1 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 2 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 INTEGRATED DEVELOPMENT PLAN

2012 / 17

KwaDukuza Municipality 4 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 MAYOR’S FOREWORD

I am honoured to shall be a vibrant City that is able to compete present to our citizens economically, socially and politically on the the 2012/2013 Integrated global stage in as sustainable manner. This Development Plan. This vibrancy, sustainability and competitiveness Plan and the Budget that will not come of its own without ourselves funds it, forms the building taking practical steps to ensure that we are blocks which help us ready to reach our destination. The programmes build a vibrant City that contained in this IDP are the steps we are taking will be a global player in to achieve the goals of Vision 2030. the economic, social and political spheres by 2030. Taking the cue from our national and provincial spheres of government, also taking into account The Municipality has faced serious challenges the situation described above, Council has taken with regard to its electricity and road a conscious decision to invest on infrastructure networks. What is also clear is that we have development. The focus of the national and an infrastructure that is ageing and is unable to provincial government is, among other things, on carry the demands of the current development. It infrastructure development. The KwaZulu- also means that we need to respond not only to Provincial Government is particularly focussing the current situation, but also plan for the future on the creation of an Aerotropolis between development. This is one critical area that is the uMhlanga and Zimbali. We have to play our part focus of the 2012/2013 Budget which will fund the and build the requisite infrastructure that will IDP. be able to meet the demands of the current and future developments. It must be noted that KwaDukuza has experienced phenomenal growth over the past In order to meet these development challenges, few years which has increased the demand for Council has resolve to, among other things, supply imposed on the existing electricity and secure loans from the Development Bank of road networks considerably. We are indeed Southern Africa and ABSA. These loans will be proud that in 2010 KwaDukuza Municipality was spent on all critical areas identified in the Roads ranked second in the country after Saldanha and Storm water Master Plan and the Energy Bay Municipality in the Western Cape Province Master Plan. in terms of financial viability and sustainability. KwaDukuza Municipality has been ranked Directorates will be responsible for the number one for the 2011 year in this regard. implementation of the IDP. Council will play its In terms of economic growth KwaDukuza oversight role and offer political support where Municipality is in the second position required. I wish to invite members of the public to countrywide after Rustenburg in the North West actively participate in the implementation of the Province. In terms of the National Scale Issuer IDP in order to improve their own lives. Rating KwaDukuza has maintained the Moody’s We must make this year’s theme underpinning Investor Services A3 ZA rating which implies government’s Programme of Action “Working that we have a stable economic outlook. This is Together We Can Do More” a reality. a strong national rating we have maintained in four consecutive years even during the times of economic meltdown, indicating that in terms of financial viability and sustainability there is no foreseeable threat.

During the Strategic Planning Session in October 2011, Council adopted a vision known as Vision 2030 which states that KwaDukuza Municipality

5 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 y 2030, KwaDukuza shall be a vibrant city competing in the global village economically, socially, politically and in a Bsustainable manner.

KWADUKUZA LONG TERM VISION ▪▪ Honesty and Integrity STATEMENT ▪▪ Accountability to each other and the public “By 2030, KwaDukuza shall be a vibrant city ▪▪ Team work competing in the global village economically, ▪▪ Initiative and Innovation socially, politically and in a sustainable manner.” ▪▪ Fiscal responsibility ▪▪ Excellent customer service KWADUKUZA MISSION STATEMENT ▪▪ Hard work and timeliness ▪ Care & protection of resources The mission of the KwaDukuza Municipality is to ▪ ▪ Flexibility and cooperativeness achieve highest economic status through: ▪ ▪▪ Compliance with all set regulations ▪▪ Driving local economic development; ▪▪ Loyalty ▪▪ Delivering a high standard of essential services; ▪▪ Unity ▪▪ Encouraging public participation; ▪▪ Efficiency ▪▪ Overcoming debt and achieving cost recovery ▪ Professionalism on services provided. ▪ ▪▪ Cost effectiveness ▪▪ ▪▪ Discipline CORE VALUES OF KWADUKUZA ▪▪ Diligence ▪ Ethical behaviour ▪ ▪▪ Openness and Transparency ▪ Respect ▪ ▪▪ Non discriminatory

6 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CORPORATE ECONOMIC SERVICES DEVELOPMENT AND TRAINING

MUNICIPAL SERVICES

TECHNICAL SERVICES KWADUKUZA SECTOR MUNICIPALITY DEPARTMENTS VISION 2030

KWADUKUZA MUNICIPAL OFFICE OF THE DEPUTY COUNCIL MUNICIPAL MANAGER MUNICIPAL AND CORPORATE FINANCE GOVERNANCE DEPARTMENT

• Provide an effective and efficient Corporate Services to Council and other Directorates MUNICIPAL INSTITUTIONAL • Provide an effective and efficient ICT Infrastructure DEVELOPMENT & TRANSFORMATION • Improves & develop Roads & Storm Water Infrastructure • To maintain and upgrade the existing roads infrastructure in all areas

MUNICIPAL INSTITUTIONAL • Ensuring that all citizens have an electricity service connection DEVELOPMENT & TRANSFORMATION • To ensure equal access to service

• Ensuring financial sustainability MUNICIPAL FINANCIAL VIABILITY • ensuring strict credit control • Set of clean billing data

• LED projects and programmes • Roll out and intensify Agricultural Projects as well as support in communities ECONOMIC DEVELOPMENT JOB • Promotes and establish programmes for SMME & Entrepreneurial support CREATION • Enhance the Knowledge Economy • Tourism and heritage development and Community and knowledge centres

• In line with Section 152 (1) of the Constitution of the Republic of GOOD GOVERNANCE & PUBLIC • KwaDukuza Municipality Community Participation Strategy PARTICIPATION • Ensure Ward Committees full participation and funding model • enhance KwaDukuza municipality Communication tools

• Provide conducive environment for Industrial Development SPATIAL DEVELOPMENT • Renewal and Regeneration of KwaDukuza main town and Town FRAMEWORK KwaDukuza • Development of Priority Clusters: KwaDukuza Node; ; Woodmead/Shayamoya & Southern Municipality Node/Driefontein ENVIRONMENTAL MANAGEMENT • Ensure adherence to the principles of National Environmental Management Act, (107 of 1998) & CLIMATE CHANGE • Proper application of KwaDukuza environmental Policy & Strategic Environment Assessment Vision • Coastal Management Act & Coastal Management Plan

• Eliminate informal settlements and Slums INTEGRATED HUMAN • Work towards addressing the need for middle income housing SETTLEMENT • Provide affordable social housing opportunities By 2030, KwaDukuza • Work collaboratively with Provincial & National government’s Departments shall be a vibrant city • Fire and Emergency Services PROVISION OF MUNICIPAL competing in the global • Beach Restoration projects & Proper Waste Management Plans SERVICE • Traffic Management Strategy & Crime Prevention Plans village economically, • Health & Wellness Programmes and Intensification of KwaDukuza HIV & AIDS Strategy socially, politically and in

a sustainable manner. • Promote Youth, Gender and Disability Advocacy & The Advancement of Women YOUTH DEVELOPMENT • Development of projects and programmes geared towards assisting young people • Youth, arts, and culture development initiatives

• Encouraging young and old KwaDukuza residence to meaningfully participate in sports activities SPORT DEVELOPMENT • Make available necessary resources for sporting activities • Encourage and enhance partnerships with other organizations involved in sport

INTEGRATED DEVELOPMENT • Co-ordination of Sector Departments’ Programmes • Co-ordination and Development of Sector Plans PLANNING • Overall Integrated Development Planning

PLAN BUDGET KPIs POLICY AUTHORITY 7 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 1: Executive Summary 1.1. KwaDukuza as part of ILembe Family of Municipalities 10 1.2. KwaDukuza Broad Geographical Context 11 1.3. KwaDukuza Powers And Functions 13 1.4. KwaDukuza Long-Term Vision 13 1.5. Opportunities Offered By KwaDukuza Municipality 14 1.6. KwaDukuza Strength, Weaknesses, Opportunities And 1 Threats Analysis CHAPTER 2: Situational Analysis 2.1. Population Statistics 18 2.2. Age of the population 18 2.3. Education and Skills 18 2.4. Employment Profile 18 2.5. Income Levels 18 2.6. Health Realities 19 • Infant Mortality 19 2 • Child Mortality 20 2.7. Environmental Context 20 2.8. Biophysical Context 20 2.9. Infrastructural Context 21 2.10. Transportation 21 2.11. Priority Needs 21

CHAPTER 3: Municipal Institutional Development & Transformation 3.1. Introduction 23 3.2. KwaDukuza Governance Framework 24 3.2.1. Introduction 24 3.2.2 KwaDukuza governance framework is as follows 24 3.2.3. KwaDukuza Organizational Structure 25 3.3 KwaDukuza Council Lekgotla 2012 Corporate Services Resolutions 27 3 CHAPTER 4: Corporate Governance & Community Participation 4.1. Introduction 32 4.2 Annual Report for 2010/2011 Financial Year: 33 4.3 Performance Management Reporting: 34 4.4 Audit Committee: 34 4.5 Community Based Planning 34 4.6. KwaDukuza Public Participation Framework 35 4.6.1. Introduction 35 4.6.2. Ward Committees 35 4 4.6.4. Ensuring Effective Participation in the IDP Process 36 4.7. KwaDukuza Municipal Turn-Around Strategy 37

CHAPTER 5: Intergovernmental Relations 5.2. Alignment of KwaDukuza Strategies With Priorities Of 43 National Government 5.3. Alignment Of KwaDukuza Strategies With The Six Key Priorities 45 Of KZN Provincial Government 5.4 The Seven Provincial Strategic Goals and KwaDukuza 46 Municipality Intervention 5.5. Co-operative Governance 47 5 5.5.1. Sector Alignment 48 5.5.2. Department Of Health 48 5.5.3. Department Of Human Settlement 49 5.4.4. Department Of Transport 49 5.5.5. Department of Education 50 5.5.6. Department of Economic Development 51 5.5.7. Department Social Development &SASA 51

CHAPTER 6: KwaDukuza Environmental Management 6.1. KwaDukuza Municipal Vision and Environmental Vision 53 6.2. Environmental Legislative Framework 54 6.3. DEA Planning and Reporting Tool Environmental Management 55 6.4. Linkages with Principles of National Environmental 64 Management Act, (107 Of 1998) 6.5. Integrated Environmental Management 65 6.5.1. Environmental Management Tools: 65 6 6.6. KwaDukuza Municipality’s Environmental Sector Plans 66 6.6.1. Strategic Environmental Assessment 66 6.6.2. Coastal Management Programme (CMP), CMP: Coastal 66 development planning tool 6.6.3. KwaDukuza Biodiversity and Open Space Management Plan 66 6.6.4. KwaDukuza Climate Change Strategy 66 6.6.5. KwaDukuza Municipality Draft Environmental Policy 67 6.7. Environmental Strategies And Project Matrix 68 6.7.1. Strategy: Protection of Environmental and Cultural Resources 68 Table 02: Sustainability Framework - KwaDukuza Strategic 70 Environmental Assessment 6.8. Environmental Management: Responsible internal Department 74 6.9. KwaDukuza Municipality Environmental Engagements 75 6.10. Waste Management in KwaDukuza 75 6.11. Strategies and Priorities for Integrated Waste Management 76 6.11.1. Waste Avoidance and Minimization Strategy 76 6.11.2. Waste Reduction and Resource Recovery Strategy 76 6.11.3. Management of Residual Waste Strategy 79

CHAPTER 7: Spatial Consideration 7.1. KwaDukuza Spatial Development Framework Vision 80 7.2 Legislative Framework 81 7.3 Objectives of the KwaDukuza spatial development framework 81 7.4 Alignment with the National Spatial Development Perspective 82 7.5 Alignment with Provincial Growth and Development Strategy 82 7.6 KwaDukuza Infrastructure and Services 84 7 CONTENTS CONTENTS 8 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 7.7 Development Implications for KwaDukuza 85 7.8 Development Constraints for KwaDukuza 85 7.9 Development Trends 86 7.10 Land Use Management Context 86 7.11 Development Scenarios for KwaDukuza Municipality 86

CHAPTER 8: Economic Development & Growth 8.1. Open Space Core (Preserved Landscape) 87 8.2. Agriculture/Traditional Settlement 87 8.3. Open Space Frame (Reserved landscape) 87 8.4. Regional Mobility , M4 (Future Mobility Spine) 88 8.5. Regional Accessibility 88 8.6. Urban Arterial 89 8.7. Rural Arterial 89 8.8. Local Collector 89 8.9. Managing Positive & Viable Growth (Existing And Short Term Development) 89 8 8.10. Managing Positive & Viable Growth (Medium Term Development) 90 8.11. Managing Positive & Viable Growth (Long Term Development) 90 8.12. Industrial Development 91 8.13. Tourism Development 91 8.14. Public Housing Development 91 8.15. Background 92 8.16. KwaDukuza LED Focus Areas 94 8.17. Land and Building Development 94 8.18. Investment Package and Tax Incentives: 95 8.19. Information and Marketing 95 8.20. Skills Development 95 8.21. Youth Development 95

CHAPTER 9: Sustainable Infrastructure Development 9.1. KwaDukuza Basic Infrastructure Development Programme 101 9.2. KwaDukuza Basic Service and Infrastructure Backlogs 101 9.3. Cemeteries 102 9.4. Waste Disposal Sites 102 9.5. Water Provision 102 9.6. Sanitation 102 9.7. Roads & Storm Water Management 111 9.8. KwaDukuza Municipality: Roads and Storm water Master Projects 112 9.9. Electricity 120 9 9.10. KwaDukuza Electrical Engineering Services Draft IDP 2012/2017 123 9.11. Sports and Recreation Backlogs 138 9.12. Housing Backlog 138

CHAPTER 10: Financial Planning & Budget 10.1. Introduction 143 10.2. Operating and Capital Budget Estimates 143 10.3. Budget Assumptions: 143 10.4. Significant External Factors 145 10.5. Basis and Methodology for Forecasting Budget Projections 145 10.6. Alignment with GRAP 145 10.7. Budget Estimates: 146 10.8 Debt Management Framework 151 10.9 Grants 151 10 10.10 Financial Strategy 152 10.11 General Strategies 153 10.11.1. Social Responsibility 153 10.11.2. Increasing the Level of Confidence in Investors 153 10.11.3. Financial Framework 153 10.12. Asset Management Strategies 155 10.13 Financial Management Strategies 155 10.13.1. BORROWING Costs 156 10.13.2. Budgets 156 10.13.3. Financial Statements 156 10.14. Financial Management Policies 156 10.14.1. Budget Policy 156 10.14.2. Credit Control Policy 157 10.14.3 Indigent Policy 157 10.14.4. Tariff Policy 157 10.14.5. Rates Policy 158 10.14.6. Free Basic Services 158 10.14.7. Payment Points 158 10.15. Investment Policies 158 10.16. Borrowing Framework Policy & Guidelines 159 10.17. Asset Management Policy 160

CHAPTER 11: 11.1. Accounting Policies 165 11.2. Once A Municipality Starts To Implement Its IDP It Is Important To Monitor That: 166 11.3. Overview of Policies Guiding Performance Management In The KwaDukuza Municipality 167 11.4. Quarterly IDP and SDBIP Reporting 170 11.5. Oversight Report 171 11.5.1. Phase 1 – Performance Planning 172 11.5.2. Phase 2 – Performance Coaching 173 11.5.3. Phase 3 - Reviewing 173 11.5.4. Phase 4 - Rewarding 174 11 11.6. Challenges 174 11.7. Governance Within The PMS 175 11.8. Response To The Findings Of The Auditor-General For 2010/2011 176 11.9. Inconsistently Reported Performance Information 176 11.10. Reported Performance Information Not Relevant 176 11.11. Source Information Not Accurate and Complete 176

ANNEXURE A: KWADUKUZA NEEDS ANALYSIS 177 ANNEXURE B: KWADUKUZA MUNICIPALITY CAPITAL PROJECTS SERVICE DELIVERY PLAN 184 ANNEXURES CONTENTS CONTENTS ANNEXURE C: KEY PERFORMANCE AREAS 9 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 10 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 1 Executive Summary

11 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 1: Executive Summary

1.1. KwaDukuza as part of ILembe ▪▪ Location between Africa’s tow great ports, i.e. Family Of Municipalities and Richards Bay and its excellent KwaDukuza Municipality forms part of the iLembe transport infrastructure District Municipality area (DC29), and lies on the ▪▪ Potential to capitalize on targeted spill over from east coast of KwaZulu-Natal, between the eThekwini initiatives planned for Durban such as the Dube Metro in the south and the Tugela River mouth in the trade Port south. At 3 260m², iLembe District Municipality is the ▪▪ Pristine beaches and a relatively unspoilt natural smallest of the 10 KZN district municipalities. There environment, undermines the claim of being “The are four local municipalities that constitute iLembe Jewel of the Kingdom of the Zulu”. District Municipality. These local municipalities are, ▪▪ Centrally located to the province’s other major , KwaDukuza, and . assets, i.e. Game Reserves, St. Lucia World Heritage Site, Berg, Battle Fields and Durban. Ilembe District is made up of 45 Traditional Authority This places this District within a two-hour drive areas where settlement is controlled by Traditional of many of KZNs natural attractions and two Authorities according to a traditional system of land World Heritage Sites. allocation by the iNkosi to the families of his tribe. ▪▪ International and local recognition and interest These Traditional Areas cover approximately 63% in King and Zulu culture and history. This of the total area where the State and the Ingonyama diverse and rich cultural heritage has potential Trust own the majority of the land within Municipality for growing and broad international appeal. of Maphumulo, the lower reaches of Ndwedwe (69%) ▪▪ Strong cultural and historical links to India, the and coastal and inland reaches of Mandeni (49%). United Kingdom and Mauritius. ▪▪ A sub-tropical climate positions it as an all year The northern areas of Ndwedwe, the central round tourism destination. corridor of Mandeni and KwaDukuza Municipality ▪▪ A warm ocean provides comfortable bathing all are the commercial farming hubs of the District. The year round. commercial farming areas of KwaDukuza, Mandeni ▪▪ Unique quality of the District’s agricultural and Ndwedwe (31% of the ILembe District) are attributes of soil types, climatic diversity and mainly under privately owned sugar cane. Areas of rainfall. urbanization in the District comprise of KwaDukuza, Mandeni, the Dolphin Coast and Nkwazi. Land 1.2. KwaDukuza Broad Geographical uses within these areas are typically urban mixed Context uses with high levels of infrastructural and service KwaDukuza Municipal area of jurisdiction is development and an adequate provision of social approximately 734.971km² in extent. The KwaDukuza facilities and services to support the resident municipal area stretches from the Zinkwazi River populations. Industrial development is concentrated in the north to the UThongathi River in the South. in KwaDukuza, Isithebe and Darnall, most notably It borders four Municipalities, viz, eThekwini, the Gledhow and Darnall sugar milling operations at Ndwedwe, Maphumulo and Mandeni. It is one of the Stanger and the Sappi Paper mills at Mandeni. four municipalities that make up the ILembe District Municipality. Informal settlements with limited facilities or infrastructural services occur on the periphery of KwaDukuza functions as the district node and the developed areas and within the towns of ILembe. dominant commercial center in the ILembe District. Village centres such as Maphumulo and Ndwedwe KwaDukuza Municipality occupies a coastal and in the west and Nyoni and Mbizimbelwe in the north inland stretch of approximately 52.3 km in length comprise of commercial and service development in and 23 km in width, a variety of clustered and ad hoc the rural areas. (ILembe DM, IDP) settlements and small towns exist and are linked The ILembe District is bordered by economic with a well-developed network of roads and rail powerhouses to the north and south. Despite this, infrastructure. The key feature of KwaDukuza is the the ILembe District features sufficient unique selling N2 Development Corridor that runs through it. points to prosper within its own niche market on the following basis: The name KwaDukuza epitomizes the historical background of the area being the home to King Shaka

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Gravesite and Memorial. The town KwaDukuza is built ▪▪ Agriculture is the dominant economic sector in on the original site of King Shaka’s Royal settlement KwaDukuza contributing 23% of the total gross called Dukuza. The KwaDukuza museum is situated domestic product. The dominant agricultural opposite the site of King and is product is sugar cane. There are however also dedicated to the sugar industry and colonialism, the other agricultural products such as vegetables, cultural heritage of the early settlers of the town flower and sub-tropical vegetables. The majority Stanger. The population dynamics of KwaDukuza of the commercial farming areas consist of Municipality is highly diverse due its multi-racial large-scale activities. The municipality also composition and rich settlement history. KwaDukuza accommodates areas of afforestation and has a distinct eastern flavour and is linked to the related paper mills at Mandeni an KwaDukuza; earlier settlement of Indian families who were and imported to work on the sugar cane farms of the big ▪▪ Recreation has significant potential and the sugar barons such as Sir Liege Hullet. municipality has identified the need to enhance and extend the sector. Primary factors attracting ▪ KwaDukuza has a significant number of gazetted ▪ tourists to the area include beaches, culture and land claims that occur in band from Blythedale wildlife. Beach to KwaDukuza Town and westwards, which may influence the potential phasing of development; In terms of settlements, the existing urban ▪▪ Most of the social facilities are located in urban development is located in the formally established and peri-urban areas, with the exception of towns of KwaDukuza, , uMhlali, Shaka’s Kraal, basic education facilities, there is expected to Prince’s Grant, Blythedale Beach, Tinley Manor, exist a backlog in the rural areas; Zinkwazi as well as portions of Groutville. Peri-urban ▪▪ Commercial local level activities are located to semi-rural settlement occurs throughout much of in all urban and peri-urban areas; the major the center of the municipality, extending from the commercial development is located in the northern boundary via KwaDukuza, Groutville and KwaDukuza and Ballito areas; uMhlali to the southern edge abutting eThekwini. ▪▪ Industrial manufacturing investments in It must be noted that densities and development KwaDukuza include the Stanger Sappi Paper qualities vary significantly. Although some rural Mill and Sugar Mills in Darnall and Gledhow. The settlement occurs in the Groutville area, much of the Isithebe Industrial Estate in the Mandeni area is rural and traditional settlement is concentrated in of significance in the north and the UThongathi/ the north-western Ingonyama Trust areas. A variety Maidstone industrial areas in eThekwini in the of new housing areas are in the process of being south. Smaller scale light industrial activities established throughout the municipality from Ballito exist north of Ballito and in the Groutville area; in the south to Darnall in the north.

13 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 1.3. KwaDukuza Powers And Functions The following are the powers and functions assigned to KwaDukuza:

▪▪ Air & Noise Pollution ▪▪ Fire Fighting Services Licensing, ▪▪ Storm Water Management ▪▪ Beaches and Amusement Facilities for Accommodation, ▪▪ Pounds Facilities Care & Burial of Animals ▪▪ Public, Nuisance Control Fire ▪▪ Billboards & Display of ▪▪ Local Tourism Fighting Services Advertisements in Public Places ▪▪ Local Amenities ▪▪ Public Places ▪▪ Building, Trading Regulations, ▪▪ Local Sport Facilities ▪▪ Pontoons, Ferries, Jetties, Piers Liquor & Public, Nuisance ▪▪ Markets Stalls / Trade Areas & Harbors Control ▪▪ Municipal Abattoirs ▪▪ Refuse Removal, Refuse Dumps ▪▪ Cemeteries, Funeral Parlours & ▪▪ Municipal Planning & Solid Waste Crematoria ▪▪ Municipal Public Transport ▪▪ Street Trading ▪▪ Child Care Facilities ▪▪ Municipal Parks and Recreation ▪▪ Traffic and Parking ▪▪ Cleansing & Trade Areas ▪▪ Municipal Roads ▪▪ Storm Water Management ▪▪ Electricity Reticulation ▪▪ Fencing and Fences 1.4. KwaDukuza Long-Term Vision and community organizations in the matters of KwaDukuza is a city in the making, a municipality with local government one of the fastest growing economies in South Africa. It is situated along eThekwini-iLembe-uMhlathuze It must be mentioned that KwaDukuza Municipality Corridor and it is situated less than 50km outside of has resolved to adopt economic development and the King Shaka Airport (MOS Zungu’, 1KwaDukuza infrastructure development as the drivers of its Municipal Manager, 2010). The long term vision 2012/2017 Integrated Development Plan. KwaDukuza of KwaDukuza Municipality seeks to ensure that Municipality believes that in order for it to build a the Municipality is governed within acceptable vibrant economy, it must get its infrastructure right. government principles which will contribute in The new vision of KwaDukuza Municipality shall turning KwaDukuza Municipality into an economic therefore be as follows: powerhouse. “By 2030, KwaDukuza shall be a vibrant city The broad vision of KwaDukuza Municipality is to competing in the global village economically, build a strong local economy through the creation socially, politically and in a sustainable manner.” of an environment that will entice both domestic and foreign investors to come to the City of KwaDukuza. The long term vision of KwaDukuza Municipality is 1.5. Opportunities Offered By based on five principles of Sustainable Development, which are: economic development; social KwaDukuza Municipality development; environmental development; physical The strategic location of KwaDukuza Municipality development and good governance. between the two major ports of Durban and Richards Bay Ports offers good investment opportunities. This As part of the revision of its five-year strategic alone gives KwaDukuza an advantage of strategically plan, the integrated development plan, KwaDukuza re-aligning the district into a competitive and Municipality has conducted a SWOT analysis attractive investment destination. The close proximity which suggests that it possesses an opportunity to of the Dube Trade Port is also an added advantage to play a big part in the global economy. It is against the area in terms of investment attraction. this background that KwaDukuza Municipality has resolved to review its long term vision. Like the vision KwaDukuza Municipality represents the development that was adopted in year 2000, the new long-term engine of ILembe and it contributes the highest vision is geared towards achieving the mandate of percentage in the economy of the iLembe district. local government as enshrined in the Constitution of the Republic of South Africa, Act 108 of 1996, Section KwaDukuza Municipality also occupies the majority 152, suggests the following as the mandate for local of the iLembe coastline as well as the coastal government: development corridor. KwaDukuza Municipality has ▪▪ To promote democratic and accountable local developed a Spatial Development Framework (2009, government; reviewed: 2011/12) which provides strategic guidance ▪▪ To ensure the provision of services to communities for the future physical and spatial development of in a sustainable manner; the municipality. KwaDukuza Spatial Development ▪▪ To promote social and economic development; Framework also reflects the social, economic, ▪▪ To promote a safe and healthy environment; and environmental etc, development issues in line with ▪▪ To encourage the involvement of communities KwaDukuza IDP.

1KwaDukuza Municipality: The City in the making: A paper prepared by Mr. MOS Zungu.

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The tourism sector has enormous potential in the area also experiences limited bulk electricity supply KwaDukuza area and the KwaDukuza municipality that could negatively affect industrial development. has identified the need to improve and enhance the However, Eskom the national electricity utility has tourism sector. The KwaDukuza area has many tourist indicated that it plans to increase its capacity in sites, which will be identified. The primary factors that the area. The KwaDukuza Municipality has also attract tourists to this province are its beaches, visits developed its Energy Master plan which will allow it to family and friends, the wild life and Zulu culture. to effectively address issues relating to the provision The KwaDukuza area is very rich in Indian heritage of electricity. and this can be felt in the Stanger area particularly as well as Shakaskraal. The KwaDukuza area also The dominant land-use outside of the urban areas has a rich heritage in the form for the Zulu culture. It of the KwaDukuza Municipality is sugar cane has a diversity of rich colours and cultures. The North plantations interspersed along the coast and in some Coast (Dolphin Coast) Ballito, , Dolphins, inland areas with forestry plantations. Land taken up Shaka and Zimbali are some of the terms associated by other forms of agriculture is limited. with this up-market “beach tourism Mecca” of the Zulu Kingdom of KwaZulu-Natal. Some of the tourist The primary rural landform is agriculture with sites in KwaDukuza are Tinley Manor Lagoon, King farmhouses, compounds and smaller rural Shaka’s Memorial Monument, and the Chief Albert settlements dispersed throughout the area. The only Luthuli Museum. major traditional settlement within the area is located in the north-west portion of the Municipal Area. Tourism sites, within the municipality, are regarded as a cross-sectoral Industry as they represent Agriculture is an important niche for the KwaDukuza linkages with the retail, manufacturing, transport, Municipality’s economy and even more important to electricity and financial sectors. The retail the local culture. The municipality needs to consider sector; tourists will be purchasing goods such as the impacts on agriculture from all other economic memorabilia, food and clothing that is characteristic activity and identify ways to preserve and strengthen of the KwaDukuza area. The transport sector forms this sector as a viable economic mainstream. There an integral aspect as a result of the associated tours. are various levels at which the stimulation of this In this regard transportation services are essential sector can target. The stimulating of agricultural in providing accessibility to the various tourist sites. practices for the purposes of commercial production, Manufacturing of crafts and souvenirs are essential this aims at creating sustainable livelihoods and in tourism. Electricity is a basic service required by all developing economic capacity. The agricultural tourists for daily activities and for which businesses sector in the KwaDukuza contributes 23% to the local rely for production of goods and services. economy. The KwaDukuza area benefits heavily from The economy of this region is dominated by agriculture the agricultural sector for economic growth. The (primarily sugarcane), light industry (engineering, products that dominate the area are sugar cane, fruit wood products, paper and packaging) and tourism. and vegetables. There is a need to diversify these The area of Ballito has a number of well-established agricultural products into more sustainable products and popular tourism and residential developments, such as dry fruit, juices etc. that will ensure economic catering largely for the higher-income earners and spin offs for the local economy. tourists. Holiday letting and exclusive high income residential and golf estate developments are some The King Shaka Airport and the Dube Trade Port are of the high prized unique selling propositions of this situated within the close proximity of KwaDukuza subtropical region. The Ballito area, with its extensive Municipality. The King Shaka Airport addresses housing developments, is currently one of the fastest the challenges within logistics, exports, tourism growing real estate regions along the South African and spatial development and therefore it makes a coast. In addition, an increased number of visitors significant economic contribution to KwaZulu-Natal and the additional industrial development associated province and South Africa as a whole. The Dube with the Durban International Airport in La Mercy. Trade Port creates a highly competitive operating However, the municipality finds it increasingly difficult environment that will attract a wide range of to provide funding and other resources to develop investors, operators, users and tenants and it is the required infrastructure to adequately exploit the expected to provide economic benefits for the area opportunities offered by these developments. The of KwaDukuza and its surroundings.

15 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 1.6. KwaDukuza Strength, Weaknesses, Opportunities And Threats Analysis

STRENGTHS WEAKNESSES ▪▪ It is close to major cities and towns in the ▪▪ The backlog of basic services such as water, province sanitation, electricity ▪▪ Strong cultural and historical links to India, ▪▪ HIV/AIDS and its impact on the local United Kingdom and Mauritius municipality ▪▪ Quality of natural endowments, beaches, ▪▪ Access to land and legal framework climate surrounding such access ▪▪ High concentration of prime agricultural land ▪▪ Lack of access to adequate and appropriate in the hands of large commercial sugar cane services farmers ▪▪ The clear divide between rich coastal and poor ▪▪ The N2 corridor from Durban to Maputo, which hinterland areas already transports a host of tourists through the ▪▪ The cultural experiences based on the Zulu region Heritage is not exploited properly ▪▪ The well-established tourism industry ▪▪ The area suffers from brand confusion “The ▪▪ Ballito is a major tourism attraction along the Dolphin Coast’ “North Coast-Jewel of Zulu coast and has got an up-market, village image Kingdom’ and offers ideal climatic conditions for holiday ▪▪ The core beach attractions and natural assets makers not yet developed to its full potential ▪▪ Gledhow and Sappi are prominent sugar mills ▪▪ Excellent transport linkages within the KwaDukuza area ▪▪ High percentage of young people OPPORTUNITIES THREATS ▪▪ The Dube Trade Port will have many spin offs for ▪▪ Road infrastructure needs upgrading on a the KwaDukuza area continuous level due to tourist attractions ▪▪ Increasing investment in high income residential ▪▪ HIV/AIDS represents serious economic threat properties in areas like Ballito and Zimbali ▪▪ Failure to pay for services especially in rural ▪▪ The tourist industry in KwaDukuza is constantly areas being expanded ▪▪ Transport costs and crime ▪▪ There are opportunities for emerging farmers ▪▪ The general lack of networking, communication in the sector especially agro-processing value and linkages between businesses in the area. chains ▪▪ There is a low level of skills ▪▪ There are no tertiary institutions of FET Colleges in KwaDukuza ▪▪ There are high levels of poverty and unemployment resulting in high service demands of existing assets ▪▪ There are high levels of poverty and unemployment resulting in high service demands of existing assets ▪▪ A significant challenge facing KwaDukuza is the extensive housing development taking place in the region, with limited resources to provide the required infrastructure development ▪▪ Water, sanitation, storm water infrastructure is ageing and this needs urgent attention. ▪▪ There is a high demand for middle/affordable housing in KwaDukuza.

16 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 “ for holidaymakers. ideal climaticconditions village imageandoffers and hasgotanup-market, attraction alongthecoast Ballito isamajortourism “ 17

Chapter 1 18 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 2 Situational Analysis

19 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 2: KwaDukuza Situational Analysis

2.1. Population Statistics indicates that the employed population from the KwaDukuza population is estimated at 250 000 and to economically active accounts for 66%. The remaining about 300 000 during the peak season. 34% of the population are unemployed. The bulk of the population of KwaDukuza is economically active. 2.2. Age of the population The high number of potentially economically active 2.5. Income Levels persons creates a growing labour pool. The constant Approximately 61% of the KwaDukuza Municipality availability of labour is an essential element in population does not earn an income. This category economic growth, which is considered as being includes children and housewives. Studies also important development opportunity for establishing a show that 13% of the employed earn between R401 – more balance urban area and local economic base. 800. There are high levels of poverty in KwaDukuza as The KwaDukuza youth segment of the population studies indicate that about 90% of the employed ear has a large base, and total number of people under below R1600 which is the poverty line. the age of 19 years accounts for 37.8% of the total population, and the percentage of the population that 2.6. Health Realities is 34 years or younger comprises 68.4% of the total The iLembe District Municipality 10 Major causes of population. The age group 65+ represents only 6% of Death (2009) have reached epidemics. Tuberculosis the total population. It is interesting to note that the features prominently in the top 3 major causes of Male component in the age group 65+ comprises a death for the District and the 4 sub-districts. This is very small percentage of the total population, i.e. only reflected in iLembe’s TB health outcomes with the TB 1.8%. cure rate decreasing from 76% in 2008/09 to 70% in 2009/10 with the TB interruption rate increasing from 2.3. Education and Skills 7% in 2008/09 to 9% in 2009/10. Complications related Approximately 26% of the population in KwaDukuza to TB are resulting in deaths in facilities. Patients Municipality have a Standard 10/Grade 12 or Higher who die from HIV / AIDS related conditions have also Education Qualification. Eighty percent (80%) of the been found to be co-infected with other conditions population of KwaDukuza has some form of schooling with a high correlation to TB. between the primary and tertiary education levels. This is positive for the municipality as it provides Conditions of lifestyle e.g. diabetes, and cardiac a skills base for the area that requires minimum conditions are conditions that can be controlled if training. medical attention is sought early and or preventative programmes are implemented. Community Health The challenge that KwaDukuza Municipality is facing Worker Programme must be strengthened to address is that there is no institution for higher learning in gaps. Some TB patients seek medical attention too KwaDukuza area. The nearest institutions are further late while others have a combination of conditions south in eThekwini or further north at Mandeni. In which impacts on clinical outcomes. TB is a social KwaDukuza, approximately 33% of the population problem linked to poverty, overcrowding and poor is employed under the elementary occupation with social conditions as well as environmental factors 10% of the employed falling under service workers. to its increased burden. TB is weakening all the In the district and local level the majority of the progress made in the fight against AIDS. TB is not employed fall under the elementary occupation. A only the number one cause of AIDS-related deaths number of people have basic employment with 33% in Africa but also the number one cause of all deaths in KwaDukuza and 31% in the ILembe district. in South Africa. Most deaths are related to HIV / AIDS complications which require intervention from 2.4. Employment Profile preventative and primitive health programmes e.g. The employment profile of KwaDukuza Municipality CCMT, HCT, and PMTCT.

20 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 10 Major Deaths

ILembe District KwaDukuza 1. Tuberculosis Pulmonary Tuberculosis Chapter 2 2. Retroviral Disease Cerebral Vascular Accident 3. Cerebral Vascular Accident Retroviral Disease 4. Meningitis Gastro enteritis 5. Gastro enteritis Meningitis 6. Pneumonia Lower respiratory Infections 7. Congestive cardiac failure Tuberculosis 8. Lower respiratory Infections Congestive cardiac failure 9. Renal failure Pneumonia 10. Diabetes Anaemia

ILembe KwaDukuza District Infant mortality per 1 000 population 2009 114 178 Proportion of inpatient deaths under 1 that died during their 2010 124 199 stay in the facility Child mortality per 1 000 population 2009 109 172 Proportion of inpatient deaths under 5 that died during their 2010 85 130 stay in the facility Maternal Mortality per 100 000 live births 2009 346 433 Maternal deaths occurring within 42days of delivery or TOP 2010 131 166 per 100 000 live births

Mortality rates: Infant, Child and Maternal (2009) coverage increased from 89% in 2010/11 to ▪▪ Infant Mortality 81% in 2009/10, which is a 8% increase. ▪▪ In 2010 KwaDukuza infant mortality increased from 2009 where it stood at 178 ▪▪ Child Mortality to 199. The raw data reveals that in 2009, ▪▪ Although KwaDukuza appears to have 79 infant deaths/ 442 separations and in improved outputs, when tracking raw 2010, 139/700 separations which is a 43% data a 32% increase in child deaths was increase in total number of infant deaths. recorded {2009 – 106 child deaths /616 ▪▪ The district appears constant with a slight separations and in 2010 , 157 child deaths increase in 2010. In 2009 there were 145 /1204 separations} infant deaths/ 1267 separation and in ▪▪ Maternal Mortality In 2010 KwaDukuza 2010 206 infant deaths /1612 separations, was 166/100 000 live births and in 2009, which is a 29% increase. In actual infant deaths however both district hospitals 433/100 000, Actual figures revealed that in refer to Stanger. The District is planning to 2010 there were 11 maternal deaths /6632 track and track numbers linked to the sub live births and in 2009 26 maternal deaths / districts that appear in Stanger Hospital. 5991 live births which is a 56% decrease in ▪▪ Immunisation coverage and measles actual number of maternal death. coverage less than 1 year have both ▪▪ Avoidable deaths linked to clinical care increased significantly. Immunisation can be addressed through improvement of coverage was 87.0% in 2010/11 and clinical skills through workshops training increased to 86% in 2009/10 and measles and teachable moments.

21 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 “Education is the most powerful

weapon to change the “ world.

