority is highly dependent on grants and face To this end, the following interventions are proposed. continuous challenges with the attraction and retention of
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8.2.1 DEVELOP AN INTEGRATED HRD AND PROFESSIONAL In terms of the focus on a clean audit, Operation Clean Audit has SUPPORT PROGRAMME FOR THE PUBLIC SECTOR been implemented to address challenges faced by municipalities The District must align to the integrated human resource and provinces in managing audits, especially audit findings and development strategy for the province, which is being developed. queries from the Auditor-General (AG). The campaign seeks to This will provide direction on the development of appropriate skills achieve clean audits in municipalities and provincial government and capacity within the district municipality. departments by 2014.
8.2.2 PROMOTE SHARED SERVICES AMONGST MUNICIPALITIES INDICATORS . % of District and municipal entities that have audit disclaimers, The existing shared services amongst municipalities in the district qualifications must be strengthened and the District must ensure that challenges . Value of district municipal sector funds affected by fraud and faced by shared services in the district are resolved. corruption
8.2.3 ALIGN PGDP INTERVENTIONS TO STAFF PERFORMANCE AGREEMENTS To this end, the following interventions are proposed. District to align DGDP interventions to staff performance 8.3.1 OPERATION CLEAN AUDIT agreements. Monitor and measure the effectiveness of Operation Clean Audit
8.3 ERADICATE FRAUD AND CORRUPTION within the district, based on the number of municipalities that Fraud and corruption are some of the main evils facing effective received clean audits in 2014. It should also be noted that clean governance and should be a key focus area for the district and local audits are only possible in the context of sound quality and capacity municipalities. Fraud Prevention and Anti-Corruption Policies 8.3.2 FRAUD PREVENTION should lay the foundation for combatting these evils and provide Fast track disciplinary processes and effective criminal prosecution clear strategies to deal with this issue. To this end, uMgungundlovu and identify areas where disciplinary and criminal prosecution has developed an Anti-Fraud Policy Statement and a Fraud processes can be improved and implemented. Prevention Plan.
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In addition, District leadership and management must design and stakeholders it serves – and it cannot be effective in delivering true implement appropriate, transparent and fair processes to prevent value without their participation, and the active use of fraud. These should address some of the issues that are perceived partnerships. as contributing to fraud, e.g. mal-administration; misuse of Council INDICATORS property; and tender irregularities. . Voter participation in municipal elections 8.3.3 IMPLEMENT INTEGRITY MANAGEMENT PROGRAMMES . Number of active partnerships between district and business Implement proactive integrity management programmes within the . Increase in % of women, youth and people with disabilities in the political and economic sphere. district municipality. The District must ensure that all staff have participated in Integrity Management Training and that all public officials disclose all of their financial interests outside of their public To this end, the following is proposed. sector work. This will contribute to more ethical and responsible 8.4.1 IMPROVE RELATIONSHIP BETWEEN TRADITIONAL behaviour. COUNCILS, MUNICIPALITIES AND PROVINCIAL DEPARTMENTS 8.4 PROMOTE PARTICIPATIVE, FACILITATIVE AND Traditional councils have been given a strong voice in development ACCOUNTABLE GOVERNANCE matters and may now enter into partnerships and service-delivery The objective of participative, facilitative and accountable agreements with government in all spheres. As such, it is very governance revolves around effective systems and procedures important to strengthen relations between traditional councils and through which the public and partners of government are provided local municipalities and enhancing the participation of members of with opportunities to collaborate in a meaningful way. An traditional councils in the processes of municipalities. informed view of the realities and needs of all the stakeholders that 8.4.2 DISTRICT DEVELOPMENT AGENCY is served by the District is critical for the successful functioning of this entity and service delivery. As discussed under section 3.2.5, uMgungundlovu District Municipality (UMDM), has undertaken a feasibility study to assess
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the proposed uMgungundlovu District Development Agency. The • Developing stronger collaboration and accountability system study indicated that UMDM, uMngeni, uMtshezi and Mpofana between ward committees, community development workers, Local Municipalities resolved to transfer the Midlands Economic and traditional leadership at local level.
Development Agency (MEDA) to the District to form a District • Developing a better financial strategy for support of ward Development Agency. committees to address unintended negative consequences of 8.4.3 DEVELOP ADVOCACY PROGRAMMES TO STRENGTHEN the voluntary status of ward committee membership. THE WARD COMMITTEE SYSTEM • Integrating an evaluation report of ward committees into the The functionality of Ward Committees must be strengthened, since auditing and annual reporting of local municipalities. they provide a platform for participation and communication between Council and the public. The ward committee reports problems to the ward councillor who then reports on these issues and/or developments at council meetings. The ward councillor acts as the chairperson of the ward committee and thus liaise between the municipality and the community. This structure is very powerful and can greatly enhance community participation in the governance process. Measures required to strengthen the ward committee system includes the following (PGDP 2013: 136):
• Provide relevant training to ward committees with additional training for selected members in skills to gather and process more detailed information on local community needs and proposals relating to municipal/government services/support, e.g. conducting community surveys.
