FINAL MAKANA MUNICIPALITY INTEGRATED DEVELOPMENT PLAN 2019-2020 (I) TABLE OF CONTENTS 2 (II) ACRONYMS AND ABBREVIATION 3-4 (III) TABLES, MAPS AND FIGURES 4-5 (IV) EXECUTIVE SUMMARY 6-7 (V) MUNICIPAL OVERVIEW 8-11 CHAPTER ONE: PREPARATORY AND PLANNING PROCESS 12-40 1.1 Background 12-12 1.2 Legal Framework 12-13 1.3 Makana Five Year Integrated Development Plan 13-13 1.4 Mandate and Guide Parameters 13-28 1.5 Process Plan (2018/19) 28-40 CHAPTER TWO: SITUATIONAL ANALYSIS 40-192 2.1 Spatial Planning 40-54 2.2 Socio Economic Profile 54-76 2.3 Economic Profile 76-82 2.4 Institutional Transformation & Organisational Development 82-95 2.5 Good Governance and Public Participation 95-121 2.6 Local Economic Development 122-143 2.7 Public Safety and Community Service 143-151 2.8 Basic Services and Infrastructure Development 152-173 2.9 Consolidated High level critical service delivery challenges 173-177 2.10 Human Settlement & Management 178-189 2.11 Financial Viability & Management 189-195 CHAPTER THREE: STRATEGIC INTERVENTION 195-234 3.1 Municipal Development Priorities 195-196 3.2 Strategic Review outcomes 197-200 3.3 Municipal Strategy Agenda 200-202 3.4 Intergovernmental alignment 202-207 3.5 IDP Register 208-234 CHAPTER FOUR: FINANCIAL PLAN 235-252 CHAPTER FIVE INTEGRATION 252-285 5.1 Introduction 252-252 5.2 Summary of Sector Plans 252-268 5.3 Performance Management- Institutional Level 268-278 5.4 Performance Management- Individual Level 278-285 [2] (II) ACRONYMS AND ABBREVIATIONS: IDP Integrated Development Plan Agric Agriculture ASGISA Accelerated and Shares Growth Initiative for South Africa CBP Community Based Planning SBDM Sarah Baartman District Municipality CDW Community Development Worker CFO Chief Financial Officer Cllr Councillor EM Executive Mayor MM Municipal Manager CSS Community and Social Services DBSA Development Bank South Africa DEAET Department of Economic Affairs, Environmental and Tourism COGTA Cooperative Governance and Traditional Affairs DoSD Department Of Social Development DTIS Department of Technical and Infrastructure Services DWIS Department of Water and Infrastructure Services ECDC Eastern Cape Development Corporation EHS Environmental Health Services FM Financial Management MKH Makhanda HASTI HIV and AIDS and Sexually Transmitted Infections LSA Local Service Area Makana LM Makana Local Municipality MEC Member of the Executive Council MMC Member of Mayoral Committee MIG Municipal Infrastructure Grant MPCC Multi-Purpose Community Centre Munic Municipality NSDP National Spatial Development Plan PDP Provincial Development Plan PHP People Housing Process PMS Performance Management System Rep Representative SDBIP Service Delivery and Budget Implementation Plan SDF Spatial Development Framework WSDP Water Service Development Plan WTW Water Treatment Works WWTW Waste Water Treatment Works AFF Asset Financing Fund [3] Opex Operation expenditure Capex Capital Expenditure MPAC Municipal Public Account Committee CIP Comprehensive Infrastructure Plan III) Tables, Maps and Figures Table Table Description Description Number Number 1 National Outcomes 35 Environmental Resources 2 Long-term Strategy 36 Educational Resources 3 SBDM Development 37 Health Facilities Priorities 4 Makana Development 38 Police Station in Makana Priorities Area 5 Development Planning 39 Access to Basic Services Strategic Framework 6 Roles and Responsibilities 40 Blue Drop Status 7 Community and 41 Green Drop Status Stakeholder Communication 8 Mechanism for Alignment 42 Drought Interventions 9 Key Deadline Schedule 43 Municipal Short Term Projects 10 Mayoral Imbizo 44 Urban and Rural Settlement Areas 11 IDP/Budget Roadshow 45 Settlement and Nodes 12 Population Distribution 46 Informal Dwellings 13 Land Use Options Per Land 47 Backyard Shacks Capability Class 14 Land Capacity in Makana 48 Dwelling Types and Tenure Status 15 Land Reform Targets 49 Housing Backlogs 16 Land Distribution 50 Housing Projects 17 Population Density 51 Financial Policies 18 Gender Profile 52 IDP Project Register 19 School Attendance 53 MTERF – Multi-year Budget 20 Level of Education 54 Revenue Classified By Revenue Source 21 Poverty Indicators for 55 Operating Expenditure By SBDM Standard Classification Item 22 Employment 56 Infrastructure Capital Plans 23 HIV Testing 57 Sector Plans 24 TB Screening 58 Water and Sanitation Backlogs [4] 25 Labour Force 59 Status of Supply to Higher Levels 26 Labour Status 60 Cost of Backlogs 27 Sectors with Comparative 61 Vision Key Principles Advantage 28 Investment in Makana 62 Monitoring Reports 29 Directorates 63 Performance Report Requirements 30 Powers and Functions 64 Performance Management Plan 31 Vacancy Rate Schedule 65 Stakeholder Roles and Responsibilities 32 Institutional Policies and 66 Performance