2.7. Environmental Context highlights important coastal areas that still have The fast pace of development in KwaDukuza places intact ecological biodiversity worthy of preservation. unprecedented pressure on the environment. The There are no proclaimed nature reserves in findings of the KwaDukuza Strategic Environmental KwaDukuza, but there is a privately owned Natural Assessment (research) suggest that the coastal strip Heritage Site (SANHS 166) which encompasses of KwaDukuza Municipality requires the greatest the uMvoti Estuary and is deemed an Important attention, as the development is greatest in this area. Birding Area (IBA, No. 73) and considered critical for This is one of the areas of greatest environmental conservation action. Two conservancy areas exist concerns. within the KwaDukuza Local Municipality, namely, the Addington Conservancy and the other is a joint 2.8. Biophysical Context protection of natural areas between Rodger Stewart The majority of the land within KwaDukuza and Prince’s Grant Golf Estate (the latter the subject Municipality is highly transformed. Several rivers of a DFA application). flow through the area in a west – east direction into the Indian Ocean, these include, from the South to Remnant patches of riparian vegetation and coastal North, the UThongathi, the uMhlali, the uMvoti, forest exist, along with limited examples of coastal Zinkwazi and on the northern boundary of uThukela grassland. These are important for conservation. River which is the largest river in KwaZulu Natal. Three fragments of Ngoye Forest and Grassland should be proclaimed as reserves in a joint exercise A number of land use related factors (especially with Ndwedwe Local Municipality and with the related to sugar cane cultivation) have caused assistance of SANBI and eZemvelo KZN Wildlife. extensive degradation of wetlands and rivers. This has severely affected both the biological and ecological Most areas/resources that have not been developed functioning of these ecosystems in the KwaDukuza or transformed are inaccessible or difficult to develop. area. The coastline of KwaDukuza comprise of sandy Fragments of remaining natural areas/resources are beaches, dune forests and rocky headlands. separated by large tracts of transformed land and therefore may not be able to support and sustain The demand for sandy beaches and the pressure themselves without intensive management and to provide space, adjacent to bathing beaches and intervention. There is increasing pressure from other amenities, both for recreational activities and land use impacts on biodiversity from land use (e.g. parking is growing. Degradation of the coastline has drainage and cultivation of commercial crops, poor negative connotations to the tourism industry, which burning practices, alien invasive plants, head cut/ is considered crucial for economic development donga erosion, sand winning, poor livestock grazing in KwaDukuza. The Beach Recreational Use Plan management, poor veld management in upstream catchments, forestry, high demand for coastal

22 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 residential development urbanization, and roads). higher accessibility exists. The KwaDukuza Alien invasive vegetation poses an increasing threat Municipality has since developed its’ roads to remaining natural areas and resources, as does and storm water master plan to address injudicious burning and utilization of the grasslands constraints related to its infrastructure. and the forests as a source of muthi and grazing for Chapter 2 livestock. 2.11. Priority Needs Some of our priority needs are from the huge The establishment of the uMvoti Community Protected disparity of provision of services and major Area and Marine Protected Area has been proposed service backlogs experienced, the lack of for the area between UMvoti River Mouth inland and maintenance of existing infrastructure and the Mnyundwini River near Groutville. Some of the the KwaDukuza Municipality has identified benefits that will emanate from this initiative include the provision of basic services to poor eco-tourism initiatives and ecological protection. communities and the improvement of service delivery as critical developmental challenges. 2.9. Infrastructural Context A good Working relationship with sector Infrastructure refers to basic physical systems, departments and stakeholders is considered facilities, services and installations needed for important in addressing these challenges and functioning of a community or society. These are there are areas in which the issues of land considered essential for enabling productivity on restitution and redistribution have not yet been the economy. The KwaDukuza municipal area resolved. The Municipality needs to work is characterized by areas where major service together with the Department of Land Affairs backlogs exist. This is in comparison with areas to resolve these matters. where the full range of services exists. The backlog in needs vary from predominantly a need for safe 2.12. Current Use of Land drinking water, sanitation and electricity in the more Settlement within the municipal area is rural to peri-urban areas, to basic sanitation and generally fragmented by cultivated land housing in the more urban informal and peri-urban (Sugar cane fields) with residential land uses areas. The perception amongst stakeholders is focused along the coastal strip as well as that budget is available for new infrastructure and a main residential centre with associated upgrading of existing infrastructure, with little focus commercial/industrial land use inland along on maintenance. The Municipality have therefore, the main arterial road, north-west of the main realized the need to address the backlogs, whilst N2 freeway. Industrial uses are concentrated also maintaining the acceptable level of services in in KwaDukuza and Darnall, most notably the the already developed areas. Gledhow and Darnall Sugar milling operations at Stanger and the Sappi Paper Mills in the 2.10. Transportation adjacent Municipality of Mandeni. KwaDukuza Municipality has strong North-South linkages via the N2 and Provincial road R102. These The main inland town in KwaDukuza-Stanger roads provide a basis for linking the main coastal that, together with residential land use has a nodes and the main Provincial economic hubs significant area of commercial and industrial (eThekwini and uMhlathuze). There are also distinct use and the manufacturing sector in the East-West linkages via the R74 and R614, these serve cluster has been in serious decline since the as a basis for connection of inland and coastal nodes, recall of the industrial development incentives as well as other municipalities within the iLembe in 1992. Smaller rural nodes, such as trading District. Metrorail is the backbone of public transport stores or clinics are scattered through the in KwaDukuza with approximately half (49%) of the tribal authority areas. The Southern portions population (mainly inland) not having access to any of the coastline are formally developed and formal mode of transportation. include areas such as Zimbali, Ballito, Shaka’s Rock, and Salt Rock. Developments in these An integrated transportation plan has been areas are generally focused on the middle developed by ILembe District Municipality. Poor to high income (up-market) holiday makers condition of roads due to poor standard of storm- and the coastline to the north of Salt Rock is water management and lack of maintenance are relatively underdeveloped with only smaller some of our concerns. An important component coastal settlements such as Sheffield Beach, of the structuring of the future development of the Tinley Manor Beach, Blythedale Beach and area should focus on locating activities in areas of Zinkwazi. accessibility, within the various corridors, where

23 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 24 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 3 Municipal Institutional Development & Transformation

25 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 3: Municipal Institutional Development & Transformation 3.1. Introduction `` Identifying areas of intervention that will Municipalities are faced with a very challenging task have the greatest impact on stuff loyalty and of ensuring that they implement the developmental productivity, areas that shall be then addressed mandate that they have been tasked with. To or implemented across the organization. implement the objectives of the local government as `` Cascading of individual performance they are clearly spelt out in the White Paper on Local management systems to the level of supervisors, Government, requires a very strong organization izinduna, foreladies and foremen. with dynamic and charismatic leadership that is `` Dealing head on with staff discipline, low worker able to provide a clear direction for the success of turn out etc. the organization as well as to help the organization `` Implementation and measuring of employee to achieve what it exists for. This also requires assistance programme across the organization. a vision and mission that will serve to steer the `` Introducing and enhancing monitoring KwaDukuza Municipality in the desired direction with and evaluation mechanisms for the entire positive outputs. To realize this vision Council has to organization. place much effort in fast-tracking and fine-tuning KwaDukuza operational strategies and programme. 3.2. KwaDukuza Governance This will be done through the Integrated Development Framework Plan (IDP) which is one of the key tools for local government to cope with its developmental role and assist municipalities to arrive at decisions on issues 3.2.1. Introduction such as the municipal budget, land management, After the 2011 Local Government Elections, promotion of local economic development and KwaDukuza Municipality’s wards were increased institutional and organizational transformation in from 20 to 27 wards while councilors increased a systematic, strategic and consultative manner. from 37 seven to 53. KwaDukuza Council meets During KwaDukuza Council Lekgotla that was held in on a monthly basis while the EXCO meets twice a Drakensburg during September-October 2011. month. Members of the public and media are also encouraged to attend some Council meetings. The aim of KwaDukuza Municipality’s institutional KwaDukuza Council’s Portfolio Committees set development transformation strategy is to change the policies and guidance towards the implementation of institutional arrangements, processes, managerial all KwaDukuza Council delivery. practices, corporate culture and in developing a renewed cadre of local government. The ultimate aim These portfolio committees are structured as per of all this is to improve organizational performance and to enhance service delivery. For this strategy the national guidelines. Each Portfolio Committee to be successfully implemented, KwaDukuza meets once per month. Their core function is to Municipality shall place more emphasis and focus on look at specific issues that relate to each portfolio the following. committee, research those issues and find all the necessary facts before these issues are discussed by Conducting of the work study in order to align staff Councilors that sit in each of the portfolio committees. competency to suitable positions with an aim of The portfolio committees deliberate issues and then creating a situation whereby there is a maximum make recommendations to EXCO and the full Council, productivity by all workers. for the latter to take decisions. The five portfolio committees, as gazetted, are as follows: `` Gearing KwaDukuza Municipality to a high performance culture. ▪▪ Local Public Administration and Human Resource `` Measuring improvement in stuff productivity and Portfolio Committee; service delivery. ▪▪ Economic Development, Planning, Community `` Investigating alternative service delivery Development and Housing Portfolio Committee; mechanisms. ▪▪ Amenities and Safety, `` To investigate ways to bolster, improve and ▪▪ Finance Portfolio Committee increase levels of stuff morale. ▪▪ Infrastructure and Technical Portfolio Committee

26 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 3.2.2 KwaDukuza MunicipalityOrganogram the followingdirectorates: of consists structure organizational The reviewed. was structure organizational KwaDukuza Participation. and Planning and establishment of a Corporate Governance Department, will incorporate IDP, Development PMS, Internal Audit and Public Economic Governance, the approved also council the 2008, TechnicalIn & Services. Services Municipal Corporate facilitation, development Services, departments Corporate headed ED Finance, The Directors. by are headed directorates sub of number particular a into divided further is each department, each assisted on ED’s).Depending Directors/ is (Executive Departments and of Heads Municipality six by KwaDukuza of structure administrative the heads Manager Municipal The 3.2.3. KwaDukuzaOrganizationalStructure ECONOMIC DEVELOPMENT& DEVELOPMENT PLANNING ▪ ▪ ▪ ▪ ▪ HERITAGE &TOURISM HUMAN SETTLEMENT EXECUTIVE DIRECTOR ▪ ▪ ▪ ▪ ▪ Mr. S.V. Hlongwane YOUTH &SPORT Section 70portfolio MR. M.NTANTA MANAGER PLANNING MANAGER MR. T. DUBE The KwaDukuzagovernanceframework Amenities ofSecurity Planning Economic Development& Technical Infrastructure & Finance Resources Administration &Human Local Public DIRECTOR DIRECTOR Vacant Vacant committees TRAFFIC &PROTECTION MUNICIPAL SERVICES EXECUTIVE DIRECTOR PARKS &GARDENS MR. C.VIRAMUNTHU MR. NICOLPETERS OPERATIONS MANAGER MANAGER MR. C.GOPI DIRECTOR DIRECTOR SERVICES Vacant

KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ▪ ▪ ▪ ▪ Section 79committees ▪ ▪ ▪ ▪ CORPORATE GOVERNANCE LEGAL &POLICYADVISORY EXECUTIVE DIRECTOR MUNICIPAL ADVISOR Mr. L.B.Van DerMerwe SPECIAL PROJECTS COMMUNICATIONS IGR, PROTOCOL& Appeals Committee Accounts Committee Municipal Public Audit Committee Committee Performance Audit MRS. N.C.DLAMINI Mr. S.M.KHANYILE PERFORMANCE MANAGEMENT (CLEAN AUDIT) PARTICIPATION Mr. A.M.Manzini Ms. N.P. Zwane IDP &PUBLIC MR. S.ZULU MARKETING DIRECTOR DIRECTOR COPORATE DIRECTOR DIRECTOR DIRECTOR SERVICES VACANT HEAD Vacant COUNCIL MUNICIPAL MANAGER Mr. N.J.MDAKANE CHIEF FINANCIALOFFICER DIRECTOR: EXPENDITURE BUDGET &COMPLIANCE DIRECTOR: REVENUE MR. S.M.RAJCOOMAR MR. A.CHETTY DIRECTOR VACANT VACANT

▪ ▪ ▪ ▪ CIVIL ENGINEERINGSERVICES ELECTRICAL ENGINEERING Schedule 1 Ward Committees PLANNING CUSTOMER& TECHNICAL SERVICES EXECUTIVE DIRECTOR SERVICES (DESIGNATE) FLEETMANAGEMENT DIRECTOR: INTERNALAUDIT MR. N.G.S.BIYELA MR. D.A.C.RABIE MR. S.R.SIBIYA MR. I.MILSON DIRECTOR DIRECTOR DIRECTOR MR. Y. PILLAY INFORMATION TECHNOLOGY CORPORATE SERVICES EXECUTIVE DIRECTOR HUMAN RESOURCES ADMINISTRATION MR. S.W. KUBHEKA MRS. PGOVENDER MR. JDUPLESSIS MR.S.KUBIR MANAGER DIRECTOR DIRECTOR 27

Chapter 3 3.3 KwaDukuza Council Lekgotla 2012 Corporate Services Resolutions During KwaDukuza 2012 Council Lekgotla, the following six (6) priorities areas were identified for execution by KwaDukuza Corporate Services. These priority areas included, the formulation and implementation of the human resource development framework; developing and implementing priority skills strategy; developing and rolling out integrated ICT Governance framework; reinforcing stakeholder communication and participation forums; streamlining administration and legal services; enhancing institutional productivity through developing a renewed cadre of local public service.

A. Formulation and Implementation of the Human Resource Development Strategy Framework Develop, adopt and implement HRDS underpinned by the National HRDS and the Provincial Growth and Development Strategy(KZN) and also seeking to achieve Vision 2030 Drawing from the HRDS to develop, adopt and implement all applicable policies and plans. Review the establishment and functionality framework of the HRDS subcommittee Parallel to the formulation of HRDS special attention must be paid to the following: 2011/12 Staff retention HR Career pathing (Ongoing) Recruitment and selection Employment equity Induction Labour Relations Multiskilling Succession Planning Corporate Services must investigate modalities on the rapid advancement programme of the municipal staff that have been in the same level of employment due to lack of the required academic qualification. B. Develop and Implement Priority Skills Strategy Develop and adopt the integrated skills Development Strategy – extending to communities. Conduct the skills Gap Analysis for the entire organization. 2011/12 The Integrated Skills Development Implementation Framework to be championed SDF/ HR by Corporate Services must cover the roles and responsibilities of different (Ongoing) directorates and stakeholders The Council must develop a clear policy on Internship and Learnership Investigate the modalities on the establishment of the Municipal Bursary Scheme (Staff and Communities) C. Develop and Roll Out Integrated ICT Governance Framework Undertake high level planning of IT. The strategic goals and needs of each department must align to ICT. Piloting the street camera project. Launch and roll out the KDM Wards to the connected central network at the municipality. Streamlining the procurement of ICT equipment for user departments. Develop Business intelligence system. Improve customer satisfaction through ICT. 2011/12 Interdepartmental Strategic communication on municipal expansionary programs IT and projects (Ongoing) Council and management must be work-shopped on ICT Governance Framework. IT Steering Committee must be given the integrity & respect it deserves (proper scheduling of meetings). Enhance partnerships with IT Stakeholders. A time-bound roadmap on IT challenges effecting the organization especially HR Section must be tabled before LPAHR and Exco Portfolio Committees urgently. IT be a standing item on Council agenda. Launch and roll out of KDM communication tool with citizens.

28 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 D. E. F. Reinforce StakeholderCommunicationandParticipationForums. Streamline AdministrationandLegalServices to councilcommitteesbeprecededbythedepartmentalassessments. Quarterly assessmentandevaluationofthedepartmentalprogrammessubmitted Compliance withmanagerialcommunicationprotocol(withintheorganization). Conduct investigativereportaroundadministrativehorrendouscosts. Develop mechanismsonresolutiontrackingsystem. grievance procedureandinlinewithturnaroundtime(3months). Priority begivenonthefinalizationofallinternalgrievancemattersasper Develop capacityinthedocumentationandrecordsmanagementsystem. Services forcompliance. The respectivedirectoratesmustsubmittheirpoliciestoLegal Capacity mustbedevelopedforcontractmanagementsystem. Develop andadoptadisposalpolicyofallimmovableassets. Compilation ofRegisterimmovableproperty. Municipal FinanceManagementAct. Undertake areviewonallleaseagreementstocheckthecompliancewith Roll outanddeveloptheawarenessprogrammesonstrategicbylaws. Establish thecentrallegalenforcementunitforentireorganization. Develop andimplementthestandardoperatingprocedures. Develop, adoptandimplementationofdelegationsystem Proper managementoflabourandemployerrelationships. Regular meetingsofstaffandManagement. Reinforce LocalLabourForum. Regular communicationwithstaff(Intra-departmentalcommunication). projects undertakentoadvancetheinterestsofyoungpeople. Thedirectorateshallmonthlybereportingontheinterventions, initiativesand gender, disability andchildrenissuesineachdirectorate. A personmustbeassignedbytherespectiveExecutiveDirector toaddress Directors beforetheportfolioagendaiscompiled. The chairpersonsofallPortfolioCommitteessitwiththeirrespective Executive Expedite therolloutofEmployeeAssistanceandBenefits Programme. Roll outDiversityManagementProgrammes. RevisittheissueofTask EvaluationsandJobDescriptions. DevelopandpromotetheServiceDeliveryCharterfor municipality Cascade PMSthroughpersonaldevelopmentplans. Corporate identityofStaff. Conduct researchandregularemployeessatisfactionsurvey Develop androlloutteambuildingmotivationalprogrammesforstaff. of LocalPublicService Enhance InstitutionalProductivitythroughDevelopingaRenewedCadre KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Services Admin & HR &All depart- ments Legal HR Ongoing (Ongoing) 2011/12 (Ongoing) 2011/12 & 29

Chapter 3 Estimated Location/ 12/13 13/14 14/15 15/16 16/17 Project ID Project Name Cost/5 Ward Allocation Allocation Allocation Allocation Allocation Years Upgrade of the municipal CS/01/2013 All R1 500 000 R 0 R 800 000 R 250 000 R 200 000 reception outlook Municipal staff remembrance CS/02/2013 All R500 000 R 0 R 100 000 R 120 000 R 150 000 and year end prayer programme Employee/Councillor Assistance/ HR/01/2012 All R563 984 R 100 000 R 106 200 R 112 784 R 120 000 R 125 000 Wellness Programme Supervisory management HR/02/2012 All In house In house In house In house In house In house development programme KDM Workers’ Month CS/01/2012 Programme and KDM Workforce All R145 746 R 25 000 R 26 550 R 28 196 R 31 000 R 35 000 Awards Programme People, Diversity and Change HR/03/2012 All In house In house In house In house Management Establishment of labour relations HR/04/2012 All In house In house In house In house unit Councilors’ office space (60m2 @ CS/03/2013 All R 4 880 000 R 0 R1 800 000 R1 800 000 R100 000 R 200 000) CS/02/2012 Cllrs exchange programme All In house In house in house In house CS/03/2012 Cllrs IT Development Programme All In house In house In house In house CS/04/2012 Councilors trainings All R700 000 R 400 000 R 0 R 0 R 0 R 0 Design/Implement Burial IT/01/2013 All R100 000 R 0.00 R50 000 R50 000 R 0.00 R 0.00 Register Purchase of vehicle allocated to HR/05/2012 All R500 000 R 100 000 R102 000 R150 000 R 0.00 R 0.00 HR (SDF office) IT /01/2012 Vehicle purchase All R300 000 R 150 000 R 0.00 R 0.00 R 0.00 R 0.00 IT /02/2013 Server Infrastructure Upgrade All R1 350 000 R 0.00 R 300 000 R 400 000 R 300 000 R 0.00 IT/03/2013 Upgrade of PC & Printer All R2 000 000 R 0.00 R 500 000 R 500 000 R 500 000 R 0.00 IT/02/2012 Microsoft Enterprise Agreement All R5 300 000 R1 050 000 R1 050 000 R1 050 000 R1 050 000 R 0.00 IT /03/2012 SLA Network Support All R4 500 000 R600 000 R636 000 R674 000 R 710 000 R 0.00 IT /04/2013 Infrastructure Upgrade All R600 000 R 0.00 R 100 000 R 100 000 R 100 000 R 0.00 IT /05/2013 Review of IT Security Policy All R280 000 R 0.00 R 50 000 R 50 000 R 0.00 R 0.00 IT /06/2013 Review of DRP All R120 000 R 0.00 R 50 000 R 30 000 R 0.00 R 0.00 IT /07/2013 Procedure Manuals All R110 000 R 0.00 R 50 000 R 10 000 R 10 000 R 0.00 IT /08/2013 IT Student & Business Database All R580 000 R 0.00 R 105 000 R 200 000 R 20 000 R 0.00 IT /04/2012 Software Support/Licences All R6 300 000 R1,000,000 R1,060,000 R1 120 000 R 0.00 R 0.00 IT /09/2013 KDM Communication Tool All R400 000 R 0.00 R 150 000 R 50 000 R 100 000 R 0.00 IT/10/2013 Master Systems Plan All R300 000 R 0.00 R 100 000 R 0.00 R 0.00 R 0.00 ICT Strategy Implementation / AG IT/11/2013 All R400 000 R 0.00 R 100 000 R 50 000 R 50 000 R 0.00 Compliance AL /02/2012 Facilitate review of Bylaws All R90 700 R 0.00 R 21 240 R 22 557 R 25 500 R 0.00 AL/03/2012 Upkeep of council Policy Manual All R100 000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Upkeep to council on changing AL/04/2012 legislation as and when All R100 000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 necessary Maintain execution of Council AL/05/2012 All R100 500 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 resolution control system Upgrade sound equipment AL/01/2012 All R300 600 R 100 000 R 10 000 R 0.00 R 50 000 R 0.00 council chamber Implement Workplace Skills HR/06/2012 All R200 000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Development Plan (HR) Procure Electronic Personnel HR/07/2012 Record System and attendance All R5 900 000 R1 800 000 R 0.00 R 0.00 R 0.00 R 0.00 system HR/08/2012 Publications All R40 400 R 5 000 R 5 310 R 5 639 R 0.00 R 0.00 HR/09/2012 Worker’s Month All R110 000 R 25 000 R 26 550 R 28 196 R 0.00 R 0.00 HR/10/2012 Corporate Performance All R 50 000 R 53 100 R 56 392 R 0.00 R 0.00 Develop a clear policy on HR/11/2012 All In house In house In house Review R 0.00 R 0.00 internships and Learnership

30 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 HR/12/2012 HR/02/2013 CS/04/2013 HR/13/2012 HR/14/2012 HR/15/2012 CS/05/2012 IT/05/2012 IT/09/2013 IT/10/2013 CS/05/2013 CS/06/2012 AL/06/2013 IT/05/2012 HR/16/2012 CS/07/2012 CS/08/2012 CS/09/2012 CS/10/2012 CS/11/2012 CS/06/2013 for staff The MunicipalBursaryscheme performance forstaff Develop androlloutcorporate Services Office FurnitureforCorporate development programme. Supervisory management management). (diversity, peopleandchange development programme Senior managementleadership workplace. Promotion oflabourpeacewithin programme Councillors’ exchange programme. Councilors’ ITdevelopment connectivity. systems andexpansionofwards Upgrade androlloutofICT tool. Roll outKDMcommunication external). programme(internal and KDM skillsrevolution Develop androlloutthe advancement programme. Roll outoftherapid Facilitate thereviewofby-laws. Municipal fleet(HRandIT). satisfaction survey. Conduct annualemployee policies). within/outside CS(Strategiesand Put inplacekeyinternalcontrols council resolution. Monitor thetimeousexecutionof management. with staffandsupervisory Regular performancemeeting council policies. Workforce empowermenton council policies. Workforce empowermenton Performance. Review andmonitorCorporate KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 All All All All All All All All All All All All All All All All All All All All All R1 600000 R650 000 R 150000 In house In house In house In house In house R2 000 R500 000 R3 000 In house R70 000 R1 000 In house In house In house In house In house In house R300 000 R 300000 R 0.00 R 0.00 In-house In-house In-house In-house In-house R 0.00 R 0.00 R 0.00 in-house R 0.00 R370 000 In-house In-house In-house In-house In-house In-house R 0.00 R 330000 R200000 R 50000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R750 000 R150 000 R934 800 R 0.00 R20 000 R 300000 In house R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R50 000 R 370000 R280 000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R0.00 R0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 31 R 0.00 R 0.00 R 25000 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 000 R 1300 R 0.00 R 0.00 R 0.00 In-house R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 Chapter 3 32 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 4 Corporate Governance & Community Participation

33 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 4: Corporate Governance & Community Participation

4.1. Introduction The Challenges include: Corporate Governance in general is widely ▪▪ Tensions between the political and the recognized as providing the framework and administration interface; tools required in ensuring that organizations are ▪▪ Poor ability of many councillors to deal with the progressive and can operate in an effective and demands of local government accountable manner. From a local government ▪▪ Insufficient separation of powers between perspective, the framework reinforces the statutory political parties and municipal councils authority and responsibility of a corporate body and ▪▪ Lack of clear separation of legislature and assists the elected representatives and management executive in the delivery of quality and sustainable services. ▪▪ Inadequate accountability measures and support KwaDukuza Municipality shall be developing a systems and resources for local democracy corporate governance framework that will ensure ▪▪ Poor compliance with the legislative and achieving of the above. regulations frameworks for municipality

For KwaDukuza Municipality’s corporate governance Corporate Governance is a system of process through framework to be effective, it is important that which an organisation conducts its decision making, KwaDukuza Municipality begins to recognise and and directs controls and monitors the operations accept the legislative and administrative instruments of the organisation. In the context of KwaDukuza which clearly establish the roles and responsibilities Municipality, Corporate Governance covers the and of elected representatives and professional following areas: officers. Within this context, KwaDukuza Corporate Integrated development planning, which is in line Governance Framework will be enhanced through with Section 25 of the Local Government Systems the adoption of a clearly defined transparent decision Act No. 32 of 2000, which, states that “Each municipal making process and delegation instruments which council must, within a prescribed period after the best meet the strategic and operational needs of start of its elected term, adopt a single, inclusive and KwaDukuza Municipality. strategic plan for the development of the municipality which- KwaDukuza Municipality’s Corporate Governance ▪▪ Links, integrates and co-ordinates plans and Framework will among other things, seek to address takes into account proposals for the development the following: of the municipality; ▪▪ Provision of strong and effective leadership ▪▪ Aligns the resources and capacity of the ▪▪ Maintaining quality and sustainable service municipality with the implementation of the plan; delivery and effective use of KwaDukuza council ▪▪ Forms the policy framework and general basis on resources which annual budgets must be based; ▪▪ Ensuring respect to and adherence to ▪▪ Is compatible with national and provincial KwaDukuza core values as adopted by the 2011 development plans and planning requirements Council Lekgotla binding on the municipality in terms of legislation. ▪▪ Ensuring effective stewardship of KwaDukuza Council assets, including infrastructure assets Performance management system, which is in line ▪▪ Providing and strengthening systems to ensure with Section 25 of the Local Government Systems Act compliance with relevant pieces of legislations No. 32 of 2000, which states that “a municipality must ▪▪ Adopting the predetermined objectives that are establish a performance management system that is- in line with S.M.A.R.T principles ▪▪ Commensurate with its resources; ▪▪ Delivering services in line with agreed ▪▪ Best suited to its circumstances; and performance measures. ▪▪ In line with the priorities, objectives, indicators and targets contained in its integrated Governance Challenges development plan; State of local government in South Africa (Overview ▪▪ Promote a culture of performance management among its political structures, political office Report) of 2009 identified a number of challenges bearers and councillors and in its administration; that municipal governance is faced with. These and challenges will have to be included in KwaDukuza ▪▪ Administer its affairs in an economical, effective, Corporate Governance Framework. efficient and accountable manner.

34 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Monitoring and Evaluating the implementation of the Municipal Finance Management Act, no. 56 of 2003 programmes and projects as per IDP, Budget, PMS and the Annual Division of Revenue Act and any & SDBIP other legislation.

A corporate communication which is meant to ensure 4.5 Community Based Planning Chapter 4 that KwaDukuza Municipality is well represented in In its Strategic Planning Session, KwaDukuza the media and the public. Management Committee resolved to intensify its community based planning strategy. A municipality Public participation which is line with Section 152 must, when embarking on the planning process, of the Constitution of Republic of South Africa take the key policy initiatives into consideration, and which encourages the involvement of community amongst which is community based planning which and community organizations in matters of local seeks the active involvement of the community, government. especially poor people. The purpose of community based planning is to improve the quality of plans 4.2 Annual Report for 2010/2011 and services, extend community control over Financial Year development and to empower communities so that The Annual Report for 2010/11 Financial Year was they can take action and become less dependent. developed and submitted to the Department of During its strategic planning session, KwaDukuza Local Government and Traditional Affairs as per Management Committee resolved to intensify its the legislative requirements. This Annual Report community based planning strategy. The following also covered the Annual Financial Statements and shall be the bases for KwaDukuza Community Based Annual Performance Report. The 2010/2011 Financial Strategy: Statements were prepared in accordance with the Standards of Generally Recognized Accounting a. The involvement of poor people in planning. Practices (GRAP) and the Standards of Generally b. The plans and the planning process shall be Accepted Municipal Accounting. It must be noted based on SMART principles; that KwaDukuza Municipality, has received an c. Planning shall be linked to legitimate community unqualified report for five consecutive years. structures like ward committees. d. Planning shall include implementation, monitoring, evaluation and annual review, in line 4.3 Performance Management with the IDP process; Reporting e. The plan shall be people focused and For the 2010/11 Financial Year, KwaDukuza empowering. Municipality introduced a comprehensive f. The emphasis shall be to build on strengths and performance management system in accordance opportunities rather focus on problems. with Chapter 6 of the Municipal Systems Act of 2000 g. The plan shall be holistic and cover all sectors. and the Planning and Performance Regulations of h. Planning shall promote mutual accountability and 2001. co-operation between communities and officials. i. There shall be commitment by councillors and 4.4 Audit Committee officials to the whole process. Ward plans should KwaDukuza Municipality has a fully-fledged Internal include: Audit Unit which has also been instrumental in putting i. Specific targets for service delivery and in place the Audit Committee. The Audit Unit reports infrastructure development which can be to the Audit Committee on the implementation of the monitored through properly defined ward Internal Audit Plan and matters relating to, internal indicators. audit, internal controls, accounting procedures and ii. Reporting systems to council and line practices, risk and risk management, performance departments should accommodate periodic management, loss control and compliance with feedback guided by these ward indicators.

35 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 new system of local government to the majority of the 4.6. KwaDukuza Public Participation people, more especially to previously disadvantaged Framework communities. Ward committees have an important role to play in actively taking part and determining 4.6.1. Introduction core municipal business such as Integrated The Government of the Republic of South Africa Developmental Planning, Budgeting, Municipal has committed itself at instituting wide ranging performance management process, without which participatory processes in the different spheres democracy cannot be said is rooted on among the and institutions of governance in the country. people. With the beginning of democracy, the new The attempt to introduce participatory and direct KwaDukuza Municipality attempted to address the democracy is evident, in addition to institutions and legacy of separatism, exclusion and non-participation processes at national and provincial levels, in the through Ward Committees. planning processes and policy formulation of local government structures. Municipal authorities, for The KwaDukuza Municipality resolved to establish example, are legally committed to involve community the Ward Committees (see Annexure A: KwaDukuza organisations in the formulations of budgets, planning Rules regulating the establishment and operation and developmental priorities. of KwaDukuza Municipality Ward Committees), motivated by the Municipal Systems Act of Section The Constitution of South Africa (Act no. 108 of 1996) 17(1), chapter 4 part 4 of the Municipal Structures Act mandates local government to provide a democratic which states that “participation by local community and accountable local government and encourage in the affairs of the municipality must take place the involvement of communities and community through political structures for participation. The Act organisations in the matters of local government. also gave the Metropolitan and Local municipalities Measures were introduced to entrench community the possibilities to have ward committees as one of participation and also introduced to transform the specialised structures to “enhance participatory the local government functions emphasising on democracy in local government”. development rather than regulations as was under the previous dispensation. As a result developmental Local Government is defined as “local government 4.6.3 Role of local community and ward committed to working with citizen and groups within councillors in integrated the community to find sustainable ways to meet development planning process social, economic, and material needs and improve KwaDukuza Municipality ensures involvement of the quality of their lives” (RSA. 1998, section B). local community and the traditional leadership in the development of its IDP. Residents, communities and stakeholders (civil society) including traditional 4.6.2. Ward Committees leaders should represent interests and contribute Local government legislations made a provision knowledge and ideas in the planning process by: for local authorities to establish a system of ▪▪ participating in the IDP Representative Forum to: participatory democracy at the local level in the form ▪▪ inform interest groups, communities and of Ward Committees. These Ward Committees were organisations, on relevant planning activities and introduced in municipalities as community structures their outcomes; to play a critical role in linking and informing ▪▪ analyse issues, determine priorities, negotiate the municipalities about the needs, aspirations, and reach consensus; potentials and problems of the communities. They ▪▪ participate in the designing of project proposals were established to form the bridge between local and/or assess them; municipalities and communities by facilitating proper ▪▪ discuss and comment on the draft IDP; communication. ▪▪ ensure that annual business plans and budgets are based on and linked to the IDP; and Through working directly with municipalities, ward ▪▪ Monitor performance in implementation of the committees, serve as a cord which articulates the IDP.

36 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 4.6.4. Ensuring Effective Participation in period of at least four weeks for ward committees, the IDP Process stakeholder associations, interest groups and A municipality is required to disseminate information residents to discuss the draft document publicly, on processes and procedures that will allow the and to comment on it before the Representative community to express itself on any matter of concern IDP Forum deals with the draft. that affects it. Transforming this general requirement f. The IDP committee has to inform the ward to the integrated development planning process committees and stakeholder associations on means that a municipality has to follow at least the the manner comments were considered, or on following procedures: reasons why they were not considered by the Representative IDP Forum, before the draft is Residents to be informed on the integrated submitted to the council for approval. development planning process as a whole including, g. Council meetings on the approval of integrated on crucial public events related to that process development planning must be public meetings. through: a. public announcements (appropriate media Chapter 4 to be determined in the “work plan”); 4.7. KwaDukuza Municipal Ward committees including stakeholder Turn-Around Strategy associations and any other recognised The Council of KwaDukuza Municipality has community organisations. reviewed its turnaround strategy which was adopted b. Councillors have to inform the communities in 2010 and further deliberated on during the Council within the area of the ward, through a public Lekgotla held in Drakensburg in September 2011. constituency meeting/imbizo. The resolutions of KwaDukuza Council Lekgotla form c. The Representative IDP Forum has to be involved basis of KwaDukuza Municipal Turn-around Strategy. at least once in each major stage of the drafting The following are the priority issues: process. d. The community and stakeholder representatives have to be given adequate time (2-4 weeks) to ▪▪ Filling of critical vacancies as per the findings of conduct meetings or workshops with the groups, Auditor General; communities or organisations they represent, ▪▪ Development and adoption of human resources before the issue is dealt with by the Representative strategy IDP Forum. This is to give a fair opportunity for ▪▪ Strengthening monitoring and evaluation legitimate representative participation, but does capacity not necessarily have to involve the municipality ▪▪ Development and adoption of the performance in community or stakeholder level workshops. management systems framework e. Draft planning documents have to be accessible ▪▪ Streamlining of the tender committees to every resident, and everybody has the right to ▪▪ Establishment of the Project Management Unit to submit written comments. There must be a time improve MIG Funding expenditure

37 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Estimated Location / 12/13 13/14 14/15 15/16 16/17 Project ID Project Name Cost / 5 Ward Allocation Allocation Allocation Allocation Allocation Years Neighbourhood Grant Fund CG/001/2012 All R48 562 000 R20 000 000 R 6 000 000 R 7 062 000 R7 100 000 R 7 400 000 Application CG/002/2012 Bursary Fund All R 1 855 787 R 300 000 R 318 000 R 337 716 R353 522 R 372 560 Mayoral working groups CG/003/2012 interface and civic courtesy All R 1 850 000 R 200 000 R 300 000 R 400 000 R 450 000 R 500 000 programme CG/004/2012 Occupational Health Equipment All R 185 680 R 30 000 R 31 800 R 33 772 R 40 000 R 45 000 CG/005/2012 Service delivery Month All R 590 000 R 100 000 R 106 200 R 112 786 R 120 00 R 125 000 CG/006/2012 Youth Mass Skilling Programme All R 2 150 000 R 350 000 R 371 000 R 394 000 R 420 000 R 450 000 CG/007/2012 Sukumasakhe All R 2 150 000 R 350 000 R 371 000 R 394 000 R 420 000 R 450 000 CG/008/2012 Centenary All R 590 000 R 100 000 R 106 000 R 112 600 R 120 00 R 125 000 CG/009/2012 Disaster Management All R 2 260 000 R 150 000 R 500 000 R 531 000 R 600 000 R 650 000 Public Address System and CG/010/2012 All R 400 000 R 200 000 R 50 000 R 50 000 R 50 000 R 50 000 Equipment CG/011/2012 IDP Process & Participation All R 568 000 R 100 000 R 106 200 R 112 784 R 120 00 R 125 000 Inter-governmental Relations CG/012/2012 All R 590 000 R 100 000 R 106 200 R 112 784 R 120 00 R 125 000 Programmes Ward Committee Training CG/013/2012 All R 1 855 787 R 300 000 R 318 600 R338 353 R353 522 R 372 560 Programmes CG/014/2012 Literature & Publications All R 130 000 R 138 060 R 146 620 R 150 000 R 154 530 CG/015/2012 Reed Dance All R 120 000 R 127 441 R 135 341 R 141 056 R 145 729 IDP Road shows/Mayoral CG/016/2012 All R 200 000 R 212 400 R 225 569 R 235 068 R 241 653 Izimbizo Special Programmes for KDM CG/017/2012 All R 200 000 R 212 400 R 225 569 R 235 068 R 241 653 Vulnerable Groups Ward Committee Monthly CG/018/2012 All R1 950 000 R 350 000 R 371 700 R 394 746 R 420 000 R 450 000 Meetings & Ward Report backs Public Awareness Campaigns CG/019/2012 All R 670 320 R 120 000 R 127 440 R 135 341 R 140 456 R 145 000 (Information Day) Ward Committee members CG/020/2012 All R17 100 000 R3 240 000 R3 402 000 R3 612 924 R3 623 000 R3 642 000 (Stipend) CG/021/2012 Stationary All R 97 302 R 15 930 R 16 918 R 18 983 R20 546 CG/001/2014 Public Participation Indaba All R 500 000 R 0 CG/001/2013 Public Participation Banners. All R 25 000 R 15 000 R 5 000 R 500 000 R 0 R 0 CG/022/2012 Ward Committee Stationary All R 0 R 32 000 R5 000 R10 000 R5 000 CG/023/2012 Performance Audit Committee All R 425 000.l R 0 R 79 650 R 33 896 R 36 983 R40 546 CG/024/2012 Customer Survey All R 30 054 R 424 800 R 84 588 R 88 000 R 92 000 CG/025/2012 Corporate Image Vision 2030 All R 286 096 R 75 000 R 53 100 R 451 138 R 480 000 R 500 000 CG/026/2012 PMS Framework All R 286 096 R 400 000 R 53 100 R 56 392 R 60 000 R 65 000 CG/027/2012 KDM Mayoral Awards All R 286 096 R 50 000 R 53 100 R 56 392 R 60 000 R 65 000 CG/028/2012 KDM Video Project All R 1 720 00 R50 000 R 318 600 R 56 392 R 60 000 R 65 000 CG/029/2012 Khuluma Masipala All R 1 720 00 R 50 000 R 318 600 R 338 353 R353 522 R 372 560 CG/030/2012 Staff Newsletter All R 590 000 R 300 000 R 106 200 R 338 353 R353 522 R 372 560 CG/031/2012 Advertising All R4 420 000 R 300 000 R 955 800 R 112 784 R 120 00 R 125 000 CG/032/2012 LCD Screens All R 200 000 R 100 000 R 0 R1 015 060 R 1 100 000 R1 200 000 CG/033/2012 Public Affairs/Radio Slots All R1 950 000 R 900 000 R 371 700 R 0 R 0 R 0 CG/034/2012 Moral Regeneration Programme All R 286 096 R 200 000 R 53 100 R 394 745 R 420 000 R 450 000 CG/035/2012 Diaries And Year Planners All R 590 000 R 350 000 R 106 200 R 56 392 R 60 000 R 65 000 State of The Municipality CG/036/2012 All R 64 800 R 50 000 R 21 240 R 112 784 R 120 00 R 125 000 Address CG/037/2012 Events All R1 950 000 R 100 000 R 371 700 R 22 557 R 0 R 0 CG/038/2012 Corporate Branding Material All R 286 096 R 20 000 R 53 100 R 394 745 R 420 000 R 450 000 Memorial Wall For Victims Of CG/039/2012 All R 500 000 R 350 000 R 0 R 56 392 R 60 000 R 65 000 Political Violence CG/040/2012 1x4x2 LDV with Canopy All R 250 000 R 50 000 R 0 R 0 R 0 R 0

38 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 “ IDP. in thedevelopmentofits the traditionalleadership the localcommunityand Ensuring involvementof “ 39

Chapter 4 40 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 5 Intergovernmental Relations

41 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 5: Intergovernmental Relations

5.1. KwaDukuza Municipality in Outcome 2: Improve health and expectancy National, Provincial and District Although there is still a pending issue of the privatization of clinic and other health centres run Contexts by municipalities, the reality is that these clinics and The latest KwaZulu Natal Provincial Growth & health centres will continue to serve the people of Development Strategy has identified KwaDukuza KwaDukuza. Municipality as one of the Tertiary Nodes. KwaDukuza Municipality shall be using this status to its advantage Outcome 3: All people in South Africa is protected by identifying programmes and projects that will and safe bring about growth in the area of KwaDukuza. This KwaDukuza Municipality is mindful and are aware of status shall also be used as one of the important tools the devastating effects that high crime levels have of ensuring the realization of KwaDukuza Vision 2030. on the population, economic development and to the As part of the broader government of cooperative general public at large. At its council Lekgotla held governance, KwaDukuza Municipality is, as part of in Drakensberg, KwaDukuza Municipality resolved in the ongoing process, making all possible means, to starting a 24hour municipal police shift. This shift will align its processes, programmes and projects with focus on crime prevention, by-law enforcement and that of National Government, Provincial Government road traffic management services municipal wide. and Ilembe District Municipality. Outcome 4: Decent employment through inclusive 5.2. Alignment of KwaDukuza Strategies economic growth with Priorities of National Government The focus of KwaDukuza Municipality shall be on continuing to facilitate economic growth in the 5.2.1. Twelve (12) outcomes of area of KwaDukuza. KwaDukuza Municipality will also register all its projects with Expanded Public government Works Programme (EPWP), so as to benefit from the In 2010 the national cabinet approved the 12 outcomes incentives of this programme. of government which are aimed at addressing the main strategies of government. Although these Outcome 5: A skilled and capable workforce to outcomes were developed to be the strategic focus support inclusive growth of government, it must be noted that these outcomes As part of ensuring that it develops a renewed cadre have ramifications for the strategic plans and visions of local government, KwaDukuza will continue of municipalities. It is against this background that to intensify employee training. Funds to ensure KwaDukuza Municipality has identified the roles it that senior staff members meet MFMA minimum can play in ensuring the success of these strategic competency levels by December 2012 and beyond focus areas: have been put aside.

Outcome 1: Improve the quality of basic education Outcome 6: An efficient competitive and responsive KwaDukuza Municipality understands the role that economic structure network. education plays in achieving economic and social In response to this KwaDukuza Municipality development of the municipality and its people. has identified both economic development and KwaDukuza municipality will always play a facilitating infrastructure development as the main drivers of role when it comes to education. Its support shall IDP 2012-2017. As such, the bigger portion of this come through facilitating zoning, approving of plans terms budget will be given towards these drivers. and where possible in identification of suitable and appropriate pieces of land. KwaDukuza Municipality Outcome 7: Vibrant, equitable and sustainable rural/ shall also continue to provide support through communities and food security. prioritising the delivery of bulk infrastructure and Out of 27 wards, there are six wards that can be basic services to schools, for instance, waste classified as rural wards. These wards are 1, 3, 9, removal, construction of bus routes, provision of 21, 25 and 27. KwaDukuza Municipality is aware that electricity etc. these wards need special attention. Specific plans to

42 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 and management systemsframework. monitoring KwaDukuza performance the as well strengthening as 9, framework evaluation outcome is under Municipality mentioned As public –orientated service. development A 12: Outcome bettering ofthelivespeopleKwaDukuza. KwaDukuza’s contribution in this area is ensuring the and better a safer Africaandworld. Africa, South better A 11: Outcome that havebeenidentifiedduringthisfinancialyear. environmental degradation are some of the priorities issues such as climate change, global warming, and Environmental resolutions. 17 COP the with line in is of this and completed been has enhancement strategy greening The and Protection environmental assetsandnaturalresources. 10: Outcome budget andSDBIPonaquarterlybasis. IDP,the of Municipal implementation the monitor the to Manager of office the to assigned been has MIG funding. The monitoring and evaluation function of non-spending and projects of implementation of intervention is needed. One which of these in is the areas slow pace the of number a strategy, identified has Turnaround Council KwaDukuza of part As and efficientlocalgovernmentsystem. Outcome 9: A responsive and accountable, effective inclusion inthe2012/13IDP.for settlements ready be will and human received being I plan sector sustainable integrated The initiatives. path growth new the with line in drivers more focus. This is going to be used as one of the job the most critical pillars in which KwaDukuza has put of one is settlement human sustainable Integrated and settlements improved qualityofhouseholdlife. human Sustainable 8: Outcome developed. be will wards these by faced challenges with deal rvnil cnmc rwh n development. and growth economic acceleration the provincial in assist ultimately will that and 6 areas focal the as identified serve will that areas priority has key government Provincial KZN The 5.3. Government Priorities OfKZNProvincial Strategies withTheSixKey Alignment OfKwaDukuza KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ht t net n dcto fr h bnft f the of benefit the disadvantaged sectionofits community. for education in invest it shall that Municipality ensuring of means possible be all explore to KwaDukuza continue must It that education. on mentioned focus their learners embed encouraging to at These aimed schools. are the programmes to Agency’s out reach Development to Youth programmes National using is Municipality KwaDukuza that mentioned be must It including skills, life awareness onHIV&AIDS. them through teach games then ball they all which in take to children going Football. In this programme, GIZ encourages school nte porme f ih motne s the is importance high partnership with of programme Another physical educationinprimaryschools. programme, this In called Programme Foundation Cap also extended to lower primary schools through has partnership This school. at activities sporting in Group, in which pupils are encouraged to participate Mr.with Price partnership ongoing an also is There KwaDukuza fund, the DepartmentofEducation. of benefit the for sites school bursary aside puts projects, the development settlement human its in Municipality, from Apart and who also come from disadvantaged background. matriculation their in well exceptionally performed have who learners for has fund bursary Council a established the but Municipality, KwaDukuza of functions the of one not is basic this Though of education. quality the improve to aims Government Provincial KZN priority,the this Through Education: Priorities ofKZNProvincialgovernment: of priorities key six the are key Below Government. Provincial KZN six these of for implementation conducive the environment an provide only shall Municipality KwaDukuza functions, entirely provincial are the priorities, these where cases in that however, mentioned be must It on. based be shall Plan Development Integrated 2012/17 KwaDukuza which upon strategies core the of part are priorities development key six integrated these that ensure shall it process, 2012/17 planning its on embarks within development Municipality KwaDukuza As population. to provincial economic intended and life, of also sustainability livelihoods, the are on impact direct priorities a have key six These GIZ known as facilitates Foundation Cap Red Development through on Heroes. Young Red 43

Chapter 5 5.4. The Seven Provincial Strategic where the municipal clinics fall short on. Goals and KwaDukuza Rural Development (Agrarian and Land Reform): Municipality Intervention Government wants to develop “vibrant, equitable, Health: The main focus is on outputs and sustainable rural communities, contributing activities contributing to “a long and healthy life towards food security for all”. KwaDukuza for all South Africans”. The key objective is to Municipality’s Response: Increase or improve increase the life expectancy of citizens and to effectiveness of agricultural office, effectiveness ensure that all people have access to healthcare. of LED office through its programmes such as KwaDukuza Municipality falls within iLembe seeds distribution, tunnels, one home one garden District Health Office and is currently, until the etc. Improve and sustain working relations with process of provincialization of the clinics is the district office for Department of Agriculture finalized, managing eight clinics. KwaDukuza (DAEARD) Municipality has set up a Local AIDS Council which has developed an HIV & AIDS Strategy. Fighting Crime and Corruption: KwaDukuza KwaDukuza Municipality is therefore rolling out Internal Audit Department is responsible for the HIV & AIDS Strategy. carrying out investigations related to fraud and corruption. In terms of safety, KwaDukuza KwaDukuza Municipality has in line with the Municipality has developed a Crime Prevention Department of Health (iLembe District Office), Strategy. identified HIV & AIDS; Diabetes; HPT; Respiratory; TB; Diarrhea and Trauma as the top six health The following programmes have been identified conditions in KwaDukuza. for implementation during this financial year: KwaDukuza Municipality is focusing on ▪▪ Increase staff capacity improving the municipal primary healthcare ▪▪ Strengthen crime prevention unit and services that is rendered to its community provide adequate recourses members. The municipality provides primary ▪▪ Improve working conditions health care services and the regional and ▪▪ Improve working relations with the SAPS provincial hospitals provide the support in cases and enforce KDM bylaws

44 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 7 KZN PROVINCIAL KDM’S INTERVENTION STRATEGIC GOALS Job Creation ▪▪ A policy on bursary for the youth be developed. ▪▪ Develop KDM ICT Centre, ICT Satellite centre Youth in Farming Moral regeneration programmes-targeting schools & communities ▪▪ The existing job database be utilized. ▪▪ The filling of vacancies as identified be filled. ▪▪ A BUSINESS PLAN that will identify programmes and facilitate implementation of all agricultural related programmes/projects be developed. ▪▪ YEARLY PROGRAMMES - Career Expo, Youth Month, Schools Dialogue, Heritage month, Women’s celebration, Business Seminar ▪▪ The implementation of waste management services such as waste to energy and recycling projects should be done in a way as to encourage the creation of sustainable jobs, local economic development and empowerment of local entrepreneurs particularly those that have been historically disadvantaged. Human Resource ▪▪ Reinforce stakeholder communication and participation fora. Development ▪▪ Reinforce Local Labor Forum. ▪▪ Formulation and implementation of the human resource development strategy framework

▪▪ Develop and implement priority skills strategy Chapter 5 Human and ▪▪ Facilitate the implementation of flagship programmes (Driefontein, Groutville Community etc.) Development ▪▪ Develop Rental stock for people earning between R3500-R7500 and people earning less than R3500 respectively; Develop and implement priority skills strategy ▪▪ Develop and adopt the integrated skills Development Strategy – extending to communities. Strategic ▪▪ Establish a Maintenance programme and management system on existing and Infrastructure proposed infrastructure e.g. Halls, roads, municipal buildings, storm water, potholes. Adoption of the Electricity Master Plan (20 years) ▪▪ Ensure all public facilities are disabled persons friendly. Response to ▪▪ KwaDukuza Municipal greening programmes serve as the corner stone of our Climate Change Climate Change strategy throughout the municipality. ▪▪ Tree planting initiatives in municipality’s various wards. Governance and ▪▪ Review and monitor compliance with applicable laws and regulations. Report to Policy all Committees ▪▪ Develop Performance Management Framework ▪▪ KwaDukuza Municipality undertakes to ensure that all compliance, principles of good governance, monitoring and evaluation, public participation and communication within the organization are adhered to in order to improve organizational performance and service delivery. Spatial Equity ▪▪ Conduct land audit for potential land use opportunities of the municipal land ▪▪ Develop LOCAL AREA PLANS to ensure coordinated development - Groutville, Compensation, Darnall, Greater Nonoti area, Peak Power Plant, Erasmus Dam areas etc. ▪▪ Prepare and/or facilitate implementation of Urban Renewal Programmes for KwaDukuza CBD, Ballito Village Node, Shakaskraal Town, and UMhlali Town. ▪▪ Develop enforcement programmes targeted at high priority areas to ensure compliance with relevant legislation i.e. PDA, NBR ▪▪ Ensure GIS as focal point for spatial base information for KDM and also to strengthen the GIS unit in order to ensure the effective support to other directorates. ▪▪ Prepare integrated rural development policy framework and programmes ▪▪ Develop long term strategic plans to facilitate the achievement of ‘Vision 2030, - (City Development Strategy, Transportation Plans, Spatial Plans, Climate Change)

45 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 5.5. Co-operative Governance

One of the critical components in formulating provincial and local representatives who a credible IDP is the level of participation are accessible; and citizens who know by all three spheres of government. This their rights and insist on fair treatment and is important as it ensures co-operative effective service; Accelerating the delivery governance; this is core in our democratic of basic services and increasing access society. It is important to acknowledge to services is a core priority for the term of that the communities that we serve, view government. government as a single uniform structure, there is little regard for jurisdiction and the It must be noted that even though there autonomous nature of these spheres. It are challenges that exist in ensuring all is thus critical to establish effective inter- departments are represented in these governmental relations; this is perhaps engagements, the situation has improved the most critical component of achieving over the years and the level of contributions efficient and effective service delivery. has also been increasing. The multi-sectoral engagements that the municipally facilitates, The KwaDukuza Municipality has, over as part of the IDP process, offers sector the years, advocated for greater synergy departments with an opportunity to interact between all spheres of government with the communities they serve. providing services within its’ municipal area. The municipality has held successful Ensuring effective intergovernmental engagements with provincial departments in relations is not just a “nice to have” but it’s an attempt to align municipal and provincial a legislative requirement in terms of the strategies in a manner that is responsive to Intergovernmental Relations Framework the needs of the community. The culmination Act of 2005. This act patently states that; of these concerted efforts by the different for government to address the pervasive spheres will be the realization of the targets challenges of poverty, underdevelopment, set by government in 2004; namely: and marginalization there is a need for co- operation and integration of actions by the Reducing unemployment by half through various spheres of government. new jobs, assistance to small business, opportunities for self-employment The issue of alignment between financial and sustainable community livelihood; years for all three spheres of government still poses some difficulty in terms of Reducing poverty by half through economic sourcing project information linked to budget development, comprehensive social security, allocation. Below is a brief synopsis of the land reform and improving household and departments, that we interact with, and the community assets; Creating a compassionate programmes and projects envisaged for government service to the people, national, KwaDukuza for the 2012/13 financial year.