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9 STRATEGIC GOAL 7: SPATIAL EQUITY
The strategic goal of spatial equity seeks to facilitate the which facilitates development of a spatial structure that promotes progressive move towards spatial transformation and restructuring integrated development and an efficient delivery of services. The of the impact of past planning practices. The District is currently in SDF gives direction to future planning and development within the municipality, and provides a framework for more detailed and area the process of reviewing its Spatial Development Framework. specific development plans. Figure 10: Spatial equity objectives INDICATORS
. Approval of Reviewed District SDF. To actively promote spatial concentration and coordination of development interventions . Approved funding for Government precinct development. . Approved N3 Strategic Development Framework Plan. . Number of strategic rural nodes that have been formalised.
Integrated Land Management & Spatial Planning Initiatives SPATIAL EQUITY SPATIAL
. Increase in population density in designated development areas. . Spatial distribution of HDI at district scale.
9.1 PROMOTE SPATIAL CONCENTRATION AND COORDINATION OF DEVELOPMENT INTERVENTIONS Interventions to promote spatial concentration and coordination of This objective relates to the promotion of spatial concentration and development interventions include the following: coordination of development interventions. It includes the • Establish a hierarchy of District Nodes with clearly defined establishment of a hierarchy of nodes, as defined and identified in functions and interventions per node. the District Spatial Development Framework and development of • Development of specific Corridor Plans to co-ordinate corridor plans. The majority of these elements are included in the interventions around district corridors. District Spatial Development Framework (currently under review),
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CLEARLY DEFINED FUNCTIONS AND INTERVENTIONS PER NODE The ordering and location of services and facilities, in a manner that promotes accessibility and efficiency in service delivery, is required. This is critical for the performance of the municipal area as a whole and land use integration. As such, the clustering of various activities at appropriate and accessible nodal locations provides the district with a network/system of opportunity centres. Some of these nodes have benefited from significant public and private sector investment in services and infrastructure, which needs to be managed and maintained. Others are located in previously disadvantaged areas, which have suffered from institutionalised neglect. Although the nodes have contrasting characters, profiles and management issues, they cumulatively accommodate the majority of economic activities, employment prospects, an existing/growing residential stock, and access to community facilities. As such, the strength and feasibility of the nodal points is directly linked to the functioning and health of their catchment areas. The concentration of activities in and around these areas will stimulate further development of higher order activities.
The exiting primary node and urban core within the district, being Pietermaritzburg / Ashburton / Edendale, should continue to be the
focus of strategic economic development. It is however proposed 9.1.1 ESTABLISH A HIERARCHY OF DISTRICT NODES WITH UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | STRATEGIC GOAL 7: SPATIAL EQUITY JUNE 2014
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that the urban core of the district be expanded, to reflect this • Mooi River / Bruntville, New Hanover / Wartburg and major concentration of urban settlement. The expansion of the Richmond serve as tertiary nodes fulfilling administrative and urban core should include the Howick / Hilton / Mphophomeni commercial roles. These smaller towns should focus on complex to the northeast, as well as the Camperdown / Cato Ridge revitalisation and regeneration of the urban fabric. This can be area to the southeast. These areas are located along the N3 done through effective and continued implementation and corridor, and provides opportunities for strategic development. support of the Small Town Regeneration and Rehabilitation One such proposal that affects Camperdown, is the establishment Programme. of an inland dry-port, which seem to focus on Camperdown as the • Existing tourism nodes are Rosetta and Nottingham where the best alternative. Combined with the proposed railway by-pass that additional recreational and tourism opportunities are will cut in at Camperdown, this area should prepare itself for future presented by the Spring Grove Dam. investment and growth. Suitable land for development should thus • Rural nodes, serving as rural service nodes to the surrounding be identified and unlocked in the Camperdown nodal area. communities, are identified as Dalton / Cool Air, Impendle and In addition, the Howick / Hilton / Mphophomeni complex (also Vulindlela. A large portion of the district population reside in located along the N3 Corridor) should also gear itself to rural areas and approximately 26.8% of the district’s accommodate future development and investment opportunities. population resides on Ingonyama Trust land. As such, these As mentioned, this area should be included in the urban core and rural areas should become focus areas for development and land along the freeway/N3, as well as land in proximity to strategic investment. Investment opportunities in these areas should be interchanges (such as Hilton, Merrivale and Tweedie interchanges) investigated and areas with high population densities must be that are most suitable for future development, should be identified identified and targeted for service delivery. and unlocked. It is suggested that Strategic Rural Nodes be formalised through the Other nodal areas of significance include the following: development settlement plans for these nodal areas, which will
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contribute to the attraction of investment opportunities to these investment, services, economic activities and settlement. Generally, areas. larger routes linking generators of movement and investment have