Management Procedures Review Schedule 33 Summary of Strategic 67 Performance Assessments Institutional Risks 34 Register for CBO/NGO’s Maps No. Description 1 Makana Geographic 2 Ward Delimitation 3 Geographic Distribution – SBDM 4 Spatial Location Figure No. Description 1 Composition of a Municipality 2 Gender Profile 3-1 Educational Attainment per Local Municipality 3-2 Weighted Average Monthly Household Income 4 Level of Poverty in the District 5 Human Development Index 6 Employment Comparison 7 Organisational Structure 8 Political Structure 9 Core Values [5] IV) EXECUTIVE SUMMARY Upon election in August 2016, the Makana Local Municipality leadership developed and adopted a 5 year strategic plan known as the Integrated Development Plan (IDP) in terms of the Municipal Systems Act, Act 32 of 2000. The IDP is the overall strategic document that guides decision making in respect of planning, budgeting and the overall development of a municipality. The IDP is reviewed annually after consultation with the communities before it is tabled and adopted by council. This is the thirds review of the IDP and is intended to assess progress made while prioritising new developmental challenges. In addition, the municipality is in the process of reviewing its Spatial Development Framework (SDF) document. This document is developed in terms of the Spatial Planning and Land Use Management Act, SPLUMA in short. Among many objectives, the SDF document is intended to provide for the sustainable and efficient use of land. It is common knowledge that the municipality has been experiencing a number of challenges since 2014. These challenges included but were not limited to: Inadequate revenue collection Poor service delivery Successive negative audit opinions Lack of good corporate governance Under developed institutional arrangements Different spheres of government have been intervening to support the municipality in terms of section 154 of the Constitution in the past and continue to support the municipality to date. In addition, Section 139 has been visited upon the municipality in 2014. To add injury to the wound, the municipality was visited by the worst drought in seventy years. The municipality applied to be declared a Disaster area which was approved by the Sarah Baartman District under which the municipality falls. There is political stability within the municipality and the top administrative leadership is in place except for one Director who is on suspension. It is against this backdrop that the current IDP seeks to revive the municipality by going back to the basics. During the IDP and Budget road shows housing was identified as the number one priority among all the communities that were consulted on the draft IDP and Draft Budget. Bulk infrastructure for water and sewer become the prerequisite for the construction of housing for human settlement. The key challenge in this regard is the identification and acquisition of suitable land for human settlement purposes. This challenge is acute particularly in the outlying semi- rural settlements with the municipality. [6] The two Waste Water Treatment Plants of Mayfield and Belmont valley are over capacitated resulting in outflow of sewer. This situation is not only in breach environmental standards but is also a health hazard. Future housing and other developments are on hold as a result of this situation. Other government departments and entities together with municipal officials are in discussion to source funding to upgrade these facilities. The operation and maintenance of these facilities is the major challenge. It is for that reason that the Office of the Premier assisted the municipality with seconding Engineers from MISA. Other sources of funding are also explored to address the dilapidated road infrastructure within the municipality. The municipality through its council has adopted numerous strategies to increase revenue collection. Cogta through the services of Kagiso Trust is assisting the municipality to cleanse its municipal database, improving the billing system, correct categorisation and valuation of properties among other things. The effective implementation of these strategies will improve revenue collection over time. With regards to the institutional capacity, the municipality is in the final stages of reviewing its organisational structure. Once adopted by council, the positions in the organogram will be graded and evaluated. A transparent process to fill the posts will then be embarked upon by the Executives. The idea is to fill the posts with competent, skilled and professional work force that will serve with honesty and commitment. With the support of local organisations, councillors and administration it is possible to turn around this municipality to become