46 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 5.5.1. Sector Alignment The MTEF of the following Departments were presented during various iLembe Intergovernmental Sector Alignment meetings have been incorporated within the iLembe District Municipality Capital Investment Framework (CIF). 5.5.2. EXTERNAL FUNDED PROJECTS (IDP): Department of Health Project Implement- Project ID Project Name Estimated Cost 12/13 Allocation Source of funding Description ing Agent DoHKDM/01/2012 Groutville Clinic Replacement R 12 000 000 R 12 000 000 DoH DoH Stanger Hospital: Convert Existing Paediatric DoHKDM/01/2012 R 15 000 000 R 15 000 000 DoH DoH Upgrade Ward To Psychiatric Ward DoHKDM/01/2012 Stanger Hospital: CSSD Autoclave R 625 000 R 625 000 DoH DoH New Labour and Neonatal DoHKDM/01/2012 Stanger Hospital R 90 000 000 R 90 000 000 DoH DoH Ward

5.5.3. EXTERNAL FUNDED PROJECTS (IDP): Department of Transport Implementing Project ID Project Name Estimated Cost 12/13 Allocation Source of funding Agent DoTKDM/01/2012 Blading R1 650 700 R 595 102 DoT DoT Drain Cleaning and Verge DoTKDM/02/2012 R7 680 600 R2 328 480 DoT DoT Maintenance Chapter 5 DoTKDM/03/2012 Information & Directional Signs R 670 000 R 202 125 DoT DoT DoTKDM/04/2012 Maintenance of Fence & KM Posts R1 170 500 R 353 892 DoT DoT DoTKDM/05/2012 Patch Gravelling R1 605 000 R 809 655 DoT DoT DoTKDM/06/2012 Handrail Replacement / Repairs R 604 500 R 184 222 DoT DoT DoTKDM/07/2012 Blacktop Patching R6 120 000 R1 848 000 DoT DoT DoTKDM/08/2012 Guardrail Repair R2 150 000 R 646 800 DoT DoT DoTKDM/09/2012 Regulatory & Warning Signs R 403 607 R 158 815 DoT DoT DoTKDM/11/2012 Road Marking & Road Studs R5 126 000 R1 570 800 DoT DoT DoTKDM/12/2012 Traffic Signal R 862 000 R 259 600 DoT DoT DoTKDM/13/2012 Structure protection R1 106 000 R 306 075 DoT DoT DoTKDM/14/2012 Zibambele R1 900 000 R 337,080 DoT DoT DoTKDM/15/2012 D761 Betterment and Regravelling R1, 500,000 R1, 500,000 DoT DoT DoTKDM/16/2012 P228 Betterment and Regravelling R1,250,000 R1,250,000 DoT DoT DoTKDM/01/2013 L369 Betterment & Regravelling R1,250,000 R 0 DoT DoT DoTKDM/01/2014 L387 Betterment & Regravelling R1,350,000 R 0 DoT DoT SANKDM/01/2012 Ballito interchange R180 000 000 R140 000 000 SANRAL SANRAL

5.4.4. EXTERNAL FUNDED PROJECTS (IDP): Department of Agriculture Estimated 12/13 Project ID Project Name Source of funding Implementing Agent Cost Allocation DoAEAKDM/01/2012 Zenzele - packhouse R 628 000 R 200 000 Department of Agriculture Department of Agriculture DoAEAKDM/02/2012 Mandalay R4 813 000 R1 500 000 Department of Agriculture Department of Agriculture DoAEAKDM/03/2012 Hlomendlini R 682 000 R 215 000 Department of Agriculture Department of Agriculture DoAEAKDM/04/2012 IsicongoEsiphakeme R4 813 000 R1 500 000 Department of Agriculture Department of Agriculture MECHANIZATION Mechanization Ploughing DoAEAKDM/05/2012 R 289 000 R 90 000 Department of Agriculture Department of Agriculture 100ha Mechanization Liming DoAEAKDM/06/2012 R 600 000 R 185 000 Department of Agriculture Department of Agriculture 110ha Mechanization - seeds & DoAEAKDM/07/2012 R 450 000 R 140 000 Department of Agriculture Department of Agriculture seedlings DoAEAKDM/08/2012 Mechanization - Fertilizer R 962 000 R 300 000 Department of Agriculture Department of Agriculture Mechanization - Agro DoAEAKDM/09/2012 R 129 000 R 40 000 Department of Agriculture Department of Agriculture chemicals

47 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 5.5.5. EXTERNAL FUNDED PROJECTS (IDP): Department of Education Estimated Project ID Project Name 12/13 Allocation Source of funding Implementing Agent Cost DoEKDM/01/2012 Umhlali College Once-off R 21,529,200 Dep. Of Education Dep. Of Education DoEKDM/01/2012 New ETETE S Once-off R 21,529,200 Dep. Of Education Dep. Of Education DoEKDM/01/2012 New BALLITO P Once-off R 18,127,560 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Tinley Manor P Once-off R 17,105,880 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Nonhlevu S Once-off R 15,964,080 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Nkukwini P Once-off R 14,310,120 Dep. Of Education Dep. Of Education DoEKDM/01/2012 New Guilderland I Once-off R 4,699,200 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Cranburn P Once-off R 2,079,000 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Lubisana P Once-off R 2,587,200 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Banguni S Once-off R 6,424,440 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Nonoti P Once-off R 4,493,280 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Lower Tugela P Once-off R 7,831,560 Dep. Of Education Dep. Of Education Inkosi Albert Luthuli DoEKDM/01/2012 Once-off R 9,907,920 Dep. Of Education Dep. Of Education Sivananda S DoEKDM/01/2012 Dinuphozo P Once-off R 15,352,920 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Lloyd P Once-off R 12,215,280 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Mbekamuzi P Once-off R 9,902,640 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Groutville H Once-off R 14,867,160 Dep. Of Education Dep. Of Education DoEKDM/01/2012 Hulsug P Once-off R 7,890,960 Dep. Of Education Dep. Of Education

5.5.6. Department Social Development & SASA Social Grant Statistics For iLembe Cluster As At 01 October 2011 Is As Follows: NAME OF Total number of (C) (C) (C) LOCAL Old Age Disability W/V FCG CDG GIA CSG children in the FCG CDG CSG OFFICE system Stanger 12210 9251 0 1747 891 373 27720 2603 912 47787 51302 TABLE 48: Social Grant Statistics

48 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 49

Chapter 5 50 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 6 KwaDukuza Environmental Management

51 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 6: Intergovernmental Relations

6.1. KwaDukuza Municipal Vision management policy vision links up with the and Environmental Vision overall municipal vision and reads as follows: KwaDukuza Municipality is guided in its activities and environmental objectives, programmes and This Municipality strives to be an action plans by its overall Municipal vision for environmentally sustainable municipality the Year 2030, that anticipates, manages, and reduces its vulnerability to potential global and local “By 2030, KwaDukuza shall be a vibrant city environmental shocks and works consistently competing in the global village economically, with the department of environmental affairs socially, politically and in a sustainable to drastically reduce the impact of its built manner.” environment and urban processes on the broader envelope of natural resources. The Municipality strives to be an environmentally sustainable municipality that anticipates, 6.2. Environmental Legislative manages, and reduces its vulnerability to potential Framework global and local environmental shocks and works To ensure Integrated Environmental consistently with the Department of Agriculture, Management takes place, KwaDukuza employs Environmental Affairs and Rural Development, various environmental legislative frameworks and other organs of state to drastically reduce to guide it in its decision making processes and the impact of its built environment and urban has taken the step of further understanding the processes on the broader envelope of natural various obligations each piece of legislature resources; with the man objective being to has for the municipality to ensure compliance. achieve “sustainable development.” Below are some of the environmental legislative frameworks KwaDukuza Municipality employs: In its stride towards developing KwaDukuza ▪▪ The National Environmental Management Municipality into a city, the municipal vision 2030 Act (NEMA) basis this on the three pillars of Sustainability; ▪▪ Environment Conservation Act (73 of 1989) that of economic sustainability, social ▪▪ The National Water Act (36 of 1998) sustainability and political sustainability. In ▪▪ The Biodiversity Act (10 of 2004) order to achieve this, KwaDukuza Municipality ▪▪ The Waste Act (59 of 2008) develops environmental policies that will assist ▪▪ The Protected Areas Act (57 of 2003) in addressing the issues of sustainable social, ▪▪ The Forestry Laws Amendment Act (Act No. economic and environmental development. 35 of 2005) The intention of strategic planning documents ▪▪ (57 of 2002) is to strengthen sustainability in the Integrated ▪▪ The Municipal Systems Act (Act No. 32 of Development Planning of the municipality. 2000) ▪▪ The Integrated Coastal Management (Act 31 To realize the municipal 2030 vision, KwaDukuza of 1998) Municipality has further developed a draft document called the “KwaDukuza Environmental It is imperative to note that holistic environmental Management Policy; which is a soft law that management act is a multidisciplinary activity that seals and further emphasizes the municipalities lies with various authorities whether Nationally, commitment in conserving its natural resources Provincially and even at a local authority level. and forms the basis for sectorial policies, Understanding the various obligations and strategies and programmes to ensure that expectations assists KwaDukuza Municipality to the National Environmental Management Act play its vital role in the process and in doing so principles are realized. The environmental has used the following guide;

52 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Required andoptionalproducts/arrangements/agreements,processinformationdisclosures ▪ ▪ ▪ ▪ ▪ NATIONAL ENVIRONMENTAL MANAGEMENTACT, 1998[ACT107OF1998] 6.3. DEAPlanningandReportingTool EnvironmentalManagement ▪ ▪ ▪ ▪ ▪ Access Land Designation ofCoastal MEC Delegation ofpowersby inspectors byMEC mental management Designation ofenviron- By-laws Management Model Environmental Preparation of Cooperation Agreements mental Management Entering intoEnviron- RESPONSIBLE PERSON&CONTACT DETAILS COMPLIANCE STATUS &USE DESCRIPTION/SPECIFICATIONS RELEVANT SECTIONS REQUIREMENTS &OPTIONS 32.(1) 26.(1) and(4);(29);31 20.(1) and(2)25.(3); (6); 19.(1),(2)and(3); Sections 18.(1),(2)and 32.(1) 26.(1) and(4);(29);31 20.(1) and(2)25.(3); (6); 19.(1),(2)and(3); Sections 18.(1),(2)and Section 42A and 31G.(1) Sections 31C.(1)and(2) Sections 46.(2)and(3) Sections 35.(1)and45.(2) KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 to thatcoastalpublicproperty. to thatcoastalpublicpropertyasaccesslandinordersecure access of thecommencementthisAct,makeaby-lawthatdesignatesstrips landadjacent Each municipalitywhoseareaincludescoastalpublicpropertymustwithin fouryears unreasonably. protected areas;andtheimportanceofnotrestrictingrightslandowners gaining accesstothesea-shoreandcoastalwaters;needprotectany coastal take intoaccountanyexistingrightsofway, publicservitudesorcustomarymeansof recreational andablutionfacilitiesmustbeconsidered.Themunicipality also numbers ofpeople,vehicles,vesselsorotherconveyances;andtheneed forparking, access maycause,includingthosecausedbyassociatedinfrastructure, increased vessel launching,oranyotherkindofaccess.Anypotentialadverseeffectsthatpublic take intoaccountthekindofpublicaccessrequired,andwhetheritisforpedestrians, When determiningoradjustingaboundaryofcoastalaccesslandmunicipalitymust believes thattheobjectivesofthisActwillbeachievedmoreeffectivelybydoingso. Coastal accesslandmaybedeterminedoradjustedbythemunicipalityifitreasonably form partofitszoningscheme. established mustimmediatelydelineatethecoastalset-backlineonamapormapsthat A localmunicipalitywithinwhoseareaofjurisdictionacoastalset-backlinehasbeen responsibilities withregardtocoastalaccessland. A municipalitymaymakeby-lawsfortheproperimplementationofthese that requirespecificactions(seede-tailsbelow). A municipalityinwhoseareacoastalaccesslandfallshasanumberofresponsibilities following thesameprocedureasisrequiredtodesignatelandcoastalaccessland. A municipalitymaywithdrawthedesignationofanylandascoastalaccessby designation ofanylandascoastalaccessland. A municipalitymayonitsowninitiativeorinresponsetoare-questwithdrawthe members ofthepublicmayusethatlandtogainaccesscoastalproperty. municipality withinwhoseareaofjurisdictionitissituatedandintermswhich Coastal accesslandissubjecttoapublicservitudeinfavourofthelocal property. that designatesstripsoflandinordertosecurepublicaccesscoastal Each municipalitywhoseareaincludescoastalpublicpropertymustmakeaby-law agreement in termsofthisActoraspecificenvironmentalmanagementacttomunicipality, by The MECofaprovincemaydelegatepowerordutyvestedindelegatedtothe in termsofsuchlaw. or abreachoftermconditionpermit,authorizationotherinstrumentissued suspicion thatitmightconstituteanoffenceintermsofsuchlaw;abreach section; mayinvestigateanyactoromissioninrespectofwhichthereisareasonable enforce compliancewithalawforwhichheorshehasbeendesignatedintermsofthat An environmentalmanagementinspectorwithinhisorherman-datemustmonitorand staff memberofanymunicipalityintheprovince. An MECmaydesignatebyagreementasanenvironmentalmanagementinspector, any assist municipalitieswiththepreparationofbylawsfor unreasonably refusesucharequest.TheDirector-General mayinstituteprogrammesto of bylawsonmattersaffectingtheenvironmentandDirector-General maynot Any municipalitymayrequesttheDirector-General toassistitwiththepreparation regulations ormunicipalbylawsmustcomplywiththeprincipleslaiddowninthisAct. case maybe,fortheregulationsissuedbyMinister, providedthatsuchprovincial A municipalcouncilmaysubstitutehisorheritsownregulationsbylaws,asthe principles laiddownintheAct. with anypersonorcommunityforthepurposeofpromotingcompliance A municipalitymayenterintoenvironmentalmanagementco-operationagreements 53

Chapter 6 Designation of Coastal Sections 18.(1), (2) and A municipality may withdraw the designation of any land as coastal access land by Access Land (6); 19.(1), (2) and (3); following the same procedure as is required to designate land as coastal access land. 20.(1) and (2) and 25.(3); Before designating land as coastal access land or withdrawing any such designation, a 26.(1) and (4); (29); 31 and municipality must assess the potential environ-mental impacts of doing so; consult with 32.(1) interested and affected parties in accordance with and give notice of the in-tended designation or withdrawal of the designation to the owner of the land. A municipality in whose area coastal access land falls must: ▪▪ Sign-post entry points to that coastal access land ▪▪ Control the use of, and activities on that land ▪▪ Protect and enforce the rights of the public to use that land to gain access to coastal public property ▪▪ Maintain that land so as to ensure that the public has access to the relevant coastal public property ▪▪ Where appropriate and within its available resources, provide facilities that promote access to coastal public property, including parking areas, toilets, boardwalks and other amenities, taking into account the needs of persons with physical disabilities ▪▪ Ensure that the provision and use of coastal access land and associated infrastructure do not cause adverse effects ▪▪ Remove any public access servitude that is causing or contributing to adverse effects that the municipality is unable to prevent or to mitigate adequately ▪▪ Report to the MEC within two years of this Act coming into force on the measures taken to implement this section ▪▪ Describe or otherwise indicate all coastal access land in any municipal coastal management programme and in any municipal spatial development framework. Access Land Sections 18.(1), (2) and A municipality may make by-laws for the proper implementation of subsection. (6); 19.(1), (2) and (3); A local municipality within whose area of jurisdiction a coastal set-back line has been 20.(1) and (2) and 25.(3); established must immediately delineate the coastal set-back line on a map or maps that 26.(1) and (4); (29); 31 and form part of its zoning scheme in order to enable the public to determine the position of 32.(1) the set-back line in relation to existing cadastral boundaries. Coastal access land may be determined or adjusted by the municipality if it reasonably believes that the objectives of this Act will be achieved more effectively by doing so. When determining or adjusting a boundary the Minister, MEC or municipality in question must give interested and affected par-ties an opportunity to make representations. It must also take into account any representations made by interested and affected parties; the interests of any affected local community; any applicable coastal management programme, and comply with any other requirements that may be prescribed. If a municipality determines or adjusts a boundary, a local municipality within whose area of jurisdiction the boundary is situated must immediately delineate that boundary on a map or maps that form part of its zoning scheme in order to enable the public to determine the position of the boundary in relation to existing cadastral boundaries. A municipality must notify the Registrar of Deeds in writing when-ever a boundary has been determined or adjusted or an area or land has been demarcated. Preparation of Estuarine Section 34.(2) An estuarine management plan may form an integral part of a provincial coastal Management Plan management programme or a municipal COASTAL MANAGEMENT PROGRAMME Preparation and adoption Section 46.(1), (2) and (3); A coastal municipality must, within four years of the commencement of this Act, of Municipal Coastal 47.(1), (2) and (3) and 48 prepare and adopt a municipal coastal management programme for managing the Management Programmes coastal zone or specific parts of the coastal zone in the municipality. A municipality may administer its coastal management programme and may make by- laws to provide for the implementation, administration and enforcement of the coastal management programme. A municipal coastal management programme must be a coherent municipal policy directive for the management of the coastal zone within the jurisdiction of the municipality, be consistent with the national and provincial coastal management programmes, and the National Estuarine Management Proto-col. A municipal coastal management programme must include a vision for the management of the coastal zone within the jurisdiction of the municipality, including the sustainable use of coastal resources; the coastal management objectives for the coastal zone within the jurisdiction of the municipality; and priorities and strategies to: achieve the coastal management objectives of the municipality, to assist in the achievement of the national and provincial coastal management objectives as may be applicable in the municipality, and performance indicators to measure progress with the achievement of those objectives. A municipal coastal management programme may include a programme of projected expenditure and investment by the municipality in coastal management infrastructure or in order to implement any coastal management programme; a description of specific areas within the coastal zone that require special coastal management, and management strategies for those areas; and estuarine management plans. A Municipality may administer its coastal management programme and may make by- laws to provide for the implementation, administration and enforcement of the coastal management programme.

54 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Preparation and adoption Section 46.(1), (2) and (3); A coastal municipality must, within four years of the commencement of this Act, of Municipal Coastal 47.(1), (2) and (3) and 48 prepare and adopt a municipal coastal management programme for managing the Management Programmes coastal zone or specific parts of the coastal zone in the municipality. It must review any programme adopted by it at least once every five years; and may, when necessary, amend the programme. A municipality must, within 60 days of the adoption of the municipal coastal management programme or of any substantial amendment to it give notice to the public that copies of, or extracts from the programme are available for public of the adoption of the programme; and inspection at specified places; and publicize a summary of the programme. A municipality may prepare and adopt a coastal management programme as part of an integrated development plan and spatial development framework adopted in accordance with the Municipal Systems Act and if it does so, compliance with the public participation requirements prescribed in terms of the Municipal Systems Act for the preparation and adoption of integrated development plans will be regarded as compliance with public participation requirements in terms of this Act. Alignment of plans Section 49 and 50 (4) An environmental implementation or management plan, an integrated development plan, and a municipal land development plan must be aligned with the national coastal management programme and any applicable provincial coastal management programme. Each municipality in the coastal zone must ensure that its integrated development plan (including its spatial development framework) is consistent with other statutory plans adopted by either a national or a provincial organ of state. An environmental implementation or environmental management plan in terms of Chapter 3 of the National Environmental Management Act, an integrated development plan in terms of the Municipal Systems Act, and a municipal land development plan must be aligned with the national coastal management programme and any applicable provincial coastal management programme. It must contain those provisions of the national coastal management programme and any applicable provincial coastal management programme that specifically applies to it and give effect to these management programmes. Each municipality in the coastal zone must ensure that its integrated development plan (including its spatial development framework) is consistent with other statutory plans Chapter 6 adopted by either a national or a provincial organ of state.

Status of plans Section 50 (1) An integrated development plan adopted by a municipality in terms of the Municipal Systems Act is seen as statutory when it affects coastal management. Preparation of Zoning Sections 55.(2) and (3) A coastal zoning scheme may be established and implemented for an area within the schemes for areas within and Section 56.(1) and (2) coastal zone by the municipality, in consultation with the MEC and after consultation the coastal zone with any authority that is responsible for managing an area to which the zoning scheme applies. A coastal zoning scheme established by a municipality takes precedence over any other coastal zoning scheme except one established by the Minister or the MEC, or established within a coastal protected area by the management authority for that protected area. A coastal zoning scheme of a municipality may form, and be enforced as part of, any land use scheme adopted by the municipality. A municipality must not adopt a land use scheme that is inconsistent with a coastal zoning scheme made in terms of this Act and if there is a conflict between a municipal land use scheme established after the commencement of this Act and a coastal zoning scheme made in terms of this Act, the coastal zoning scheme shall prevail. Following Consultative Section 51.(1) Before exercising a municipality must consult with interested and affected parties by Processes means of a fair consultative process that enables them to participate effectively in the decision-making process; and take account of the representations and objections received during the consultative process before exercising the power. Review of Municipal Section 54. (4) A municipality that receives a notice in terms from the MEC must amend or replace the Coastal Management coastal management programme by following the same procedure used to prepare Programmes and approve it under this Act except that the new or amended coastal management programme may not be finally approved without the consent of the MEC. Setting of Local standards Section XX A municipality may set local standards: ▪▪ for the separation, compacting and storage of solid waste that is collected as part of the municipal service or that is disposed of at a municipal waste disposal facility; ▪▪ for the management of solid waste that is disposed of by the municipality or at a waste disposal facility owned by the municipality, including requirements in respect of the avoidance and minimization of the generation of waste and the reuse, recycling and recovery of solid waste; ▪▪ in respect of the directing of solid waste that is collected as part of the municipal service or that is disposed of by the municipality or at a municipal waste disposal facility to specific waste treatment and disposal facilities; and ▪▪ In respect of the control of litter.

55 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Preparation of Integrated Sections XX and XX Each municipality must include in its integrated development plan contemplated in Waste Management Plan Chapter 5 of the Municipal Systems Act, an integrated waste management plan that is consistent with the relevant provincial integrated waste management plan. An integrated waste management plan must: ▪▪ contain a situation analysis which includes: ▪▪ a description of the population and development profiles of the area to which the plan relates; ▪▪ an assessment of the quantities and types of waste that are generated in the area; ▪▪ a description of the services that are provided, or that are available, for the collection, recovery, reuse, recycling, treatment and disposal of waste; and ▪▪ the number of persons in the area who are not receiving waste collection services; ▪▪ within the domain of the relevant national department, province or municipality, set out how that relevant national department, province or municipality intends: ▪▪ to give effect, in respect of waste management, to Chapter 3 of the National Environmental Management Act to the extent that that the Chapter is applicable to it; ▪▪ to give effect to the objects of this Act; ▪▪ to identify and address the negative impact of poor waste management practices on health and the environment; ▪▪ to provide for the implementation of waste avoidance, minimization, recycling and reuse programmes; ▪▪ in the case of a municipal integrated waste management plan, to address the delivery of waste management services to residential premises; ▪▪ to identify measures that are required and that will be implemented to support municipalities to give effect to the objects of this Act; ▪▪ to implement the Republic’s obligations in respect of any international agreements; and ▪▪ to give effect to best environmental practice in respect of waste management. ▪▪ set out the municipality’s priorities and objectives in respect of waste management; ▪▪ describe how the relevant national department, province or municipality will give effect to its integrated waste ▪▪ management plan; and ▪▪ comply with such requirements as may be prescribed by (e) the Minister. Sections XX-XX. In terms of Section XX of the Act the Minister or MEC may, by notice in the Gazette, require of a municipality to prepare and submit an Industry Waste Management Plan if it produces waste other than during the course of normal government administration, to the Minister or MEC for approval. This Section up to Section 40 provides all the detail. Designation of Waste Sections XX and XX In terms of Sections XX and XX of the Act the waste management officer that every Management Officer municipality must designate from its administration to be responsible for coordinating matters pertaining to waste management in the municipality: ▪▪ must perform the duties or exercise the powers assigned or delegated to that officer in terms of this Act. ▪▪ may delegate a power or assign a duty to an official in the service of that officer’s administration, subject to such limitations or conditions as may be prescribed by the Minister or MEC. ▪▪ must co-ordinate their activities in such a manner as may be set out in the National Waste Management Strategy or by the Minister.

A waste management officer may in terms of Section XX re-quire, in writing, any person to submit a waste impact report in a specified form and within a specified period to the waste management officer under certain circumstances as set out in Sections XX and XX. Setting of Waste Section XX In terms of Section XX of the Act a municipality may: Management By-laws pass waste management by-laws and standards; and cooperate with another municipality in respect of the provision of joint waste management services. Municipal Waste Section XX In terms of Section XX of the Act every municipality must: Management • conduct municipal activities in accordance with the National Waste Management responsibilities Strategy and any national or provincial norms and standards; • compile an integrated waste management plan; • ensure that waste management services are provided within the municipality in a manner which prioritizes the recovery, re-use or recycling of waste and provides for the treatment and safe disposal of waste as a last resort; • designate a waste management officer; • ensure that provision is made for the management and col-lection of litter; • secure compliance with the objects of this Act that are in the domain of the municipality; and • implement any other measures that are necessary for securing the objects of this Act that are within the domain of the municipality.

56 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 process byMEC Following ofconsultative a By-law processes whenpassing Following ofconsultative Control ofnoise Emission Licenses Issuing Atmospheric Management Plan Preparation ofAirQuality Quality Officer Designation ofanAir By-Laws Passing ofMunicipal Waste ManagementPlan Municipal Integrated implementation ofthe information onthe Annual provisionof Section 56.(1) Section 11.(4) and (2) Sections 34and35.(1) and (4)40.(2) Sections 36.(1),(2),(3) Sections 15.(2)and16.(1) Section 14.(3 (3) Sections 11.(1),(2)and Section XX KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 the circumstancesforexercisingany powerwithinthisAct. The MinisterorMECmustfollowsuchconsultativeprocessasmaybeappropriate in A municipalitymustfollowaconsultativeprocesswhenpassingby-laws Municipalities areboundbyanyprescribednationalstandardswhencontrolling noise. emanating fromspecifiedactivities. The MinisterorMECmayprescribemeasuresforthecontrolofoffensive odours The Ministermayprescribeessentialnationalstandardsfornoisecontrol. air qualitymanagementplan;andanyambientoremissionstandards. substances; anyapplicablepollutionpreventionplan;theobjectivesof applicable minimum standardsforatmosphericemissionsofidentifiedsubstancesor mixturesof principles setoutinsection2oftheNationalEnvironmentalManagement Act;any 22 oftheEnvironmentConservationAct;nationalenvironmentalmanagement policies; section24oftheNationalEnvironmentalManagementActand other applicablenationalorprovinciallegislationandenvironmentalmanagement an atmosphericemissionlicense,itmustbeconsistentwith:thisActandany If alicensingauthority(metropolitananddistrictmunicipalities)decidestogrant must beregardedasthelicensingauthorityforpurposeofthatapplication. If amunicipalityappliesforanatmosphericemissionlicense,provincialorganofstate state ifitcan-notordoesnotfulfillitsobligations. authority toaprovincialorganofstate,ortheMECmayappoint Metropolitan anddistrictmunicipalitiesmaydelegatethisfunctionaslicensing therefore performsthefunctionsoflicensingauthority. national orprovinciallistwithoutan(provisional)atmosphericemissionlicense.It emission licensingsystemun-derwhichnopersonmayconductanyactivityonthe Metropolitan anddistrictmunicipalitiesarechargedwithimplementingtheatmospheric plans togiveeffecttheairqualitymanagementplan. giving effecttobestpracticesinairqualitymanagementaswelldescribinghowit emissions fromindustrialsources;implementingthecountry’s international obligations; of emissionsfromfossilfuelsinresidentialapplication;addressingtheeffects the negativeimpactonhumanhealthandenvironment;addressingeffects Environmental ManagementActbyimprovingtheairquality;identifyingandreducing National The municipalairqualitymanagementplanmustseektogiveeffectChapter3ofthe Each municipalitymustincludeanairqualitymanagementplaninitsIDP. for co-coordinatingmattersofairqualitymanagementinthemunicipality. Each municipaladministrationmustdesignateanAirQualityOfficertoberesponsible provisions. A municipalitymayphaseintheprovisionsunderthisActandamend the municipalityoranypartofmunicipality. only alterthenationalandprovincialstandardsbyestablishingstricterfor establishes stricterstandardsthanthenationalstandards.Similarly, municipalitiesmay substances, provincialgovernmentmayalterthestandardsonlyinasfarit Although nationalgovernmentsetsstandardsforsubstancesandmixturesof standards. may foreachofthesesubstancesormixturesestablishlocalemission a threattohealth,well-beingortheenvironmentinmunicipality. Amunicipality that –whendeposited,concentratedoraccumulateditreasonablybelievespresent A municipalitymayintermsofaby-lawidentifysubstancesormixtures same timethatthereportissubmittedtoMayor. A copyoftheannualperformancereportmustbesubmittedtorelevantMECat ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ waste managementplan,includinginformationon: The annualreportmustcontaininformationontheimplementationofitsintegrated terms ofSection46theMunicipalSystemsAct. This informationmustbepartoftheperformancereportwhichpreparedin ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ any otherrequirementsasmaybeprescribedbytheMinister. the plan;and measures thathavebeentakentomakeanynecessaryamendments waste managementmonitoringactivities; measures takentosecurecompliancewithwastemanage-mentstandards; standards; the levelofcompliancewithplanandanyapplicablewastemanagement efficient deliveryofwastemanagementservices,ifapplicable; the deliveryofwastemanagementservicesandmeasurestakentosecure period; waste managementinitiativesthathavebeenundertakenduringthereporting the extenttowhichplanhasbeenimplementedduringperiod; 57

Chapter 6 Process to be followed Sections 38.(1); 39.(1); The licensing authority (metropolitan and district municipalities) may reasonably in relation to the granting 40.(1) and (4); 41.(1) and require anyone applying for an atmospheric emission license to provide additional of Atmospheric Emission (2); 44(1) and (5); 45.(1); information to the application at the applicant’s expense; it may conduct its own Licenses 46(1); 47(1); 48(1) and 49 investigation on the likely effect of the proposed application on air quality; it may invite written comments from any organ of state that has an interest in the matter; and it must furthermore afford the applicant the opportunity to defend the application in the light of any objections. Both the applicant and the licensing authority (metropolitan and district municipalities) must comply with section 24 of the National Environmental Management Act and Section 22 of the Environment Conservation Act with regards to the application for and granting of atmospheric emission licenses. The licensing authority (metropolitan and district municipalities) may grant or refuse an application for a license. The licensing authority (metropolitan and district municipalities) must, when considering an application for an atmospheric emission license, take into account the applicable minimum standards for ambient air and point source emissions; the pollution being or likely to be caused by this activity and the effect it will have on the environment, health, social and economic conditions, cultural heritage and ambient air quality; the best environmental options that could be taken to prevent, control or minimize air pollution or harmful impact; section 24 of the National Environmental Management Act and section 22 of the Environment Conservation Act; any tradable emission schemes; whether the applicant is fit to have a license; the applicant’s application; submissions from organs of state, interested persons and the public; and any guidelines issued by the Minister or MEC. Process to be followed Sections 38.(1); 39.(1); When a licensing authority (metropolitan and district municipalities) has decided about in relation to the granting 40.(1) and (4); 41.(1) and an application, it must notify the applicant of its decision – with reasons if unsuccessful of Atmospheric Emission (2); 44(1) and (5); 45.(1); – within 30 days. It must also notify any persons who objected to the application in Licenses 46(1); 47(1); 48(1) and 49 writing if requested. When approving a license, the licensing authority (metropolitan and district municipalities) must first issue a provisional license subject to conditions as set out by the MEC, the Minister or the licensing authority to enable the applicant to commission the activity. A licensing authority (metropolitan and district municipality) may grant the transfer of an (provisional) atmospheric emission license to the new owner of the activity, by taking into account all relevant matters as when granting the original license. The licensing authority (metropolitan and district municipalities) must review all (provisional) atmospheric emission li-censes at intervals as specified in the license, or when circumstances demand it. The licensing authority (metropolitan and district municipalities) may vary the license in writing to the holder of the (provisional) atmospheric emission license to prevent deterioration of the air quality; to achieve ambient air quality standards; to accommodate changing socio-economic demands where in the public interest; at the request of the license holder; when transferred to another person or when renewed. An air quality officer may, depending on the size and nature of the listed activity, require the license holder of an (provisional) atmospheric emission license to appoint an emissions control officer. Process to be followed Sections 38.(1); 39.(1); The licensing authority (metropolitan and district municipalities) must determine in relation to the granting 40.(1) and (4); 41.(1) and whether a person is a fit and proper person to hold an atmospheric emissions license of Atmospheric Emission (2); 44(1) and (5); 45.(1); by deter-mining if the person has contravened or failed to comply with this Act, the Licenses 46(1); 47(1); 48(1) and 49 Atmospheric Pollution Prevention Act or any other air quality legislation; the person has held a license or was a director or manager in a company or firm of which the license has been suspended or revoked; and that the management of the listed activity will be in the hands of a technically competent person. Reviewing (provisional) Sections 45.(2) and (3) The licensing authority (metropolitan and district municipalities) must inform the license Atmospheric Emission holder and the provincial air quality controller of a proposed review and the reasons Licenses therefore. When reviewing an atmospheric emission license, an air quality officer may request the license holder to submit an atmospheric impact report. Invasive Species Sections 76.(2), (3) and Municipalities must prepare an invasive species monitoring, control and eradication Monitoring, Control and (4) plan for land under their control, as part of their environmental plans in the IDP in Eradication Plan accordance with section 11 of the National Environmental Management Act. This plan must include a detailed list of invasive species; a description of the infested land; the extent of the infestation; control and eradication measures; measures to monitor, control and eradicate the invasive species; and measures indicating the progress and success of control and eradication. The Institute may assist municipalities in performing these duties. Alignment of IDP with Sections 48.(1) and (2) The national biodiversity framework, a bioregional plan and a biodiversity management the National Biodiversity plan may not be in conflict with any IDP adopted by any municipality. Framework When a municipality adopts an IDP, the plan must be aligned with the national biodiversity framework and any applicable bioregional plan; it must incorporate provisions of the national biodiversity framework or a bioregional plan that specifically apply to it; and it must demonstrate in the IDP how the national biodiversity framework and any applicable bioregional plan may be implemented by that municipality. Consideration of Protected Section 54 When a municipality adopts an IDP, it must take into account the need for the protection or Listed Eco-systems of listed ecosystems. NATIONAL ENVIRONMENTAL MANAGEMENT: BIODIVERSITY ACT, 200 [ACT 10 OF 2004, SECTION 97] THREATENED OR PROTECTED SPECIES REGULATIONS Required and optional products/arrangements/agreements, process and information disclosures N/A NATIONAL ENVIRONMENTAL MANAGEMENT: PROTECTED AREAS, 2003 [ACT 57 OF 2003] Required and optional products/arrangements/agreements, process and information disclosures N/A

58 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17

3. 2. when 1. principles following Municipality implementing itsprogrammesandprojects: the the hence vision, consider term long its National very the important tools that will assist of it in achieving one regards as Act Management Environmental Municipality KwaDukuza 6.4. i. viii. vii. vi. v. iv. iii. ii. eeomn ms b socially, the following: economically the requires consideration of all relevant development factors including be Sustainable a) and sustainable. must environmentally Development social interestsequitably. physical, and their cultural serve developmental, forefront psychological, and the concern, at its needs of place their and must people management Environmental and actions; and actions; and jeopardized; is integrity their resource; the of depletion manner; remedied; about the consequences of decisions decisions of consequences the about which beyond level the exceed not do the of consequences the account into responsible a in of disposed otherwise and minimized is avoided, altogether be remedied; and minimized remedied; and minimized are avoided, account the limits of current knowledge knowledge current of limits the account part are they which of ecosystems the takes and equitable, and responsible and possible where recycled or used cannot it where or avoided, is are heritage avoided, altogether be cannot altogether they be cannot they where or, and on people’s environmental rights be be rights environmental people’s on and into takes which applied, is approach and resources renewable of is exploitation resources natural non-renewable re- and minimized avoided, altogether be cultural nation’s the constitute where that sites or, avoided, are environment avoided, are diversity biological of loss That negative impacts on the environment environment the on impacts cautious negative That and risk-averse a and That use development, the of That exploitation and use the That cannot it where or avoided, is waste That and landscapes of disturbance the the of That degradation and pollution That and ecosystems of disturbance the That Management Act,(107Of1998) National Environmental Linkages withPrinciplesof KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 vulnerable and disadvantaged persons. disadvantaged and vulnerable discriminate against any person, particularly particularly person, any against discriminate be distributed in such a manner as to unfairly unfairly to as manner a such in distributed be that adverse environmental impacts shall not not shall impacts environmental adverse that c) Environmental justice must be pursued so so pursued be must justice Environmental c) the best practicable environmental option. environmental practicable best the in the environment by pursuing the selection of of selection the pursuing by environment the in on all aspects of the environment and all people people all and environment the of aspects all on it must take into account the effects of decisions decisions of effects the account into take must it the environment are linked and interrelated, and and interrelated, and linked are environment the integrated, acknowledging that all elements of of elements all that acknowledging integrated, b) Environmental management must be be must management Environmental b) all forms of knowledge, including traditional and traditional including knowledge, of forms all recognizing includes this and parties, affected and interested all of values and needs interests, the account into take must Decisions ensured. be must persons disadvantaged and vulnerable by participation and participation, effective and equitable achieving for the necessary capacity and have must skills understanding, must people the develop to opportunity all governance and promoted, environmental be in parties affected and interested all of participation The activity or exists throughoutitslifecycle. service process, product, programme, project, policy, a of consequences safety and of health environmental the for categories Responsibility by thereto discrimination. unfair by disadvantaged persons access ensure taken be to may measures special be and must human pursued well-being basic human ensure meet and to needs services and benefits resources, environmental to access Equitable eiin ms b tkn n n pn and must beprovidedinaccordance withthelaw. open an information in to access and taken manner, transparent be must Decisions e) protected. is that to be informed of dangers must work be respected and refuse to and environment the or health human to harmful workers of right The the lightofsuchconsiderationandassessment. in appropriate be must decisions and evaluated, and assessed disadvantages considered, be environmental must benefits, and including and activities, of economic impacts social, The 4) the raisingofenvironmentalawareness, education, environmental through promoted be d) Community wellbeing and empowerment must knowledge. ordinary minimized and remedied. and minimized they cannot be altogether prevented, are are prevented, altogether be cannot they anticipated and prevented, and where where and prevented, and anticipated 59

Chapter 6 f) There must be intergovernmental co-ordination municipality does not compromise the state of and harmonization of policies, legislation and actions natural goods within KwaDukuza. The KwaDukuza relating to the environment. Municipality Strategic Environmental Assessment g) Actual or potential conflicts of interest between is a tool used at a strategic planning phase where organs of state should be resolved through conflict other tools such as the Environmental Impact resolution procedures. Assessments are employed by KwaDukuza to h) Global and international responsibilities relating to manage project specific issues. The S.E.A has been the environment must be discharged in the national instrumental in identifying environmental resources, interest. aspects and pressures within the municipal area i) The environment is held in public trust for the people, thus forming a foundation layer for strategic the beneficial use of environmental resources must planning documents of the Municipality such as serve the public interest and the environment must the Spatial Development Framework and later the be protected as the people’s common heritage. Land Use Management System. Other tools used j) The costs of remedying pollution, environmental by KwaDukuza Municipality include Environmental degradation and consequent adverse health effects Impact Assessment promulgated under the National and of preventing, controlling or minimizing further Environmental Management Act. pollution, environmental damage or adverse health effects must be paid for by those responsible for 6.6. KwaDukuza Municipality’s harming the environment. k) The vital role of women and youth in environmental Environmental Sector Plans management and development must be recognized and their full participation therein must be promoted. 6.6.1. Strategic Environmental l) Sensitive, vulnerable, highly dynamic or stressed Assessment ecosystems, such as coastal shores, estuaries, KwaDukuza Municipality identified the need for an wetlands, and similar systems require specific SEA in order to assess the environmental implications attention in management and planning procedures, of the KwaDukuza IDP, to determine the ability of the especially where they are subject to significant environment to sustain the development currently human resource usage and development pressure. taking place in the Municipality and to identify the environmental opportunities and constraints within 6.5. Integrated Environmental the Municipality. Management 6.6.2. Coastal Management 6.5.1. Environmental Management Programme (CMP), CMP: Tools: Coastal development In order to achieve the NEMA principles outlined planning tool in section 4.3, KwaDukuza Municipality uses the As prescribed in the Integrated Coastal Management adopted environmental management tools as a way Act, No 24 of 2008 (ICM Act) KwaDukuza Municipality of supporting the precautionary principle approach became the first municipality in the country to comply which serves as a guide to prevent the occurrence with the requirements which were; the development of environmental degradation within municipal area of a Coastal Management Programme (CMP). The of jurisdiction. The Precautionary Principle approach programme as a policy document has been adopted has many advantages since it encompasses the by council. belief that the developers together with society should seek to avoid environmental damage by The second phase of the CPM was the development careful planning and stopping potentially harmful of the Coastal Development Management Tool. This activities and promote sustainability of Municipal tool will act as a guide for the Municipality and for resources and community members as enshrined in the South African Constitution (Bill of Right). stakeholders to determine and implement certain coastal planning with specific zoning, associated KwaDukuza Municipality has developed and land use, setback lines and development controls. adopted the Strategic Environmental Assessment in This is awaiting adoption by KwaDukuza and the final 2008 which seeks to ensure that the unprecedented leg of public/stakeholder engagements to have the pressure placed by the development in the document finally complete.