More focus should also be awarded to areas such as the New a greater generative capacity than smaller routes. It thus follows Hanover / Wartburg / Dalton triangle, which has important that regional facilities and services should gravitate towards these functional linkages to the traditional areas of Appelsbosch / areas. Smaller facilities requiring smaller thresholds should be Bamshela (serve west of Ndwedwe) and Gcumisa to the southeast located along smaller routes. Viewed in this way, the issue of thereof. regional and rural spatial organization becomes one of creating a systemic framework of interlocking activity routes over time. This The Vumindaba and Esiphahleni Traditional Authority areas to the has an impact of reducing spatial marginalization; increasing southwest of Richmond town have functional linkages to the equitable access to all levels of services and promoting investment. Vumakwenza Traditional Authority area (further to the south), The N3 corridor is unquestionably the most important corridor which should be strenghthened. Linkages between the Embo- Tumini Traditional Authority area to the Durban South area in within the District. The development of a Strategic Development eThekwini must also be strengthened. Plan (currently being developed) for this corridor will provide a framework for the implementation of SIP 2. The N3 is one of the 9.1.2 DEVELOPMENT OF CORRIDOR PLANS TO CO-ORDINATE major drivers for economic development can thus be regarded as a INTERVENTIONS AROUND DISTRICT CORRIDORS high profile growth area in the district, which provides economic A system of regional and local transport routes, which link a development opportunities for the district’s nodal areas number of areas, should be viewed as the logical focus areas of an (Camperdown; Pietermaritzburg; Howick and Mooi River) located ordered strategy for development. These routes should be seen as along this corridor. The most important intervention for this activity and investment lines. The structure they give to the area is corridor is the finalisation of the N3 Strategic Corridor Framework articulated in the form of movement patterns and systematic Plan. This plan will provide a strategic framework for the future distribution of land uses in space. However, not all regional routes development of the N3 corridor. are the same in terms of the intensity of use and ability to attract Primary corridors within the district are as follows:
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• Eastern Cape – Richmond – Msunduzi – Greytown (R56 and throughout the city, which is becoming very costly. R33); Investigations into the development of a government office
• Camperdown – Umbumbulu – South Coast (R603); park have been initiated, where all the headquarters of the provincial departments can be housed. • Msunduzi – Boston – Underberg (P7-2); • The city should focus on building and preserving the diverse • Howick – Boston – Underberg (R617). heritage of the district. A heritage precinct could be Secondary corridors are identified as follows and provide linkages developed, focussing on the Colonial buildings and to internal and external nodes: preservation thereof, the Zulu culture, Indian heritage (Ghandi) • Howick – Mooi River (R103); and the Voortrekkers.
• Mooi River – Greytown (R622); 9.2 FACILITATE INTEGRATED LAND MANAGEMENT AND SPATIAL PLANNING • Albert Falls – Wartburg – North Coast (R614). The uMgungundlovu District Municipality developed and adopted 9.1.3 BUILDING THE CAPITAL STATUS its first Integrated Development Plan (IDP) in 2002. The IDP is a Pietermaritzburg has been awarded with the capital status of the legislative requirement introduced in terms of Section 25(1) of the province and is the seat of government in KwaZulu-Natal. In line Municipal Systems Act, (Act No. 117 of 2000) to give effect to with this status, the capital should be branded as such and should intentions of the Constitution in respect of local governance and progressively build its capital status. Interventions suggested in this the White Paper on Local Government which introduces regard are as follows: developmentally oriented local government structures. • Development of a clear identifiable government precinct with a A spatial Development Framework (SDF) is a component of the IDP signature building whereby Pietermaritzburg can be recognised and thus a legislated mandate. It is a principal spatial planning as the capital of KZN. Government departments are currently instrument, which guides and informs all planning, land housed in state-owned and rented properties, scattered management, development and spatial decision-making in a
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municipality. It provides a spatial interpretation of the strategies INDICATORS and projects already contained within the IDP. The main purpose of the SDF is to guide the form and location of future spatial . % of district geographical area with Land Use Management development within a Municipal area in order to address the Schemes. imbalances of the past. . Number of approved Area Based Plans. . Number of local municipalities with wall-to wall schemes. In addition, the KwaZulu-Natal Planning and Development Act, . Number of Ward Based Plans. 2008 (Act No. 6 of 2008), requires all municipalities in the province to develop and introduce wall-to-wall Land Use Schemes It is thus suggested that the District develop and implement an throughout their area of jurisdiction. This has to take place within 5 integrated sustainable planning system as a means to introduce years of the promulgation of the PDA provisions that deals with the formal planning and integrate traditional land allocation processes Land Use Schemes. With the exception of broad high level spatial into the planning system. This could be undertaken by introducing a planning in the form of Spatial Development Frameworks, very few suite of plans to guide development in the District, which could of the rural areas in the District has benefitted from formal spatial include, amongst others, the following: planning processes. Rural settlements have evolved to their current • Formulation of Land Reform Area Based Plans, which can serve state because of traditional land allocation system. There are also as a tool for the sustainable delivery and integration of land several challenges around the implementation of Act 70 of 1970, and agrarian reform programmes within the strategic priorities which hampers the development of schemes that cover rural areas. of municipalities (as expressed in IDPs), national programmes and provincial imperatives.
