ANNEXURE A Annexure A EKURHULENI METROPOLITAN MUNICIPALITY Integrated Development Plan (IDP) 2016/17 Contents 1. INTRODUCTION ............................................................................................................. 3 1.1 CONTEXT AND OVERVIEW ............................................................................................... 3 2. STATUS QUO ....................................................................................................................... 9 2.1 SITUATIONAL ANALYSIS .................................................................................................. 9 2.2 VISION, MISSION AND VALUES ..................................................................................29 3.1 STRATEGIC PLANNING FRAMEWORK ...........................................................................31 4.1 GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS ...............................................40 5. INTERGOVERNMENTAL ALIGNMENT ...............................................................................50 6. COMMUNITY PARTICIPATION ...........................................................................................65 6.1 IDP PLANNING PROCESS FOR 2016/17: WARD CONSULTATIONS .............................65 7. REVIEW OF THE INTEGRATED DEVELOPMENT PLAN ................................................. 100 7.1 GUIDING PRINCIPLES .................................................................................................... 100 7.2 IDP/SDBIP ........................................................................................................................ 101 8. DRAFT MULTI-YEAR FINANCIAL PLAN .......................................................................... 169 9.1 EMM METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK 2035 (MSDF) ......... 170 INTRODUCTION .................................................................................................................... 178 10. DISASTER MANAGEMENT PLAN................................................................................... 205 11. PERFORMANCE MANAGEMENT SYSTEM .................................................................... 207 CHAPTER 1 1. INTRODUCTION 1.1 CONTEXT AND OVERVIEW Integrated development planning is a process through which municipalities prepare a strategic development plan which extends over a five-year period. The Integrated Development Plan (IDP) is a product of this planning process. The Ekurhuleni Metropolitan Municipality’s (EMM) IDP is the principal strategic planning instrument which guides and informs all planning, budgeting, management and decision-making processes in the municipality. Through Integrated Development Planning, which necessitates the involvement of all relevant stakeholders, a municipality will: Identify its key development priorities; Formulate a clear vision, mission and values; Formulate appropriate strategies; Develop the appropriate organisational structure and systems to realize the vision and mission; and Align resources with developmental priorities. In terms of the Municipal Systems Act, all municipalities have to undertake an integrated development planning process to produce IDPs. As the IDP is a legislative requirement, it has a legal status and supersedes all other plans that guide development at local government level. Through the IDP, municipalities are required to align with the provincial and national spheres of government in the delivery of national and provincial developmental programmes at local level. Furthermore, municipalities have to incorporate a wide range of sectoral programmes (e.g. water, health and small business development) into their own municipal development programmes, and also comply with the requirements of a variety of national legislation aimed at facilitating development. This draft IDP is a transitional IDP. The IDP being produced for 16/17 financial year normally would have been an IDP for the new term of office, but because of the scheduling of the election and the simultaneous need to comply with the law, an IDP has to be produced overlapping into the new term. This IDP therefore primarily about continuation of the work the municipality has been doing in the last 4/5 years. Since the establishment of the municipality, EMM has made excellent progress in enabling the people of this region to enjoy the fruits of liberation and democracy. We have seen substantial improvements made in the provision of healthcare, houses, water, electricity and sanitation. Widespread use of the bucket system has been significantly reduced, if not eliminated. We have laid a solid foundation and are on course to improve the lives of our communities. As we celebrate the positive change in our communities, we are also aware of the many challenges we still face. Our fight against poverty and underdevelopment will be further intensified to work towards halving unemployment. Our responsibility as a sphere of government is to ensure that the quality of life of all who live and work in Ekurhuleni is improved. We will continue to engage in both progressive and meaningful discussions with our communities to shape a clear path from which governance and development will draw guidance and direction. Since 2011, when the IDP for the term was approved, the municipality has implemented numerous projects and programmes to improve the lives of Ekurhuleni’s citizens. The section below highlights some of the achievements in service delivery. This summary of achievements is presented in line with the strategic objectives of the City as derived from the Growth and Development Strategy 2055. All work and interventions implemented by EMM is informed by the GDS and its five themes of re-governing, re-urbanizing, re-industrializing, re-mobilizing and re-generating the city. Effective Cooperative Governance In efforts to better re-govern the city, EMM has achieved: Four (4) successive unqualified audit opinions and a clean audit opinion in the financial years 2013/14 and 14/15. The clean audit opinion in the 2013/14 and 14/15 financial year was also awarded to five of the municipalities’ entities. This is the first time in the history of this metro that we have received back-to-back clean audits. A clean audit means that financial statements of the municipality are free from material misstatements (in other words, a financially unqualified audit opinion) and there are no material findings on reporting on performance objectives or non-compliance with legislation. Implemented the separation of powers model which it adopted in 2012 where commendable progress has been made. The model promotes a system of checks and balances and through its implementation the Legislature conducts oversight on the work of the Executive. By implementing this model in its governance framework, EMM has positively entrenched accountability in the metro. Revenue collection in the municipality has consistently been above a 90% over the last four years and a target of 95% is close to being achieved. Revenue Collection for the 11/12 was 93.2%, for 12/13 FY was 92.02, for 13/14 was 89.6% and for the 14/15 FY was 92.19%. A culture of community participation in municipal decision-making has been entrenched to IDP Consultations, Izimbizos, Functioning Ward Committee System etc. The City developed a range of customer response and governance mechanisms to address needs. This includes 20 Customer care Centres and a 258-seater Call-Centre. A whole range of new customer interface mechanisms are continuing to be rolled-out. Sustainable Urban Integration To re-urbanize Ekurhuleni, its infrastructure is been improved on a continuous basis and among others, the following have been achieved since June 2011: 6167 street lights were installed; 24 267 subsidized household were electrified; 27 119 additional households provided with minimum water supply; 2300 houses were built To deal with informality: 275 high mast lights were fitted in informal settlements; 26778 PV Solar Units were distributed in informal settlements Public transport infrastructure and roads as an important aspect of sustainable urbanization is also receiving attention: Over 150 bus shelters having been constructed since 2011 and An Integrated Rapid Public Transport Network Plans is now at an advanced stage of implementation. 280km of roads was tarred In addition to this other social facilities such as sport and recreational facilities including fire stations, sports and recreation facilities and clinics were constructed. Job-creating Economic Growth In pursuit of efforts to re-industrialize EMM, among others the metro has: Facilitated 14 large projects with a pipeline value of over R30 billion since 2011/12. These projects include: o The PRASA-Gibela rolling stock manufacturing project in Dunnotar wherein 3 600 locomotives will be manufactured. EMM has already approved the leasing of 288 hectares to PRASA-GIBELA; o Facilitation of the process to establish the Tambo-Springs Inland Port which is progressing well following approval of the Township Establishment application in 2014. EMM has also pioneered the revitalisation of township economies. Among milestones achieved in relation to this is: Development of 13 township business hubs and the building of 2 fabrication laboratories (FabLabs) in Tembisa and Thokoza to train youth on conceptualization and with the development of product prototypes; Identification of 10 Council-owned shops in townships for refurbishment. Social Empowerment Among achievements to re-mobilize and empower