60 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Through research, the province must be in a position Future vulnerabilities: and outlined clearly be must vulnerabilities understood. groups the these disasters; of during vulnerable most are people disabled and old children, Women, Social vulnerabilities: reservoirs etc. must be clearly assessed and mapped e.g. hospitals, The infrastructure and the environment that is at risk Physical vulnerabilities: assessment risk a looking broadlyatthefollowingthemes: through achieved be can This the as well efficiency oftheresponse. as disasters intern to which resilience determines operations the Reduction reviewing Risk through Disaster by management is risk this disaster Municipalities achieving of way One gases. climate change of through the reduction of effects greenhouse the to resilience building by society and at aim must creating a climate-resilient and low-carbon KwaDukuza economy pressure; development immense in under municipality growing a as bearing that mind change climate of impacts the fighting KwaDukuza in commitment its 2011, COP17 make to in Change undertook Municipality Durban Climate in recent held the conference with line In 6.6.4. The biodiversityplanisatitsinceptionstage. delivery. service of ecosystem of perspective the from persistence the municipality the for to important areas and biodiversity important are that areas identification of important biodiversity areas, support the by primarily informed be to is plan management space open and biodiversity a biodiversity of development The for services. ecosystem important of provision and conservation areas managing and that will assist KwaDukuza municipality in identifying plan a develop Systems to is project the management of aim The (LUMS). Use Land and Framework Development Spatial the between level a at located and IDP Municipalities the of element an is plan The 6.6.3. Strategy KwaDukuza ClimateChange Space ManagementPlan KwaDukuza Biodiversity and Open KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 their environment. understand the relationship between the people and to Municipality KwaDukuza by used tool another is which (SDF) from Framework Livelihood adopted Sustainable the are CEBA underline that principles same The generations. future and present of benefit under which humans and nature can co-exist for the conditions environmental the and economic The social, the and maintaining and followed. creating principles at aimed approach CEBA sustainability be of approach application (CEBA) are community-ecosystems-based- adaption sustainability a of and to principles adhered the to that programmes for and ensure basis strategies the policies, objectives form sectoral it environment, Municipality’s its regarding KwaDukuza intent towards of statement a is Policy, Environmental The 6.6.5. b. a. 6.7.1. 6.7. u seiial wt daig ih h above the the with scenarios Region.” within and dealing KwaDukuza Adaptation” within with “vulnerabilities and specifically at looking but framework “Mitigation National the both with line in planned been has Strategy Response Climate The put to order in vulnerabilities effective preparednessmeasuresinplace. future predict to c. pce ad oetal ices hbtt for of habitat increase various species,allowingfreemovement. movement potentially promote and species will that vegetation areas) space (open indigenous corridors of linkages of and series overarching an create to attributes Creation order in municipalities adjacent with linkages of linkages ecological of Promotion Biodiversity ecosystems. of Protection and expansion of all existing sensitive Enrichment sensitive areaoruses. could negativelyaffectthevisualamenityof assessed whenconsideringdevelopmentthat Character Ensurethatvisualimpactis The protectionofCulturalResourcesand Avoid ormitigatethevisualimpactof Environmental Policy KwaDukuza MunicipalityDraft Resources Environmental andCultural Strategy: Protectionof Project Matrix Environmental StrategiesAnd 61

Chapter 6 development that will result in erosion d. Promotion of cooperative governance and of natural landscapes particularly those open channels of communication between all associated with coastal and estuary relevant stakeholders involved in conservation. landscapes Involve NGO’s, SANBI, EZemvelo KZN Anticipating and preventing negative Wildlife, AMAFA, consultants involved in impacts on the environment and on people’s EIA processes and a representative of the environmental rights. Municipality. The disturbance of landscapes and sites that constitute the nation’s cultural heritage is e. Formation of an environmental planning branch avoided (cultural in as much as these are the within the Municipalities structure To landscape areas that are the landscapes most ensure that all planning applications are likely to be enjoyed by the widest cross section assessed appropriated and follows the correct of the public). procedure.

Table 01: Showing the Identified Projects PROGRAMMES OBJECTIVES ACTION Municipal Environmental Policy To develop new policies, & Environmental Management institutions and procedures. System (EMS) To set the basis for ongoing monitoring, review and improvement of environmental performance in line with predetermined sustainable development goals. Education & Awareness Program Training of Councilors, Municipal Yearly programme and is on going Department’s Leaders, service providers, etc. to ensure that sustainability is incorporated within the District at all levels and across functions. Information Gaps & State of Ensure access to timely and Environment Reporting reliable information on the environment to improve the Municipality’s ability to deal with environmental challenges GIS database Enhancement of Biodiversity Develop a Biodiversity Plan and management strategy to inform development proposals Action: Biodiversity Plan in progress Water Resource Management To bring about consciousness Flood line Study to the community about the • Removal of alien invasive importance of saving water. vegetation from riparian areas • Identification of major factors causing pollution of water resources in the Municipality • Remediation of water pollution issues at source

62 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Development Plan Tourism &CulturalSustainability Coastal ManagementPlan Protection ofWetland Areas KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 • • surveyed systematically. tenfold iftheentireareawere known siteswouldincrease it islikelythatthenumberof or throughconstructionactivities, known fromchanceidentification and allheritageresourcesare has been searched systematically Since nopartofthestudyarea Resource ManagementPlan. Compile aregionalHeritage • corridors coastal forestsandecological resultant removalofvaluable along thecoastalzone,and Prevention ofribbondevelopment requirements, implementplan formulate management determine significance, Identify heritageresources, plan Environmental sustainability development) footprint ecotourism development (e.g.light promote othertypesof density residential)and development (e.g.high to limitcertaintypesof Zonation ofcoastalareas • • • • KwaDukuza Municipality degradation /lossinthe Quantification ofwetland Wetlands Programme through theWorking for Rehabilitation ofwetlands cultivated.. buffer zoneswhicharenot establishment ofwetland within wetlandsandthe planted areasfrom Removal of(sugarcane) wetland conservation farmers oftheneedfor Education ofsugarcane degradation prevent andreversewetland cane growingsectorto Engagement withthesugar 63

Chapter 6 Table 02: Sustainability Framework - KwaDukuza Strategic Environmental Assessment Natural System Key Resources Objectives for Strategy for Responsibility/ Description Sustainability Sustainability Legislation Climate /Air Quality Has a favorable Need to avoid Use the Air Quality The District climate condition environmental Act 39 of 2004 Municipality degradation and Bio-climatic profile pollution % of licensed DEAT & Industry is sustainable Air quality to conform industries which for certain types to standards did not comply Use the Atmospheric of agricultural with the license Pollution Act production such conditions are being as sugar cane and considered. Environment timber Conservation Act, % of these industries Road Traffic Act and for which there was the Occupational an enforcement Health and Safety response Act are the current Central government sets of legislation governing air quality. The Atmospheric Pollution Prevention Act has been repealed with the Air Quality Act, but this has not been enacted by the Minister. The Atmospheric Pollution Act provides the ambient air quality standards and also the guidelines for the schedule process. Topography & Has a good Need to safeguard Land cover The District Geology agricultural soil soil quality and typologies Municipality, quantity and reduce KwaDukuza Local The varied contamination Agricultural Municipality topography classification increases the DWAF, DAEARD, aesthetic appeal Area of contaminated Farmers and Sand of the area land Miners and provides opportunities for a Conservation well planned of Agricultural resources Act Lo of illegal sand mining. Need to look Guidelines for into effective ways of Agricultural its prevention since it production Mineral & has a high potential Petroleum resources of disturbing the development Act of natural environment. 2002 (Act 28 of 2002) Permits need to be monitored regularly Mining guidelines Use Provincial Conservation plan as guide

64 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Estuaries Wetlands Rivers andDams Hydrology riparian areas vegetation inour Remove theinvasive water pollution Minimize levelof wetlands Minimize thelossof function. crucial ecological slightly differentbut of whichplaysa slope seepage),each floodplain andhill (valley bottom, within themunicipality wetland located hydro-geomorphic types ofwetlands There aredifferent persistence. as wellbiodiversity activities andtourism for recreational which canbeutilized provide naturalareas of wetlands,andalso products inthecase They providenatural supply andirrigation. for publicwater such asabstraction flow ofwaterforuses ensuring perennial local developmentby Water underpins habitats. surrounding upland which differsfrom species composition of biodiversityand inherent highlevels value duetotheir important ecological considered tohave of KwaDukuzaare system &wetlands All ofthedrainage KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 development scale in linewithplanned the municipalityhave quantify waterthat Conduct astudyto restoration ) rehabilitation and wetlands (include preservation of Protection and sugar caneindustries. promoted withthe be followedand initiative should sustainable sugar The principlesofthe established. suitable bufferzone be phasedoutanda within wetlandsmust All existingcultivation within KLM wetland areasloss Quantification of implemented abstraction mustbe prevents over strategy which A waterresources conformed to. DWAF mustbe standards setby Water quality drainage lines wetlands and resource, including buffer zoneofawater within areasonable the boundaries,or Must occurwithin rehabilitated riparian habitatbeing area ofwetland/ % ofwetlandarealost enforcement and associated license conditions with abstraction Compliance enforcement and associated discharge conditions guidelines and water quality Compliance with agricultural sector. in thecontextof resource protection control andwater aspects oferosion applies tocertain Act Agricultural resources Conservation of In additionthe the waterresource Therehabilitationof water resources degradation ofthe Preventionof sustainable way; use maybeusedina extent thatthewater resources tothe of thequalitywater entails: Maintenance to awaterresource ‘Protection’ inrelation them. zones associatedwith includes theriparian the caseofriverthis water resources.In characteristics of damage oralterthe in nowaydisturb Development should pollution. Prevent water seeks to Water Resources,and sustainable useofall the protectionand The Actprovidesfor National Water Act/ legislation isthe The relevant responsible. Forestry isbroadly Water Affairsand The departmentof 65

Chapter 6 Coastal & Marine The KwaDukuza Implement the % of beaches with ILembe District coastline comprises Coastal Management blue flag status Municipality, of sandy beaches Plan effectively KwaDukuza Local interspersed with % of conservation Municipality, rocky headlands. Protect and monitor to development no. DWAF, DAEA the urban sprawl, dwellings within The beaches are ribbon development the Admiralty National Environment considered to be within coastal zone Reserve location, Management Act, the primary tourist density and scale of Act No.107 attraction for the Promote and development. of 1998 region. maintain a largely natural outlook KwaZulu Natal Coastal corridor Nature where natural Promote the Conservation coastal forest and preservation of Management grasslands occur, primary sand dune Amendment Act, Act in particular around protection No. 5 of 1999 areas, for example, Zinkwazi and Blythedale Biodiversity & The Ngoye Addition of protected Area (hectares) ILembe District Protected Areas Forest Mosaic, areas Ngoye Forest and % of municipal Municipality, UMvoti Estuary, and appropriate area under ‘local KwaDukuza Local Zinkwazi Estuary rehabilitation. protected area’ Municipality, and the coastal status forest corridor Education of local DWAF, SANBI, EKZN are considered communities around % of land of Wildlife. to be the areas the value of these ‘conservation with Protected Areas Act, of conservation unique environments a current/adopted Act No. 57 of 2003 significance management plan and authorized KwaZulu Natal Natural resources Promote the budget Nature Conservation within the development of Management Municipality are nurseries for the Area (hectares) of Amendment Act, Act separated by large propagation of muthi sensitive No. 5 of 1999 tracts of transformed plants to prevent vulnerable, highly land removal from natural dynamic and National Environment environment stressed ecosystems Management Act, in the municipal area Act No.107 of 1998 Grow more by ecosystem type) indigenous P* National Water Act, trees within the Act no.36 of 1998, Municipality % of each of the above which Conservation of is degraded or Agricultural transformed on an resources Act, Act annual basis P* no.43 of 1983

National Environment Management, biodiversity Act, Act no. 10 of 2004

66 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 eradication programmesand workshops within the earmarked council housing projects. Alien year each houses 000 8 greening at aimed It 2012. June 2011- July in starting quarter per tree 2000 of The Section: Gardens Section coordinated a greening programme Gardens and Environmental Control Section through the Parks and Parks KwaDukuza Section workcloselyandcoordinatesprojectsfor: Control Environmental Municipal KwaDukuza The “Sustainable LivingFramework”. with with as line parastatals, in projects up-liftment well community general as departments, Organizations Non-Government Provincial internal National, to external as well programmes as KwaDukuza within departments training and education environmental with support provides It Education. its through Environmental out carrying in approach coordinated departments internal all between film Planning unit; it still very never the less acts as the binding a still Development Economic the within component small although Municipality KwaDukuza of of level Department Control environmental three The work holistically. to able is all sphere each that and at Government governance therefore is cooperative It ensure to authority. forged are relations good that local imperative the with directly lies jurisdiction or powers all not that is them with dealing in and resources environmental governing when Authorities Local with challenge biggest The 6.8. Vegetation/Fauna INTERNAL DEPARTMENT MANAGEMENT: RESPONSIBLE ENVIRONMENTAL vegetation threaten thenatural Alien vegetation conservation. are apriorityfor and therefore and endemicspecies home tosomerare North coastthatare and alongtheentire the Municipality grassland within examples ofcoastal There arelimited areas. created aroundthese suitable bufferarea be protectedanda Fragments should Ngoye Forest KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 usage, etc. grazing lands,water of erosion,loss vegetation interms posed byalien the potentialthreats communities asto Education oflocal alien vegetation for thencontrolof Initiate amasterplan proposal towards development a formalstrategy Review anddevelop dissemination andtraining iscoveredinworkshops. supported in their Treepreneur is agricultural projects. Information commerce of Chamber their ILembe projects. and poultry projects through Agricultural iSiphosethu supported department also celebrating are on is projects agricultural of awareness days, calendar focus and environmental department schools the ECO affairs the on and environmental campaigns with agriculture up Together clean and initiatives. their support department in provides the participates control water Environmental Siza of SembCorp Ilembe Department ofEducation ILembe ChamberofCommerce SembCorp SizaWater Department ofForestryandFisheries Rural UMngeni Water and Affairs Development Environmental of Department Department ofWater Affairs Ilembe DistrictMunicipality External StakeholderSupport River) uMvoti and and river Mavivane ( management ups resource clean river Coordinate Department: Civil and talks offer advisoryservicesandrecyclingprogrammes awareness and education , campaigns Section: Management Waste (this reportingyear) from municipalland Area ofIAScleared alien species currently invadedby % ofmunicipalland alien species currently invadedby of municipalland Area (hectares) endemic species with indigenousand currently planted of municipalland Area (hectares) oriae la up clean Coordinate Municipality KwaDukuza Local 1983 No. 43of Resources Act,Act Agricultural Conservation of DWAF, such asDAEAand relevant authorities, Municipality andthe KwaDukuza Local DWAF, such asDAEAand relevant authorities, Municipality andthe KwaDukuza Local DWAF, such asDAEAand relevant authorities, Municipality andthe KwaDukuza Local 67

Chapter 6 6.9. KWADUKUZA MUNICIPALITY Plan and waste related legislative development ENVIRONMENTAL ENGAGEMENTS and reform process. This is in line with Section 11 of ILembe Coastal Working Group is a forum championed Waste Act 59 0f 2008, the Integrated Pollution and by the iLembe District Municipality to discuss issues Waste Management Policy and the National Waste around coastal management. The two coastal Management Strategy. This Waste Management Municipalities KwaDukuza Municipality and Mandeni Plan sets out a number of objectives which needs to Municipality are part of this forum as well as relevant be achieved by the KwaDukuza Municipality. These stakeholders and interested bodies. The forum include: waste management collection services; performs its duties informed by the ICMA and meets at recycling; provision of quality, affordable and the quarterly period. sustainable waste management collection services; environmentally sound management of special waste ILembe Planning Forum: KwaDukuza Municipality has streams such as hazardous waste, construction waste developed numerous tools in the form of sector plans etc.; waste treatment and disposal capacity; education that are useful in assisting development planning and awareness; and effective waste information decisions where both the District and the Local management systems. municipality are involved. For instance, KwaDukuza Municipalities current study of it Biodiversity Open The KwaDukuza Municipality’s Integrated Waste Space Plan will assist the district municipality as it Management Plan takes into account the relevant embarks on it District wide study of to establish the national and provincial government policies, legislation Environmental Management Framework (EMF). This is and strategies. The foundation of the KwaDukuza one example KwaDukuza Municipality engages with Waste Management Plan is based on the principles of the District to ensure Integrated Development Planning Integrated Waste Management and Waste Hierarchy takes place Approach. KwaDukuza Municipality subscribes to the Waste Management Hierarchy of the National Waste KwaDukuza Spatial Development Framework: Data and Management Strategy as a method of minimizing the maps developed as part of the Strategic Environmental environmental impacts due to waste that end up in Assessment as well as the Coastal Management the landfill sites. The Integrated Waste Management Programme form the foundation layer informing the Plan aligns the waste management services that are KwaDukuza Spatial Development Framework which provided in the Municipality with the National Waste is currently being finalised. By understanding the Management Services and will contribute to the strengths and challenges offered by the natural implementation of the national and provincial strategies environment it is much more easier for development to to minimize waste at local level. be guided in a manner that will be equitable but more importantly ensuring “sustainable development” in KwaDukuza Municipality Integrated Waste planning. Management Plan conceptualizes the first attempt at setting out the strategy for future waste management Stanger Environmental Working Group is a quarterly and planning for the Municipality. It encourages a meeting addressing pollution issues impacting on major shift away from traditional waste management UMvoti River and its tributaries, it comprises of principles into more integrated waste management various stakeholders which include government, principles. Sustainable Waste Management is the key parastatals, NGOs, conservancies, industry who reside driver of this plan with the emphasis on waste avoidance, within KwaDukuza along UMvoti River. Kwadukuza waste reduction, re-use, recycling, treatment and safe Municipality understands that environmental disposal. Therefore, the municipality recognizes that it governance is a multidisciplinary and may even fall has a responsibility to abide by the statutes, policies outside of its powers of jurisdiction and therefore and guidelines that are introduced by the National and requires joint partnerships in order to tackle issues Provincial Departments. holistically while ensuring resources are spread evenly by minimizing duplication In strengthening environmental sustainability through Sustainable Waste Management, the Municipality is currently in the process of developing a greening policy 6.10. WASTE MANAGEMENT IN for the municipality which is currently on a draft stage KWADUKUZA based on the sustainable development principles. KwaDukuza Municipality has completed the development of its Integrated Waste Management

68 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ` ` ` ` ` economic andenvironmentalfactorssuchas: energy and reprocessing, maximizing and recovery in preference recycling to while disposal. The re-use, need to disposed through pursue resource recovery cycle is be driven by life a combination to of its additional during waste resources of of value volume economic the the reducing at aiming is strategy recovery resource The 6.11.2. natural resources,reducestheamountofwasterequiringdisposaltolandfills,therebyincreasingairspace. conserves it that is avoidance waste about thing important most The source. point at implemented best is it and efficiency and waste avoidance measures. It is the most cost effective method of waste management intervention The waste avoidance and minimization strategy is aiming at the avoidance of waste through the adoption of eco- 6.11.1. ` waste management: and the environment. The Municipality has identified three core strategies that will assist in achieving integrated is managed in an be environmentally sound and integrated manner so as to prevent harm to the health of the to people have will that targets and objectives achieved within a specific time frame. The the main objective of the Waste Management sets Plan is to ensure that waste Plan Management Waste Integrated Municipality’s’ The 6.11. Management Budgeting Integrated Waste Regulatory Legislative and ` ` ` ` ` ` The realityofincreasingwastedisposalcosts. Management ofResidualWaste Strategy The needtoreducereliancethelandfill Reduction andResourcesRecoveryStrategy The needtoconservefiniteresourcesreduceenergyconsumption Waste Avoidance andMinimizationStrategy KwaDukuza MunicipalityWaste ManagementStrategicGoalsandActionPlans Strategic Goal

Waste ReductionandResource RecoveryStrategy Waste Avoidance andMinimizationStrategy STRATEGIES ANDPRIORITIESFORINTEGRATED WASTE MANAGEMENT environmental) humanhealth impacts. opportunity costs(economic, social& Develop andimplementfullcostaccounting customer base) Determine Revenuebase(updatedandaudited and OperationalBudget Determine andimplementCapitalexpenditure model inlinewiththerequirementsofMFMA Conduct andImplementContractmanagement Management Conduct andImplementtheS78Studyonwaste Management Plan Review andimplementtheintegratedWaste Standards Develop andImplementWaste management System strategy Develop andImplementWaste Information Appoint theWaste ManagementOfficer 2008 Comply withtheprovisionsofWaste Act59 of KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Activities 2014 2014 2014 2013 2015 Annually 2014 2014 2014 2014 Target Date 69

Chapter 6 Economic Instruments Set tariffs that consummate with the consumption 2014 of services for cleaning, waste collection (general, business, industrial waste) Facilitate the development of the waste recycling 2014 markets in the municipal areas Development of tariff rebate system for waste 2013 minimization clubs Waste Collection Develop an operational Integrated Waste 2014 Management Strategy Implement the operational Integrated Waste 2014 Management Strategy Optimize the collection rounds 2014 Roll out the services to the areas currently not 2014 being serviced Develop and implement monitoring system for 2014 waste collection Street Cleaning Develop an operational Integrated Waste 2014 Management Strategy Optimize the cleaning rounds 2014 Roll out the services to the areas currently not 2014 being serviced Develop and implement monitoring system for 2014 street cleaning Waste minimization Develop and implement waste minimization 2014 strategy Develop waste drop off facilities in strategic 2016 areas in the municipality Provide waste separation infrastructure for waste 2014 separation in all drop off facilities for storage and transport of the waste Waste disposal Implement the Closure and Rehabilitation Plan of 2014 Shakaville Disposal Site Develop& implement the monitoring system for 2014 the New Guilderland Waste disposal facility Integrated Waste Development of education and awareness 2014 Management programmes Roll out the education awareness programme 2014 Education and awareness Recruit and appoint personnel in key positions: 2014 Contract management supervisory Development of Human Resource development 2014 plan through Work Skills Plan Develop or procure leadership and management 2014 programmes Hazardous and Special Identify sources of hazardous and special waste 2014 waste Management Register new and existing hazardous and special 2014 waste Monitor disposal and contamination in landfill site 2014 receiving hazardous special waste

70 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 of protectinghumanhealthandtheenvironment. and disposal systems have to be in place to handle residual waste in a responsible manner with the objective systems, sustainable collection services, capacity, education and awareness programmes, robust treatment the in up ends landfill site. Residual waste has to be that managed in an environmental sound manner.waste Information residual management in result will This recovered. or avoided economically or practically be Irrespective of how efficient the municipal can be, there will always be a portion of waste stream that cannot 6.11.3. ManagementofResidualWaste Strategy KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 71

Chapter 6 72 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 7 Spatial Consideration

73 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 7: Spatial Consideration

7.1. KWADUKUZA SPATIAL 7.3 OBJECTIVES OF THE DEVELOPMENT FRAMEWORK KWADUKUZA SPATIAL VISION DEVELOPMENT FRAMEWORK The spatial development framework ▪▪ The following are the objectives for the will contribute to the balanced physical KwaDukuza SDF and LUMS: development of the municipality by establishing ▪▪ To provide strategic guidance for the future, a spatial development structure, guiding physical/spatial development of KwaDukuza the management of future development, Municipal area. accommodating development pressures and ▪▪ additional investment, maintaining and further ▪▪ Ensuring that the envisaged physical/spatial developing the economic potential of the development reflects the social, economic, municipality while protecting and integrating environmental development issues identified the natural environment of the area. in the IDP, i.e. while the SDF and LUMS provides primarily guidance for the existing 7.2 LEGISLATIVE FRAMEWORK and future physical / spatial development Section 26 of the Municipal Systems Act (no of the municipality, such development 32 of 2000) state one of the key components of can only be considered appropriate if it the IDP is a “Spatial Development Framework adequately addresses the social, economic, which must include the provision of basic environmental, institutional issues identified guidelines for a land use management system in the IDP. for the municipality”. The KwaDukuza Spatial ▪▪ Development Framework, which was adopted ▪▪ To create a management tool for the future by Council in June 2009, is currently on the development, i.e. providing a municipal- final stages of its first review and is going to be wide comprehensive town planning adopted this year. scheme which reflects the various existing development conditions and which provides

74 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 growth anddevelopmentobjectives: government’ssupport programmes development and infrastructure in investment which in nation National the NSDP states that “South the Africa will become a of with vision The Perspective. line Development Spatial in is SDF KwaDukuza 7.4 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ lmns n h ceto o a ua and human a sustainable environment. of natural creation the integrating in elements positively i.e. assets, primary as resources natural recognize To development components, of location the for guidance as accessibility investment of levels as utilizing i.e. lines, routes access identify To discouraging the establishing ahierarchyofservicenodes, and development i.e. encouraging compatible of clustering sprawl, strategy, establish development centre and development a cluster To unique of creation environments, the encouraging and location each of opportunities specific the a on i.e. building i.e. place, of sense an a create To facilitating as incrementalism, and ongoing developmentprocess, process development continuous promote acknowledging To of i.e. establishment additional activities, varietyandgrowth. systems, generates which the development generative encouraging create To ensuring i.e. of policies,intentionsanddevelopment, linkage horizontal integration, and vertical appropriate facilitate To certainty, growth opportunitiesandflexibility, guidance, development provide i.e. identifying basic structuring elements which structure, development a establish To of realizingtheSDF. steps first the for management development DEVELOPMENT PERSPECTIVE NATIONAL SPATIAL ALIGNMENT WITHTHE KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 7.5 ▪ ▪ ▪ ▪ the ▪ of consists KZN following categoriesofpotential: of corridor primary the potential; The of categories Municipality. various outlines NSDP KwaDukuza PSEDS, the the of terms traverses in corridor Primary is the which corridor, eThekwini-uMhlathuze The ▪ ▪ ▪ ▪ the PGDSareto: of objectives main the of Some province. the of Growth priorities development the that outlines also it exist; framework opportunities Provincial economic a where areas indicates is Strategy KwaZulu-Natal Development The ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Tourism Retail andprivatesectorservices mass intensive, Innovation andexperimentation labour produced goods of Production differentiated value, goods high of Production areas’ metro and district development agenda. the for Guide direction and vision development intheprovince. term long a Set to development intheprovince. contribute can which society civil from players role and well sectors spheres, as other as government provincial the Guide for framework development intheprovince overarching the as Serve be o rvd bsc evcs cos the country across services basic provide to able are institutions development that Ensuring potential local of basis the on development Fostering ensure greatercompetitive and to feasible where restructuring Supporting growth is mosteffectiveandsustainable; economic this where areas in creation empowerment focusing By DEVELOPMENT STRATEGY PROVINCIAL GROWTHAND ALIGNMENT WITH 75

Chapter 7 The potential for development in KwaDukuza the new airport which is in the proximity of Municipality can be described as follows: KwaDukuza generates significant economic development particularly in the southern Located along the coast and coastal development part of the area, such development still corridor between the eThekwini Municipality, requires however some guidance in terms of its harbor and new airport, and the Richards Bay contents and extent, Harbours, ▪▪ The R102 development corridor links all inland towns and developments to each Major coastal development opportunities but other, providing opportunities for the also requirements for appropriate conservation; development of economic and social nodal new national environmental legislation requires development. The location of the North a much more sensitive approach to coastal Coast Rail in the vicinity of the R102 provides development; additional development opportunities in particular if the existing infrastructure is Potential increased development pressures and appropriately upgraded, opportunities emanating from the south already ▪▪ The present significance of the agricultural visible in terms of pressure for additional sector in the economic development coastal accommodation and various forms of of KwaDukuza is well documented, it economic development; has been suggested that there exist Potential for skewed development favoring the major opportunities for diversification, south, beneficiation and better integrating local and surrounding communities in the benefits Adjacent municipalities to west and north of of agricultural development. It is also widely rural character (Maphumulo and Ndwedwe agreed that the natural and cultural assets Municipalities) with the potential to provide of KwaDukuza, linked to present and future additional agricultural and tourism activities; improved accessibility, can and needs to be PSEDS suggests concentration on opportunities developed further. relating to beach coastal tourism, improved inland linkage, agriculture and agri-processing; 7.6 KWADUKUZA Providing some regional and district east-west linkages. INFRASTRUCTURE AND SERVICES The development potential of the KwaDukuza KwaDukuza accommodates a basic Municipality is significant both in terms transportation network consisting of the N2, of economic development, social issues, the R102, the R74, the R614 and a series of local accommodation potential as well as appropriately access roads, in particular in the coastal and addressing environmental issues. central zone linkages in the west and to the western municipalities are more limited. The In overall terms the following issues are of North Coast Rail extends through the length of importance: the municipality always in proximity of the R102 ▪▪ Development impetus emanating from providing an important complementary service. the location of KwaDukuza along the provincial development corridor abutting Besides some private airfields, there is no the eThekwini Municipality in the south, and existing infrastructure. The ILembe SDF suggests

76 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 n vrl trs Kauua a great has KwaDukuza terms, overall In delaying a implication ondevelopmentinthisregion. have may municipality the of band central a in claims land of number significant A utilization aswellagreaterdiversification. land efficient more a future in require may therefore farming, cane sugar of form the in mostly activities, agricultural for used present at land to likely reduce its significance in the future. Pressure on are development other for pressures municipality, the to of development contributor economic the significant most the present is at development agricultural present the While development. recreation and sector tourism increased an as well agricultural as and functional a approach environment, sensitive of protection, both level for the retention of a good human greater a require environments riverine and coastal The and attractivenaturalenvironment functional a of other maintenance the ensuring the hand on while structured opportunities employment more of creation the to relate be hand other the on and to needs development residential future development, economic and great accommodation appropriate a additional for need exists there municipalities most in As analysis quo status suggests that: local the of development the implications terms overall In future. however near the will in development the this, for constraints municipality, eastern provide the and central of the parts in adequate appears etc mostly sanitation supply, electricity and water as such services of provision present The of themunicipality. has hadasignificantimpact on thedevelopment KwaDukuza of south just Airport Shaka King The Town. KwaDukuza at airfield and appropriate an local of the establishment as the consider should node KwaDukuza district that alia inter KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 among other things: other among The strategic objectives for KwaDukuza include include KwaDukuza for objectives strategic The development opportunitiesforKwaDukuza. significant provided has Airport port trade Shaka related King and Tradeport the of municipality, proximity Dube close the the and of outside located Airport Although Shaka King 7.7. ee fr h mngmn ad rmto of promotion and appropriate development. management the for level capacity appropriate an develops municipality balance development better and throughout to the area and pressures if possible the is development it manage if particular in contents, and location its through opportunities development ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ rsue wih ed o e managed municipality. be the to throughout balanced and appropriately need which pressures development more experiencing is area The etc. areas, industrial services, end high with area residential income high established an as impetus environs, development added gained and has Ballito burgeoning the KwaDukuza, already the of part and southern The poverty providing broadaccesstoinfrastructure. alleviating increasing empowerment, employment, growing KwaDukuza include for benefits Socio-economic investors, world of with class facilities. tenants, range and users wide co- operators, a and Attracting support ICT perishables ordinated government services in one place. with export and production logistics added value manufacturing, value high Supporting in competitiveness global supplychains. in growth stimulating creating air freight logistical efficiencies and and growth increasing sophistication of the Global Logistics market, the into Tapping accommodating increasing passengerdemand and flights to international access through growth tourism driving industry, tourism growing the into Tapping FOR KWADUKUZA DEVELOPMENT IMPLICATIONS 77

Chapter 7 7.8. DEVELOPMENT CONSTRAINTS ▪▪ Development pressures on the coastal strip, FOR KWADUKUZA again in particular in the south, primarily The location and condition of the KwaDukuza for recreational and various forms of up Municipality suggests that physical development market residential development, again this constraints are limited, including: has increased due to the development of the KSIA and DTP. ▪▪ Environmentally sensitive coastal strip which, although under substantial pressure ▪▪ Pressure on land presently under agricultural for recreational usage and accommodation, usage, this is a common feature surrounding in particular in the south, needs to be better urban and easily accessible locations and protected and managed, Better protection needs to be dealt with in the context of the and management of the river, lagoon and importance of the agricultural sector in the wetland systems to maintain and improve economy of the municipality, appropriate environmental functionality and ▪▪ Pressure for providing additional housing living conditions, accommodation for middle and low income households, ▪▪ Present relatively unstructured housing development in terms of location and ▪▪ Increase in the prevalence and importance integration into necessary social and of the informal economy. economic support systems, ▪▪ Limitations in terms of carrying capacity of 7.10. LAND USE MANAGEMENT identified river catchment areas, CONTEXT ▪▪ The existence of numerous land claims The KwaDukuza Municipality is at an advanced in the central portions of the municipality, stage in the preparation of its’ Land Use although it is agreed that this may primarily Management Scheme (LUMS). The KwaDukuza be an issue of development phasing, LUMS will take guidance of the SDF further in ▪▪ The existence of poorer and less developed terms of establishing a control and management communities in the municipalities to the tool of the land use and development of the west and north, municipality. In essence the LUMS will not only ▪▪ Present limitations in the provision of provide a basis for the implementation of the appropriate physical and social support strategic intentions of the SDF, but it will also services to peripheral communities. provide a framework for managing development and the translation of land uses into zones. 7.9. DEVELOPMENT TRENDS Present development trends are clear and strong 7.11. DEVELOPMENT SCENARIOS and include: FOR KWADUKUZA ▪▪ Development pressures in the south of the municipality, in particular the Ballito region, MUNICIPALITY ranging from business and commercial The following series of maps attempts to build up development to residential and increased the SDF in a series of functional steps. They also tourism related activities; this has increased include a brief description of the various urban due to the development of the King Shaka clusters within the municipality. The complete International Airport (KSIA) and the Dube SDF is available on the KwaDukuza website: Tradeport (DTP). www..gov.za/docs/SDF%20-%201.pdf

78 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Chapter 7 Open Space Core (Preserved Landscape) patterns. High ecological and biodiversity value, Consolidation of existing settlement, The Open Space Core is intended first and agriculture & related foremost as a protection zone, a recreation value. Open Space Frame (Reserved landscape) No development envisaged within the Open Spatial “Buffer” that supports the Open Space Core. Space Core; An interface zone with a variable width; Agriculture/Traditional Settlement Public access Existing cultivated land; Consolidating fragmented resources; High potential agricultural land; Limited development (environment/tourism Short to medium term protection as a means focused), of clarifying broad growth and settlement

79 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 THE SPATIAL CONCEPT: DEFINING A SPATIAL LATTICE

LATTICE ELEMENT KEY ROUTES CORE FUNCTIONS ACTIVITY / INTENSITY PUBLIC TRANSPORT. Regional Mobility N2, M4 (Future Mobility Higher intensity development along routes and Spine) concentrations of activity at interchanges. Provide connectivity to region & beyond Regional and local transit systems (Bus and mobility function. Taxi) Activity concentrations at intersections; Rural Arterial response to visibility value; R613, R74 Primarily mobility, providing Possible future mass transit (BRT) to be improved connectivity between rural/ explored transitional areas and the core corridor opportunity area. Limited development along Regional Accessibility route, Regional and local transit systems R102 Provide higher level accessibility to (Bus, Taxi). main development areas, structure intensive growth responses Linear patterns of higher Local Collector intensity radiating from route Mass Transit – P100 and other P routes provide access to regional access (BRT), Bus and Taxi. more localized settlements, tying them into the broader urban system. Urban Arterial Lower intensity non-residential development R613, R74 Provide higher level accessibility to along route, higher density residential main development areas, structure intensive clusters at key points. growth responses.

80 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Managing Positive&Viable Growth(MediumTerm Development) Development) Managing Positive&Viable Growth(ExistingAndShortTerm population. existing the of doubling the accommodate to sufficient effectively is This (DPH). Ha per Units Dwelling 5 of density gross overall an assuming typologies, varying in people), 272 (235 units residential additional 015 49 to up accommodate could Zone TermGrowth Medium to Short the within area development broad The Ha. 803 9 approximately of area development “New” a leaving settlement, existing to subject currently is Ha 384 approximately which of Ha, 187 10 Termapproximately Long of to area Medium an proposed encompasses The Zone Growth of 5DwellingUnitsperHa(DPH). density gross overall an assuming typologies, varying in people) 480 144 (approximately units residential additional 30100 to up accommodate could Zone Growth Term Medium to Short the within area development broad a The Ha. 6020 leaving approximately of area settlement, development “New” existing to subject currently is 3490 approximately which of Ha, 9510 approximately of area an encompasses Zone Growth Term Medium to Short proposed The KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 81

Chapter 7 Managing Positive & Viable Growth (Long Term Development) The proposed Long Term Growth Zone encompasses an area of approximately 2 446 Ha, of which only approximately 20 Ha is currently subject to existing settlement, leaving a “New” development area of approximately 2 426 Ha. The broad development area within the Long Term Growth Zone could accommodate up to 9 704 additional residential units (46 579 people), in varying typologies, assuming an overall gross density of 4 Dwelling Units per Ha (DPH).

82 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Housing proposalsaroundBlythedaleBeachrequire further discussion. Housing areasaroundWewe/Driefontein requirefurtherdiscussion; Specific issuesemergingfromthisassessment: zones. growth proposed the of context the in shown Proposals Housing Public broad Current Public HousingDevelopment KwaDukuza areas within appropriate of number a in establish could that market growth future a is tourism Adventure Nature basedtourismiscurrentlyundevelopedandhassignificantpotentialinthearea; of Linkages withbeachestoberetained; leap-frogging no structure, urban existing development) with (integrated developments resort New on substantially spatial the to development oftourismshouldbeconsidered: impacts relating guidelines development following the terms tourism broad In Municipality. use, the in land use land defined a strictly not Although Tourism Development regards totherailsystemandlaborpools. areas and providing new opportunities in well located and suitable locations, specifically with industrial existing strengthening and consolidating at aimed are clusters industrial Proposed Industrial Development SPATIAL FRAMEWORK(consolidated) KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 83

Chapter 7 84 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 8 Economic Development & Growth

85 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 8: Economic Development & Growth

Background a comprehensive and integrated municipal As part of the policy thrusts contained in the local economic development strategy. DPLG National Framework for LED (2006), it is KwaDukuza Municipality has developed an stated that in the pomotion of LED, the primary LED Strategy for the entire municipality. focus of municipalitites should be: ▪▪ provision of infrastructure and quality and reliable services KwaDukuza Municipality’s vision for the ▪▪ managing spacial policies local economic development is to develop ▪▪ land-use regulation and development a holistic economic development and applications growth plan which is aimed at attending ▪▪ managing service tariff policies ▪▪ managing a progressive tax system to infrastructural backlogs (water, roads, ▪▪ marketing the territory storm water, electricity, housing, ICT etc); creation of conducive environment UN-Habitat defines local economic for the attraction of both domestic and development (LED) as a participatory foreign investment; creation of decent process where local people from all job opportunities; elimination of poverty; sectors work together to stimulate local promotion of social cohesion as well as the commercial activity, resulting in a resilient creation of sustainable economy for the and sustainable economy. It is a tool to help future generation of KwaDukuza. create decent jobs and improve the quality of life for everyone, including the poor and From year 2000, KwaDukuza Municipality has marginalized. Local economic development maintained that it wants to build KwaDukuza encourages the public, private and civil as a strong economic base for the entire society sectors to establish partnerships and region of Ilembe. To achieve this, KwaDukuza collaboratively find local solutions to common Municipality has identified local economic economic challenges. The LED process development (LED), together with financial seeks to empower local participants in order management and infrastructure development to effectively utilize business enterprise, as driving forces for its integrated labour, capital and other local resources to development planning. The principal achieve local priorities (e.g., promote quality objective of KwaDukuza Municipality is jobs, reduce poverty, stabilize the local to build a vibrant local economy through economy and generate municipal taxes to creating an environment that is conducive provide better services). for both domestic and foreign investment to be attracted to KwaDukuza area which will KwaDukuza Municipality believes that if the ultimately lead to local economic growth and abovementioned UN-Habitat definition of LED development, and the creation of decent job is implemented at its totality, it can provides opportunities.