• Implementation of land use management schemes across the district, as required by the KwaZulu Natal Planning and Development Act, 2008 (Act No. 6 of 2008) and the Spatial Planning and Land Use Management Act (SPLUMA). The
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District can facilitate and coordinate this process, by providing
support to municipalities in respect of the development and implementation of wall-to-wall schemes.
• Act 70 of 1970 alignment within Land Use Management
Schemes. Sub-division and change of land use on agricultural land is governed in terms of the Sub-division of agricultural Land Act (SALA), Act No. 70 of 1970, and is administered nationally. At present, there is no coherent provincial policy
that guides assessment of Act 70 of 70 applications. As such, it is critically important for the district and local municipalities to develop guidelines for managing development on agricultural land.
• Promote development of Ward Based Plans: The District can facilitate and promote the development of Ward Based Plans.
• Alignment of District and Local municipal Spatial Development Frameworks with the Provincial Spatial Development Framework. While the Provincial SDF provides overarching guidelines for investment in the Province, it is important that the District and local municipality’s SDFs be aligned properly to avoid any contradictions or conflict of interest. The District should thus play a leading role in engaging with local municipalities to ensure alignment.
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10 IMPLEMENTATION FRAMEWORK
10.1 CATALYTIC PROJECTS
Table 2: Catalytic projects
PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Provincial Government Development of a clear identifiable government precinct with a signature building UMDM Precinct whereby Pietermaritzburg can be recognised as the capital of KZN. COGTA DRDLR
N3 By-Pass The proposals for N3 bypasses requires careful consideration. DoT SANRAL UMDM Local municipalities N3 Upgrade The capacity of the N3 corridor will be expanded to accommodate the SIP2 and associated DOT impacts. SANRAL
Upgrading of the railway Railway infrastructure within the district is currently underutilised and presents an infrastructure opportunity for passenger and freight transport. The intention is to gradually move transport of heavy goods by rail and thus free roads for passenger and light commerce. Dry Port Camperdown has been identified as a possible location of the proposed inland dry port SIP2 coordinating (logistics), which presents significant development opportunities for this area. structure
Establishment of a District UMDM, uMngeni, uMtshezi and Mpofana Local Municipalities resolved to transfer the UMDM Development Agency Midlands Economic Development Agency (MEDA) to the District to form a District UMngeni LM uMtshezi LM Development Agency. The District Development Agency focus on regionally impacting, Mpofana LM commercially viable, high-impact projects. Cogta
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PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Umkhomazi Hydro-Electricity The uMkomaas hydro electricity power generation facility in Mkhambathini as one of the UMDM Generation projects identified in the UMDM Renewable Energy Plan, and is currently underway. ESKOM
Sengani Sustainable Dairy The Sengani Sustainable Dairy Transformation Project is working towards the KwaNalu Transformation Project transformation for the dairy sector in Kwa-Zulu Natal by identifying development DRDLR DEDTEA (Private sector) opportunities to restore, support and grow agricultural enterprises or community/state- owned farms. The project aims to provide support, skills transfer, and education to partners to grow and build the dairy industry. Umati Trust uMati Trust (Midlands Agricultural Transformation Trust), is a private sector which aims to KwaNalu (Private sector) coordinate education from a primary school level. The Trust will start early mentorship DRDLR DEDTEA programmes and send successful candidates to agricultural high schools and tertiary institutions. Business and farmers can thus contribute to education and enterprise development and get BBEEE credits to add to their scorecard. Mpofana Irrigation Project The Mpofana irrigation project is an initiative of the commercial farmers in KZN Midlands, KwaNalu (Private sector) aimed at agricultural transformation through infrastructure and education. The Mooi- DRDLR DEDTEA Mpofana Agricultural Association drives the initiative and the program aims to facilitate Mooi-Mpofana and mentor aspiring developing farmers and communities by assisting government and Agricultural Association other role players to provide infrastructure, education and training in the Upper Midlands DWA region of the Mooi River and upper Umgeni catchments. Pietermaritzburg Airport The Pietermaritzburg airport is being upgraded and is of specific importance to the KZN Treasury Upgrade district, given its location in the capital city and potential contribution to the economy. Msunduzi LM Airports Company Recent upgrades included the extension of the existing runway, together with the terminal buildings. Its capacity needs to be expanded further in order to stimulate growth and improved accessibility to the airport is key.