86 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 and growthplanwhichisaimedat: developing a holistic economic development its economic development is therefore that of 00 iin hc ses o nue that becomes. ensure to at KwaDukuza seeks which aimed Vision 2030 for is contributing to the attainment of vision KwaDukuza development economic Municipality “KwaDukuza Economic for Development Vision KwaDukuza ▪ ▪ ▪ ▪ focus andemphasisonthefollowing: This vision shall be realized through putting more in asafeandhealthyenvironment.’ services affordable and sustainable delivering thereby sectors economic economy local through strengthening vibrant and diversifying a ‘Building competing in the global village both both village global the in competing economically, socially, politically and in a a in and politically socially, economically, sustainable manner.” sustainable ▪ ▪ ▪ ▪ mns te sus ht wDkz is KwaDukuza that focusing on,are: issues the strategies. LED Amongst pro-growth and pro-poor both on focuses Strategy LED KwaDukuza and ExtendedPublicWorks Programme; Path Growth New Address, National the of State President’s 2011 the government with line in opportunities job decent of to Creation KwaDukuza enable entice bothdomesticandforeigninvestors; will that policies foreign friendly investor and developing by domestic investment both of attraction the for environment conducive of Creation and technology; communication electricity, information, water, housing, storm roads, water, on backlogs to attending through infrastructural development on resources more Putting KwaDukuza vision for vision KwaDukuza KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ”a vibrant city city vibrant ”a f. e. d. c. b. a. tourism. based township including of throughout KwaDukuza business Breakfast regularization & Bed and Formalization but tootherwardsaswell. markets external to only not product the product in their ward so that they can sell agricultural one promote to encouraged are communities ward the that ensure to be will programme 1-ward-1-product this of aim the programme, 1-product” the “1-ward- exploring the encouraging of still possibility is and Directorate KwaDukuza LED agricultural The an farming. promote subsistence to developed which seeks Plan KwaDukuza Development has agricultural Agriculture: Farming Municipality Urban Subsistence & of Promotion sector. Recycling: this by provided opportunities the about Waste communities the educating through this of encourage will Municipality KwaDukuza Promotion information through resources &facilitieswherepossible. done dissemination as well as the provision of be That sector: will informal the Supporting much aspossible. as business local from buys municipality the that ensuring through done be will procurement: local of Encouraging & attractionstrategy. retention business its enhancing be will the During next five years, KwaDukuza Municipality KwaDukuza. in invest come and to industries local KwaDukuza. encouraging also is own to its on Municipality the come But to be can convinced who can investors latter foreign the identify Industry that so & Natal KwaZulu Trade working with developed relationships has Development: KwaDukuza Industrial through investment encouraging of attraction The This 87

Chapter 8 KwaDukuza LED Focus Areas workshops and small industrial premises As part of the broad economic vision for especially for the benefit of the nascent SMME’s KwaDukuza which will ultimately contribute that will ultimately graduate into big business. to the attainment of KwaDukuza Vision 2030, As part of this LED focus area, urban KwaDukuza Municipality has identified a number regeneration programme is already underway of focus areas that will assist in attainment of its and this programme is aimed at stimulating holistic vision for economic development. These economies by developing economic centres LED focus areas further reinforce KwaDukuza around KwaDukuza. To this end, KwaDukuza vision to adopt Economic Development and Municipality has already developed KwaDukuza Infrastructure Development as the main drivers CBD Regeneration Study , Ballito Node Precinct for KwaDukuza Integrated Development Plan. Plan Shakaskraal Node Urban and Development Design Framework Ballito CBD Urban Design Framework. Plans to develop Darnall Precinct Land and Building Development Plan, uMhlali Urban Design and Development This focus area is aimed at acquiring land Framework Plan and other similar plans are also for both economic development and housing on cards. delivery. It must be mentioned that KwaDukuza Municipality does not have enough financial Land suitable for agriculture shall also be used resources to acquire land for this purpose, but for this function as Agriculture as one of the it has already had discussions with Housing strong economic sectors in KwaDukuza. Development Agency with an aim of entering into agreement with HDA to buy land for KwaDukuza, Investment Package and Tax especially for housing delivery. To ensure that Incentives: land that is already owned by KwaDukuza This will focus on developing and updating of a Municipality is used wisely, in 2010, KwaDukuza Comprehensive Investment Package that will Municipality adopted a Land Banking Policy address issues relating to serviced sites as well by which it was discouraging the disposing off as tax incentives that will be made available to of land but encouraging the acquiring of more both foreign and domestic investors. land for purposes of both economic and housing development. It is the intention of KwaDukuza Information and Marketing Municipality to ensure that pockets of land that During KwaDukuza Management Committee are owned by KwaDukuza and those which have held on 24-25 January 2011 at KwaDukuza been purchased through Land Banking Policy, Council Chambers, it was resolved that are fully serviced and ready to be utilised for KwaDukuza Municipality needs to engage in a economic development purposes. vigorous general marketing and promotion and image reconstruction programme that will help KwaDukuza LED strategy is also encouraging the in enticing investors to come to KwaDukuza. growth of Small Medium and Micro Enterprises KwaDukuza Tourism Strategy that was completed (SMME’s) by identifying the need to provide in February 2011 has identified products and

88 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ▪ ▪ ▪ ▪ KwaDukuza KwaDukuza: Municipality willhaveto: of men and women young of development the to regard in functions essential following the it that take shoulders its will upon Municipality, KwaDukuza 2000, Policy Youthof National the with accordance In Youth Development Campus atChiefAlbertLuthuliCentre. well that Umfolozi FET College has already set its as mentioned be must It College. FET of building put has aside aneducationsiteintheNewtownAreafor Municipality KwaDukuza end, KwaDukuza. this of To area the for development and growth economic hinder that challenges the of one as gap skills identified has IDP KwaDukuza Skills Development of the Museum, King Shaka’s Pool and Cave Site as one areas likebeachesinBallito,ChiefAlbertLuthuli ▪ ▪ ▪ ▪ aig on wmn n mn n their and men development; and women young facing opportunities and needs priority the Identify the local area; in located organizations and services Undertake an audit of for the youth programmes, responsible Councillor youth affairschairthisPortfolioCommittee; EXCO an that suggested is It services. and programmes council and to make proposals for local youth sensitizing Youthinforming, of means a on as Affairs Committee Portfolio a Establish youth developmentpoliciesandactivities; council’s overseeing shall for responsibility that take councilor elected an Nominate KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ▪ ▪ ▪ ▪ 4. 3. 2. 1. are thefoureconomicgrowthnodes: following The jurisdiction. of area KwaDukuza Framework identified Development Spatial KwaDukuza KwaDukuza EconomicGrowthNodes ▪ ▪ ▪ ▪ nue ht t novs h yuh in youth the Plan asaconstituency. involves Development Integrated the it of formulation that Ensure youth development”;and Identify needs for local facilities required for at governance of local level; issues to the people understand young for mechanisms Create the in planning anddecision-makingofcouncil”; organizations for representative their or mechanisms men and women young by participation permanent Establish Shayamoya, etc. Salt Rock,Tinley manor, Woodmead, includes areasofDriefontein,Shakaskraal, Southern, Driefontein,BallitoNode,which Addington Farm,etc. Ntshawini, Groutville,eTete, Thembeni, Groutville Node,whichincludesareasof Park, KwaDukuzaCentral,Madundube,etc. Doctorskop, Glenhills,Shayamoya,Rocky Lindelani, StangerManor, StangerHeights, areas ofBlythedaleBeach,Shakaville, KwaDukuza Node,whichincludes Guilderland, etc. Nonoti Mouth,PrincessGrant,New Sakhamkhanya, Doringkop,SanSauci, of Zinkwazi,Darnall,Nyathikazi, Darnall Node,whichincludesareas within nodes growth economic four 89

Chapter 8 DEVELOPMENT PLANNING PROJECTS AND PROGRAMMES Estimated Location/ 12/13 A 13/14 14/15 15/16 16/17 Project ID Project Name Cost/5 Ward llocation Allocation Allocation Allocation llocation Years EDP/01/2013 Local Area Plans 10 R 450 000 R 0.00 R 200 000 R 250 000 R0.00 R0.00 EDP/01/2015 Local Area Plans 2 R 450 000 R 0.00 R0.00 R 0.00 R 200 000 R 250 000 EDP/02/2013 Local Area Plans 3 R 0.00 R 250 000 R 0.00 R 0.00 R 0.00 EDP/03/2013 Local Area Plans 23 R 400 00 R 200 000 R 200 000 R 0.00 R 0.00 R 0.00 EDP/04/2013 Local Area Plans 19 R 250 000 R 0.00 R 100 000 R 150 000 R 0.00 R 0.00 EDP/01/2012 Local Area Plans 22 R 300 000 R 300 000 R 0.00 R 0.00 R 0.00 R 0.00 EDP/05/2013 Local Area Precinct Plan 3 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 10 EDP/O2/2012 BEACH Nodes Precinct plan ALL R 300 000 R 300 000 R 0.00 R 0.00 R 0.00 R 0.00 EDP/06/2013 Urban Renewal 22 R 4 000 000 R 0.00 R 4 000 000 R 0.00 R 0.00 R 0.00 EDP/01/2014 Urban Renewal 22 R 0.00 R 0.00 R 4 000 000 R 0.00 R0.00 EDP/03/2012 R 102 Corridor All R 100 000 R 100 000 R 0.00 R 0.00 R 0.00 R 0.00 Integrated Rural Development EDP/04/2012 All R 150 000 R 150 000 R 0.00 R 0.00 R 0.00 R 0.00 Policy EDP/05/2012 Land Audit (in house) All R 950 000 R 300 000 R 318 600 R 338 352 R 0.00 R 0.00 EDP/06/2012 Cemetery Study All R 150 000 R 150 000 R 0.00 R 0.00 R 0.00 R 0.00 EDP/07/2012 GIS phase 4 All R 220 500 R 31 000 R 33 000 R 38 000 R 42 000 R 50 000 EDP/08/2012 LUMS All R 1 200 00 R 256 520 R 272 424 R 289 315 R 0.00 R 0.00 EDP/07/2013 Aerial photography All R 500 000 R 0.00 R 500 000 R 0.00 R 0.00 R 0.00 EDP/09/2012 Foxhill road construction 22 R 20 000 R 20 000 R 0.00 R 0.00 R 0.00 R 0.00 EDP/08/2013 SDF Review R 150 000 R 0.00 R 70 400 R 0.00 R 1 000 R 0.00 City Development strategy- EDP/09/2013 R 2 000 000 R 0.00 R 500 000 R 500 000 R 0.00 R 0.00 review EDP/10/2012 4. Youth Incubator Programme R 215 695 R 30 000 R 31 860 R 33 835 R 60 000 R 60 000 5. Youth Development: Artist EDP/11/2012 R 287 594 R 40 000 R 42 480 R 45 114 R 80 000 R 80 000 Development 6. Youth Development: Career EDP/12/2012 R 319 492 R 50 000 R 53 100 R 56 392 R 80 000 R 80 000 Exhibition 7. Youth Development: Business EDP/13/2012 R 327 594 R 40 000 R 42 480 R 45 114 R 100 000 R 100 000 Seminar 1. Sports Development: EDP/14/2012 R 439 238 R 75 000 R 79 650 R 84 588 R 100 000 R 100 000 Recreation 2. Sports Development: Mass EDP/15/2012 R 1 637 969 R 200 000 R 212 400 R 225 569 R 500 000 R 500 000 Mobilisation 3. Sports Development: Wellness EDP/16/2012 R 123 495 R 20 000 R 21 240 R 22 557 R 40,000 R 40,000 and Fitness 4. Sports Development : Junior EDP/17/2012 R 455 188 R 80 000 R 84 960 R 90 228 R 100 000 R 100 000 Sports EDP/18/2012 KZN SALGA Games R 1 850 500 R 300 000 R 318 600 R 338 353 R 0.00 R 0.00 EDP/19/2012 Sport Council Support R 150 880 R 30 000 R 31 860 R 33 835 R 0.00 R 0.00 EDP/20/2012 Beach Festival Support R 705 885 R 150 000 R 159 300 R 169 177 R 0.00 R 0.00 EDP/21/2012 Shakaville Youth Centre R 120 000 R 120 000 R 0.00 R 0.00 R 0.00 R 0.00 EDP/22/2012 1. Sports Development Indaba R 400 000 R 80 000 R 80 000 R 80 000 R 80 000 R 80 000 2. Artist Development EDP/23/2012 R 400 000 R 80 000 R 80 000 R 80 000 R 80 000 R 80 000 Programme 2. School ICT Outreach EDP/10/2013 R 180 000 R 0.00 R 50 000 R 50 000 R 0.00 R 0.00 programme EDP/24/2012 ICT R 120 000 R 30 000 R 31 860 R 33 835 R 0.00 R 0.00 EDP/11/2013 1 Ward based ICT Programme R 500 000 R 0.00 R 125 000 R 125 000 R 125 000 R 125 000 EDP/02/2015 2. ICT awareness campaign R 100 000 R 0.00 R 0.00 R 0.00 R 50 000 R 50 000

90 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ECONOMIC DEVELOPMENTANDPLANNING:LOCAL EDP/35/2012 EDP/34/2012 EDP/33/2012 EDP/32/2012 EDP/31/2012 EDP/30/2012 EDP/29/2012 EDP/28/2012 EDP/27/2012 EDP/26/2012 EDP/25/2012 Project ID through Infrastructuregrant Construction ofnewmuseum Library Signage Publicity Livestock Farming Hudrophonics OrganicFarming Development Informal Trade Co-operative MR PRICEPROExpenditure Development Community Agriculture Tourism &Heritage Support Informal Trade &Business Growth Economic Development& Project Name KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Location/ 19, 22,6 Ward & 2 19 R 4500000 R 53789 R 900000 R 2100000 R1 000 R 255995 R 9100000 R800 000 R 1035000 R 150000 R 1200000 Years Cost/5 Estimated R 4500000 R 10000 R 200000 R 100000 R 200000 R 50000 R 2100000 R 200000 R 250000 R 30000 R 400000 llocation 12/13 A R 0.00 R 10620 R 212400 R 500000 R 200000 R 53100 R 2230000 R 500000 R 265500 R 31860 R 424800 Allocation 13/14 R 0.00 R 11278 R 225569 R 531000 R 212400 R 56392 R 2368472 R 531000 R 281961 R 33835 R 451138 Allocation 14/15 R 0.00 R 0.00 R0.00 R0.00 R0.00 R0.00 R0.00 R0.00 R0.00 R0.00 R0.00 Allocation 15/16 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 llocation 16/17 91

Chapter 8 92 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 9 Sustainable Infrastructure Development

93 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 9: Sustainable Infrastructure Development

9.1. KwaDukuza Basic the fact that KwaDukuza Municipality is still Infrastructure Development grappling with ageing infrastructure, the demands put by the fact that KwaDukuza is Programme growing as a City, has caused KwaDukuza to fall Infrastructure development programme is one behind in terms of the provision of new and much of the key drivers that will be used to realize needed infrastructure. Compared to neighboring KwaDukuza Vision 2030. KwaDukuza Municipality municipalities, the area of KwaDukuza provides wants to ensure that there is an optimal provision better opportunities for creation of both short of basic service and infrastructure delivery term and long term employment opportunities. within the area of KwaDukuza. It is the aim of This has resulted to the growing number of KwaDukuza Municipality to ensure that this informal settlements which has a direct impact delivery happens in a sustainable manner, in line to service delivery backlogs. with KwaDukuza long term vision.

This long term vision calls for all the internal 9.3. Cemeteries departments of KwaDukuza Municipality There are seven municipal cemeteries located to adhere to the principles of sustainable within the KwaDukuza municipality in addition development as called for by Natural Environment to a privately owned cemetery. KwaDukuza still Management Act (NEMA). The primary experiences informal and illegal burials in certain components for KwaDukuza infrastructure communities. Incorrectly sited graveyards and development programme are electricity, roads informal burials have the potential to impact and transportation services, water supply and on human health and security is a source of distribution, and sanitation— wastewater concern. Burial sites for family members next collection and removal, solid waste collection to the homesteads are considered common in and removal and cemeteries. To achieve this rural areas which gives a clear indication for the programme, KwaDukuza Municipality intends to: need for new cemetery sites in the District. The ▪▪ Link infrastructure development with district has appointed consultants to undertake economic growth initiatives. a district wide cemetery plan and the community ▪▪ Link infrastructure finance with financial have raised the lack of space for graveyards market development. within the Municipality as a priority. KwaDukuza ▪▪ Develop models and mechanisms for Municipality has identified a need to develop a financing infrastructure. Cemetery Master Plan. ▪▪ Use infrastructure development to create decent job opportunities. 9.4. Waste Disposal Sites KwaDukuza has recently closed down the 9.2. KwaDukuza Basic Service and Garden refuse facility at Shakaville that used to dispose 720 tons of waste monthly. The Dolphin Infrastructure Backlogs Coats Waste Management operates a transfer The strategic location of KwaDukuza along the station at Dolphin Coast that handles all of north coastline is attracting property development the waste from Stanger and Ballito and a new investment to KwaDukuza. That, coupled with regional disposal site has been established in fact that there has not been much attention to the New Guilderland area. the maintenance of the existing infrastructure,

94 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 waste andwaterlossneedtobeinvestigated. desalination including treatment plants, ways considered of reducing inefficiencies, being are options water bulk various and level at strategic a addressed be to needs shortage users. water The existing of requirements water current UMngeni the meet cannot iLembe and water,KwaDukuza applications. development new by water shortage in the area which is exacerbated severe is There courses. water near burials or has becomepolluted through poor land useand/ vulnerable water ground where population, more the of sections the amongst impacts health to lead can water ground on reliance water; to access having population the of half only with Municipality Local KwaDukuza in priority top a is infrastructure Water infrastructure. of existing maintenance of lack a and major backlog a service also is disparity There huge services. of a provision is disruptions in There basis. regular water a on experiences KwaDukuza 9.5. Water Provision KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 supply toupcomingdevelopments. ILembe service bulk a provide not to position a are the in currently they that indicated however have Municipality works upgrading, treatment coast requires the along especially liquid of developments housing extensive disposal to Due waste. for areas many in used are systems tank Septic surrounds and Blythedale including areas in available system reticulation There is Municipality.no bulk Municipal waterborne the sewerage across pumps other sewer smaller from sewerage pumps at that works KwaDukuza treatment sewer major one is There the properly. operating on not is impact it to when environment potential poorly the existing has often and of sited is maintenance Infrastructure of lack infrastructure. a is There consequentially bedetrimentaltohumanhealth. could and contamination water ground in result of form formal sanitation whilst 28% any uses service; pit latrines. have This could sanitation not do formal 13% of however level basic a to backlogs. access service have households of 59% major Approximately experiences also It huge experiences concerned. is sanitation of provision in disparity Municipality KwaDukuza 9.6. Sanitation 95

Chapter 9 Municipal Services : Parks and Garden Estimated Location/ 12/13 A 13/14 14/15 15/16 16/17 Project ID Project Name Cost/5 Ward llocation Allocation Allocation Allocation llocation Years Develop 2 play parks and 2 gardens in KwaDukuza, within MS/01/2012 All R 2 700 000 R 700 000 R 500 000 R 500 000 R 500 000 R 500 000 Each Cluster of the seven clusters Planting of 1 indigenous and 1 MS/01/2013 fruit tree at low income housing PD2 R 970 000 R 120 000 R 200 000 R 200 000 R 200 000 R 250 000 developments MS/02/2013 Upgrade to Skateboard park GC1 R 200 000 R 0.00 R 150 000 R 50 000 R 0.00 R 0.00 Clearing of invasive alien MS/02/2012 PD R 2 183 440 R 400 000 R 424 000 R 449 440 R 450 000 R 460 000 vegetation Install 2 beach access walk MS/03/2012 PD R 1 050 000 R 50 000 R 250 000 R 250 000 R 250 000 R 250 000 ways MS/04/2012 Indigent Support All R 8 224 800 R 2 400 000 R2 548 800 R 2 760 000 R 3 000 000 R 0 MS/05/2012 Park Equipment R 350 000 R 50 000 R 50 000 R 50 000 R 100 000 R 100 000 Combo Courts in the first four MS/06/2012 R 4 309 922 R 500 000 x 4 R531 000 R 563 922 R582 000 R 633 000 Clusters MS/03/2013 Fencing of swamp forests R 150 000 R 0.00 R 150 000 R 0.00 R 0.00 R 0.00 MS/07/2012 Stadium & Ground Maintenance R 1697 400 R 300 000 R 318 600 R 338 800 R 340 000 R 400 000 MS/04/2013 Improvement to Sports facilities R 2 000 000 R 0.00 R 500 000 R 500 000 R 500 000 R 500 000 MS/08/2012 Sportsfield Development R 3 631 000 R 500 000 R 531 000 R 600 000 R1 000 000 R 1 000 000 MS/09/2012 Upgrade two grounds at Ward 05 R 1 500 000 R 1 500 000 R 0.00 R 0.00 R 0.00 R 0.00 Rehabilitation of existing Sports MS/10/2012 and Recreation Phase 1 at Ward R 2 500 000 R 2 000 000 R 0.00 R 0.00 R 0.00 R 0.00 18 MS/05/2013 Develop a new Bathing beach R2 000 000 R 0.00 R 2 000 000 R 0.00 R 0.00 R 0.00

MS/06/2013 Beach clean-up and life guards R 640 000 R 0.00 R 160 000 R 160 000 R 0.00 R 0.00

MS/07/2013 Beaches R 1 200 000 R 0.00 R 400 000 R 400 000 R 0.00 R 0.00

MS/08/2013 Upgrade of Beach Facilities R 500 000 R 0.00 R 200 000 R 0.00 R 0.00 R 0.00

MS/09/2013 Develop a new Bathing beach R 250 000 R 0.00 R 250 000 R 0.00 R 0.00 R 0.00 MS/01/2014 Develop a new Bathing beach R 2 000 000 R 0.00 R 0.00 R 2 000 000 R 0.00 R 0.00 MS/10/2013 Develop a new Bathing beach R 2 000 000 R 0.00 R 2 000 000 R 0.00 R 0.00 R 0.00 MS/11/2013 Public Ablutions R 400 000 R 0.00 R 100 000 R 100 000 R 0.00 R 0.00 MS/11/2012 Public Ablutions R 500 000 R 100 000 R 150 000 R 0.00 R 0.00 R 0.00 MS/02/2014 Park Upgrade R 350 000 R 0.00 R 0.00 R 350 000 R 0.00 R 0.00 MS/12/2012 Public Ablutions R300 000 R 100 000 R0.00 R0.00 R0.00 R0.00 MS/01/2016 New Facility – THOMPSONS BAY R1 500 000 R0.00 R0.00 R0.00 R0.00 R1 500 000 MS/03/2014 Beach Cleaning Equipment R800 000 R0.00 R0.00 R200 000 R200 000 R400 000 MS/12/2013 1x 3.8m Inflatable Rescue Boat R500 000 R0.00 R 80 000 R 80 000 R0.00 R0.00 MS/13/2012 Boat Safety Equipment R250 000 R 50 000 R0.00 R0.00 R0.00 R0.00 MS/14/2012 8 Rescue Boards & Skis R140 000 R 80 000 R0.00 R0.00 R0.00 R0.00 MS/15/2012 1200 btu Aircons R24 000 R 8 000 R0.00 R0.00 R0.00 R0.00 MS/16/2012 Trauma bags R178 000 R 48 000 R0.00 R0.00 R0.00 R0.00 MS/17/2012 Oxygen Regulator R32 000 R 9 000 R0.00 R0.00 R0.00 R0.00 MS/18/2012 4x4 rescue fittings R80 000 R 20 000 R0.00 R0.00 R0.00 R0.00 MS/13/2013 Beach recreational Facility R1 490 000 R0.00 R 40 000 R 50 000 R 700 000 R 700 000 MS/19/2012 New Cemetery establishment R1 518 000 R1 500 000 R 10 000 R 10 000 R 3 000 R5 000 MS/20/2012 Crematorium Upgrade R800 000 R 150 000 R100 000 R100 000 R200 000 R250 000 Fencing Shakaskraal Cemetery MS/21/2012 R190 000 R 150 000 R 10 000 R 10 000 R 10 000 R 10 000 and other Cemeteries

96 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 MS/22/2012 Municipal Policing Services R1 378 234 R 350 000 R 371 700 R 394 745 R0.00 R0.00 MS/23/2012 Road Block Truck R160 000 R 80 000 R50 000 R0.00 R0.00 R0.00 MS/14/2013 Quad Bikes R200 00 R0.00 R75 000 R0.00 R0.00 R0.00 MS/15/2013 Street Bikes R500 000 R0.00 R300 000 R150 000 R0.00 R0.00 MS/24/2012 Sedans R600 000 R 350 000 R0.00 R0.00 R0.00 R0.00 MS/25/2012 4X4 Vehicle R900 000 R0.00 R400 000 R400 000 R0.00 R0.00 MS/16/2013 Sirens and Blue Lights R330 000 R 80 000 R100 000 R50 000 R50 000 R50 000 MS/26/2012 Alco-meters R120 000 R 80 000 R 10 000 R 10 000 R 10 000 R 10 000 MS/27/2012 Speed Cameras R1 300 000 R 500 000 R250 000 R250 000 R150 000 R150 000 MS/28/2012 CCTV Cameras R600 500 R 300 000 R0.00 R0.00 R0.00 R0.00 MS/29/2012 Firearms R460 000 R 200 000 R 100 000 R 100 000 R 50 000 R 10 000 MS/30/2012 Roni Conversions R260 000 R 100 000 R 10 000 R 50 000 R50 000 R50 000 MS/31/2012 ID Camera R100 000 R 30 000 R0.00 R0.00 R0.00 R0.00 MS/01/2015 Lazer shot R750 000 R0.00 R0.00 R0.00 R 500 000 R0.00 MS/04/2014 3 x Venter Trailors R160 000 R0.00 R0.00 R 60 000 R0.00 R0.00 MS/32/2012 Bullet proof vest R440 000 R 20 000 R 100 000 R 100 000 R 100 000 R 100 000 MS/33/2012 Rescue Tools R980 000 R 300 000 R 120 000 R 400 000 R0.00 R0.00 MS/17/2013 Water Tanker R1 225 218 R0.00 R1 225 218 R0.00 R0.00 R0.00 MS/18/2013 Upgrade of Fire Station R2 900 000 R0.00 R1 000 000 R1 000 000 R 500 000 R 400 000 MS/19/2013 New Fire Station R6 000 000 R0.00 R6 000 000 R 10 R0.00 R0.00 MS/20/2013 Fire Tender R2 000 000 R0.00 R5 000 000 R5 500 000 R0.00 R0.00 MS/34/2012 Rescue Craft R300 000 R120 000 R0.00 R0.00 R0.00 R0.00 MS/35/2012 Lighting Plant R400 000 R 100 000 R 80 000 R 100 000 R0.00 R0.00 MS/36/2012 Waste Transfer Site R800 000 R300 000 R250 000 R250 000 R0.00 R0.00 MS/37/2012 Recycling R600 000 R200 000 R250 000 R50 000 R50 000 R50 000 MS/05/2014 Heavy Duty Skip Truck R2 000 000 R0.00 R0.00 R2 000 000 R0.00 R0.00 MS/21/2013 8 Ton Refuse Compactor Truck R5 000 000 R0.00 R2 000 000 R1 700 000 R0.00 R0.00 MS/38/2012 Refuse Bins – street litter bins R300 000 R 50 000 R 50 000 R 50 000 R0.00 R0.00 MS/39/2012 Drop off Centre R1 800 000 R 200 000 R 400 000 R 400 000 R 400 000 R400 000 MS/40/2012 Skips R500 000 R 100 000 R 100 000 R 100 000 R 100 000 R0.00 MS/41/2012 Rehab of Shakaville landfill site R6 000 000 R1 000 000 R1 062 000 R1 127 844 R0.00 R0.00 Improve Removal of Business MS/21/2013 R700 000 R0.00 R 250 000 R 250 000 R 100 000 R 100 000 Waste MS/42/2012 Buy back Waste Transfer Site R2 000 000 R 900 000 R0.00 R0.00 R0.00 R0.00 Roll on/Roll off Shipping MS/43/2012 R350 000 R 50 000 R 100 000 R 100 000 R0.00 R0.00

Container Chapter 9 MS/44/2012 Office Furniture R170 800 R 57 000 R0.00 R0.00 R0.00 R0.00 MS/45/2012 Food for Waste R4 588 000 R1 000 000 R1 062 000 R1 127 844 R0.00 R0.00 New Testing and motor licensing centre Two light and heavy duty drivers licenses examining sites, Impound facilities for light and MS/46/2012 R6 000 000 R2 186 173 R0.00 R0.00 R0.00 R0.00 heavy motor vehicles Weighbridge facilities, etc. motor vehicles Weighbridge facilities, etc. MS/47/2012 Additions to Laviopierre R3 500 000 R2 000 000 R250 000 R0.00 R0.00 R0.00 MS/48/2012 Furniture and equipment R200 000 R 57 000 R0.00 R0.00 R0.00 R0.00

97 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 9.7. Roads & Storm Water require about R825 million to undertake this kind of Management work in the current configuration of KwaDukuza KwaDukuza Municipality approved its Roads & Storm Municipal boundaries. In general, the condition of Water Master Plan in November 2010. The critical these roads is summarized in the table below: areas identified in the Master Plan are maintenance of 449 kilometers of roads and construction of new Condition Rating % roads. It must be noted that there is approximately 1-Good 50 20kilometres of road which came about after a new ward (Ward 27) was incorporated into KwaDukuza 2-Medium 22 Municipality from Ndwedwe Municipality. The 3-Poor 20 Master Plan has determined that an estimated 4-Bad/Very Bad 8 amount of R58 million is required in the new financial year in order to undertake the following: Total 100

▪▪ Road maintenance ▪▪ Road upgrades It can be deduced from the table above that ▪▪ Diversion of storm water channels from houses approximately 70% of the roads located within ▪▪ Construction of new storm water channels KwaDukuza Municipality are within good to medium ▪▪ Construction of mid-block storm water channels condition category and 28% in the poor to very bad ▪▪ Upgrade to gravel roads which include range. This indicate that, there is still a lot that construction, regravelling, shaping and cutting needs to be done in order to meet the standards of existing roads and preparation for tarring, of developed countries where according to World subject to the availability of MIG roads. Bank criteria only 5-10% should fall in the poor to It is estimated that over a five-year period this will very bad conditions.

9.8. KwaDukuza Municipality: Roads and Storm water Master Projects Estimated Location/ 12/13 A 13/14 14/15 15/16 16/17 Project ID Project Name Cost/5 Ward llocation Allocation Allocation Allocation llocation Years PROJECTS IMPLEMENTATION PLAN (IDP): TECHNICAL SERVICES – CIVIL ENGINEERING CVL/001/2013 Ronald Jack Road 5 R5 300 000 R 0 R1,225,477 R1,225,477 R 0 R 0 CVL/001/2012 4x Park homes 6 R3 800 000 R1,500,000 R 0 R 0 R 0 R 0 CVL/002/2012 Water Tanker All R5 000 000 R2,000,000 R 0 R 0 R 0 R 0 CVL/003/2012 LDV Trailer All R60 000 R 20 000 R 0 R 0 R 0 R 0 CVL/004/2012 2x Diesel Tanks All R750 000 R 200 000 R 0 R 0 R 0 R 0 CVL/005/2012 3x Grid Roller All R6 100 000 R1,800,000 R 0 R 0 R 0 R 0 CVL/006/2012 Tipper Truck All R1 000 000 R1,000,000 R 0 R 0 R 0 R 0 CVL/007/2012 Skipper Truck All R3 000 000 R1,000,000 R 0 R 0 R 0 R 0 CVL/008/2012 Jet Cleaning Machine All R6 000 000 R2,500,000 R 0 R 0 R 0 R 0 CVL/009/2012 2x LDV All R700 000 R 300,000 R 0 R 0 R 0 R 0 CVL/010/2012 2x Graders All R8 900 000 R4,000,000 R 0 R 0 R 0 R 0 CVL/011/2012 TLB All R5 000 000 R1,200,000 R 0 R 0 R 0 R 0 CVL/012/2012 Hysom Road Bridge All R2 000 000 R 500,000 R 0 R 0 R 0 R 0 CVL/013/2012 Malende Phase 2 All R4 000 000 R1,571,820 R 0 R 0 R 0 R 0 CVL/014/2012 Drum Roller (2900mm) All R620 000 R 200,000 R 0 R 0 R 0 R 0 9 George Hullet Place Retaining CVL/015/2012 6 R700 780 R384,000 R 0 R 0 R 0 R 0 Wall. Simbithi drive deflection - CVL/016/2012 6 R6 000 000 R 924,000 R 0 R 0 R 0 R 0 reconstruction CVL/017/2012 Zinkwazi storm water 12 R300 000 R 250,000 R 0 R 0 R 0 R 0 CVL/018/2012 Rocky Park Recreation Building 19 R1,761,550 R 0 R 0 R 0 R 0 Upgrade to bridge at the Testing CVL/019/2012 19 R8 000 000 R2,310,000 R 0 R 0 R 0 R 0 Station Retaining wall in s/water channel CVL/020/2012 19 R1 200 000 R300,000 R 0 R 0 R 0 R 0 Hysom Road KwaDukuza CVL/021/2012 Master plan update 1 to 27 R2 000 000 R800,000 R 0 R 0 R 0 R 0

98 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 PHASE 2ROADSSTORMWATER MASTERPLAN-wards1to27 CVL/054/2012 CVL/053/2012 CVL/052/2012 CVL/051/2012 CVL/050/2012 CVL/049/2012 CVL/048/2012 CVL/047/2012 CVL/046/2012 CVL/045/2012 CVL/044/2012 CVL/043/2012 CVL/042/2012 CVL/041/2012 CVL/040/2012 CVL/039/2012 CVL/038/2012 CVL/037/2012 CVL/036/2012 CVL/035/2012 CVL/034/2012 CVL/033/2012 CVL/032/2012 CVL/031/2012 CVL/007/2013 CVL/030/2012 CVL/029/2012 CVL/006/2013 CVL/005/2013 CVL/028/2012 CVL/027/2012 CVL/004/2013 CVL/026/2012 CVL/025/2012 CVL/003/2013 CVL/002/2013 CVL/024/2012 CVL/023/2012 CVL/022/2012 Project ID MIG Madundube CommunityHall Ohlanga CommunityHallMIG at ChrisHaniMIG Construction ofCommunityHall Cluster G) Community HallatWard 17( Cluster F) Community HallatWard 6( ROAD P445 Sakhamkhaya Phase5 Sakhamkhaya (M4) Sakhumkhanya BusRoute Ohlanga AccessRoad Etete Ntshawini Priority1Phase4 Ntshawini BusRoute Steve BikoPhase3 Nonoti MainRoad Cluster) ClusterG Speed humps(25kx8Per Cluster) ClusterF Speed humps(25kx8Per Cluster) ClusterE Speed humps(25kx8Per Cluster) ClusterD Speed humps(25kx8Per Cluster) ClusterC Speed humps(25kx8Per Cluster) ClusterB Speed humps(25kx8Per Cluster) ClusterA Speed humps(25kx8Per Sidewalks Extension Charlottedale -Route2C Aldinville Charlottedale -ObservationRoad Groutville GraveyardRoad Khubani Madlala BusRoute Malende Road Shayamoya AccessRoad Qwabe Road Shakashead LinkRoad Siyembesi AccessRoute Dendethu (Landissue) San Saucci Sokesimbone Access MIG ROADS within the27wards Construction ofwoodenbridges Master PlanRoadUpgrade Project Name KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Location/ 1 to27 1 to27 Ward 27 25 11 06 25 25 25 25 20 15 14 13 12 10 10 10 10 3 1 6 9 9 9 8 5 4 2 1 1 1 R4 50000 R4 500000 R7 000 R7 500000 R7 500000 R4 300000 R7 990000 R6 800000 R12 000 R7 000 R9 000 R11 000 R9 500000 R8 464500 R18 620000 R2 000 R2 000 R2 000 R34 892440 R11 000 R6 324000 R8 754000 R7 854000 R4 456000 R10 990000 R9 471000 R3 587000 R7 546000 R500 000 R500 000 R500 000 R500 000 R500 000 R500 000 R2 550000 R6 600000 R7 000 R8 786000 R5 000 Years Cost/5 Estimated MIG HALLS R2,500,000 R2,500,000 R1,500,000 R 0 R 0 R 718,513 R 2,325,000 R0 R 4,296,613 R 3,392,402 R 0 R 0 R4,960,000 R1,039,000 R33,093,432 R 1,957,000 R 1,957,000 R 664,740 R34 892440 R5,818,127 R3,906,968 R 5,382,503 R 3,080,803 R 1,670,551 R 5,671,315 R 5,946,000 R 800,000 R 1,640,618 R 100,000 R 100,000 R 100,000 R 100,000 R 100,000 R100,000 R100,000 R 2,325,000 R0 R 2,325,000 R 1,587,948 llocation 12/13 A R 0 R 0 R 0 R1,260,000 R1,260,000 R 0 R 0 R1,400,000 R 0 R 0 R4,320,000 R6,480,000 R 0 R1,552,500 R54,250,000 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 3,510,000 R 0 R1,400,000 R 0 R 0 Allocation 13/14 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R1,755,500 R33,283,333 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 Allocation 14/15 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R1,957,500 R36,290,000 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 Allocation 15/16 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R2,160,000 R9,310,000 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 llocation 16/17 99

Chapter 9 MIG SPORTSFIELDS CVL/055/2012 Sokesimbone Sports field MIG 1 R2 000 000 R1,448,645 R 0 R 0 R 0 R 0 CVL/056/2012 Nonoti Sports field MIG 3 R2 000 000 R1,492,275 R 0 R 0 R 0 R 0 Create and construct CVL/057/2012 7 R2 100 000 R1,532,814 R 0 R 0 R 0 R 0 SportfieldsEtete MIG Create and construct CVL/058/2012 8 R1 050 000 R 890,510 R 0 R 0 R 0 R 0 SportfieldsShayamoya MIG

9.9. Electricity Municipality obtaining the existing overhead The KwaDukuza municipality’s predominant line servitude rights from eThekwini in order to source of energy for lighting is electricity followed be able to transmit supply from Driefontein Sub by candles. It must be noted that the existing Station into Council’s supply area to connect into bulk electricity supply in the area is limited. the proposed NEW 33/11 kV substation which KwaDukuza Municipality has encountered is to be constructed adjacent to the proposed challenges with regard to its power supply. The new ESKOM 132/33 kV DUKUZA substation to situation has led to total dissatisfaction in terms be established in the vicinity of Compensation of the quality of service and quality of supply. In Station. The availability of this firm 30 MVA many instances these interruptions have been capacities will provide sufficient bulk supply caused by cable theft, overload situations and capacity leading to the medium term to provide nuisance tripping. for the degree of firmness of supply required as well as enable a host of alternative network It must also be noted that KwaDukuza has switching configurations to satisfy contingency experienced growth over the past few years options under fault and load transfer conditions. which has increased the demand for supply Introduction of the third transformer will increase imposed on the existing electricity networks the capacity to 20 MVA firm and 30 MVA infirm. considerably. It must further be noted that This will address the infirm state of supply the infrastructure is aging and cannot meet during peak season. However the remaining the demands of this phenomenal growth. The spare capacity will not be beneficial to relieving situation demands that the Municipality must overloaded distribution networks to the South in upgrade its networks in order to stabilize and the Salt Rock, Sheffield Beach areas. improve the quality and firmness of supply. The upgrades which will be undertaken are in line with It has been identified from the Energy Master the findings of the Energy Master Plan Network Plan/Network Planning exercise that it will be Study conducted by NET GROUP. Responding to of far greater benefit from a cost and technical the infrastructure challenges identified in the perspective for KwaDukuza Municipality to Master Plan, the Municipality will undertake the establish the proposed New Sheffield 33/11 following upgrades: kV substation which is central to the emerging growth node. Upon establishment of Sheffield For the Southern network KwaDukuza substation it shall be possible to transfer at Municipality will upgrade the Shakaskraal/ least 5mva of existing load from Shaka’s Rock Hilltop/Business Park 33 kV Overhead line and substation over to the new Sheffield substation associated network equipment from 19MVA which will also reinstate the firm 10 MVA capacity to 30MVA capacity. This will enable capability at Shaka’s Rock substation during the Ballito and surrounding areas load to be peak season and also release load off the transferred over to the Shakaskraal substation via Shakaskraal, Hilltop, and Imbonini 33 kV circuit. the Hilltop/Imbonini/Chakasrock supply circuit , To fully utilize the available capacity and relieve when overload conditions prevail due to cable load from Shaka’s Rock substation as well as theft and/or storm damage occurring causing reinforce supply to the far end of Sheffield Beach a loss of supply from the Driefontein feeder or will also necessitate the installation of a suitably Collisheen feeders each respectively. Upgrading rated dedicated 11 kV feeder cable to connect of this network together with the installation of a between Sheffield Substation and Villa Royale 33 kV Circuit Breaker and protection unit will cost Switch room at an estimated cost of R6 800 000. Council about R8, 970,000. The cost is catered for in the current financial year. The benefit to be derived from interconnecting the two firm 10 MVA substations will be the There is a need for KwaDukuza Municipality capability of transferring network load between to secure a firm 30 MVA capacity (Premium major sub stations under emergency conditions Supply) from ESKOM via the ESKOM Driefontein thus allowing for a greater security of supply. The substation from which EThekwini Metro will estimated cost for this project is R65, 760, 640. shortly cease to take supply. The implementation KwaDukuza Municipality has also resolved to of this initiative is solely dependent on KwaDukuza establish the new ESKOM/KDM intake substation

100 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 urn Bde mks rvso fr R11, for 730,000 inthis regard. provision makes Budget current The 500,000. R14, is substation One Priority Groutville/ new the of construction the for cost estimated The priority. high a One as area Groutville/Priority be must the substation in kV constructed 33/11 new a that established from been has it substation, Glenhills supplied feeders 11 lines/ on overhead load kV excessive release to order In estimated amountofR1,760,000. this an Council cost will This capacity.MVA) (30 that essential therefore conductor Poplar to upgraded be conductor is It load. not sufficiently rated to carry the transferred is substation Intake Supply of Point ESKOM and Glenhills between connected MVA) (19 conductor Oak existing the fail Laviopierre substation and substation of Intake Point Supply between cables the event the In substation backtoGlenhillssubstation. Area Industrial through connecting ring circuit the via substation, Laviopierre source the supply to kV 33 alternate an provide to carrying as so essential is current upgrade This capacity. 30MVA to substation, MVA 19 Glenhills from and supply of point Northern ESKOM/Stanger between network kV 33 the the within network requires the Municipality to upgrade growth Customer supply side. ESKOM on trip fault resultant with devices protective Council’s through faults passed occasions have many On trip. to ESKOM supply the supply/protection caused and operate to ESKOM relays caused have on various 33KV feeders. The said conditions KwaDukuza situations overload caused has years three that past the over experienced has Municipality growth 33 phenomenal all The relays. of protection breakers calibration kV 11 for and need a is There closing coils on all the 33 and 11 kV breakers. the protection relays and control the tripping/ energize to used is DC-supply The devices. protective equipment of functioning correct the to risk great a poses now rooms switch and Charges and substations major at installed DC-Battery Batteries of majority of condition the and age the that has determined infrastructure the of assessment The 100,000. R57, is equipment, ancillary and regulation voltage associated and 2x10 transformers its MVA with together substation, this for cost estimated The growth. load future the within the next two to three years to cater for substation kV 132/33 Dukuza as known be to KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 with Glenhillssubstation. room switch Street Saunders via room Switch CBD the interconnect ultimately to proposed is Saunders It area, areas. Harnesses Hesto and CBD Reservoir street KwaDukuza the within established/constructed, be to require Room), that new 11 kV Switching Stations (Nodal Switch Laviopierre from confirms Study Master Network supplied the Substation, cables, 11 existing feeder the kV on load excessive release To Budget. Adjustment 2011/2012 its in 000 R400, this and allocated KV 11 for to kV 33 the provision rating down of made process has Council Works. Water provide uMvoti the to source also supply alternate an will supply kV 11 interconnector this substation Glenhills at failure of event the In failure. to supply up Glenhills substation in back the event of a transformer limited a as serve also will wth om i Sudr Sre switch Street room withGlenhillssubstation. Saunders via room Switch proposed to ultimately interconnect the CBD street is It areas. Saunders Harnesses Hesto and Reservoir the area, CBD within KwaDukuza established/constructed, to be require Room), Switch from (Nodal Switching Stations kV 11 supplied new that confirms Study cables, feeder Master Network the Substation, Laviopierre kV existing 11 the on load excessive release To 2011/2012 AdjustmentBudget. its in 000 R400, allocated and KV 11 to kV 33 made has the rating down of process this for provision Council Works. Water the uMvoti to source supply alternate an also provide will supply kV 11 interconnector this substation Glenhills at failure of event the In a transformerfailure. of event the in substation Glenhills to supply for up back limited a as serve also will and area provide will One Priority the to supply of security greater upgrade network This Switching Station. One Groutville/Priority the into cables kV 11 that the said overhead line be connected via and supply kV 11 to supply kV changed 33 from over be Supply, of Point Stanger and substation Shakaskraal between feeder line overhead kV 33 the established, been has substation kV 33/11 One Groutville/Priority Glenhills interim measure, until such time that the new from an as that identified been has supplied it substation, feeders, lines/ To release excessive load on 11 kV overhead 101

Chapter 9 9.10. PROJECTS IMPLEMENTATION PLAN (IDP): TECHNICAL SERVICES – ELECTRICAL ENGINEERING Estimated Location/ 12/13 A 13/14 14/15 15/16 16/17 Project ID Project Name Cost/5 Ward llocation Allocation Allocation Allocation llocation Years ES/001/2012 Fault Locating Equipment Admin R1 127 418 R 200,000 R 212,000 R 224,720 R 238,203 R 252,495 ES/002/2012 Portable Line Fault Indicator Admin R100 000 R 26,316 R 35,088 R 37,193 R 0 R 0 ES/003/2012 Auto-reclosers (11kV) x 4 Admin R2 955 841 R 800,000 R 492,807 R 522,375 R 553,718 R 586,941 ES/004/2012 Auto-reclosers (33kV) Admin R1 800 000 R 530,000 R 0 R 0 R 0 R 0 ES/005/2012 Ladders Admin R490 879 R 100,000 R 51,094 R 54,160 R 57,409 R 60,854 ES/001/2013 Air conditioner (Offices) Admin R90 000 R 0 R 21,930 R 30,000 R 0 R 0 ES/006/2012 IT Equipment Admin R378 080 R 50,000 R 53,000 R 56,180 R 59,551 R 63,124 ES/007/2012 Tools and Equipment Admin R378 970 R 80,000 R 65,789 R 69,737 R 73,921 R 78,356 ES/002/2013 Office desk(s) Admin R33 076 R 0 R 8,248 R 8,743 R 9,267 R 9,824 ES/008/2012 Radios / Repeater Admin R108 776 R 24,640 R 26,119 R 27,686 R 29,347 R 31,108 ES/003/2013 Office Chairs Admin R29 436 R 0 R 5,914 R 6,269 R 6,645 R 7,043 Street light Aerial Platform ES/009/2012 Admin R1 050 000 R 750,000 R 0 R 0 R 0 R 0 trucks (2) Signalised Intersection ES/010/2012 Admin R 450 8760 R 200,000 R 0 R 0 R 0 R 0 Upgrade Safety Equipment, FAS, PPE, ES/011/2012 Admin R212 701 R 80,000 R 29,568 R 31,343 R 33,223 R 35,216 Portable Earths STREETLIGHTING ES/012/2012 Twenty Five Street lights Ward 1 CA R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/013/2012 Twenty Five Street lights Ward 2 CA R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/014/2012 Twenty Five Street lights Ward 3 CA R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/015/2012 Twelve Street lights Ward 4 CF R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/016/2012 Twelve Street lights Ward 5 CG R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/017/2012 Twenty Five Street lights Ward 6 CF R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/018/2012 Fifty Street lights Ward 7 CE R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/019/2012 Fifty Street lights Ward 8 CE R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/020/2012 Fifty Street lights Ward 9 CD R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/021/2012 Fifty Street lights Ward 10CD R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/022/2012 Fifty Street lights Ward 11CD R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/023/2012 Fifty Street lights Ward 12CD R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/024/2012 Twenty Five Street lights Ward 13CB R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/025/2012 Fifty Street lights Ward 14 CC R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/026/2012 Fifty Street lights Ward 15 CC R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/027/2012 Twenty Five Street lights Ward 16CG R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/028/2012 Twenty Five Street lights Ward 17CG R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/029/2012 Twenty Five Street lights Ward 18CG R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/030/2012 Twenty Five Street lights Ward 19CB R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/031/2012 Fifty Street lights Ward 20 CE R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/032/2012 Twenty Five Street lights Ward 21 CF R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/033/2012 Twenty Five Street lights Ward 22 CF R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/034/2012 Fifty Street lights Ward 23 CE R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/035/2012 Fifty Street lights Ward 24 CC R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/036/2012 Fifty Street lights Ward 25 CA R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/037/2012 Fifty Street lights Ward 26 CC R358 670 R 150,000 R 47,700 R 50,562 R 53,596 R 56,812 ES/038/2012 Twenty Five Street lights Ward 27 CB R358 670 R 75,000 R 47,700 R 50,562 R 53,596 R 56,812 Upgrade LT Mains Northern Section R357 054 R 285,000 R 100,877 R 0 R 0 R 0 Upgrade low tension kiosks ES/039/2012 19 R542 000 R 200,000 R 100,877 and mains Shakaville / Lindelani / ES/040/2012 5/17/18 R280 000 R 50,000 R 0 R 0 R 0 R 0 Mbozambo Shakaville - Upgrade LV ES/041/2012 5/17/18 250 000 R 35,000 R 0 R 0 R 0 R 0 Kiosks

102 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ES/076/2012 ES/075/2012 ES/074/2012 ES/073/2012 ES/072/2012 ES/071/2012 ES/070/2012 ES/069/2012 ES/068/2012 ES/067/2012 ES/066/2012 ES/065/2012 ES/064/2012 ES/063/2012 ES/062/2012 ES/061/2012 ES/060/2012 ES/059/2012 ES/058/2012 ES/057/2012 ES/056/2012 ES/055/2012 ES/054/2012 ES/053/2012 ES/052/2012 ES/051/2012 ES/050/2012 ES/049/2012 ES/048/2012 ES/047/2012 ES/046/2012 ES/045/2012 ES/044/2012 ES/043/2012 ES/042/2012 Shayamoya) RMU andthetownship( Install 11KvLinkbetween way RMUatShayamoya Supply andinstallationof4 Upgrade 2x11KVNER Umhlali villageandsurrounds Upgrade MVNetwork- (Phase 3) Tinley ManorFeeder-11k OHL 11KV- OHL(Phase3) Cranbrook -Reconstruct PHASE 2- Mains Upgrade - Shakaskraal Plant Extension Glendale feeder-Peaking Jordan) 11kVFeeder Compensation -(Wise/ Jordan) 11kVFeeder Compensation -(Wise/ Reconstruct 11kVFeeder / SampoyaRainfarm)- Shakaskraal Inland(Gesla OHL P2 Tinley ManorFeeder-11k - OHLP1 Cranbrook -Reconstruct11kv (Main Rd) Mains upgrade-Shakaskraal MVA DRIEFONTEIN INTAKE 10 Southern Section P1 Doesberg/Lindelanii Feeder Transformers BALLITOSUB Cooling Finnson2X33kV Hot Water LoadManagement Tredals Lot16line(P2) - OHL Blythdale BeachReconstr. Groutvill FeedersP2 New G.line-OverheadP2 (P2) Kearsney/Dendethu feeder Kearsney/SASA Dendetu village (Phase 3) Doesberg /LindelaniFeeder Tredals Lot16Line(Phase3) (Phase 3) Reconstruct OldFeederOHL Blythedale Beach Groutville Feeders(Phase4) Overhead (Phase3) New GuelderlandLine- (Phase 3) Kearsney/Dendetu Feeder Groutville /Cranbrookroad Northern Section Umhlali Sheffield-Salt Rock Ballito - Southern Section KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 23 23 ALL 22 11 &22 22 7 22 21/22 22 7 22,11 7 23 ALL 3/5/16/18 6 ALL 13 &26 26 11&12&15 3 27 1 17 3/5/16/18 13 &26 11 11 &1215 3 1/13/17/26/27 22 22 6 R1 500000 R3 000 R7 000 R4 000 R3 320840 R1 650942 R900 000 R3 000 R1 487763 R 1765000 R3 546000 R1 786000 R5 430000 R7 654000 000 R 12870 R7 897752 R800 000 R4 000 R9 600000 R 1866000 R1 543000 R1 650000 R1 779980 R 1972983 R1 780000 R1 450000 R 1972983 R845 564 R2 300000 R2 80000 R 2536692 R 2536692 R550 000 R19 902638 R257 000 R786 000 R700 500 R1 200000 UpgradeMVNetwork BALLITO SUB R 270,000 R 450,000 R 120,000 R 500,000 R 410,015 R 250,000 R 350,000 R 500,000 R 260,000 R 219,298 R 500,000 R 386,807 R 185,965 R 169,600 R 8,829,000 R16,220,685 R 291,930 R 1,200,000 R 4,300,000 R 291,228 R 298,398 R 298,398 R 292,105 R 298,398 R 225,000 R 225,000 R 350,000 R 150,000 R 350,000 R 400,000 R 450,000 R 450,000 R 250,000 R 10,120,457 R 50,000 R 300,000 R 300,000 R 650,000 R 0 R 0 R 0 R 0 R 434,616 R 265,000 R 275,600 R 530,000 R 0 R 0 R 0 R 0 R 1,505,216 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 238,500 R 371,000 R 159,000 R 371,000 R 424,000 R 477,000 R 477,000 R 2,517,500 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 460,693 R 280,900 R 292,136 R 561,800 R 0 R 0 R 0 R 0 R 1,595,529 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 252,810 R 393,260 R 168,540 R 393,260 R 449,440 R 505,620 R 505,620 R 2,668,550 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 488,335 R 297,754 R 309,664 R 595,508 R 0 R 0 R 0 R 0 R 1,691,261 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 267,979 R 416,856 R 178,652 R 416,856 R 476,406 R 535,957 R 535,957 R 2,828,663 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 517,635 R 315,619 R 328,244 R 631,238 R 0 R 0 R 0 R 0 R 1,792,737 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 0 R 441,867 R 189,372 R0 R 568,115 R 568,115 R 1,767,468 R 0 R 0 R 0 R 0 103

Chapter 9 Bogmore Switch Room - ES/077/2012 Installation of an 11kV Bus- 22 R1 800 000 R 300,000 R 0 R 0 R 0 R 0 Coupler ( Ward 4) Zimbali Switch Room Instal. ES/078/2012 of heaters within 11 kV 6 R700 000 R 120,000 R 0 R 0 R 0 R 0 Chambers ( Ward 22) Shakasrock sub - Install of Cable (33 kV) and Ganglinks ES/079/2012 22 R1 400 000 R 250,000 R 0 R 0 R 0 R 0 - Ring Switching capacity ( Ward 22) Link between Imbonini Sub ES/080/2012 22 R1 900 000 R 250,000 R 0 R 0 R 0 R 0 and Milton's feeder Replace Faulty 1 X 33 kV ES/081/2012 Breaker at Ballito Substation 6 R2 000 000 R 400,000 R 0 R 0 R 0 R 0 ( Ward 6) ES/082/2012 FOXHILL TAFFENI 22 R600 000 R 1,500,000 R 0 R 0 R 0 R 0 UPGRADE SUB STATIONS Northern Section R29 000 000 R 13,115,081 R 0 R 0 R 0 R 0 Upgrade Bilkis Street Switch ES/083/2012 17 R10 000 000 R 2,222,084 R 0 R 0 R 0 R 0 room Upgrade Hydrangea ES/084/2012 ALL R9 000 0000 R 2,222,084 R 0 R 0 R 0 R 0 Switchroom Replacement and Grading of ES/085/2012 ALL R15 000 000 R 3,856,667 R 0 R 0 R 0 R 0 protection relays (11kV) 2 km of 33 kV overhead ES/086/2012 Line between SAPPI and 15 R3 000 000 R 500,000 R 0 R 0 R 0 R 0 Lavoipierre sub 1 X 33 Breaker at Gledhow R 10 000 ES/087/2012 15 R 450,000 R 0 R 0 R 0 R 0 Substation 000 2 X 33 kV Ganglinks at ES/088/2012 15 R800 000 R 360,000 R 0 R 0 R 0 R 0 GledhowSub 1 X 33 Breaker at ES/089/2012 19 R900 000 R 450,000 R 0 R 0 R 0 R 0 Lavoipierre sub 1 X 33 Gang Links at ES/090/2012 19 R800 000 R 360,000 R 0 R 0 R 0 R 0 Lavoipierre sub. Convert Driefontein 33kV ES/091/2012 railway crossing to OHL 22 R2 000 000 R 550,000 R 0 R 0 R 0 R 0 crossing Replace 710 meter of 11kV 95mm sq PILC cable between ES/092/2012 19 R2 000 000 R 550,000 R 0 R 0 R 0 R 0 Lavoipierre Substation and Haysom Road Substation ES/093/2012 RMU at Lotus Road 17 R3 000 000 R 470,000 R 0 R 0 R 0 R 0 Install Transf with Concrete ES/094/2012 10 R500 000 R 150,000 R 0 R 0 R 0 R 0 cover at Albert Luthuli Centre Replace 315 kVA Mini - Sub ES/095/2012 16 R1 600 000 R 380,000 R 0 R 0 R 0 R 0 at Radiyat Road Replace 95mm2 PILC Cable ( ES/096/2012 11kV) at the Railway Crossing 3 R630 000 R 150,000 R 0 R 0 R 0 R 0 at New G Install of overhead Line Ring ES/097/2012 Circuit between New G and R1 000 500 R 450,000 R 0 R 0 R 0 R 0 Prince's Grant (11kV) Instal concrete transf at ES/098/2012 10 R700 000 R 150,000 R 0 R 0 R 0 R 0 Albert Luthuli Centre Upgrading of the substation ES/099/2012 ALL R700 000 R 394,246 R 0 R 0 R 0 R 0 - yards Southern Section Upgrading of Substations, ES/100/2012 ALL R4 956 482 R 394,246 R 417,900 R 442,974 R 469,553 R 497,726 Yards and Chambers Replacement and Grading of ES/101/2012 ALL R7 500 000 R 3,856,667 R 0 R 0 R 0 R 0 protection relays (11kV) Shakaskraal to Hilltop 33kV ES/102/2012 ALL R10 400 000 R 2,459,017 R 0 R 0 R 0 R 0 upgrade (Tender - C) BULK SUPPLIES ES/103/2012 Northern Section R296 629 859 R 51,147,931 R 16,848,617 R 13,080,361 R 122,055,172 R 85,541,296 Groutville Priority 1 ES/104/2012 Substation Expansion New 24 R25 000 000 R 13,403,056 R 0 R 0 R 0 R 0 33/11kV 10MVA S/S 104 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KwaDukuza CBD - Switch ES/105/2012 19 R18 800 000 R 7,875,375 R 0 R 0 R 0 R 0 room and feeders KwaDukuza Hesto - Switch ES/106/2012 19 R25 000 000 R 8,326,000 R 0 R 0 R 0 R 0 room and feeders Saunders Street 11kv ES/107/2012 19 R19 776 000 R 7,692,500 R 0 R 0 R 0 R 0 switchroom and feeders Saunders Street /Glenhills ES/108/2012 19 R8 000 000 R 2,571,000 R 0 R 0 R 0 R 0 11kV Feeder Cables Thembeni 11 kV Switchroom ES/004/2013 10 R14 000 000 R 0 R 5,821,772 R 0 R 0 R 0 and feeders Chantilly Siyembezi ES/005/2013 Substation Expansion New 3 R9 000 000 R 0 R 3,250,000 R 0 R 0 R 0 Switchroom and feeders Sappi - 33kV Switchgear ES/109/2012 Anti - Corrosion and Silicon 15 R2 000 000 R 500,000 R 0 R 0 R 0 Coating Glenhills Lavoipierre - ES/110/2012 19 R9 900 000 R 1,800,000 R 3,500,000 R 0 R 0 R 0 Replace 33kV Cable [6] Glenhills - Upgrade of 33kV ES/111/2012 19 R7 500 000 R 0 R 0 R 0 R 0 OHL (poplar) Tugela/Blythedale/ Doornkop Switching Station ES/001/2015 Contingency Establish new 11 R25 000 000 R 0 R 0 R 0 R 17,000,000 R 0 switching station at Tee off -ESKOM Addington Substation ES/001/2014 Development New 33/11kV 11 R17 600 000 R 3,300,000 R 0 R 7,500,000 S/S Industrial Substation, ES/112/2012 Upgrade Transfomers to 2 x 16 R13 200 000 R 1,800,000 R 0 R 0 R 0 R 0 10MVA 33kV Feeder Bay Refit - ES/113/2012 19 R7 000 000 R 0 R 0 R 0 R 0 R 0 Lavoipierre Substation Nonoti 33/11kV, 1 x 10MVA ES/002/2014 11 R25 000 000 R 0 R 0 R 949,533 R 17,091,589 R 949,533 Substation Establish Nonoti 33kV Turn in lines (2 x ES/003/2014 95mm XLPE - 9km) and 33kV 11 R31 000 000 R 0 R 0 R 1,458,089 R 26,245,600 R 1,458,089 Feeder Bays at Industrial Industrial Substation 3rd ES/004/2014 16 R11 900 000 R 0 R 0 R 459,898 R 8,738,063 R 0 10MVA Transformer Palm Lakes 33/11kV, 2 x ES/005/2014 10MVA Substation Establish - 22 R27 780 000 R 0 R 0 R 1,316,913 R 23,704,439 R 1,316,913 DEVELOPER Shakaskraal 33kV Feeder ES/002/2015 Bays for Palm Lakes - 7 R4 872 985 R 0 R 0 R 168,649 R 3,204,334 Developer Thembeni 33/11kV, 2 x 10MVA ES/006/2014 10 R27 818 461 R 0 R 0 R 1,395,928 R 25,126,705 R 1,395,928 Substation Establish New Dual Circuit 33kV Poplar ES/003/2015 OHL (5km Shakaskraal to 7//09/10 R8 028 506 R 0 R 0 R 0 R 401,420 R 7,626,986 Thembeni)

Groutville Priority One Chapter 9 ES/004/2015 Substation, Upgrade 24 R21 935 537 R 0 R 0 R 0 R 1,096,777 R 20,838,760 Transfomers to 2 x 20MVA New Dual Circuit 33kV ES/005/2015 Poplar OHL (3km Stanger to 15/24/26 R 4 817 044 R 0 R 0 R 0 R 240,852 R 4,576,192 Groutville Priority One) Glenhills Substation 3rd ES/006/2015 19 R 1 413 839 R 0 R 0 R 0 R 487,492 R 9,262,347 10MVA Transfomer Addington 33kV Turn in lines R 33 318 ES/007/2015 11 & 15 R 0 R 0 R 0 R 1,753,585 R 31,564,532 (2 x 185mm XLPE - 8km) 117 Stanger POS 33kV Feeder ES/001/2016 15 R189 494 R 0 R 0 R 0 R 0 R 189,494 Bays for Addington Tinley Manor 33/11kV, 2 x ES/002/2016 11 R2 061 400 R 0 R 0 R 0 R 0 R 2,061,400 20MVA Substation Establish Tinley Manor 33kV Turn in lines (2 x 185mm XLPE - 4km) ES/003/2016 11 & 22 R1 096 787 R 0 R 0 R 0 R 0 R 1,096,787 and 33kV Bays from Palm Lakes

105 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Gledhow Mill to Lavoipierre - ES/114/2012 Replace 300m of stolen 95mm 15 R800 000 R 380,000 R 0 R 0 R 0 R 0 Cable - KDM Southern Section R 68,020,571 R 21,175,646 R 22,223,747 R 21,777,906 R 18,994,350 Hilltop - Replace 2x33kV ES/006/2013 21 R 90,000 Gang Links New 10MVA (33/11kV ES/115/2012 Transformers and Breakers) 22 R38 000 000 R 30,190,504 R 0 R 0 R 0 R 0 Sheffield Substation 33/11kV Dukuza Intake Sub: ES/116/2012 Yard & Switching Station & 22 R42 000 000 R 16,914,354 R 21,085,646 R 0 R 0 R 0 Injection 11kV Cables from Sheffield ES/117/2012 22 R15 000 000 R 6,800,000 R 0 R 0 R 0 R 0 Sub to THE VILLAGE S/R Ballito old CBD 11KV ES/118/2012 6 R18 000 000 R 9,272,000 R 0 R 0 R 0 R 0 Switchroom and feeders Replace Faulty 1 X 33 kV ES/007/2013 Breaker at Ballito Substation 6 R3 000 000 R 0 R 400,000 R 0 R 0 R 0 ( Ward 6) - KDM Convert Driefontein 33kV ES/008/2013 railway crossing to OHL 7 R5 000 000 R 0 R 1,360,000 R 0 R 0 R 0 crossing Cartreff Substation Development New 33/11kV ES/008/2015 21 R17 879 713 R 0 R 0 R 0 R 895,786 R 17,019,927 S/S (Move Hilltop to new site - Dependant on Cartreff) Dukuza 132/33kV, 2 x 80MVA ES/007/2014 Bulk Supply Substation 22 R22 391 460 R 0 R 0 R 20,152,306 R 2,239,145 R 0 Establish - ESKOM Ballito Substation: Replace ES/004/2016 6 R360 906 R 0 R 0 R 0 R 0 R 360,906 33kV Surge Arresters Imbonini Substation 3rd ES/005/2016 10MVA Transformer (Use 22 R516 741 R 0 R 0 R 0 R 0 R 516,741 Transformer from Sheffield?) Sheffield Substation, ES/006/2016 Upgrade Transfomers to 2 x 22 R1 096 777 R 0 R 0 R 0 R 0 R 1,096,777 20MVA Shakaskraal 132/33kV Bulk ES/008/2014 Supply Substation, upgrade 7 R25 700 000 R 0 R 0 R 2,071,442 R 18,642,975 R 0 Transformers to 2 x 80MVA Ballito Main - Replace ES/119/2012 6 R2 000 000 R 450,000 R 0 R 0 R 0 R 0 3x33kV Cct.S - KDM Driefontein Single 33kv OHL ES/120/2012 22 R2 5000 000 R 4,393,713 R 0 R 0 R 0 R 0 Circuit Pole Replacement Northern Section R1 821 251 R 120,000 R 127,200 R 134,832 R 142,922 R 151,497 ES/121/2012 Pole Replacement - OHL ALL R338 226 R 60,000 R 63,600 R 67,416 R 71,461 R 75,749 Pole Replacement - Street ES/122/2012 ALL R640 626 R 60,000 R 63,600 R 67,416 R 71,461 R 75,749 Lighting Southern Section R676 451 R 120,000 R 127,200 R 134,832 R 142,922 R 151,497 ES/123/2012 Pole Replacement - OHL ALL R338 226 R 60,000 R 63,600 R 67,416 R 71,461 R 75,749 Pole Replacement - Street ES/124/2012 ALL R338 226 R 60,000 R 63,600 R 67,416 R 71,461 R 75,749 Lighting Electrification Projects ES/125/2012 KWADUKUZA INFILLS ALL R5 000 000 R 1,800,000 ES/009/2013 Nonoti Mouth (500 units) 11 R10 936 540 R 0 R 2,500,000 R 2,650,000 R 2,809,000 R 2,977,540 Groutville Priority 5 (1000 ES/010/2013 14/24 R9 800 500 R 0 R 2,500,000 R 2,650,000 R 2,809,000 units) Groutville Priority 1 Phase 2,3 ES/009/2014 14/24 R14 308 372 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 and 4 (3000 units) Groutville Priority 1 Phase 5,6 ES/010/2014 14/24 R14 30 8372 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 and 7 (3000 units) ES/009/2015 Ethafeni (850 units) 12 R9 813 972 R 0 R 0 R 4,764,064 R 5,049,908 Chief Albert Luthuli Rural ES/011/2013 9 & 12 R5 000 000 R 0 R 1,250,000 R 1,250,000 R 0 R 0 (1000 units) Shakaville Extension (150 ES/011/2014 5 & 18 R5 500 000 R 0 R 0 R 1,500,000 R 0 R 0 Units)

106 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Melville Gledhow Compound ES/012/2014 14/24 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 (1500 Units) ES/012/2013 Mgigimbe (500 units) 9 R2 575 000 R 0 R 1,250,000 R 1,325,000 R 0 R 0 ES/013/2014 Charlottedale (2000 units) 10 & 11 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 ES/014/2014 Thornhill (2300 units) 19 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 Groutville Priority 2 (1000 ES/013/2013 R7 990 800 R 0 R 2,500,000 R 2,650,000 R 2,809,000 R 0 units) Mbozamo Extension(272 ES/014/2013 5 & 18 R3 000 000 R 0 R 1,500,000 R 1,500,000 R 0 R 0 units) ES/015/2013 Rocky Park (1000 units) 16 & 19 R4 500 000 R 0 R 1,500,000 R 1,500,000 R 1,500,000 R 0 ES/015/2014 Etete Phase 4 (1800 units) 7 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 ES/016/2014 Etsheni/Njekane (1000 units) 11 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 ES/017/2014 Mnyundwini (1000 units) 9 R14 250 000 R 0 R 0 R 4,494,400 R 4,764,064 R 5,049,908 Eskom Area (not included in Council Budget. Use to Secure DoE Funding) ES/126/2012 Sokesimbone (1000 units) 1 R8 000 000 R 2,000,000 R 2,000,000 R 2,000,000 R 2,000,000 R 0 ES/127/2012 Nyathikazi (1000 units) 2 R8 000 000 R 2,000,000 R 2,000,000 R 2,000,000 R 2,000,000 R 0 ES/128/2012 Sakhamkanya (2000 units) 3 R12 000 000 R 4,000,000 R 4,000,000 R 4,000,000 R 0 R 0 Sakhamkanya Phase 2 (3000 ES/129/2012 3 R20 000 000 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 R 4,000,000 units) ES/016/2013 Driefontein (1500 units) 21 & 22 R8 000 000 R 0 R 4,000,000 R 4,000,000 R 0 R 0 Driefontein Wewe (1000 ES/018/2014 21 & 22 R4 000 000 R 0 R 0 R 2,000,000 R 2,000,000 R 0 units) Driefontein Phase 1 (5000 ES/007/2016 21 & 22 R4 000 000 R 0 R 0 R 0 R 0 R 4,000,000 units) Esenembe Human Settlement ES/019/2014 21 & 22 R12 000 000 R 0 R 0 R 4,000,000 R 4,000,000 R 4,000,000 Project (2000 Units) Private Township Projects (Refunds)

ES/017/2013 Northern Section R1 414 038 R 0 R1,107,017.54 R 307,017.54 R 0 R 0 Prince’s Grant – Electricity ES/018/2013 3 R 800 000 R 0 R 800,000.00 R 0 R 0 Reticulation Doctorskop : Phase II : ES/019/2013 16 R 614 036 R 0 R 307,017.54 R 307,017.54 R 0 R 0 Extension 31 R ES/020/2013 Southern Section R7 035 069 R 0 R614,035.09 R 0 R 0.00 6,421,052.63 ES/021/2013 Avondale 6 R 307 018 R 0 R 307,018 R 0 R 0 R 0 ES/022/2013 Zimbali 22 R 614 036 R 0 R 307,018 R 307,018 R 0 R 0 Extension 5 Ballito (Seaward ES/023/2013 6 R 614 036 R 0 R 307,018 R 307,018 R 0 R 0 Estate) Ballito Business Park PH-1, ES/024/2013 6 R5 500 000 R 0 R 5,500,000 R 0 R 0 R 0 PH2, &PH3 Chapter 9

107 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 9.11. Sports and Recreation programmes regardless of gender, ethnicity and Backlogs race. KwaDukuza municipality regards sport as an important contributor towards building a social It is important to note that KwaDukuza cohesion as well as a social capital among municipality shall integrate sport development young people and adults within communities to its youth development programme. Sport is generally used as an attractive activity for young of KwaDukuza area. Like in all communities people, and it is often used as a draw card to around the globe, KwaDukuza municipality has recruit children and young people to health and over the years used sport as a practical tool to education programmes, and it is the intention unite, organize, mobilize and engage the young of KwaDukuza to use sport a tool to promote people in their communities through sporting healthy living styles and for fighting diseases events, resulting in higher levels of participation, such as tuberculosis and HIV & AIDS. Sport leadership, community engagement and altruism will therefore be used as a means to deliver among young people. Sport has further been educational messages to both participants used to bridge the gender, ethnical and racial and spectators. This will therefore require that divides amongst the people of KwaDukuza KwaDukuza municipality completes strengthens through offering equal opportunities to sport its HIV & AIDS policy amongst other things.

Indoor Center Outdoor Combo Football /Rugby Athletics Cricket Oval Swimming Pool School sports (Basketball, Court (Netball, Fields (Compacted (Standard/ facilities Badminton, Volleyball, Track) Heated) Gymnastics, Basketball, Boxing, Table Tennis Etc.) Tennis Etc.) KwaDukuza Darnall KwaDukuza KwaDukuza Shakaskraal Ward 12 – Nonhlevu High Central Sokesimbone Recreational Recreational EThembeni School Sakhamkhanya Grounds Grounds Etete Iziphozethu Nyathikazi (Upgrade Shakaskraal KwaDukuza CBD High School Lindelani Sokesimbone Driefontein (Combo Court Shakaville Darnall Madundube/ and Netball Mdoniville (Upgrade) Ashville Court) Stanger Manor Sakhamkhanya Darnall Primary Glenhills Nyathikazi School Sports Ntshawini Lindelani Complex Chris Hani (Upgrade) Aldinville Shakaville Etete (Upgrade) Shayamoya Mdoniville Shakashead Glenhills Driefontein Chris Hani Madundube/ Aldinville Ashville Etete Shayamoya Rocky Park Madundube/ Ashville Gledhow Rugby Field (Upgrade) Nkobongo

108 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 of factors that make the addressing of housing of addressing the make that factors of number are there but concerned, provision is the housing as of far as in done been has lot A vibrant jurisdiction. building of area its throughout at communities committed is KwaDukuza 5 000:foroldagerentalaccommodation. residential units; community and housing social both for 000: 10 16 000:foraffordablehousing; 37 000: increased. sitting at68000.Thisnumberismadeoutof: is significantly KwaDukuza in backlog housing total the that not is KwaDukuza Housing Demand Database suggests delivery if thereafter dramatically increase and years, 15 10- of period a over remain will backlog the then pace, current its at continues delivery housing If sizes, itleadstoasituationwheredemandsfornewhousingunits areeverincreasing. natural growth in the area is in the region of 4%, and together with relatively small average household The units. 9000 approximately of delivery the finalizing of process the in is Municipality the but units, 000 37 is KwaDukuza in backlog housing income low current The opportunities. job and housing both from other parts of the Ilembe district find it to their advantage to settle within KwaDukuza in pursuit of people most that reason this of because is It district. Ilembe the of hub economic the is KwaDukuza 9.12. HousingBacklog for lowincomehousing; KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ▪ ▪ is Municipality faced withinsfarashousingisconcerned: KwaDukuza the of that some are challenges following The over. from far ▪ ▪ o eoe ratv i poiig decent providing living conditionsforthesepeople. in proactive become to Municipality This KwaDukuza necessitates conditions. then squalor very in living are people these instances, most In etc. roads, without providing so basic generating do services like landowners water, income sanitation, These an activity. as farming shack prices. regarded have who high landowners, are There extremely for asking are cases where land is available, the landowners There is a scarcity of land to build houses or in 109

Chapter 9 To service just the current projects on the human settlement programme will require the following financial injections: Land acquisition = R59 million rand over the next 4 to 5 financial years; and Bulk, link and internal reticulation services to the value of over R2.5 billion rand. This equates to approximately R69 000 per low income housing unit at today’s prices. It is especially notable how big the component of Municipal Contributions is in this equation.

The current anticipated housing supply rate of KwaDukuza Municipality is expressed in the information provided in the table and graph below for each of the categories of low income and affordable human settlement that qualify for assistance in terms of the Integrated Human Settlement Policy and FSC Policies of Government.

Housing Housing Affordable supply Rural Housing Year supply low Old Age / Middle affordable Supply income Income income 2012 3053 600 125 2013 4100 872 2014 5700 1050 200 2015 3700 1050 200 600 2016 3800 1950 200 600 2017 2700 1750 100 500 2018 2200 1600 400 2019 1600 1400 295 2020 1100 1200 2021 500 1100 2022 200 1100 2023 500 Total 29373 14340 250 500 2595

110 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 HS/O21/2012 HS/O20/2012 HS/O19/2012 HS/O18/2012 HS/O17/2012 HS/O16/2012 HS/O15/2012 HS/O14/2012 HS/O13/2012 HS/012/2012 HS/011/2012 HS/01O/2012 HS/O09/2012 HS/O08/2012 HS/O07/2012 HS/O06/2012 HS/O05/2012 HS/O04/2012 HS/O03/2012 HS/O02/2012 HS/O01/2012 HUMAN SETTLEMENT IDP NO. 1 19 3 3 8 8 11 9 22 27 14 5 20 5 5 11 12 21 15 11 10 WARD Insitu-Upgrade Insitu-Upgrade Insitu-Upgrade Slum Clearance Slum Clearance Insitu-Upgrade Insitu-Upgrade Insitu -Upgrade Slum Clearance Insitu-Upgrade Slum Clearance Slum Clearance Slum Clearance Insitu-Upgrade Insitu-Upgrade Insitu-Upgrade Chris Hani Insitu-Upgrade. Insitu-Upgrade OBJECTIVE STRATEGIC Phase 1 khanya Sakham- Rocky Park Nyathikazi Mouth Nonoti P2 Nkobongo P1 Nkobongo eTsheni Njekani/ (Priority 5) Mnyundwini Park Mellowood Madundube Lloyds KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Lindelani 4 Etete Phase Extension 46 Extension 36 ority 2) Njekani (Pri- ETsheni, Ethafeni Driefontein Chris Hani dale Charlotte- Aldenville PROJECT R76 841600 R148 443160 R79 390000 R39 780000 R 40000 R 2400 015.00 R85 231 280.00 R93 201 000.00 R39 674 120.00 R82 863 920.00 R95 096 R408 400.00 680.00 R75 590 R16 000 R4 000 935.00 R99 205 960.00 R110 973 920.00 R95 096 040.00 R66 772 R827 90000 BUDGET Transfers Houses and Services Planning Transfers Houses and Transfers Houses and Services Planning Transfers Transfers Transfers Houses and Services Transfers Houses and Services Transfers Houses and Services Planning Transfers Houses and Services Planning Transfers Houses and Services Planning Transfers tions and Connec- Transfers Houses and Services Planning Transfers Transfers transfers Houses and Services Houses Transfers Houses and Services Planning Transfers Houses and Services Planning Transfers Houses and Services Planning Houses KPI R12 662060 R32 975340 R6 181520 R16 751600 R40 000 R 2400 R42 606600 R48 599280 R11 081000 R6 181520 R20 090800 R408 400 R7 930640 R16 000 R4 000 R48 599280 R4 926605 R27 977600 R20 090800 R2 514440 2012/13 SHORT TERM R30 943320 R17 011800 R13 750840 R22 628400 R30 943320 R30 943320 R17 011800 R15 980480 R28 997160 R0.00 R17 655960 R36 936000 R28 997160 R28 997160 R12 255960 2013/14 MEDIUM TERM R33 076220 R9 800020 R32 940880 R 400000 R11 361095 R13 338680 R11 341200 R21 006920 R28 997160 R0.00 R28 997160 R13 350655 R28 997160 R28 997160 R28 997160 2014/15 LONG TERM R160 000 R456 000 R26 516760 R0.00 R 320000 R 320000 R 240000 R39 694200 R17 011800 R0.00 R21 006920 R 320000 R25 002040 R17 011800 R23 004480 2015/16 111

Chapter 9 HS/O22/2012 18 Consolidation Senzangak- R3 336 940 Services R1 701 180 R1 587 760 R48 000 R0.00 (Insitu-Upgrade) hona Houses and transfers HS/O23/2012 4 Slum Clearance Shakashead R357 084 Houses R357 084 R0.00 R0.00 R0.00 Phase 1 HS/O24/2012 4 Slum Clearance Shakashead R1 376 192 Houses and R816 192 R 560 000 R0.00 R0.00 Phase 2 Transfers HS/O25/2012 23 Slum Clearance Shayamoya R308 472 Houses and R308 472 R0.00 R0.00 R0.00 Phase 2 Transfers

HS/O26/2012 19 Old Age R 600 000 Mainte- R150 000 R 150 000 R 150 000 R 150 000 Home nance and Repairs HS/O27/2012 18 Hostels R600 000 Mainte- R150 000 R 150 000 R 150 000 R 150 000 nance and Repairs HS/O28/2012 Capacity R400 000 Empowering R100 000 R 100 000 R 100 000 R 100 000 Building Communi- ties. HS/O29/2012 1 Rural Insitu- Sokesim- R39 754 120 Planning R18 064 080 R19 847 100 R 18 429 400 R 0.00 Upgrade bone Services and Houses HS/O30/2012 13 Slum Clearance Steve Biko R6 400 Transfers R6 400 R0.00 R0.00 R 0.00 Phase 1 HS/O31/2012 13 Slum Clearance Steve Biko R34 856 600 Planning R2 186 400 R3 995 120 R11 663 280 R17 011 800 Phase 2 Services HS/O32/2012 18 Slum Clearance Monkey R83 413 000 Houses and R2.5 million R2 300 000 R11 701 500 R23 243 500 town Transfers HS/O33/2012 12 Green field Mvoti Toll R83 413 000 Land R2 300 000 R11 701 500 R23 843 500 R28 855 000 Acquisition Planning Services Houses and Transfers HS/O34/2012 25 Insitu upgrade Ohlange R125 119 500 Land R8 400 000 R23 000 000 R11 701 5000 R23 243 500 Son Sauci Acquisition Planning Services Houses and Transfers HS/O35/2012 9 Insitu upgrade Myundwini R83 413 000 Land R2 300 000 R23 000 000 R23 000 000 R28 855 000 Extention Acquisition Planning Services Houses and Transfers HS/O36/2012 3 Insitu upgrade and KwaTwele R83 413 000 Land R5 500 000 R23 000 000 R11 701 500 R23 243 500 slums clearance Acquisition Planning Services Houses and Transfers HS/O37/2012 11 Community resi- Gledow Land R2 500 000 R180 000 R1 825 434 R4 501 380 dential units Compound Acquisition Planning Services Houses and Transfers

112 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 113

Chapter 9 114 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 10 Financial Planning & Budget

115 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 10: Financial Planning & Budget

10.1. Introduction ▪▪ Higher fuel prices The five year plan reflects the municipality’s ▪▪ Higher unemployment rate ongoing effort to provide the highest quality of ▪▪ Global Recession service in daily operations. Thus the municipality recognized that in order for the services to be Your attention is drawn to the section “Significant provided at the best level possible the Integrated Uncertainties”, as contained in the Council item, Development Plan (IDP) must be linked to a in which fuel prices are stated as an uncertainty. financial plan. Furthermore, it was recognized that without the financial plan, the IDP would ▪▪ Zero-based and incremental budgeting for be incomplete since the financial plan will 2012/2013 give an indication of the financial ability of the municipality. `` Zero-based budgeting is defined as a process where every department The financial plan together with the IDP is function is reviewed comprehensively reviewed annually as per S21 of the Municipal and each expenditures must be Finance Management Act no 32 of 2000 and in approved, rather than increased terms of S34 of the Municipal Systems Act no. 32 of 2000 taking into account the realistic revenue `` It requires the budget request to be and expenditure projections for future years. justified in complete detail by each This annual review is as a result of the relevant department rather than just increasing regulations and the financial commitments and its expenditure from the previous year priorities which differ from year to year. ▪▪ Property rates increase of 10.2. Operating and Capital Budget `` 8% in 2013/2014 Estimates `` 9% in 2014/2015 The five year financial plan includes an Operating Budget and the Capital Investment Programmes ▪▪ Effect of ring-fencing of the Electricity per source of funding for the Medium Term Services Revenue and Expenditure Framework ending June 2017 (5 years starting from 2012/2013 ▪▪ Electricity tariffs for Revenue are based on to 2016/2017). The estimates are guided by a submissions lodged with NERSA and the National Treasury Gazette and Priorities from IDP municipality is still awaiting approval of the taking into account the 2011 Municipal Lekgotla. tariff structure. Overall, the Council proposes a range of increases between 11,5% - 15% in 10.3. Budget Assumptions: the Electricity tariffs. In the compilation of the Draft MTREF, the following influencing factors were taken into ▪▪ The municipality will not be implementing account: the inclining block tariff structure.

• Normal inflationary increases and ▪▪ Bulk purchases for electricity has increased economic pressures, especially: by 15% in 2012/2013 due to Eskom’s tariff increase

116 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ 10.4. ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ h mncplt i al t miti its maintain to able current highdebtcollectionrates. is municipality The 11,78% The average long-term cost of borrowings is budget year. the during KDM the of functions and powers There will be no changes made to the present severe to due budgetary constraints. implemented be cannot organogram current the to revisions Major the CouncilofKDMoverMTREF within remains function Care Health Primary and ProvincialGovernment National the with programmes Partnership 57 employees staff Section all MSA including costs, for remuneration increase 7,5% a for Provision Refuse removaltariffincreasesasfollows duration oftheMTREF over licence will municipal the electricity under continue of distribution and Supply h rp-ae a saiie ad has and stabilized has repo-rate The general and investor reallocation demand commodity Strong oil prices Increasing fuel prices, with high Brent crude There isaslowrecoveryfromtherecession ` ` ` ` ` ` ` ` Significant ExternalFactors a 11,36%costrecovery. represents This 817. 004 11 R to amount R1 205 000 whilst expenditure for Clinics mere is a 2012/13 Subsidy for Health the of terms in made allocation provincial however,mentioned, the be that must It 8% in2014/2015 7% in2013/2014 10% in2012/2013 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 10.6 the and 2009 National Treasury April CircularNo.58and59. 17 on published 32141 No. Gazette Government in gazetted as Regulations prepared been have according to the Municipal Budget hereto and Reporting attached the years, for budgets capital 2012/2013 financial year, and the two subsequent and operational the MFMA, the of 16, Section 4, Chapter of terms In 10.5 by thecouncil: approved been have benchmarks Performance following The Key for Indicators Benchmarks 1- Table GRAP standards. The MTREF is in line with the requirements of the ▪ ▪ ▪ ▪ ▪ ▪ Fixed CostCoverage Salary &BulkPurchasesCoverage Staff Costs Creditors Test Cash FlowtoTotal Debt Long-term Assets Total Long-termDebtasa%ofTotal Revenue Capital CostBurden Debt Ratio Average Collection Period Debtors’ Movement Cash-funded Short-term Debtasa%ofRevenue Long-term Liabilities Cash CoverageoftheShort-termportion Current Ratio GDP estimates for the duration of the MTREF duration oftheMTREF the for Electricity is consumption Household Currency fluctuations probably bottomedout. Alignment withGRAP Forecasting Budget Projections Basis AndMethodologyFor 6 times 1200 % 35 % 30 days 48 % 25 % 15 % 25 % 60 days 0 % 160 % 16,6 % R 2000 2:1 Benchmarks KDM 117

Chapter 10 10.7 Budget Estimates: The KwaDukuza Municipality budget was prepared in terms of Chapter 4, section 24 of the Municipal Finance Management Act, no 56 of 2003.

Table 2 Operating Budget Estimate for a 3 year period starting from 01 July 2012 to 30 June 2015:

2012/13 Medium Term Revenue & Expenditure Description Ref Framework Budget Year Budget Year +1 Budget Year +2 R thousand 1 2012/13 2013/14 2014/15 Revenue By Source Property rates 2 233,999 253,521 277,612 Property rates - penalties & collection 6,200 6,696 7,232 charges Service charges - electricity revenue 2 487,893 556,632 619,985 Service charges - water revenue 2 – – – Service charges - sanitation revenue 2 – – – Service charges - refuse revenue 2 42,588 45,569 49,215 Service charges - other 390 421 455 Rental of facilities and equipment 1,515 1,634 1,762 Interest earned - external investments 16,649 18,896 21,351 Interest earned - outstanding debtors 1,700 1,836 1,983 Dividends received – – – Fines 3,418 3,760 4,060 Licences and permits 7,016 7,508 8,164 Agency services – – – Transfers recognised - operational 97,470 83,507 89,653 Other revenue 2 35,565 36,897 39,746 Gains on disposal of PPE – – – Total Revenue (excluding capital transfers 934,405 1,016,877 1,121,218 and contributions) Expenditure - Standard Governance and administration 128,270 136,949 143,572 Executive and council 59,801 62,964 66,531 Budget and treasury office 36,451 39,344 39,995 Corporate services 32,018 34,641 37,047 Community and public safety 162,564 172,305 184,385 Community and social services 18,165 18,857 20,007 Sport and recreation 51,158 54,438 58,847 Public safety 72,546 76,951 82,048 Housing 5,532 5,925 6,337 Health 15,163 16,134 17,146 Economic and environmental services 109,431 97,086 105,788 Planning and development 32,127 33,060 35,160 Road transport 77,304 64,026 70,628

118 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Budgeted CapitalExpenditurebyvote,standardclassificationandfunding Table 3:CapitalBudget Estimate–Fundingbystandardclassification2012/132014/15 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ IDP priorities: following the on based outputs and outcomes as well as Council of priorities and objectives In line with the 2011/2012 budget, the 2012/2013 final budget focuses on the long and short term The operatingbudgetreflectsanoverallsurplusonoperationsofR39847for2012/13. ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Capital Expenditure-Standard R thousand Public safety Sport andrecreation safety Community andsocialservices public and Community Corporate services Budget andtreasuryoffice administration Executive andcouncil and Governance Surplus/(Deficit) Transfers recognized-capital Surplus/(Deficit) fortheyear Total Expenditure-Standard Other Waste management Waste watermanagement Water Electricity services Trading Environmental protection Environmental Management Spatial Analysis Safe andSecureEnvironment Good GovernanceandPublicParticipation Municipal FinancialViability andManagement Local EconomicDevelopment(LED) Municipal InstitutionalDevelopmentandTransformation Basic ServiceDelivery Vote Description KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 3 4 Ref 1 1 40 93,624 93,664 934,365 – 56,556 – – 477,544 534,100 – Outcome Audited 2008/9 Framework 2012/13 MediumTerm Revenue&Expenditure 24 73,078 73,102 1,016,853 – 61,115 – – 549,399 610,514 – Budget Year 2012/13 5,706 14,341 17,079 66,950 3,700 200 20,572 24,472

Budget Year +1 22 76,284 76,306 1,117,912 – 65,245 – – 618,922 684,167 – 2,550 2013/14 3,800 42,450 3,600 – 6,000 9,600 6,100 Budget Year +2 2014/15 238 8,892 30,238 1,800 7,092 – –

119

Chapter 10 Housing 29,825 30,000 –

Health – – –

Economic and environmental services 175,918 84,230 30,000 Planning and development 500 300

Road transport 175,418 83,930 88,194

Environmental protection – – –

Trading services 177,076 38,374 88,194 Electricity 175,976 35,074 –

Water – 51,821

Waste water management – 51,821

Waste management 1,100 3,300 –

Other Total Capital Expenditure - Standard 3 444,416 174,654 179,145

Funded by: National Government 87,224 73,078 76,284 Provincial Government 4,650 – – District Municipality – Other transfers and grants Transfers recognised - capital 4 91,874 73,078 76,284 Public contributions & donations 5 – Borrowing 6 193,566 27,619 68,587 Internally generated funds 158,976 73,958 34,274 Total Capital Funding 7 444,416 174,654 179,145

Figure 1: IDP strategic objective and the capital budget – 2012/13

Table 4 - TOTAL MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK MTREF 2013 TO 2015 CAPITAL OPERATING TOTAL Vote Description R'000 % R'000 % R'000 Governance and administration 42,964 5% 408,790 13% 445,754 Community and public safety 139,638 18% 519,254 17% 659,692 Economic and environmental 348,392 44% 312,305 10% 666,697 services Trading services 267,271 33% 1,824,080 60% 2,100,035 TOTAL 798,215 100% 3,064,430 100% 3,862,645

The above table reflects the total 3 year Budget to fund the Medium Term Framework of the Municipality based on the strategic objectives.

120 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Table 5:Budgeted FundingperDepartment–2012/13 public safety. and recreation and sports services, social and community Housing, for earmarked is which 17% allocated are Safety Public and Community municipality. the of plan Master Electricity On the above graph, 54% of the budget is allocated to funding the Roads Master plan and the Figure 2:TOTAL MEDIUMTERMREVENUEANDEXPENDITUREFRAMEWORK Expenditure byVote Revenue byVote Vote 1-MunicipalManager Vote 2-CorporateServices Vote 3-Finance ning Vote 4-EconomicDevelopmentandPlan Vote 5-MunicipalServices Vote 6-Technical Services Vote 8-CorporateGovernance Total Funding to be appropriated be to KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17

26 47,553 260,761 8,628 75,856 539,538 24 934,405 OPERATING REV AND GRANTS R'000

20,000 – – 34,475 – 37,399 – 91,874 GRANTS R'000 Budget Year 2012/13

15 2,850 200 1,516 28,627 149,855 2,850 158,976 INTERNAL FUNDING R'000 CAPITAL

– 1,500 – – 2,186 189,880 – 193,566 FUNDING R'000 LOAN

20,015 4,907 200 35,991 30,256 378,884 1,150 444,416 EXCLUDING GRANTS CAPITAL R'000 121

Chapter 10 10.8 Debt Management Framework Table 3: Debt Management Framework from 2010:2012

KDM’s anticipated borrowings over the MTREF are as follows:

2012/2013 R 194 million 2013/2014 R 27,6 million 2014/2015 R 68 ,6 million

10.9 Grants Some of the KwaDukuza Municipality’s objectives are funded in the form of grants and subsidies. The Division of Revenue Bill outlines the equitable division of revenue raised nationally among the national, provincial and local spheres of government for the 2012/13 financial year onwards.

Table 4: Division of Revenue Act Allocations (DORA) from 2012:2013 Below are grants which have been allocated to KwaDukuza Municipality by National, Provincial Treasury and other Government departments. Housing Grant can only be claimed when all housing related processes are met. Included are grants which rolled over from the 2011/12 financial year which approval from National Treasury should be obtained.

TABLE 5 NOT AVAILABLE?

Table 6 – Transfers and Grants Receipts Supporting Table SA18 Transfers and grant receipts

2012/13 Medium Term Revenue & Expenditure Frame- Description work REF Budget Year Budget Year +1 Budget Year +2 R thousand 2012/13 2013/14 2014/15 RECEIPTS: 1, 2 Operating Transfers and Grants National Government: 95,949 80,563 86,548 Local Government Equitable Share 72,649 77,913 83,848 Municipal Systems Improvement 800 900 950 Finance Management 1,500 1,750 1,750 EPWP Incentive 1,000 – – NDPG Operational MIG Transfer to Ilembe 20,000 Provincial Government: 1,521 3,444 3,605 Health subsidy – – – Provincialisation of Libraries 1,281 2,690 2,838 Museum subsidy 134 143 151 Community Library Services Grant 106 111 116 Operational support for thusong Centre – 500 500 District Municipality: – – – [insert description]

Other grant providers: – – – Rates, Museum and Libraries Total Operating Transfers and Grants 5 97,470 84,007 90,153 Capital Transfers and Grants National Government: 43,399 43,078 46,284 Municipal Infrastructure Grant (MIG) 15,149 37,078 39,222 Neighbourhood Development Partnership 20,000 6,000 7,062

122 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 TOTAL RECEIPTSOFTRANSFERS&GRANTS Total CapitalTransfers andGrants Rates, MuseumandLibr Other grantproviders:

[insertdescription] District Municipality: Roads -P445 Rehabilitation ofKwaDukuzaMuseum Provincial Security-MPCC CRU Programme Sports &Recreation Provincial Government: INEP Electricity DemandSideManagementGrant

KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17

5 189,344 91,874

–

– 16,000 4,500

29,825 150 50,475

8,000

157,085 73,078

–

– – –

30,000 – 30,000

–

166,437 76,284

–

– – –

30,000 – 30,000

–

123

Chapter 10 10.10 Financial Strategy municipality is financially disciplined. They want The financial policy of KwaDukuza Municipality is to to see that their investments will be protected and provide a sound financial base and the resources then obviously profitable. This includes adherence necessary to sustain a satisfactory level of the to statutory requirements, the assurance that municipal services for the community of KwaDukuza. the financial statements are prepared timeously It is the goal of the Municipality to achieve strong and a good record of unqualified reports. Indeed financial position with the ability to withstand local KwaDukuza Municipality has displayed all of these and regional economic impacts, adjust effectively and for five years in a row has produced financial to the community’s changing service requirements, statements which has led to six unqualified reports and manage the municipality’s budget and cash (2005/06, 2006/07, 2007/08, 2008/09, 2009/10 AND flow to the maximum benefit of the community and 2010/11). This Municipality is confident that for the provide high level of protective services to assure 2011/12 financial year as well they will indeed be public health and safety. going for another unqualified report. The municipality has been rated number one in the country within KwaDukuza Municipality’s financial policies will municipalities for a strong and sustainable financial address the following goals: viability for the year 2011/12.