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PROJECT/ INTERVENTION BRIEF PROJECT DESCRIPTION POSSIBLE PARTNERS Technology / innovation hub The feasibility of establishing technology hubs in the province was undertaken, identifying KZN Treasury hubs that will be established, amongst others, in Pietermaritzburg. To this end, the Msunduzi LM Msunduzi Municipality has identified a potential site adjacent to the Pietermaritzburg Airport. The intention is that the proposed technology hub will be coupled with the Msunduzi Municipality’s plans to create an aerospace innovation hub. Hilton-Mondi Development A proposed private sector development in Hilton, which includes a business park (Private sector) component, light industrial and warehousing, offices and a residential component.
DISTRICT COUNCIL
10.2 INSTITUTIONAL ARRANGEMENTS
IGR UNIT
ECONOMIC COORDINATING COMMUNITY BASED UMDM CLUSTERS DEVELOPMENT UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENTSTRUCTURES PLAN | IMPLEMENTATION FRAMEWORKSTRUCTURES JUNE 2014 STRUCTURES P a g e | 91
10.3 MONITORING AND EVALUATION FRAMEWORK
10.3.1 ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Developing and diversifying Total employment within the agricultural Statistics South Africa and associated databases Annual the Agricultural sector sector (including forestry and livestock) such as Global Insight or Quantec DEDT
Value of agricultural contribution to the Agricultural Census, Statistics South Africa and Annual provincial economy (Real Rands, 2005) associated databases such as Global Insight or DEDT Quantec
Number of emerging commercial farmers Agricultural Census and National Dept of Annual Agriculture, Forestry and Fisheries and KwaNalu DAEA Hectares of land under agricultural Agricultural Census, National Department of Annual production (excluding land under ITB) Agriculture, Forestry and Fisheries / Stats SA DAEA
% Of district land area covered by Department of Rural Development and Land Annual unsettled land claims Reform
Enhance sectoral Total employment within all sectors Statistics South Africa and associated databases Annual development through trade excluding primary agriculture such as Global Insight or Quantec DEDT and investment Value of the district economy excluding Statistics South Africa and associated databases Annual primary agriculture (Real Rands, 2005) such as Global Insight or Quantec DEDT
% increase in visitors (tourism) to the Annual district
Number of projects implemented by District Development Agency
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GOAL 1: ECONOMIC GROWTH AND DEVELOPMENT (JOB CREATION)
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Improve efficiency of Cumulative total number of FTEs created Department of Transport, Department of Annual government led job creation through EPWP and CWP, inclusive of all Agriculture, Department of Human Settlement and DPW programmes sectors others that undertake job creation. Nerve Centre
Total Rand Value of each EPWP job Department of Transport, Department of Annual Indictor currently being developed Agriculture, Department of Human Settlement and DPW others that undertake job creation. Nerve Centre Number of small contractors created Annual through Vukuzakhe Emerging Contractor DEDT Development Programme.
Promote SMME and Number of Cooperatives and SMMEs District database, DEDT Annual entrepreneurial development registered in District, that have been in DEDT operation for more than 2 years Number of new jobs created through Survey, provincial government database, DEDT Annual establishment of SMMEs and Coops. DEDT
Balanced KZN B-BBEE Scorecard used to DEDT, BBBEE Advisory Council Annual measure B-BBEE progress DEDT Develop the knowledge base % SA patents & designs registered by Registered patents - Companies and Intellectual Annual to enhance the knowledge district entities and individuals Property Commission (CIPC) DEDT economy % registered professional engineers in Engineering Council of South Africa (ECSA). HSRC Annual district labour force DEDT
Gross expenditure on R&D as a National Survey of Research and Experimental Annual proportion of district GVA (Real Rands, Development. National Department of Science and DEDT 2005) Technology (DST).
% academic staff with PhD qualification Tertiary Institutions, Office of the Premier Annual OoP
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10.3.2 HUMAN RESOURCE DEVELOPMENT
GOAL 2: HUMAN RESOURCE DEVELOPMENT STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Improve Early Childhood Enrolment of 3-5 year old children in Extracted from General Household Survey Annual Development, Primary and educational institutions (public and (GHS) of StatsSA DoE Secondary Education private) % of Grade 1 learners who have DoE Statistics Annual attended a Grade R class Collected in Annual EMIS Survey by DoE DoE Retention rates: Grades 10-12 DoE Statistics Annual Collected in Annual EMIS Survey by DoE DoE
% of learners in Grade 3, 6 & 9 ANA Report Published annually by DBE Annual performing at the required levels in the DoE ANA
% children who turned 9 in previous DoE Statistics Annual year in Grade 4 or above Collected in Annual EMIS Survey by DoE DoE
% children who turned 12 in previous DoE Statistics Annual year in Grade 7 or above Collected in Annual EMIS Survey by DoE DoE
% of learners who obtain NSC Extracted from General Household Survey Annual (GHS) of StatsSA DoE
Number of learners qualifying in NSC Extracted from General Household Survey Annual for: (GHS) of StatsSA DoE Bachelors Diploma Certificate programmes Align skills development to economic Number of NSC candidates taking Report on NSC by DBE and DoE Annual growth Mathematics DHET Science
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GOAL 2: HUMAN RESOURCE DEVELOPMENT STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Full and part time students in public FET Data contained in DHET Annual Reports Annual colleges for DHET . All courses . NC(V) courses . N courses . Occupational qualification Graduation numbers in: Data contained in DHET Annual Reports Annual . Teaching DHET . Science, Engineering and Technology Number of PhD graduates Data contained in DHET Annual Reports Annual DHET Enhance youth development and Youths supported by National Skills Data contained in DHET Annual Reports; Annual life-long learning Fund, SETAs and youth programmes collates from National Skills Authority and DHET others
Participation in AET DoE Statistics Annual Collected in Annual EMIS Survey by DoE DoE (DHET in future)
10.3.3 HUMAN AND COMMUNITY DEVELOPMENT
GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Poverty alleviation Reduction in relative poverty: % below upper Composite indicator of the depth and severity of Every 3 years. and social welfare bound poverty line, PL = 1.25 R418 proposed by poverty calculated from official statistics provided DOH NPC) (Baseline: NIDS, 2008) by Stats SA LCS, IES Reduction in child poverty: % children that are Composite indicator showing the % households stunted, wasted or obese (Baseline: NIDS, 2008, below a relative poverty line. Calculated from KIDS 2004) official statistics provided by Stats SA. LCS, IES
Measures of malnutrition focused on children Calculated from official statistics provided by DHIS Annually DOH
Severe malnutrition under 5 years incidence (per 1000) Underweight for age under 5 years incidence (per 1000) Not gaining weight rate under 5 years (%) Effective dependency ratio Composite indicator of economic dependency Quarterly (economically inactive people/economically calculated from official statistics provided by Stats DOH active people) Baseline: Stats SA QLFS. 2010) SA Quarterly Labour Force Survey, Census Reduction in relative poverty Composite indicator showing the % households Every 3 years. (Baseline NIDS 2008) below a relative poverty line. Calculated from DOH official statistics provided by Stats SA. LCS, IES Enhancing health of Decrease in the number of maternal & infant communities and mortality: citizens . Facility maternal mortality ratio - proxy (per . Confidential Enquiry into Maternal Deaths in SA 100 000 live births) DHIS (Facility data) Annual
. Infant mortality rate (per 1000 live births) . ASSA2008 modelling; Stats SA . Under-5 mortality rate (per 1000 live births) . ASSA2008 modelling; Stats SA . Severe malnutrition under 5-years incidence . DHIS (Facility data) (per 1000)
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Decrease in prevalence of chronic illnesses Annual . Adult Diabetes incidence (per 1000 population) DHIS and Stats SA . Hypertension incidence (per 1000 population over 40 years) Prevalence &incidence of communicable diseases Annual . HIV incidence (%) . TB incidence (per 100 000 population) . ASSA2008 modelling; Stats SA; HSRC . Malaria incidence (per 1000 population at risk) . ETR.net; Research . Malaria database Medical officers per 100 000 Persal DOH and Stats SA Annual
Professional nurses per 100 Persal DOH and Stats SA Annual
Enhance sustainable Dietary diversity index: % of households consuming < 15 major food Every 3 years. household food % of households consuming < 15 major food categories in previous month. LCS, IES, NIDS DSD and DOH security categories in previous month Hunger episodes: Household member has gone hungry at least Annual household member has gone hungry at least sometimes in past 12 months - % of households. DSD and DOH sometimes in past 12 months - % of households Living Conditions Survey, General Household Survey, National Income Dynamics Study Child malnutrition as a measure of food The prevalence of anaemia among children 0-4 Annual DOH insecurity: years of age - haemoglobin level < 11 g/dl . The prevalence of anaemia among children 0-4 The % children aged 1-9 with Vitamin A deficiency years of age - haemoglobin level < 11 g/dl . The % children aged 1-9 with Vitamin A deficiency Sustainable human % housing backlog Census data 5 years settlements
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GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 % budget spent by DoHs on development of Municipal Housing Plans. Dept. Human Annual human settlements. Settlements, Municipalities Statistics South Africa DHS Number of Financially Linked Intervention DoHS Annual Subsidies DoHS Community Residential Units DoHS Annual DoHS % of households with access to basic services Census data 5 years