▪▪ To keep the municipality in a fiscally sound position in both long and short term; 10.11.3. Financial Framework ▪▪ Maintain sufficient financial liquidity through The following are the financial resources for regular reviews and adjustments to meet normal operating and capital budget for the 2012/13 operating and contingent obligations; financial year: ▪▪ Apply credit control policies which maximizes Operating budget: Revenue collection while providing relief for the indigent; ▪▪ Property Rates and ▪▪ Property Rates – penalties imposed and ▪▪ Credit policy that recognizes the basic policy of collection charges customer care and convenience. ▪▪ Service charges – electricity revenue ▪▪ Maintaining existing infrastructure and capital ▪▪ Service charges – refuse revenue assets. ▪▪ Service charges - other ▪▪ Rental of facilities and equipment 10.11. GENERAL STRATEGIES ▪▪ Interest earned – external investments ▪▪ Interest earned – outstanding debtors 10.11.1. Social Responsibility ▪▪ Fines The social responsibility focuses on the ▪▪ Licenses and permits empowerment and transformation of the public. For ▪▪ Transfers recognized – operation example when the municipality is awarding tenders, ▪▪ Other revenue they will enter into agreements with suppliers/ ▪▪ Gains on disposals of PPE partners who will demonstrate a significant and continuing contribution to the empowerment of the Operating budget: Expenditure previously disadvantaged local communities. ▪▪ Standard Classification ▪▪ Executive and council A customer complaint, suggestions and compliments ▪▪ Budget and treasury office programme that was introduced in the 2007/08 year ▪▪ Corporate services is still running and is consistently monitored. This ▪▪ Community and social services is to ensure the municipality is reaching out to its ▪▪ Sport and recreation community in every possible way. ▪▪ Public safety ▪▪ Health ▪▪ Planning and development 10.11.2. Increasing the Level of ▪▪ Road transport Confidence in Investors ▪▪ Electricity For any investors to have their monies invested ▪▪ Waste management in any area, they need to see the ability that the

124 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ▪ ▪ ▪ ▪ the Municipality’s positionmoreaccurately. illustrate will funds of resources the of Knowledge the 2012/13to2014/15financialyears. for received be will that Government National from Revenue Act (DORA) has laid to out the level of funding of Division The transfers, functions. its out carry to it enable intergovernmental and own its operations both from revenue, of has municipality sources the adequate that importance vital of is It 10.11.3.1. ▪ ▪ ▪ ▪ Capital budget: ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Municipality shouldbetreated, equitablyby of services.Inthesameway thatKwaDukuza fairly andjustlywhenitcomes totheprovision KwaDukuza Municipalitymusttreatpeople Equity andRedistribution its accountability. Government Turnaround Strategy toenhance KwaDukuza shouldalsorefertotheLocal produced withinacceptabletime-frames. is criticalthattheaccurateinformation be opentothepublicparticipation.Also,it process andotherfinancialdecisionsshould they dowiththoseresources.Thebudget people whoprovidetheresources,forwhat KwaDukuza Municipalityisresponsibletothe Governance Accountability, Transparency andGood basic services. costs sothattheycanhaveaccesstoatleast cannot evenpayforaquarteroftheirservice need tobemadeavailabletheindigentwho should beaffordable.However, subsidies expenditure. Servicesprovidedatalllevels is balanced–revenuegreaterthanthe The municipalityshouldensurethatthebudget Sustainability audited information. currently sittingataratioof1.8basedonthe be healthy. Atthemomentmunicipality is current ratioofmorethan2:1isconsideredto assets asaproportiontocurrentliabilities.A will beusedwhichexpressesthecurrent standing ofthemunicipality, acurrentratio of theorganization.To assessthefinancial long-term survivalandgoodmanagement Cash managementiscrucialfortheshortand Cash/Liquidity Position Other FundingSource External Funding(Loans) Internal Funding(CouncilFunding)and Grant funding/Publiccontributions Certainty Revenue Adequacyand KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 GRAP/GAMAP requirements. of terms in register asset complete a of production the and system this of maintenance the system, the onto assets all of capture the include also will This system. management asset integrated suitable the of implementation and identification investigation, asset computerized management software utilizing and already in the process of is Municipality The standards. GRAP/GAMAP and MFMA the with compliance full ensure to 2011/12) (being year financial this the of end at clerks asset two and accountant asset the with comply we ensure required standards. The municipality plan to to appoint review a for in called only are consultants and Municipality KwaDukuza by is in-house done This now is year. towards that process financial ongoing an every starts January of verification end the asset and process review register asset the of status The of. disposed be and can they that so assets unutilized the all identify asset to implemented municipality the for need the a fully is There functional. that is system ensure management must Municipality The 10.12. AssetManagementStrategies ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ in placealready: significant more the of programmes that have been identified and some some are are following The 10.13. FinancialManagementStrategies ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ the provisionofservices. are inlinewiththeIDPasbeingreviewedfor KwaDukuza mustensurethatredistributions it comestotheinter-governmental transfers. the nationalandprovincialgovernmentwhen Management ofprepaiddata base Undertake tariffstudy & management billing consumer for technology modern of Use Updating ofFixedAssetsRegister Set upRevenueProtectionUnit Compile meterauditcoverageplan(MACP) Maintaining oftheA3creditrating Financial ManagementInternshipProgramme of KwaDukuza. cost effective and efficient service ensure to the community will to this skills required – the obtain training help care Customer e.g. staff other and finance of development Trainingand accounting and policies andprocedures asset of update and Review in relationofGRAP/GAMAP process internal of implementation and Review Budget andcommunityconsultationprocesses 125

Chapter 10 10.13.1. Borrowing Costs monthly control and be reported to Council with Maximum average borrowings ratio is 11.66 % recommendations of action to be taken to achieve inclusive of projects for the next three years. The the budget’s goals. The budget is also subject to funding is earmarked for 2 directorates with a a mid-term review which might result in a revised funding of approximately R58m in respect of the budget, thereby resulting in the adjustments budget, upgrade of roads in all 27 Wards’ roads to implement which is in terms of S28 of the MFMA. Unfinished the Roads master plan in the civil department. The capital project budgets shall not be carried forward amount of R145, 6m is for Technical Services’ and to future fiscal years unless the project expenditure it will be used for electricity infrastructure upgrade is committed or funded from grant funding, which in terms of the electricity master plan and R3m will require the rolling over of those funds together earmarked for council fleet in Municipal services. with the project. For the next three years the total for external loans will be R 485,198 million according to the IDP and the 10.14.2. Credit Control Policy MTREF and internal funding will be approximately This policy together with the relevant work R385 m on capital allocation. procedure manuals provides direction in areas of credit control, collection of amounts billed to 10.13.2. Budgets customers, procedures for recovery of arrear National Treasury has published draft budget accounts. KwaDukuza Municipality approved the regulations in accordance with the relevant credit control in February 2008 and amended Credit provisions of the MFMA and this too will result in the Control Policy has to be tabled to council annually. organogram changes of finance directorate in order to effectively deal with these budget regulations, The principles supported in this policy are: which KwaDukuza Municipality must comply with ▪▪ An administrative integrity of the municipality during the 2010/11 financial year. KwaDukuza must be maintained at all costs. The Municipality complied with the National Treasury democratically elected councilors are Budget and Regulation formats introduced in responsible for policy making, while it is the 2010/11. responsibility of the Municipal Manager to ensure the execution of these policies. 10.13.3. Financial Statements ▪▪ Consumers are required to fill in an application With effect from 2008/09 financial year, KwaDukuza form, requesting the municipality to connect Municipality as a High Capacity Municipality has to them to service supply lines. fully comply with the standards of GRAP. In order to show effective compliance with these and other 10.14.3 Indigent Policy standards will also necessitate an amendment The criterion for benefits under this scheme is part to the finance organogram. There is a continued of the credit control policy. An indigent is kept up to training on the GRAP to keep up with the standards. date in a form of a monthly register and a separate indigent policy has been developed in line with this. 10.14. Financial Management The survey forms to qualify for the indigent support must be completed annually. The Municipality may Policies annually as part of its budgetary process, determine the municipal services and levels thereof which will 10.14.1. Budget Policy be subsidized in respect of indigent customers in The annual budget is the central financial planning accordance with the national policy but subject to document that entails all revenue and expenditure principles of sustainability and affordability. decisions. It establishes the level of services to An indigent customer shall automatically be be provided by each department. The accounting deregistered if an audit or verification concludes officer confirms the municipal’s priorities in the that the financial circumstances of the indigent formulation of the draft and the final budget customer have changed to the extent that he/she document proposal. no longer meets the qualifications. The indigent customer may at any time request de-registration. A budget, as per S71 of the MFMA, is subject to

126 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 vial fns ih snl isiuin The in institution. regulation by single identify may of a finance of 30% Minister with than funds more invest available not will policy Municipality KwaDukuza and legislation. exercise all with and procedures compliance strict diligence written due exercise to guidelines, adhere required are to officials Investment diligence. and prudence skill, care, with made be shall Investment cash flowestimatestobedrawnup. the for essential is it this do to order in and fixed be of the investment. The term of the investment should there will be surplus funds available during the term Financial Chief whether the determine must delegate his/her or Officer invested, be can monies any an effective cash flow management program. Before being have to not essential is it achieved, be to this For used. are funds excess when periods during the risk, unnecessary gain without to return, possible is highest policy investment the primary of objective The regulations. investment the draft Municipal’sto required is 2003 of 56 no (MFMA) Act Section 13(2) of the Municipal Finance Management of terms in is body its and council municipal Every 10.15. InvestmentPolicies as well. Ballito municipal offices are also used as pay points and KwaDukuza office. post the and Bank National First any at pay to statement the on slip deposit the using sign, pay easy an is there where point any at made be can Payments orders. stop and internet Payment can be made electronically by debit orders, 10.14.7. PaymentPoints 100% rebate. a receive value certain a below properties on Rates income low these for share. equitable from credited and raised are areas Refuse month. each free electricity of KWH 75 receive households Indigent 10.14.6. FreeBasicServices budget issubmitted. draft 2007. the when July annually reviewed be 1 to has Policy from Municipal effect with the Act with Rates Property implemented been has This 10.14.5. RatesPolicy annually. The policy is updated and sent for public participation jurisdiction. of area municipal the to applied is tariff The purpose of this policy is to ensure that a uniform 10.14.4. Tariff Policy KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ which theMunicipalitymayinvest: in below to referred those than other investments or instruments MFMA the of 168 Section of terms d. c. b. a. The scopeofthepolicyincludes: borrowings. authorized of parameters the within risk, minimum at rates interest possible lowest the at obtained is funds of borrowing the in goal primary The funds. of Legislation and council policy governing borrowings debt repayment of maintain debt and to ensure compliance with all to exposure the for adequacy ensure and limits specified within risk credit and interest maintain rate to is policy the of objective The 10.16. BorrowingFrameworkPolicy& ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ date ofmaturityorredemptionthereof. the beyond extend not shall instruments such that TransitionProvided Government 1996: Act, Local the of commencement to the permitted before invest law a under was Municipality a which in investments or instrument other Any insurance requirements ofMunicipalities;and by offered companies in order to meet securities the redemption fund term Long certificates ofdepositsbanks; negotiable or certificates acceptance Bankers, capital expenditure. finance to Municipality, a within departments to advances or loans of granting the for money available to the Municipality and to employ such have which Municipality been established in terms of a a law to pool money of funds Internal of type debt; similar or stock own Municipality’s A Investment Public Deposits Act,1984(ActNo.46of1984); Public the the by contemplated as Commissioners with Investments Securities issuedbytheNationalGovernment; the Banks Act,1990(ActNo.94of1990); of terms in registered banks with Deposit Ownership - All loans must be in the name of KwaDukuza Municipality. name the in be must loans All - Ownership skill, prudenceanddiligence. Prudence - Borrowings shall be made with care, most advantageoustermsandconditions. the on rate, interest possible to lowest the obtain structured be should - to Borrowings of and Cost exposure risk maintain debtwithinspecifiedlimits. credit control risk, credit rate interest manage to need The – Risk Guidelines 127

Chapter 10 The relevant Legislation and regulations in terms of the municipality reasonably expects to derive which borrowing decisions are governed is Local economic benefits, or reasonably expects to Government Municipal Finance Management Act, use in service delivery, over a period extending No 56 of 2003. beyond one financial year. ▪▪ The fixed asset register shall be maintained in the Type of loans included in the policy is “vanilla” loans, format determined by the chief financial officer, structured finance loans and bonds. KwaDukuza has which format shall comply with the requirements not issued any bonds. KwaDukuza Municipality’s of generally recognized accounting practice external borrowings have been mainly sourced from (GRAP) and generally accepted municipal the following Institutions: accounting practice (GAMAP) and any other accounting requirements which may be ▪▪ South African Registered Banks prescribed. ▪▪ Development Bank of Southern Africa Limited ▪▪ Fixed assets are classified under the following ▪▪ Infrastructure Finance Corporation Limited headings: ▪▪ Land (not held as investment assets) KwaDukuza Municipality may incur long term debt ▪▪ Infrastructure assets (assets which are only for the purpose of Capital expenditure on part of a network of similar assets) infrastructure, property, plant or equipment to be ▪▪ Heritage assets (culturally significant used for the purpose of achieving the objects of resources) Local Government as set out in section 152 of the ▪▪ Community assets (resources contributing Constitution. The Municipal Finance Management to the well being of the community) Act provides that the Municipality may provide ▪▪ Investment assets (resources held for security for any of its debt obligations, including operational or capital gain) the giving of a lien, pledging, mortgaging or ceding ▪▪ Other assets (ordinary operational an asset, or giving any other form of collateral. The resources) Municipality has a bank overdraft facility. However, ▪▪ Every head of department shall be directly due to its sound financial position, this facility is not responsible for the safekeeping of any fixed utilized. assets controlled by the department in question. In exercising this responsibility, every head Section 46 of the Municipal Finance Management of department shall adhere to any written Act stipulates that the Municipality may incur long- directives issued by the chief financial officer term debt only if a resolution of the Council, signed to the department in question, or generally to by the Mayor, has approved the debt agreement and all departments, in regard to the control of or the Accounting Officer has signed the agreement or safekeeping of the municipality’s fixed assets. other document which acknowledges the debt. ▪▪ All fixed assets shall be carried in the fixed asset register, and appropriately recorded in the annual financial statements at their original cost 10.17. Asset Management Policy or fair value less any accumulated depreciation. The objective of the asset management policy is Heritage assets are not depreciated as they are to prescribe the accounting and administrative ▪▪ regarded as having an infinite life. policies and procedures relating to property, plant Every head of department shall at least once and equipment (PPE), which are fixed assets of ▪▪ during every financial year, and in compliance KwaDukuza Municipality. with the relevant written directives issued A summary of principles supported in this policy are: by the chief financial officer, undertake a comprehensive verification of all fixed assets A fixed asset is defined in GAMAP 17 as a tangible ▪▪ controlled or used by the department concerned. item of property, plant or equipment held by the Assets are eliminated from the Statement of municipality for use in the production or supply ▪▪ Financial Position on disposal or retirement. The of goods or services and which is expected to difference between the net book value of assets be used during more than one reporting period (cost less accumulated depreciation) and the (financial year). Thus a fixed asset is an asset sales proceeds is reflected as a gain or loss in either movable or immovable owned by or under the statement of the financial performance. the control of the municipality or from which

128 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 FV/001/2012 Project ID FV/002/2012 FV/003/2012 FV/004/2012 FV/005/2012 FV/006/2012 FV/007/2012 FV/008/2012 FV/009/2012 FV/010/2012 FV/011/2012 FV/012/2012 FV/013/2012 FV/014/2012 FV/015/2012 FV/016/2012 FV/017/2012 FV/018/2012 FV/019/2012 FV/020/2012 FV/001/2015 FV/021/2012 FV/002/2015 FV/003/2015 rating Maintaining oftheA3credit Project Name with GAMAP/GRAP Ensure continuedcompliance plan (MACP) Compile meterauditcoverage Set upRevenueProtectionUnit Audit ofelectricitymeters debtors book Linking ofprepaidmetersto Replacement offaultymeters roll. Maintain andupdatevaluation borrowing capacity Continuous assessmentof base Management ofprepaiddata electricity Efficient vendingofprepaid Audit ofrefusebilling Reviewing ofcriticalpolicies Improving SCMefficiencies Undertake tariffstudy requirements IT packagesinaddressingMIS Ensuring effectivenessofcurrent Register Updating ofFixedAssets the MunicipalPropertyRatesAct Enable agreaterawarenessof jurisdiction within municipalareaof Complete auditofallproperties changes andcomplianceissues in ordertodealwithlegislative Development ofinternalcapacity etc. disconnections, reconnections, TOU andremotemeterreadings, systems abletoimplementIBT/ Implement SmartMetering management for consumerbillingand Use ofmoderntechnology in theMunicipality specifically withIndigentSupport Setting upaunittodeal area ofjurisdiction valuations withinthemunicipal specifically withproperty Setting upaunittodeal KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 Location / Ward ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL Years Cost /5 Estimated R750 000 R2 500000 R750 000 R5 000 R3 250000 R750 000 R3 250000 R12 000 R1 000 R7 500000 R7 500000 R500 000 R500 000 R1 400000 R1 600000 R1 700000 R5 000 R 500000 R2 600000 R5 000 R20 000 R4 070000 R2 500000 R5 500000 Allocation 12/13 R 150000 R 500000 R 150000 R1 000 R1 000 R 150000 R1 000 R2 500000 R2 000 R1 500000 R1 500000 R 100000 R 100000 R 500000 R 500000 R 500000 R1 000 R 100000 R1 500000 R1 000 Nil R 65000 Nil Nil Allocation 13/14 R 150000 R 500000 R 150000 R1 000 R 750000 R 150000 R 750000 R1 000 R2 000 R1 500000 R1 500000 R100000 R 100000 R 300000 R 500000 R 500000 R1 000 R 100000 R 500000 R1 000 Nil R 69000 Nil Nil Allocation 14/15 R 150000 R 500000 R 150000 R1 000 R 500000 R 150000 R 500000 R1 000 R2 000 R1 500000 R1 500000 R 100000 R 100000 R 200000 R 300000 R 300000 R1 000 R 100000 R 200000 R1 000 Nil R 73000 Nil Nil Allocation 15/16 R 150000 R 500000 R 150000 R1 000 R 500000 R 150000 R 500000 R1 000 R2 000 R1 500000 R1 500000 R 100000 R 100000 R 200000 R 200000 R 200000 R1 000 R 100000 R 200000 R1 000 R10 000 R 100000 R1 200000 R2 500000 Allocation 16/17 R 150000 R 500000 R 150000 R1 000 R 500000 R 150000 R 500000 R6 500000 R2 000 R1500 000 R1500 000 R 100000 R 100000 R 200000 R 100000 R 200000 R1 000 R 100000 R 200000 R1 000 R10 000 R 100000 R1 300000 R3 000 129

Chapter 10 130 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 11 Performance management Systems

131 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 CHAPTER 11: Performance management Systems

11.1. Accounting Policies MSA requires local government to: The Constitution of the Republic of South Africa, ▪▪ Develop a performance management Chapter 7 of Act 108 (1996), deals exclusively system. with the local sphere of government and ▪▪ Set targets, monitor and review performance lists the objects and developmental duties of based on indicators linked to the Integrated municipalities. The Municipal Structures Act Development Plan (IDP). Section 19(1) states: “A municipal council ▪▪ Publish an annual report on performance must strive within its capability to achieve management for the councilors, staff, the the objectives set out in Section 152 of the public and other spheres of government. Constitution” and Section 19(2) of the same Act ▪▪ Incorporate and report on a set of general stipulates: “A municipal council must annually indicators prescribed nationally by the review its overall performance in achieving the Minister responsible for local government. objectives referred to in subsection (1)”. The way ▪▪ Conduct an internal audit on performance that local government can manage and ensure before tabling the report. that its developmental objectives have been met, ▪▪ Have the annual performance report audited is thus through the performance management by the Auditor-General. system. Government, within this governance ▪▪ Involve the community in setting indicators framework, gives us the tools to execute the and targets and reviewing municipal above objects and developmental duties. performance.

The White Paper on Local Government, March Furthermore, the MFMA obligates a Service 1998, refers: “Integrated development planning, Delivery and Budget Implementation Plan (SDBIP) budgeting and performance management are to be based on specific targets and performance powerful tools which can assist municipalities indicators derived from the IDP, thus linking to develop an integrated perspective on the the IDP, the performance management system development in their area. It will enable them and the budget. Section 67 of the MSA regards to focus on priorities within an increasingly the monitoring, measuring and evaluating of complex and diverse set of demands. It will performance of staff as a platform to develop enable them to direct resource allocation and human resources and to develop an efficient and institutional systems to a new set of development effective culture. objectives.” It is thus an integrated system that is best described in Chapter 6 of the MSA, which In other words, good corporate citizenship is all specifically emphasizes that the municipality about how the municipalities set their priorities must implement a performance management through the performance management system system that is in line with the priorities, as per the IDP, conduct their business as per objectives, indicators and targets contained the SDBIP and relate to the community they in the IDP. The saying “what you measure you serve through community input and public become” is appropriate because it is only in participation. The purpose of the IDP is to ensure the course of performance management that a that the resources available to the municipality municipality will know whether it achieves its are directed at the delivery of projects and priorities through an integrated planning and programmes that meet agreed municipal implementation process. Thus, Chapter 6 of the development priorities.

132 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ▪ Monitor That: To Important Is It IDP Its Implement 11.2. eto 7 mnhy eot, n evaluated and reports, monthly through 71 monitored whose Section be managers, then can 57 performance Section and manager municipal the for agreements performance delivery the service IDP. end-of-year determines and It budget the in set targets, the to content implementation operational provides which tool, management, monitoring and The key IDP. a the is to SDBIP effect give to administration for the formation of an efficient and accountable municipal the accountable and responsible is administration, turn in manager the of head As assign responsibilities to the municipal manager. to and process IDP the manage to mayor the to responsibility the of allocation the the hence level, of highest the 34 at handled be to Section has IDP The MSA. in prescribed as annually renewed be to has it Although plan, five-year a is IDP process”. the IDP the of monitoring evaluation and management, performance implementation of the stage fulfills management Performance planning seamlessly management. the planning be fulfills development to Integrated appear integrated. should process management performance the and process IDP “The relevant: becomes 16) Performance page 2, DPLG, (draft 2001 Municipalities, the for Guide from the Management quotation management, performance following and IDP review between relationship the comprehend To ▪ ▪ ▪ ▪ ▪ t s rdcn te ult o delivery of quality the envisaged producing is It efficiently most resources its using is municipality The planned the manner in happening is delivery The Once A Municipality Starts ToStarts Municipality A Once KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 eotn poes n mnhy qatry and annual basis. quarterly monthly, a and on monitoring process a reporting into culminates that a SDBIP of submission budget and and development the IDP initiates the of approval The Council. by approval and to submission before process and IDP draft a consultative transparent a through put is budget plans, both project of and interrogation business the After unit. PMS the by facilitated as plans project detail and plans business of development the through strategies and priorities the to respond departments The phase. setting priority and analysis intense by an followed of plan, process approval Budget the and IDP by the initiated is integrated that and Municipality’s approach comprehensive a KwaDukuza following the is As indicated, 30. Diagram is by illustrated is process This priority areasoftheIDP. by a model should relate directly to the identified provided areas performance key of categories is The performance reviewed. and monitored IDP be will and that plans the the scorecards that into of ensure translated processes will IDP It organization. the to performance will management of processes model the align management therefore performance A managers). good 57 (Section manager the municipal to accountable directly managers the manager and municipal a of contract employment the both address regulations The improved. and municipal monitored directed, of uniformly be will performance managers the how seeks out set 2006 to in published Manager, for Municipal directly Regulations Managers accountable tothe and Managers Performance Municipal Municipal through theannualreportprocess. 133

Chapter 11 11.3. Overview of Policies Guiding management system to the employee Performance Management In The performance management system. KwaDukuza Municipality is in the process KwaDukuza Municipality of ensuring better alignment between the IDP and the performance management 11.3.1. Policy Framework processes and systems. Through the On 27 May 2009 the Council adopted a IDP, KwaDukuza Municipality plans for Performance Management Framework regulating performance management, and through the performance management system in the performance management KwaDukuza municipality. The framework provides guidelines Municipality manages monitors and on the development and implementation of evaluates the achievement of the IDP. the organizational performance management system. An employee performance management b. Priority Setting policy was subsequently submitted to Council Through consultation with the community and and is to be resubmitted to the Executive other key stakeholders, the IDP process helps to Committee and Council for approval and a define: reviewed performance management framework ff What the delivery priorities and objectives and procedure manual are still in development are. The objectives clearly identify the stage. developmental priorities of the KDM. The institution expanded on the roll-out plan in a. Planning for Performance Management the SDBIP to ensure that it is tangible and In planning for performance management and in measurable; the process of reviewing its policy, KwaDukuza ff What transformational initiatives will be Municipality has aimed to ensure that the system undertaken by the institution; complies with all the requirements set out in ff Which strategic projects will be implemented legislation with specific reference to the 2001 to achieve the delivery priorities and Regulations. Amongst others the KwaDukuza objectives; Municipality aims to: ff What financial resources will be used to ff Show how it is going to operate and realize the priorities? manage the system from the monitoring ff How KwaDukuza Municipality will measure up to the stages of performance reporting the achievement of the objectives through evaluation and review; clear indicators. ff Indicate how the various stakeholders and role players including the community The National Key Performance Indicators will be included in the implementation are prescribed in Section 43 of the MSA and and functioning of the system; must therefore be included in KwaDukuza ff Clarify how it will implement the system Municipality’s IDP. within the framework of the IDP process, including any procedures to be followed; They include: ff Address the matter of how often reporting ▪▪ The percentage of households with access will take place and to whom; and to basic level of water, sanitation, electricity ff Link the organizational performance and solid waste removal

134 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ▪ ▪ ▪ ▪ ▪ in theIDPhaveto: set targets the Therefore 2001). 12, Regulation 3, continuously Performance Management Regulations (Chapter the with comply targets Municipality its that ensure to aims KwaDukuza The c. SettingTargets ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Include thebudget; Have correspondingresources; deliver atarget; Clearly indicate who (which department) will the impactitismaking;130 the efficient what as well as is, Municipality KwaDukuza and effective how Measure Be practicalandrealistic; the individualperformanceplans. to through filters and annually, budget and initiated through the review of the IDP,is SDBIP This process. review performance the to of part as annually indicators performance key other debtors its reviews The Municipality coverage. KwaDukuza cost debt and outstanding revenue, at service looks which coverage, viability Financial skills plan. actually spent on implementing its workplace municipality’sbudget the of percentage The approved employment equityplan. Municipality’s KwaDukuza with highest levels of management in compliance three employment the in employed from groups target equity people of number The initiatives includingcapitalprojects. the development through economic created local municipality’s jobs of number The in terms ofitsIDP. year financial particular a projects for capital identified on spent actually budget municipality’scapital the of percentage The basic services free to access with month per 100 R1 than less earning households of percentage The KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 2. 1. The 2001RegulationsChapter13reads: and processesarerealized. projects objectives, which to extent the monitor Performance Plans, it must set up mechanisms and systems to Individual and indicators SDBIP IDP, the performance in and targets outputs, outcomes, donors, developed has municipality the a Once to project. the project of beneficiaries the and implementers of project. progress the or about feedback giving programme involves also Monitoring key area, objective, strategic performance the of aspects all on information gathering routinely of process a is It and indicator.performance key a observation of or programme, a regular the recording of activities taking place in a project or is Monitoring d) Performancemonitoring ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ targets set by it by set targets performance indicators and performance performance and indicators performance of performance in respect of the key key the of respect in performance of the monitoring, measurement and review review and measurement monitoring, the underperformance, and underperformance, must: for processes and systems mechanisms, underperformance has been identified. been of has indications underperformance early detect to municipality year. (1) a twice regulation least at sub of terms in monitoring for implement and develop community, local the Provide for corrective measures where where measures corrective the for enables that Provide manner a in council designed municipal the Be to processes reporting for and Provide systems mechanisms, The with consultation after must, municipality A pae agt aant achievement, resources and thenational against available priorities, community targets Update for objectives development asintheIDP;and and priorities the to Relate 135

Chapter 11 The performance monitoring is an ongoing e) The Performance Measurement Framework process that runs parallel to the implementation The Scorecard Model was adopted by the of the agreed IDP. A municipality must develop KwaDukuza Municipality and is aimed at a monitoring framework that identifies the measuring performance across responsibilities of the different role-players in monitoring and measuring its performance and The 5 National KPA’s: allocate specific tasks in respect of the gathering 1. Basic Service Delivery of data and submission of reports. 2. Institutional Development and Transformation It is an ongoing process that runs parallel to 3. Local Economic Development the implementation of the approved IDP. It 4. Financial Viability and Management identifies the roles of the different role players 5. Good Governance and Public Participation in monitoring, reporting and evaluating the municipality’s performance measurement. f) Conducting Performance Reviews Ensures that specific tasks are allocated to the A municipality must review it performance gathering of data and submission of reports management system annually in order to: Ensures that procedures are in place to collect, Identify the strengths, weaknesses, opportunities store, verify and analyze data and to produce and threats of the municipality in meeting the key reports. performance indicators and performance targets set by it, as well as the general key performance Provides for reporting to the municipal council indicators prescribed by the Municipal Systems as per legislative requirements Act 32 of 2000, Section 43. Is designed in a manner that enables the municipality to detect early under-performance 7 General KPI’s: (organizational and employee performance Review the key performance indicators set by management) the municipality in terms of Local Government Provides for corrective measures where Management Regulations 2001 input, output, underperformance has been identified outcome indicators); (organizational and employee performance management). Through the review process it is established whether objectives, key performance indicators, Compares current performance with targets and projects have been achieved or performance during the previous financial year where changes should be made where the and baseline indicators. municipality did not achieve on its objectives, key performance indicators, targets and projects Re-directs the performance management system and thereby ensures that it delivers on its to make available accessible management service delivery and complies with legislation. information data for better decision-making. The review process starts with the review of

136 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 h promne gemns o te municipal the for agreements performance delivery the service IDP. end-of-year determines and It budget the in set targets, the to content operational provides which tool, monitoring and The SDBIP is a key management, implementation Reporting 11.4. QuarterlyIDPandSDBIP per annumtoCouncil. submitted are reports four Generally reporting. Municipality’s the for basis the is (SDBIP) Plan review. The Service Delivery for and Budget Implementation group, target specific and the to relevant useful format, accessible and simple in a information this presents and analysis, measurements and targets, indicators, objectives, takes the priorities of the organization, its municipality performance the that requires Reporting g) ReportingonPerformance performance, improve to its assessment ofitsperformance. ways seeking assessing continuously is in and methods applied date all to has Municipality KwaDukuza The phases. budget adjustment and review IDP the with simultaneously place takes review The the of performance the municipality of views their about community the from feedback obtain to Surveys the Municipality with other similar Municipalities of performance the compare to Benchmarking will berealized. targets future the whether and met been have Analyzing the information to see whether targets own its right thingby: the doing measuring is it whether assesses after performance, organization, the basis. Performance review is a process whereby quarterly on reviewed and evaluated reported, assessed, monitored, is and level operational on implemented is IDP the that ensure to reviewed IDP, the the SDBIP and Individual Performance Plans are of review the from Flowing reviewed. are indicators performance and targets outputs, outcomes, objectives, strategies, where IDP the KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 The performance of the municipality and of each each for the following: prepare must financial year, a performance municipality report that reflects a that states Act Systems Municipal the of 46 Section Performance report what adjustmentsshouldbemade,ifnecessary. and performance mid-year consider to the Council for report crucial a is this reports other all as Treasury. TreasuryProvincial relevant with the As as well National mayor, be the must to report submitted The year. financial the of half first the the during on municipality the report of performance a submit and prepare to officer Section 72 of the MFMA requires the accounting Mid-year budgetandDPLGreport and targets quarterly (MFMA,2003). delivery on reported service be to need indicators performance The vote. by as expenditure, source, capital and operational by the as well collected, be to revenue the of delivery should make projections for each month service of terms in municipality a of mayor the by approved plan detailed a states as 2003 SDBIP the of that 56 Act MFMA, the of 1 Section levels ofservicedeliveryandexpenditure. its maintain to wants municipality the if capacity collection revenue its on improves it ensure steps to remedial urgent requires take to information municipality the such importantly, More anticipated. than ensure more borrow to not does downwards it that have spending its may a revise municipality in to the shortage month cash overall particular an and revenue anticipated than lower is (e). there and if example, 71(1)(a) For Section of be terms in will manager revenue on monitored and reported monthly by information the municipal SDBIP The evaluated and whose reports, through theannualreportprocess. managers, monthly through 71 top monitored Section be then all can performance and manager 137

Chapter 11 external service provided during that financial measurable performance objectives set in year; terms the service delivery agreement or other agreement between the entity and its A comparison of the performances referred to parent municipality; in the above paragraph with targets set for and ▪▪ the annual performance report prepared by performances in the previous financial year; and a municipality; and Measures to be taken to improve on the ▪▪ any other information as may be prescribed. performance Section 127 prescribes the submission and The performance report must be submitted at the tabling of annual reports. In terms of this section: end of the financial year and will be made public The accounting officer of a municipal entity must, as part of the annual report in terms of chapter within six months after the end of a financial 12 of the MFMA. The publication thereof will year, submit the entity’s annual report for that also afford the public the opportunity to judge financial year to the municipal manager of its the performance of the municipality against the parent municipality. targets set in the various planning instruments. The mayor of a municipality must, within seven Annual report months after the end of a financial year, table in Every municipality and every municipal entity the municipal council the annual report of the under the municipality’s control is required by municipality and of any municipal entity under Section 121 to prepare an annual report for each the municipality’s sole or shared control. financial year, which must include: If the mayor, for whatever reason, is unable ▪▪ the annual financial statements of the to table in the council the annual report of municipality or municipal entity as submitted the municipality, or the annual report of any to the Auditor-General for audit (and, if municipal entity under the municipality’s sole applicable, consolidated • annual financial or shared control, within seven months after statements); the end of the financial year to which the report ▪▪ the Auditor-General’s audit report on the relates, the mayor must: financial statements; submit to the council a written explanation ▪▪ an assessment by the accounting officer of setting out the reasons for the delay, together any arrears on municipal taxes • and service with any components of the annual report that charges; are ready; and ▪▪ particulars of any corrective action taken or to be taken in response to issues raised in submit to the council the outstanding annual the audit reports; report or the outstanding components of the ▪▪ any explanations that may be necessary to annual report as soon as may be possible. clarify issues in connection with the financial statements; 11.5. Oversight Report ▪▪ any information as determined by the The council of a municipality must consider municipality, or, in the case of a municipal the municipality’s annual report (and that of entity, the entity or its parent municipality; any municipal entity under the municipality’s ▪▪ any recommendations of the municipality’s control), and in terms of Section 129, within two audit committee, or, in the case of a months from the date of tabling of the annual municipal entity, the audit committee of report, must adopt an oversight report containing the entity or of its parent municipality an the council’s comments, which must include a assessment by the accounting officer of statement whether the council: the municipality’s performance • against ▪▪ has approved the annual report with or the measurable performance objectives without reservations; for revenue collection and for each vote in ▪▪ has rejected the annual report; or the municipality’s approved budget for the ▪▪ has referred the annual report back for relevant financial year; revision of those components that can be ▪▪ an assessment by the accounting officer of revised. the municipality’s performance against any

138 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 of individuals on how well they have performed have they well how on individuals of review the with and correlates also that IDP the of review the performance from starts performance employee organizational between to manage both at the same time. The relationship important therefore is It fail. will organization an integrally is organization linked to that of staff. If an employees do not perform “The of states: performance (2001)(par.5.9) Municipalities Guidelines for Management Performance (DPLG) Government Local and Provincial of Department The bottom. to top from objectives performance management performance of “rolling-down” of or cascading a adopts system type best The i) ▪ ▪ oversight report: relevant the adopted has council municipal the the provincial legislature within seven days after to officer accounting the by submitted be must In terms of Section 132, the following documents ▪ ▪ party. opposition the by chaired be should reports those these with working committee that oversight the note on to important is adopted It reports. annual reports oversight each all and components municipality municipal entityintheprovince;and any each (or of thereof) report annual the Individual Performance KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 ) etn o aporae e performance key appropriate indicators (KPI’s) of Setting a) (cumulatively andquarterly). targets quarterly into target year-end the of in of establishment year-end targets and the the planning for the phasing indicators, and KPA’s of these achieving identification the the entails also This expectations. individual in gaining commitment identifying and employee’s jointly expectations about performance is This Planning 11.5.1. has tobeconcludedannually. also Plan and Agreement Performance separate a secondly, and appointment on the Managers S57 and Council the between concluded be to has contract employment an Firstly, improved. and monitored directed, be will Employees) 57 (Section them to accountable directly managers the performance of and Municipal Managers and their Municipal Managers Managers (2006) sets to out the parameters on how Accountable Municipal Directly Managers for Regulations Performance Municipal Government: Local The management phases.” performance different the of course the during Phase 1–Performance 139

Chapter 11 During the performance management process way communication: key performance indicators (KPI’s) must be The councilors need to give clear direction identified for each of the Municipality Key as to the importance of the target and how it Performance Areas (KPA’s). They are statements will address the public need. Targets should of measurement in terms of e.g. a percentage, a be informed by the development needs of number, an index or any other recognizable unit. communities and the development priorities of Indicators are used to indicate whether progress the municipality. is being made in achieving the CKPA’s. Indicators Line managers need to advice as to what a should be measurable, simple, precise, relevant, realistic and achievable commitment for a target adequate and objective. is, given the available resources and capability. Managers will need to advise on seasonal The choice of an indicator must be guided by changes and other externalities that should be the availability of data for its measurement and considered in the process of target setting. There the capability to collect it. These indicators must be clear timelines related to the set targets. must be translated to the Performance Plans of top management. The performance Planning for performance is directly related agreement provides for the method upon which to resources; therefore performance targets the performance of the employee must be can only be set once the available resources, assessed. The Performance Plan consists of two especially the approved budgets, have been components and the employee must be assessed identified. Planning for best performance is against both components. These components therefore directly related to the budget, IDP are the Key Performance Areas (KPA’s) and the and SDBIP. However, constraints, risks and Core Competency Requirements (CCR’s). KPA’s standards must also be taken into consideration covering the main areas of work will account for and must be well documented in advance. The 80% and CCR’s will account for 20% of the final targets identified in the IDP and SDBIP must assessment. The national KPA’s which need to be translated to the Performance Plans of Top be measured and to which the KDM Objectives Management. The documented information must and KPA’s subsequently need to be aligned. It be taken into consideration during the reviewing is however important to note that 80% of the phase of the performance management cycle. performance covered in the Section 57 contract (performance plan) must relate to the IDP of the municipality. 11.5.2. Phase 2 – Performance Coaching b) Setting of measurable performance targets This is the phase of continuously tracking and Performance targets are the planned level of improving performance, through feedback and performance or the milestones an organization reinforcement of key results and competencies. sets for itself for each identified indicator – it This is done with a view to timeously detect is the desired level of service delivery for the performance relapses and to simultaneously current financial year or specified period. introduce speedy remedial actions. A prescribed Baseline measurements, which are the record sheet is used to record evidence and measurement of the chosen indicator at the start remedies. During this phase, on a quarterly basis, of the period, must be set. Baseline information the actual performance must be determined and defines the status quo. It is important to know be judged against the quarterly obligation as how the organization is performing at the current well as the cumulative performance as well as moment in order to determine, after a period of other standards that have been set in advance. time, if any positive progress was made. This step During this phase it is also important to document also tests whether the chosen indicator is in fact any evidence proving performance. Although measurable and whether there are any problems. actual measurements are done each quarter, The targets need to be realistic, measurable and formal coaching only has to be done half yearly be commensurate with available resources and provided the documented performance in the capability. The setting of targets entails a two- first and third quarter is satisfactory.

140 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 indicators for the next financial year need to be to need year financial next the for indicators concomitant the of areas identification the KPA’sand performance key new which will link up to the KwaDukuza Municipality of setting The an individuallearningplan. on agree and prepare employee and supervisor year-endthe after Only review, / manager the do point scale. five a to according rated be should question in period review the for relevant KPI’s those Only taken intoconsideration. meeting. be must specified review been have that criteria the All formal the during notes his/her own make should manager/supervisor The the upon agreed scores arecalculated. been have ratings the After is given. that rating final the to regard with say final the has manager/supervisor event the disagreement, the a of In necessary. be then second may A meeting rating. the consider to may time employee request The rating. final a conclude to to conduct a formal performance rating with a view meet to employee and Manager/supervisor the agreedkeyperformanceindicator for formal appraisal by rating him/herself against prepare to employee ask to Manager/supervisor glossary ofterms. the see criteria set and scale points exposition five the an of For input. relevant other any as was well which as cycle, coaching evidence the during documented of portfolio the well, as achievement organizational considering performance cumulative by actual done key is rating The against indicators. of performance ratings prepare his to Director Executive for The applicable are conducting aperformancereview: guidelines following The planned vs.actualperformance. document and review to cycle performance the actual reviewing of end the at expectations jointly against performance involves phase This 11.5.3. Phase3-Reviewing KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 11.5.4. Phase4-Rewarding ▪ ▪ ▪ ▪ processes: planning in improved being still is following The Policy Framework 11.6. Challenges 57 Section annual report. for the of tabling the after done be to is performance employees of Rewarding of 10%-14%. us bon a awarded is above and 150% of score A 9%; and A score of 130%-149% is awarded a bonus of 5%- paid asfollows: be can package remuneration all-inclusive the of 5%-14% from ranging bonus performance A year. the must throughout feedback given and coached Employees be review. performance formal the at is non-performance his/her about hears employee an by time first the that employee appropriate not the assist managing his/her performance more closely. It is should supervisor manager/ the agreement performance his/her in award. KPA’sthe achieving be not non-financial employee an Should a or progression salary accelerated an or increase notch a to entitled is employee an if establish to view a with done is and input KPI’s have been rated and scored. This The totalscoreisdeterminedoncealltheoutput the after year-end reviewhasbeenconcluded. done be only can dates and weights from the learning plans and the setting of targets, KPA’sof identification forthcoming the However concluded by the end of June of the current year. ▪ ▪ ▪ ▪ lgig nu ad upt departmental output and input achieve Aligning will inputs through processesontheoutputlevel. the underlying of the and assumptions inputs of context the managing IDP,i.e. the of term year 5 context the of the in KPI’s their and MTEF the in years financial various the setting for priorities the of managing and Understanding targets developmental with core business and departmental budget of integration strategic The the review initiatives and targets during and the IDP process determine To 141

Chapter 11 indicators to outcome indicators in the IDP on not only the Municipality’s priorities ▪▪ Integrated alignment between IDP, SDBIP, but also on National KPI’s or provincial LSDBIP, budget and individual performance indicators. This becomes challenging when management system the Municipality has a priority to support ▪▪ To verify and validate numerous departmental people receiving an income of R1700 or indicators and to classify in terms of different less as indigents whereas the national type and category regulations make provision for R1100 – and ▪▪ To start to develop business intelligence out reporting on the people that the Municipality of the data is supporting is therefore narrower than ▪▪ Ownership of congregated Key Performance required. Indicators 11.8. Response To The Findings Of The There is a need to report achievement against a “fixed” target as opposed to the Municipality’s Auditor-General For 2010/2011 The following table shows the findings of the administrative reality of moving targets – this is Auditor-General for the 2009/2010 financial year best explained against an indicator such as % on the Municipality’s PMS. The table also details of households with access to basic or higher the KwaDukuza Municipality’s comments and levels of service (NKPI). The households in a the action plan to respond to the findings: Municipality are not static and are continually increasing – therefore within a restricted resource allocation towards service delivery, it 11.9. Inconsistently Reported might look as if eradication of service delivery Performance Information backlogs is slow – however the backlog might be The municipality has not reported throughout growing as a result of unplanned for growth due on its performance with regard to its targets as to migration etc. When the number of households per the approved integrated development plan. is annually increased as per growth figures, it Targets in respect of low income housing and creates tension on the reporting side. the amnesty meter program were excluded from the service delivery budget and implementation plan. In addition, no evidence could be provided 11.7. Governance Within The PMS for the approval to infrastructure targets from A performance audit committee (PAC) has been the approved IDP established, and meets four times a year to review the quarterly progress achieved. During 11.10. Reported Performance the year, on an ongoing basis the Internal Audit Information Not Relevant Department audits the portfolios of evidence The targets relating to the housing programme maintained by the Section 57 managers and were not specific in clearly identifying the reports back to the PAC and to the Municipal nature and the required level of performance, Manager. The municipality has a number measurable in identifying the required of challenges in developing a monitoring performance and time bound in specifying the framework: time period or deadline for delivery. ff The current system does not allow for the non-financial planning of initiatives – i.e. 11.11. Source Information Not for developmental initiatives e.g. improving Accurate and Complete community skills, or focusing on target The source information or evidence provided groups such as the youth or women with regard to the housing programme did ff There are a number of Municipality level not adequately support the accuracy and databases that require developing. completeness of the reported performance ff The monitoring has to include ability to report information.