% households with registrable form of tenure Census data 5 years
Safety and security Number of contact crimes per 100,000 people SAPS Annual Crime Report Annual registered per annum DCSL Number of trio crimes per 100,000 people SAPS Annual Crime Report Annual registered per annum DCSL Social capital No of community level institutions with active DSD database. Annual registration status DSD
10.3.4 STRATEGIC INFRASTRUCTURE
GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Development of road and No. of km declared road that provide access to KZN Department of Transport Annual Report Annual rail networks communities DOT % of district road network in poor condition KZN Department of Transport Annual Report Annual DOT % of provincial and national road network in SANRAL Annual Report Annual
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GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 poor condition SANRAL % modal split in commuter transport PRASA Annual Report Annual SANRAL Development of ICT % of municipalities with established Access DEDT database and reports Annual infrastructure networks DEDT
% of households with Telkom, CellC, MTN, Vodacom, VirginMobile Annual with access to the internet at home, or for database and reports DEDT which at least one member has access to/uses the Internet Minimum broadband speed available in District Telkom, CellC, MTN, Vodacom, VirginMobile Annual database and reports DEDT
Number of ICT infrastructure nodes DEDT database and reports Annual DEDT Improve water resource Cubic meters per capita per year available Department of Water Affairs National Water Annual management and supply Management System. DCOGTA UMDM No of water service system balance Reconciliation strategies available from DWA Annual (supply and demand balance) and WSAs DCOGTA
Non-revenue water Water Loss Surveys. District Municipalities / Annual Water Authorities DCOGTA Value of rezoning applications not approved Development application reports. District Annual Municipalities / Water Authorities DCOGTA
% households with water (75 litres of water per Municipal IDPs and DCOGTA Annual person per day) & sanitation to MIG standards DCOGTA No functional and healthy aquatic ecosystems Annual DCOGTA Water loss and wastage management plan. Annual UMGUNGUNDLOVU DISTRICT GROWTH AND DEVELOPMENT PLAN | IMPLEMENTATION FRAMEWORK JUNE 2014
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GOAL 4: STRATEGIC INFRASTRUCTURE
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 UMDM % Municipal water losses. Annual UMDM % Reduction of water demand Annual UMDM Improve energy production Number of rezoning applications not approved Development application reports. Electricity Annual and supply due to electricity supply constraints Supply Authorities, Municipalities DCOGTA
% households with a source of electricity supply Total households without electricity services Annual divided by total Provincial number of DCOGTA households. Municipal IDPs and DCOGTA Airport development and Volume of passengers through Pmb airport Airports Company of South Africa database Annual investment and municipal annual reports collected by KZN DOT treasury
Value of improvements to airport Airports Company of South Africa database Annual and municipal annual reports collected by KZN DOT treasury
Increase in number of flights Airports Company of South Africa database Annual and municipal annual reports collected by KZN DOT treasury
10.3.5 ENVIRONMENTAL SUSTAINABILITY
GOAL 5: ENVIRONMENTAL SUSTAINABILITY
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STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Increase productive use % decrease in the Provincial Land Land degradation surveys (soil and vegetation evaluations). Annual of land Degradation index for the District DAEA DAEA
% land transformation of areas The National LandCare Programme. DAEA Annual identified as being essential for the DAEA persistence of biodiversity and ecosystem goods and services % land transformation of high potential agricultural land to non-agricultural uses Hectares of land rehabilitated annually
Advance alternative Number of solar water heaters ESKOM Annual energy generation and implemented with housing projects. DoHS DEDT reduce reliance on fossil fuels % productivity of the uMkomaas hydro ESKOM Annual electricity power generation facility UMDM Units saved through energy efficiency Municipal Greenhouse Gas Inventory. Department of Annual generation Energy/ESKOM DEDT
Units produced through energy Purchase Power Agreements. NERSA/Single Buyers Office Annual efficiency / alternative energy DEDT
Manage pressures on Land transformation in High-Risk National land cover data base, District Biodiversity Sector Every three biodiversity Biodiversity Planning Units (HRBPU) Plans, Bioregional Plans and State of Biodiversity Reports. years per district municipality CSIR, ARC (National land cover data base); EKZNW DAEA (biodiversity reports) and DAEA (SoER) % conformance of land and resource National Environmental Authorisation System (NEAS); Annual use decisions with High-Risk EKZNW Spatial EIA Database, Annual Performance Reports DAEA Biodiversity Planning Unit (HRBPU) and Compliance Records. CARA records. Annual Compliance guidelines per district municipality. Reports (Chapter 3 of NEMA). DEA & DAEA, EKZNW, NDA (CARA)
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GOAL 5: ENVIRONMENTAL SUSTAINABILITY
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Blue drop status of the District. Blue Drop Programme Annual DAEA Number of developed Integrated Annual Catchment Management Plans DAEA % of waste water treatment works Green Drop Programme Annual complying with enforcement measures DAEA
% increase in volume of waste recycled Waste Sector Reports and Waste Information System. DEA, Annual DAEA DAEA
Adapting to climate % reduction in Greenhouse gas change emissions.