142 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ht Ppr n oa Gvrmn (1997) Government Local on Paper White extent intendedbylaw. the fullest how the to obligations fulfill can system on a approach conclude soon comprehensive requirements will and and legislation of intent the to following underway well is KDM the above, the of light IDP.In its in out set as objectives a to and of priorities regards development impact municipality’s with area the performance and a outcomes include should indicators performance key These ▪ ▪ ▪ It must: things that amunicipalitysimplymustdo. are there start a As participation. municipalities community and management performance in planning, development integrated include excellence ensuring service to mechanisms key that states that organization. As indicated earlier, indicated As organization. that the African political figures who are responsible South for includes also the this environment Municipal Within it. to related persons all to as well as organization an of performance the to applies the It staff. its through eventually and objectives its to statement, mission and right vision its from organization, stretches process which a is management Performance ▪ ▪ ▪ and organizationalperformance. as a yardstick for measuring individual Act, Indicators must be Performance established to serve Key Systems Appropriate 2000). (Municipal accountable manner and efficient effective, Administer its affairs in an economical, bearers, political councilors andadministration. office its political structures, among performance of management culture a objectives Promote and contained initsIDP. its its priorities with to line targets, suited in and best circumstances resources, with commensurate its is that system management performance a Establish KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 the the

143

Chapter 11 144 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ANNEXURE A WARDS A

145 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 1. Sports Field at 1. Additional 28. Housing 1. Recreational 1. Extension of the Sokesimbone Area classrooms to the 29. Recreation facilities community hall (Construction existing schools facilities (Shakashead) 2. Resurfacing and Phase) 2. Satellite police 30. Upgrading of gravel 2. Storm water dressing rooms at 2. Grazing Fields station roads systems Lindelani sports 3. Rural Housing 3. Cemetery -Zamani 31. Maintenance of (Shakashead field/ grand stands Project area. recently tarred 3. Sanitation 3. Old age home 4. Sports field lights 4. Resurfacing roads roads (Shakashead) 4. Hospice/homes for 5. Upgrade of in Darnall 32. Upgrade of the 4. Access road the disabled Sakhamkhanya 5. New road to the existing bridge (Compensation- 5. Craft centre sports field reservoirs (KwaMlilo) Ballito) 6. Repair of RDP 6. Deep Tankers 6. Upgrading 33. Transfer electrical 5. Tarring of existing houses 7. Combo Court of existing service provider- roads 7. High School – 8. Hydroponic tunnels recreational Eskom to 6. Railway station Lindelani 9. Community facilities and new KwaDukuza 7. Hospice 8. Library Lindelani gardens sporting facilities in 34. Library 8. SMME support 9. Worship Sites 10. Market building to Soweto 35. Permanent clinic 9. High School Lindelani trade on food plot 7. Storm water 36. Upgrading for the 10. Land for Housing 11. Sokesimbone Rural upgrades basket project in 11. Road tarring Housing Project 8. Water piping to Zinkwazi Section C 12. Sakhamkhanya be upgraded in 37. Toilets on the Housing Projects identified areas beach and in parks 13. Additional and sanitation to be upgraded standpipes 9. Bus Shelters 38. Resurfacing roads 14. Road infrastructure 10. Tarring of roads in Zinkwazi (tarred roads) 11. Junior Primary 39. Pedestrian bridge - 15. Gravel roads School Nyathikazi 16. Cemetery 12. Youth Centre 17. Street lights 13. Support Centre 18. Electricity: 14. Upgrade of existing Extension Clinic connections 15. Market place to 19. Electricity: in fills sell next R102 connection 16. 20. Speed humps & sidewalk (Road P107) 21. Municipal roads: need Speed humps 22. Municipal roads: Road markings 23. Wooden bridges 24. Satellite police station 25. Crèche 26. Skips 27. Multipurpose centre/ community hall at Sakhamkhanya

146 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Ward 6 Ward 7 Ward 8 Ward 9 Ward 10 1. Standard branded 1. Verge maintenance 1. Additional housing 1. Improving of sanitation 1. Sanitation directional signage and 2. Skips 2. Upgrading of Storm water 2. Bus route 2. Street lights improved traffic signs 3. Bus shelters (upgrade), 3. Upgrading of drainage 3. Upgrading of gravel roads 3. Bush clearance (between Old 2. Storm water outfalls on Bus service & street system Nkobogo & 4. Housing project Age Home and BW Vilakazi beaches ( possible pier) lighting in bus stops Shakaskraal) 5. Fencing of graveyards School along R102 3. Finalised Tourism and 4. Mobile clinic 4. Water and sanitation 6. Extension of rural housing 4. Upgrading of Groutville Market Marketing Strategy 5. SMME Development 5. Upgrading of sports field 7. Street lighting 5. Land for housing 4. Construct Pedestrian 6. Post Boxes Crèche 6. Primary school 8. Sports field 6. Electricity Walkway down Ballito 7. Addressing illegal 7. Tarring of roads 9. Cemetery 7. Tarring of roads (School Drive, and upgrade dumping 8. Resourcing of resource 10. Multi-purpose centre road,KwaBukhosini,KwaManqele compensation Beach 8. Roads tarring & centre 11. Gravel roads 8. Resurfacing of the gravel roads Drive and maintenance 9. Cricket ground 12. Bus shelters 9. Upgrade of storm water system ( 5. 11KV substation for Ballito 9. Visible police patrol 10. Sidewalks (Nkobongo 13. Play parks BW Vilakazi School) Village Node 10. Water and sanitation 11. Health workers 14. Dipping tank 10. Waste removal 6. 3 Taxi stops - Lifestyle, 12. Industries-job creation 15. Bridges (Mahambebukwa) 11. Worship sites Ballito village and Salt 13. Banking facility 12. Desludging of toilets rock 14. Electrical vendor 13. Crime prevention and visibility 7. Bus Service (Nkobongo) of police 8. High School 15. Shopping Centre 14. Business Centre 9. Sewer line to be moved (Nkobongo) 15. Community hall (Groutville) off Willard Beach 16. Police visibility 16. 4 Skips needed 10. Demolish and reconstruct 17. Kraal-Tourism 17. Streetlights in all areas toilets at and Thompson 18. Fencing of Sports field Bay 19. Ediphini Bridge (repair) 11. Fencing of the 2 sites of 20. 15 Speed humps needed conservation - Waterberry 21. Bus Routes needed and Pigeon wood in 22. Storm water and Potholes Ballito 12. CCTV cameras on Promenade 13. Visible 24 hour policing throughout Ward 6 14. Informal Trading Policy and facilities for storage and vending for beach vendors 15. Removal of alien vegetation A

147 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 148 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ANNEXURE B KWADUKUZA MUNICIPALITY CAPITAL PROJECTS SERVICE DELIVERY PLAN B 149 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ANNEXURE B: KWADUKUZA MUNICIPALITY CAPITAL PROJECTS SERVICE DELIVERY PLAN

TECHNICAL SERVICES ITEM CLUSTER TARGET AMOUNT Street lights 1,2,3,25 Cluster A 100 R 600,000.00 13,19,27 Cluster B 33 R225,000.00 14,15,24,26 Cluster C 100 R 600,000.00 9,10,11,12 Cluster D 100 R 600,000.00 7,8,20,23 Cluster E 100 R 600,000.00 4,6,21,22 Cluster F 50 R 300,000.00 5,16,17, 18 Cluster G 50 R 300,000.00 SUB TOTAL R3,225,000.00

ITEM CLUSTER TARGET AMOUNT Repair the Cooling Finns on 2 x 33 kV R1,200,000.00 Transformers Replace faulty 1 x 33 kV Breaker at Ballito R 400,000.00 Substation Supply and Installation of 4 Way RMU at R 450,000.00 Shayamoya Install 11 kV Link between RMU and the Township R 270,000.00 (Shayamoya) Bogmore Switch Room – Installation of an 11 kV R 300,000.00 Bus-Coupler Zimbali Switch Room – Installation of Heaters R 120,000.00 within the 11 kV Chambers Rock Substation – Installation of Cable (33 kV) and Gang Links to have a Ring Switching R 250,000.00 Capacity Link between Imbonini Substation and Milton’s R 250,000.00 Feeder SUB-TOTAL R3,240,000.00

ITEM CLUSTER TARGET AMOUNT Replace 2 km of 33 kV overhead Line Between R 500,000.00 SAPPI and Lavoipierre Substation Install 1 x 33 kV Breaker AT Gledhow Substation R 450,000.00 Install 2 x 33 kV Gang Links at Gledhow R 360,000.00 Substation Install 1 x 33 kV Breaker at Lavoipierre Substation R 450,000.00 Install 2 x 33 kV Gang Links At Lavoipierre R 360,000.00 Substation Replace 710 meter of 11 kV 95 mm sq PILC cable R 550,000.00 between Lavoipierre

150 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Installation of RMU at Lotus Road R 470,000.00 Install Transformer with concrete cover at Albert R 150,000.00 Luthuli Centre (to prevent transformer theft) Replace 315 kVA Mini-Substation at Radiyat Road R 380,000.00 Replace 95mm2 PILC Cable (11 kV) at the Railway R 150,000.00 Crossing at Installation of Overhead Line Ring Circuit between New Guelderland and Prince’s Grant R 450,000.00 (11 kV) SUB-TOTAL R4,270,000.00

TARGET BUDGET Community Halls Cluster G 1 R2,500,000.00 Community Halls Cluster F 1 R2,500,000.00 SUB TOTAL R5,000,000.00

Sidewalks Cluster F R1,500,000.00 SUB TOTAL R1,500,000.00

Public Ablutions (CBD: bus, taxi ranks and Cluster B 3 R1,000,000.00 Checkers) SUB TOTAL R1,000,000.00

SPEED HUMPS Cluster A R 100,000.00 Cluster B R 100,000.00 Cluster C R 100,000.00 Cluster D R 100,000.00 Cluster E R 100,000.00 Cluster F R 100,000.00 Cluster G R 100,000.00 SUB TOTAL R 700,000.00 EQUIPMENT Jet Machine 1 R2,500,000.00 Water Tanker 1 R2,000,000.00 Grader 2 R4,000,000.00 TLB's 2 R1,200,000.00 Grid Roller x 3 3 R1,800,000.00 Skipper Truck 1 R1,000,000.00 B 151 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 2LDV Trailers 2 R 20,000.00

Tipper TrucKs 6 R1,000,000.00 Diesel Tanks 2 R 200,000.00 SUB TOTAL R13,720,000.00 Municipality Kombi 1 R 500,000.00 SUB TOTAL R 500,000.00

MUNICIPAL SERVICES ITEM CLUSTER TARGET BUDGET To Be Crèches 3 R 1,500,000.00 Confirmed SUB TOTAL R 1,500,000.00

STREET NAMING To Be Signage (Street Names) 1 R 200,000.00 Confirmed SUB TOTAL R 200,000.00

Recreational Facilities (Play Parks) Cluster A 1 R 100,000.00 Cluster B 1 R 100,000.00 Cluster C 1 R 100,000.00 Cluster D 1 R 100,000.00 Cluster E 1 R 100,000.00 Cluster F 1 R 100,000.00 Cluster G 1 R 100,000.00 SUB TOTAL R 700,000.00

SUB REGIONAL SPORTS AND RECREATIONAL FACILITY Cluster C Rehabilitation of existing sports and recreation Cluster G 1 R2,000,000.00 precinct (Ward 18) SUB TOTAL R2,000,000.00

Sports field (New) Cluster G R1,500,000.00 SUB TOTAL R1,500,000.00

Combo Courts Cluster A 1 R 500,000.00 Cluster B R 500,000.00 Cluster C 1 R 500,000.00 Cluster D R 500,000.00 SUB TOTAL R2,000,000.00

REFUSE REMOVAL Skips Cluster A 1 R 100,000.00 Cluster B 1 R 100,000.00 Cluster C 1 R 100,000.00 Cluster D 1 R 100,000.00

152 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Cluster E 1 R 100,000.00 Cluster F 1 R 100,000.00 Cluster G 1 R 100,000.00 SUB TOTAL R 700,000.00

Street Litter bins R 50,000.00 Drop Off Sites/waste transfer R 200,000.00 Shipping Containers R 50,000.00 Recycling R 100,000.00 SUB TOTAL R 400,000.00

BEACHES AND MARINE SAFETY Aircons R 8,000.00 Trauma Bags-Lifesaving R 48,000.00 Oxygen Regulators R 9,000.00 4x4 Rescue Fittings R 20,000.00 Rescue Surf Boards R 80,000.00 Boat Safety equipment R 50,000.00 Upgrade to beach ablution facilities-Zinkwazi- R 100,000.00 Ward 3 Upgrade to beach ablution facilities-Tinley R 100,000.00 Manor-Ward 22 Beach recreational facilities R 35,000.00 Beach access R 50,000.00 SUB TOTAL R 500,000.00

CEMETERIES Upgrade to crematorium R 150,000.00 Fencing Shakaskraal Cemetery R 150,000.00 New Cemetery R1,200,000.00 SUB TOTAL R1,500,000.00

Mobile Law Enforcement Unit fitments R 80,000.00 Replacement of 2 Almera R 350,000.00 Speed Cameras/radar R 500,000.00 ID Camera R 45,000.00 Alcometer R 80,000.00 SUB TOTAL R1,055,000.00

FIRE AND EMERGENCY Rescue Craft R 120,000.00 Emergency lighting R 100,000.00 Rescue Equipment R 300,000.00 SUB TOTAL R 520,000.00

CRIME PREVENTION Portable Radios R 50,000.00 Firearms-(for newly employed officers) R 200,000.00 B 153 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 Road Block equipment R 75,000.00 Roni Conversions R 50,000.00 Blue Lights and sirens R 50,000.00 Bullet Proof vest R 20,000.00 CCTV Camera R 300,000.00 SUB TOTAL R 745,000.00

TESTING STATION New Testing Facility Furniture and equipment SUB TOTAL R 0.00

EXECUTIVE MANAGEMENT Park home/Offices for Community Services R 500 000 R 500,000.00 Furniture and Equipment R 57 000 R 57,000.00 SUB TOTAL R 557,000.00

GRAND TOTAL R47,032,000.00

154 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KWADUKUZA INTEGRATED DEVELOPMENTPLAN| 2012-17 155

B 156 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ANNEXURE C KWADUKUZA MUNICIPALITY KEY PERFOMANCE AREAS

157 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 ANNEXURE B: KWADUKUZA MUNICIPALITY KEY PERFOMANCE AREAS

KPA: 1. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT(EDP) GOAL: 1.1 Promote a safe and sustainable environment for economic development KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR SO: 1.1.1 Ensuring economic Cooperative Nr of jobs created To stimulate development and development through supported Jobs created 300 70 economic growth job creation programme cooperatives Nr of jobs created through a municipality’s Job creation local economic through capital Jobs created 2000 300 development projects initiatives including capital projects. Number of SMME Business Sustainable and Development Development 200 30 viable SMMEs programme Sessions for SMMES , Number of Informal Sector Informal traders Thriving informal 100 10 Support facilities build or sector rehabilitated Number of New Informal Sector Thriving informal trading permit 100 15 Programme sector issued Number of Agricultural agricultural Improved infrastructure infrastructure agricultural 15 3 Development developed or produce rehabilitated Number of identified Agricultural Sustainable agricultural anchor 5 1 Development agricultural sector projects business plan developed Number of new Transformed Tourism tourism products and sustainable 10 1 Development identified and tourism sector supported Nr of SLAs/ Attraction of Public/Private MOUs signed Signed SLAs/ 6 1 investment partnerships with investment MOUs partners Investor Number of New investment 10 1 Facilitation Investment in KDM and promotion Promotions programme sessions undertaken Reviewing of Strategy Review Number of policies Sound and 6 2 LED policies and reviewed and realistic strategy strategies approved Promotion Mr Price Number of Increase number 30 20 of tourism Pro Surfing countries of foreign visitors, and tourism International represented in the development event

158 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KPA: 1. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT(EDP) GOAL: 1.1 Promote a safe and sustainable environment for economic development KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR SO: 1.1.1 To Promotion Mr Price Pro Increased Sustainable 50% 10% stimulate of tourism percentage in the tourism sector economic growth and tourism number of days development visitors spent in our area Marketing Number of Well marketed 100 000 12500 Brochures brochures printed tourism destination and distributed Tourism Shows Number of tourism Well marketed 7 2 shows attended tourism destination Tourism Enterprise Number of Transformed 30 4 Development tourism enterprise tourism sector development held King Shaka Number of New tourist 3 1 Tourism Route projects attraction develop implemented Mainstreaming Youth Economic Number of youth Empowered youth 500 80 of Youth Empowerment entrepreneurs entrepreneurs Development benefiting in LED Programmes function Career advice Number of Well inform youth 50 6 services career advice about their career programmes choices undertaken Unemployed youth Number of Credible 1500 250 Database unemployed youth unemployed on the database graduate database Ward –base youth Number of fully Active ward –base 27 27 forums functionally youth youth forums forums Youth development Number of youth Empowered youth 50 8 Programmes development programmes implemented Young Women Number of young Empowered young 30 4 Programme women targeted women programmes Partnership Number of youth Sustainable youth 12 3 programmes development supported programmes by external organisations Youth Number of Improve services 40 6 Development outreach rendered to rural Outreach programmes youth programmes undertaken Youth Economic Number of young Viable and 500 60 Empowerment entrepreneurs sustainable youth benefiting to NYDA owned enterprises programmes Mainstreaming of Disability Number of Empowered 100 10 Vulnerable Groups Economic disabled disable Empowerment entrepreneurs entrepreneurs benefiting from LED programmes Women Economic Number of women Empowered 300 25 Empowerment entrepreneurs women empowered entrepreneurs Improve SMME Forum Number of SMME Improved 30 4 stakeholder meeting held stakeholder management relations Working Group on Number of joint Better 10 2 Business projects identified coordination of and undertaken growth orientated SO: 1.1.2 To Ensuring safe Community Safety Nr of community Safety Forum 20 meetings 4 meetings contribute to a and secure Forums safety forum meetings safe and secure environment meetings held environment. 159

KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C KPA: 1. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT(EDP) GOAL: 1.1 Promote a safe and sustainable environment for economic development

KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR Better regulation Outdoor % outdoor bylaws Up-to-date bylaws 100% 100% of outdoor Advertisement review completed advertisement Bylaws Review Reduction of Number of illegal Well regulated 1200 200 illegal outdoor outdoor adverts outdoor advertisement removed advertisements Outdoor Number of outdoor Legal erected 5 2 Advertisement advertisement advertisement rights rights tender awarded Well protected Environment Number of Environment 20 4 environment and Awareness environment Friendly biodiversity programme awareness events community held Environment Strategic Number of policy Credible 7 1 Policy & Environment or strategy environment Strategy Review Management reviewed and strategy and development Framework completed policy, Climate Change Greening projects Number of areas Appropriate 6 1 Response greened climate change response SO:1.1.3 To Improved access School Sports Number of schools Appropriate talent 60 17 promote sports to sports and participating in identification and recreation for recreation schools sport and healthy KDM tournaments Mass Sport Number of Active sport 5000 700 Participation athletics community participated in sports programmes Sport Council Number of Well-coordinated 10 2 Support sport activity sport programme coordinated Partnership Number of sports Sustainable sports 15 3 programme development supported by other programme partners Designated group Number of Targeted sports 10 2 sports programme designated sports programme (children, programme women, elderly organise and physical challenged) Accessible and Library Number of new Improved culture 3000 500 well-resourced Membership members recruited of reading libraries Library Outreach Number of Improve access to 30 6 Programmes library outreach libraries by rural programmes residents undertaken Library Usage Number of people Improve usage of 100 000 25000 who are visiting our libraries our libraries Library ICT Facility Number of people Improve access to 5000 600 who are accessing internet by library our ICT facilities users SO: 1.1.4 To Fully implement Land Use % implementation LUMS 100% 60% provide strategic the Land Use Management of LUMS within the implemented guidance for the Management municipality for the entire future, physical/ System throughout municipal area spatial the Municipal area development of KwaDukuza Municipal area

160 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KPA: 1. LOCAL ECONOMIC AND SOCIAL DEVELOPMENT(EDP) GOAL: 1.1 Promote a safe and sustainable environment for economic development KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR Nodal Number of Well planned 8 2 Development approved development Plans development plan nodes Shared Service Number of DFA Improved – Development applications compliance with Planning handled by the PDA regulations Shared Service Staff Town Planning & Number of planned Reduction of 50 6 Building Control enforcement non-compliant Enforcement operations buildings Programmes Vision 2030 Project % completed City Achieving vision 100% 60% Development 2030 Strategy Improve Building Plans Number of building 4000 750 compliance with plans approved the National per year Building Regulations and Municipal bylaws Building Number of building Improve 6000 500 Inspections inspected compliant with national building regulations and bylaws Building Plan Number of Improve 300 50 Enforcement compliant notices compliant with issued national building regulations and bylaws SO: 1.1.5 To Provision of Construction of Nr of new houses Houses 10000 800 facilitate provision sustainable human new houses constructed constructed and of formal housing. settlements occupied Facilitate Clearance of slums Nr of households Slums cleared 4500 200 clearance of formalised Slums Rehabilitation of Housing Nr of houses Improved quality 5000 450 Houses with poor Rectification rehabilitated of houses workmanship Project packaging Housing Project Nr of housing Accelerate 12 3 and approval Packaging projects packaged housing delivery Housing Nr of housing Accelerate 8 2 Developmental projects approved housing delivery Approval by PDA/DFA Tribunal KPA: 2. BASIC SERVICE DELIVERY & INFRASTRUCTURE DEVELOPMENT(TS&MS) GOAL: 2.1 Improved universal access to basic services KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR SO: 2.1.1 To Ensure service Upgrading of sub Nr of projects Projects 13 projects upgrade the MV delivery stations and yards completed completed network and excellence Upgrading of MV KMs of over- Upgraded MV 36.8km substations to Networks headlines Network allow for natural upgraded expansion of demand and new Upgrading bulk KMs of bulk supply Upgraded bulk 2.8km developments supply- overhead upgraded supply lines (33KV) Cables(33& 11KV) Meters of cables Installed meter 7150m cables installed cables installed Substations Nr of sub-stations Established sub- 3 sub-stations (33/11KV) established stations established Upgrading of Nr of transformers Upgraded 2 units existing switch upgraded (10MVA) transformers gear ( 33KV) 161

KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C Ensure service Upgrading of Nr of switch gears Upgraded switch 3 switch gears delivery existing switch upgraded gear excellence gear(33KV) Nr of switch rooms Switch rooms 4 switch rooms Switch constructed constructed constructed rooms(11KV) Nr of switch rooms Switch rooms 2 switch rooms upgraded upgraded upgraded SO:2.1. 2 To Install new street Upgrading and KMs of Installed 0.05km upgrade the lights within the expansion of Low underground underground Low Voltage to municipal area tension Mains cables installed cables allow for natural (27 wards) expansion of demand SO: 2.1.3 To Install new street Street lightings Nr of street lights Street lights 537 street lights provide an lights within the installed installed acceptable level of municipal area lighting to all major (27 wards) roads, public open spaces and sport fields SO: 2.1.4 To Maintain street Nr of street lights Street lights 900 street lights provide an lights within the maintained maintained acceptable level of municipal area lighting to all major (27 wards) roads, public open Replacement of Nr of poles Replaced poles 160 poles spaces and sports poles replaced fields SO: 2.1.5 To ensure Providing for Electricity % of hh earning that all citizens indigents generation less than R1100 have an electricity (R3500) with service access to basic connection electricity % of hh with access to basic electricity Nr of new hh with access to electricity Nr of infill 975 infills connections SO: 2.1.6 To Provide access to Construction of KMs of tarred Tarred roads 61km maintain and roads road infrastructure roads established established upgrade the KMs of gravel Gravel roads 54km existing roads roads maintained maintained infrastructure KMs of roads Roads maintained 100km maintained SO: 2.1.7 To Improving service Storm water KMs of storm Diversion of 100km maintain delivery management water maintained rainwater/storm and upgrade and installation of water from roads the existing new reticulation and away from storm water where required houses infrastructure. SO: 2.2.2 To ensure Ensure municipal Fleet Management that municipal fleet is properly fleet is reliable and maintained economical KPA: 2. BASIC SERVICE DELIVERY & INFRASTRUCTURE DEVELOPMENT(MS) GOAL: 2.1 Improved universal access to basic services KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 2.2.1. To Ensure municipal Property services Nr of community Well maintained Municipal services 5 halls ensure that buildings halls maintained community the municipal are properly facilities buildings maintained. are properly maintained.

162 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KEY STRATEGIC PROGRAMMES/ 2012/2013 STRATEGY PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE PROJECTS YEAR TARGET INDICATOR SO: 2.2.3 To Ensure a safe and Community Safety: Nr of municipal Municipal premises contribute to a safe secure environment Security services premises guarded guarded and secure Law Enforcement/ Reduced number Reduced theft Traffic of theft incidents incidents reported reported Nr of warrant road warrant road blocks 12 warrant road blocks conducted conducted blocks Nr of drinking and Drinking and 12 DDs driving road blocks driving road blocks conducted conducted Law Enforcement/ Nr of schools visited Schools visited 12 schools Traffic for road safety campaigns Nr of wards Wards visited 27 wards visited for social crime prevention programmes Monitor crimes in Installation of CCTV Nr of CCTV cameras CCTV cameras 2 CCTV cameras progress Cameras installed installed Provision of life Nr of beaches with Beaches with life guards at the bathing Marine Safety 6 Bathing Beaches life guards guards beaches Upgrade of Ablution Nr of ablution Upgraded ablution 2 facilities facilities upgraded facilities Fire and Emergency Nr of schools visited Schools visited 12 schools services for fire safety programmes Upgrade of Radio Date completion of Upgraded radio Feb 2013 network the upgrade of radio network system Improving access to network system basic service delivery SO: 2.2.4 To ensure Access to basic solid % of hh earning less Households with that customers get waste removal than R1100 (R3500) access to waste good value for money with access to basic removal waste removal % of hh with access to basic refuse removal SO: 2.2.3 To Ensuring waste Recycling Date establishment of Established recycling Dec 2012 contribute to a minimisation a recycling centre centre safe and secure environment. Manufacturing of Nr of skips Skips manufactured 24 skips skips manufactured Waste transfer site Date establishment of Transfer site October 2012 waste transfer site established Vehicle Licensing and Date establishment Phase 1 Vehicle and March 2013 Testing of Phase 1 of vehicle licensing centre licensing and testing established centre Ensuring service Cemeteries and Meters of fencing Fenced Cemetery delivery excellence Crematoria- Fencing installed Date completion Upgraded January 2013 of upgraded crematorium Crematorium Date purchase Established cemetery January 2013 of land for new cemetery establishment Upgrade and Nr of new parks New parks developed 14 parks maintenance developed of Sports and Recreation facilities Nr of sports facilities Sports facilities 18 sport facilities maintained maintained Construction of new Nr of combo courts Combo Courts 4 combo courts Combo Courts constructed constructed Rehabilitation of Nr of existing sports Sports facilities 2 facilities existing sports facilities rehabilitated rehabilitated facilities Child Care facilities Nr of child care Child care facilities 3 child care facilities facilities constructed constructed New Offices for Date completion of New offices built Sept 2012 Community Services new offices unit

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KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C KPA: 3. INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT(CS) GOAL: 3.1 Enhance the institutional transformation and productivity through strategic administrative IT and Human Capital Support. KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR Develop a Career Date completion Approved HRD Dec 2012 Human Resource Development/ and adoption of Strategy Development Pathing HRD strategy Strategy for the organisation. Develop a Career Date completion Approved HRD Dec 2012 Human Resource Development/ and adoption of Strategy Development Pathing HRD strategy Strategy for the organisation. Filling of critical Employment Equity % of people from Designated Groups 100% 70% positions judesignated employed employment equity target groups employed in the three 3.1.1 To formulate highest levels of and implement the management in HRD strategy accordance with the municipality’s employment equity plan Implement Staff Retention Nr of staff Programmes 1500 300 programmes for participating in implemented staff retention staff retention programmes Date completion of Survey report June 2013 staff satisfaction survey Induction % of new Employees that 100% 100% employees attended induction attending induction programme

Develop Skills gap analysis Date completion Skills Gap Analysis Dec 2012 implementation of the skills gap Report plans for skills analysis development in the % of staff Staff assessed 100% 80% organisation. assessed for skills gaps Review and adopt Workplace Skills % of a Expenditure on 100% 100% the WSP Plan municipality’s WSP budget actually spent on implementing a workplace skills plan Develop and Internships and Date completion Internships and Sept 2012 3.1.2 To develop implement an Learnerships of the Learnership Learnerships and implement Internship and and Internship implemented priority skills Learnership Policy Policy programme Nr of learners Learners recruited 150 learners 30 learners recruited for internship programmes Nr of learnership Approved 10 Learnership 2 Learnership programmes Learnerships programmes programmes approved by LGSETA Nr of students Students on in- 60 tudents75 staff 12 students offered in-service service training members training Develop and Bursary Scheme Nr of applicants Staff members 75 staff members 15 staff members implement a approved for allocated bursary Bursary Policy bursary

164 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KPA: 3. INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT(CS) GOAL: 3.1 Enhance the institutional transformation and productivity through strategic administrative IT and Human Capital Support. KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR 3.1.3 To streamline Review Financial Financial Date completion of Reviewed Dec 2012 administrative Delegation system delegation system Reviewed financial Financial support processes delegations Delegations and systems Applicable Nr of SOPs Adopted SOPs 10 SOPs 2 SOPs Standard adopted Operating Procedures Ensure that all Documentation % of current Registry 100% 100% documents in and Records registry documents stored Registry are stored Management documents stored electronically electronically electronically Secretariat and Turnaround time to Council Resolution Within 5 days Within 5 days Council Services distribute Council distributed Resolutions to relevant departments Nr of Council Council meetings 20 meetings 4 meetings meetings held held Ensure that the Upkeep of Council Nr of quarterly Updated Council 20 updates 4 updates Council Policy Policy Manual updates on Council Policy Manual Manual is updated Policy done 3.1.4 To reinforce Ensure Inter-Departmental Nr of awareness Awareness 20 awareness 4 awareness stakeholder effective use of Communication workshops workshops workshops workshops communications communication conducted on HR conducted and participation and participation issues fora Ensure good Local Labour Nr of LLF meetings LLF meetings held 50 LLF meetings 10 meetings labour relations Forum held within the institution. Address grievance Grievance Turnaround time to Resolved cases Within 5 days Within 5 days cases within Procedures address grievance specified times cases % of grievance Grievance cases 100% 80% cases addressed addressed within specified timeframes 3.1.5 To enhance Ensuring Customer Batho Pele/KDM Date approval Approved Service 2 Service Delivery August 2012 institutional care and making workforce service of the Service Delivery Charter Charters productivity Batho Pele a excellence awards Delivery through reality Charter for the developing a Municipality renewed cadre Date of workshop Workshops Dec 2012 of Local Public for Batho Pele conducted service champions Nr of workshops 35 workshops 7 workshops conducted on service delivery improvement plans developed per department Date of the Service Excellence 30 June launch of service Launch held excellence awards Electronic Date procurement Electronic Dec 2012 Personnel Records of the system Personnel Records and Attendance and Attendance System System Procured Dynamic Nr of sessions Sessions 30 sessions 6 sessions Leadership conducted conducted Management

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KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C KPA: 3. INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT(CS) GOAL: 3.1 Enhance the institutional transformation and productivity through strategic administrative IT and Human Capital Support. KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR Encourage Employee Date approval of Approved EAP Sept 2012 healthy lifestyle Assistance EAP Policy Policy for municipal Programme EAP programmes 20 programmes 4 programmes employees implemented Conduct an Organisational Date completion of Organisational March 2013 organisational Work study work study report Workstudy report workstudy 3.1.6 To develop Enable ICT Ward Nr of wards piloted Wards connected 27 wards 20 wards and roll out the connectivity of all Connectivity ito connectivity Integrated ICT wards governance Enhance Partnerships with Nr of MOUs signed Signed MOUs 2 MOUs programme partnerships with IT stakeholders stakeholders Promote IT student Forum Nr of forum Meetings held 20 meetings 4 meetings participation on meetings held IT Supplier Forum 4 meetings ICT matters Fast track approval Building Plans Date installation of Installed Tracker Sept 2012 of buildings plans Tracker the Tracker system Plan system and enhancing revenue Ensure institutional Business Date approval of Approved BCP March 2013 risks are mitigated Continuity Plan the BCP KPA: 4. GOOD GOVERNANCE AND COMMUNITY PARTICIPATION (OMM) GOAL: 4.1. Building a caring and sustainable local government that is responsive to the needs of the communities. KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 4.1.1 To Encouraging Community Based Nr of community Community Based 7 CBPs for all 3 plans for 7 implement public public Planning based plans Plans clusters clusters participation participation developed programmes Training and % of ward Functional ward 100% 70% support of ward committees committees committees functional Nr of ward Ward committees 27 wards 2 wards committees trained and supported through supported a funding model IDP process plan Date completion Approved IDP July 2012 and submission to process plan Council IDP/Budget Nr of road Road shows 35 roadshows 7 road shows road shows shows/ izimbizos conducted (1 road show per conducted cluster) IDP Rep Forums Nr of IDP rep IDP Forum 20 Forums 4 Forums forums held meetings Approval of IDP Date approval of Approved IDP 31 May 2013 IDP by Council Mayoral izimbizos Nr of Mayoral 27 izimbizos 27 izimbizos izimbizos conducted SO: 4.1.2 To Ensuring Good Clean Audit % reduction of Audit queries 100% 100% provide effective Governance audit queries addressed and and efficient raised (Internal recommendations Internal Audit &External Queries) implemented services for Compilation of Internal Audit Number of reports Audit Reports 20 IA reports 4 IA reports as per Council Internal Audit programme submitted to the submitted Audit Plan reports Audit Committee in respect of the approved Annual Audit plan

166 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KPA: 4. GOOD GOVERNANCE AND COMMUNITY PARTICIPATION (OMM) GOAL: 4.1. Building a caring and sustainable local government that is responsive to the needs of the communities. KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 4.1.3 Implementation of Risk Management Nr of risk Approved risk 30 Risk Mitigation 6 risk mitigation To manage Risk Management mitigation plans mitigation plans plans plans by Sept 2012 institutional risks Strategy developed per department Develop a plan Business Date approval Approved BCP 5 annual reviews Dec 2012 to mitigate Continuity Plan of the BCP/ of BCP institutional risks Framework Implementation Fraud and Date of approval of Approved 5 annual reviews Sept 2012 of Fraud and Anti-Corruption Policy by Council Fraud and of Fraud and Anti-Corruption Strategy Anti-Corruption Anti-Corruption Strategy strategy Strategy Establishment of Ethics Committee % Fully functional Ethics Committee 100% 100% by Sept 2012 Ethics Committee Ethics committee established and functional SO: 4.1.4 To Accelerating HIV/AIDS Nr of Aids Campaigns 20 campaigns 4 awareness facilitate a the fight against awareness awareness conducted campaigns coordinated HIV and AIDS campaigns strategy for HIV pandemic conducted and AIDS % reduction in Reduced number 20% 5% statistics reported in statistics of people testing reported of HIV HIV positive positive people SO: 4.1.5 To Institutionalising Youth Mobilisation Nr of youth Youth mobilisation 20 initiatives 4 initiatives facilitate alignment and mainstreaming mobilisation initiatives and integration youth initiatives implemented of special development. implemented programmes Youth Mass Nr of bursaries Bursaries issued 50 bursaries 10 bursaries Skilling issued Facilitate Vulnerable groups Nr of programmes Vulnerable groups 25 programmes 5 programmes 30 programmes programmes for vulnerable programmes Sept 2012 targeting the groups implemented vulnerable groups implemented SO: 4.1.6 To Ensuring a well- Marketing Number of Newsletters 20 newsletters 4 newsletters implement a informed public Publicity & Media newsletters issued issued communication in matters of Coordination strategy governance and service delivery Ensuring a well- Marketing Number of Newsletters 20 newsletters 4 newsletters informed public Publicity & Media newsletters issued issued in matters of Coordination governance and Mayoral Events Nr of mayoral Events 20 events 4 events service delivery events held coordinated KHULUMA Nr of publications Publications 20 publications 4 publications MASPALA issued issued Mayoral Events Nr of mayoral Events 20 events 4 events events held coordinated Nr of radio slots Mayoral Radio 20 radio slots/ 4 radio slots/ broadcasted Slots broadcasted public affairs public affairs KPA: 4.2 INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT(OMM) GOAL: 4. 2.1 Improved quality of service delivery and strengthening democratic processes KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 4.2.1.1 Ensure effective OPMS Audit % reduction of OPMS Clean Audit 100% 100% To enhance implementation of OPMS Audit organisational OPMS queries raised development PMS Framework Date approval Approved PMS 5 annual reviews Sept 2012 in line with of the PMS Framework community needs. Framework Facilitate quarterly PMS quarterly Nr of PMS PMS reviews 20 PMS reviews 4 PMS Reviews PMS reviews reviews quarterly conducted review sessions conducted

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KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C Ensure Performance Nr of performance Signed 35 Performance 7 Performance performance Agreements for agreements signed Performance agreements Agreements agreements for S57 by target date Agreements S57 are signed by target dates Ensure adoption of Adoption of the Date adoption of Adopted Annual 5 Annual Reports 1 Annual Report the Annual Report Annual Report the Annual Report report as per Legislative requirements KPA: 4.2 INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT(OMM) GOAL: 4. 2.1 Improved quality of service delivery and strengthening democratic processes KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 4.2.1.2 To Ensuring a well- Customer Date completion CSS report 5 surveys Sept 2012 implement informed public Satisfaction of Customer a customer in matters of Survey Satisfaction satisfaction Survey governance and Survey programme service delivery SO: 4.2.1.3 To Strengthening IGR Date approval of Approved Protocol 5 Policies 30 Sept 2012 promote inter- of IGR in the Protocol Policy Policy reviewed annually governmental municipality Nr of IGR Forum Forum meetings 40 meetings 8 Forum meetings relations meetings held held Sukuma sakhe Nr of interventions Sukuma sakhe 40 interventions 8 interventions conducted interventions conducted SO: 4.2.1.4 To Ensure safety of Occupational Date of approval of Approved OHS 5 Policies 31 Dec 2012 contribute to a employees in the Health and Safety OHS Policy Policy reviewed annually safe and secure workplace environment. Manage disaster Disaster Date approval Approved Disaster 5 Policies 31 Dec 2012 Management of Disaster Management reviewed annually Management Policy Policy Ensure provision Legal Services of efficient and effective Legal services for Council KPA: 4.3 LOCAL ECONOMIC DEVELOPMENT(OMM) GOAL: 4.3.1 Promote a safe and sustainable environment for economic development KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR 4.3.1.1 To stimulate Implement special Neighbourhood Nr of projects Neighbourhood 20 projects 4 projects economic growth projects Development implemented Development Partnership Partnership programmes implemented KPA: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT(FS) GOAL: Overcoming debt and achieving cost recovery on services provided KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 5.1.1 To ensure Ensuring strict Revenue collection % reduction Reduced 50% 10% that the revenue of credit control of outstanding outstanding the municipality is debtors debtors collected and Debt collection Amount collected 97% 97% ratio Revenue % Functional Reduced loss in 90% of customers 90% of customers Protection Unit Revenue electricity revenue on disconnection on disconnection Protection Unit listing listing disconnected. disconnected. Appoint service Property audit Updated and Property database Updated and Updated and provider and of all properties maintained updated maintained maintained update the debt within municipal property database property database property database management area of jurisdiction Fully updated Updated debt Fully updated Fully updated system debt management management debt management debt management system system system system

168 KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 KPA: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT(FS) GOAL: Overcoming debt and achieving cost recovery on services provided KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR Ensure Billing of Meter audit % full Meter audit 100% 100% services rendered coverage plan implementation coverage plan implementation (MACP) of meter audit implemented coverage plan Audit of electricity Updated debtors Maintained Updated debtors Updated debtors meters per MACP database debtors database database database Replacement of % Faulty meters Replaced faulty 100% 90% of identified faulty meters replaced meters faulty meters % reduction of Reduced 100% 100% distribution losses distribution of losses Audit of refuse % maintenance of Accurate refuse 100% 100% billing accurate refuse billing billing Undertake tariff Cost reflective % maintenance Cost reflective 100% 100% study tariffs of cost reflective tariffs maintained tariffs Use modern Electronic and Date completion Programme June 2013 technology for MMS statements of programme for accessing consumer billing & for accessing Electronic and management electronic and MMS statements MMS statements completed by consumers Maintain and Assessment Rates Nr of Supplementary 10 Supplementary 2 Supplementary update the supplementary valuation rolls Valuation Rolls Valuation Rolls Valuation Roll valuation rolls assessed assessed Enable a greater MPRA % implementation MPRA strategy 100% 100% awareness of the Communications of MPRA implemented Municipal Property Strategy Communications Rates Act Strategy SO: 5.1.2 To ensure Link prepaid Prepaid Electricity % of audited Prepaid meters 100% of audited 90% of audited compliance meters to debtors meters linked linked to debtors meters linked meters linked with financial book book management Appointment % efficient and Accessible 100% 100% prescripts of vendors for accessible vendoring stations prepaid electricity vendoring stations to the community to community SO: 5.1.3 Improve Expenditure on % of a Improved 100% 100% To improve expenditure on capital projects municipality’s expenditure on expenditure Capital Budget capital budget capital budget on Capital/ actually spent on Operational capital projects Budget identified for a particular financial year in terms of the municipality’s integrated development plan Purchasing of Purchase of Office % expenditure of Office furniture 100% 100% office furniture for Furniture operational budget purchased per vacancies filled vacancies filled Improve SCM processes Turnaround time Improved and Within 30 days Within 30 days SCM process for finalisation of efficient SCM efficiencies SCM processes processes for purchase of high volume and regular commodities via tenders Purchase vehicle Purchase of Nr of vehicles Purchased vehicle One vehicle 1 vehicle for the Asset vehicle purchased purchased Management Section

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KWADUKUZA INTEGRATED DEVELOPMENT PLAN | 2012-17 C KPA: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT(FS) GOAL: Overcoming debt and achieving cost recovery on services provided KEY STRATEGIC 2012/2013 YEAR STRATEGY PROGRAMMES/ PERFORMANCE OUTPUT 5 YEAR TARGET OBJECTIVE TARGET INDICATOR SO: 5.1.4 To ensure Ensure Compliance with Unqualified audit Unqualified audit Unqualified audit Unqualified audit compliance compliance to GRAP opinion opinion opinion opinion with financial relevant financial Development of Nr of additional Interns appointed 25 interns 5 Interns management management internal capacity Finance and capacitated legislations, legislations, in order to deal Management prescripts, best prescripts, best with legislative Interns appointed practices practices changes and compliance issues

Ensuring A3 credit rating A3 credit rating A3 credit rating A3 credit rating A3 credit rating effectiveness obtained and obtained obtained and obtained and of current IT maintained maintained maintained packages in Continuous Updated financial Forecasting model Financial Financial addressing MIS assessment forecasting model updated forecasting model forecasting model requirements of borrowing implemented implemented capacity Review of critical Nr of identified Reviewed policies 20 policies 4 Policies policies critical policies reviewed IT package in % Fully functional IT package in 100% 100% line with MIS billing, SCM, line with MIS requirements assets and GRAP requirements modules To ensure Reconciliation Financial Asset % reconciled Reconciled Fixed 100% 100% compliance of Fixed Asset and Liability Asset Register with financial Register Management management legislations, prescripts, best practices

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COMPILED BY: 14 Chief Albert Luthuli Street, Kwadukuza, 4450 PO Box 72, KwaDukuza. 44500 Mr. Mandla Manzini T: 032 437 5000 E-mail: [email protected] Fax: 032 437 5098 Telephone: 032 437 5002 10 Leonora Drive, Ballito, 4420 PO Box 10, Ballito, 4420 T: 032 946 8000 Mr. Buhle Cirha Fax: 032 946 8067 E-mail: [email protected] Telephone: 032 437 5003 www.kwadukuza.gov.za