% household - access to electricity. Units of energy saved
Average response time for disasters Records of disaster response times and relief funding Annual turnaround times. Dept of Co-operative Governance and DCOGTA Traditional Affairs (DM Unit)
Development applications addressing Electronic Provincial Development Application Management Annual DM System. Dept of Co-operative Governance and Traditional DCOGTA Affairs
Working towards a Number of green jobs created within Green economy the District
Number of green technology businesses established within the District
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10.3.6 GOVERNANCE AND POLICY
GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Strengthen policy, % of public sector No baseline strategy co-ordination expenditure spent in available and IGR accordance with municipal IDPs % of public sector capital No baseline spent in accordance with available DGDP projects % of development Records from the Provincial applications that meet time Electronic Development Application norms for processing System. Dept. of Co-operative Governance and Traditional Affairs.
Building government % municipal expenditure capacity spent on capital infrastructure % municipalities with clean audits Eradicating fraud and % of District and municipal Auditor-General's office corruption entities that have audit disclaimers, qualifications Value of district municipal sector funds affected by fraud and corruption Promote participative, Voter participation in Poll reports. IECC After each election facilitative and municipal elections OTP accountable governance Number of active No baseline District Development Agency Annual partnerships between district available OTP and business
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GOAL 6: GOVERNANCE AND POLICY
STRATEGIC INDICATORS BASELINE TARGETS VERIFICATION REPORTING OBJECTIVE (2010) 2015 2020 2025 2030 Increase in % of women, Information to be sourced from Stats SA, the Every two years. youth and people with Commission on Employment Equity and OTP disabilities in the political political structures & organisations. Information and economic sphere. to be collated and analysed by OTP: Human Rights Unit.
10.3.7 SPATIAL EQUITY
GOAL 7: SPATIAL EQUITY
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Actively promote spatial Increase in population density Dept. Rural Development and Land Reform, Dept. of Every 5 years. concentration and coordination of in designated development Co-operative Governance and Traditional Affairs, COGTA development interventions areas Statistics South Africa, Eskom Household Point Data. Spatial distribution of HDI at Provincial Index of Multiple Deprivation Every 5 years. district scale COGTA Approval of Reviewed District SDF. Approved funding for Government precinct development. Approved N3 Strategic Development Framework Plan.
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GOAL 7: SPATIAL EQUITY
STRATEGIC OBJECTIVE INDICATORS BASELINE TARGETS VERIFICATION REPORTING (2010) 2015 2020 2025 2030 Number of strategic rural nodes that have been formalised. Facilitate Integrated Land % of district geographical Calculated from total areas under PDA Schemes. Dept. Annual Management & Spatial Planning area with Land Use of Co-operative Governance and Traditional Affairs. DCOGTA Management Schemes. Number of approved Area Based Plans. Number of local municipalities with wall-to wall schemes. Number of Ward Based Plans.
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Coetzee, C. 2014. Kwazulu-Natal Regional Innovation and Technology Hubs (Science Parks), Kwazulu-Natal Provincial Treasury, viewed June 2014,
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Department of Basic Education, 2013, Education Statistics in South Africa 2011
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Department of Education KZN, 2011, Adult Education and Training Report 2011, viewed June 2014
Department of Higher Education and Training, 2013, Statistics on Post-School Education and Training in South Africa: 2011
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Richmond Municipality, 2013, Integrated Development Plan (2013/14)
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Stratplan, 2013, Spatial Economic Inputs for uMgungundlovu District
The Msunduzi Municipality, 2013, Integrated Development Plan (2013/14)
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Udidi, 2013, uMgungundlovu District Municipality Spatial Development Framework (SDF)
University of KwaZulu Natal. Indigenous African Knowledge Systems and Scope 20013, viewed June 2014,
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