Msunduzi IDP 2007 by Marc Russell Abbott

IDP 2006 - 2011 Isixaxa - Pulling together

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Revised IDP for 2007/08

IDP 2007 / 2008

Content Pages

Page No.

Contact Details Vision, Mission Statement, City Goals and City Guiding Principles Forewords

03 04 06

Section A : Introduction and Background 1. Introduction

13 13

Section B: Good Governance and Communtity Participation 1. The IDP Review Process 2. IDP Structure 3. Institutional Analysis The Msunduzi Organisation Structure 4. Information Technology and Communication

20 20 44 46 50 51

Section C : Situational Analysis 1. Introduction 2. The Population of Municipality 3. Households and Household Services 4. Social

54 54 58 59 62

Section D : Strategic Direction For 2006 to 2011 1. Introduction 2. City Development Strategy 3. Vision 2025 4. Mission Statement 5. City Goals 6. City Guiding Principles 7. City Strategy Direction 2006 - 2011 8. City Strategic Priority Issues and City Challenges

67 67 67 68 68 69 69 70 75

Section E : Spatial Development Framework and Land use Management System 1. Introduction 2. Land Use Management Scheme 3. Identification of Existing and Possible Nodes

86 86 86 89

Section F : Economic Development 1. Introduction 2. Background 3. Economic Review 4. Strategic Goals 5. Strategies 6. Local Economic Development 7. Some Critical Projects

93 93 93 94 95 96 97 98

IDP 2007 / 2008

Section G : Socio-Economic Development 1. Background 2. Youth Strategy 3. Gender Strategy 4. HIV / AIDS Strategy 5. Poverty Eradication 6. Parks, Sport and Recreation 2010 7. Environmental Analysis 8. Indigent Policy Guidelines / Imiqathango Yenqubomgomo Yabanhlwempu

100 100 100 108 114 115 116 117 120 121

Section H : Financial Viability and Management 1. Overview 2. City Finances 3. Challenges Facing the Municipality 4. Msunduzi Budget for 2007 / 2008

122 122 123 128 128

Section I : Msunduzi Municipality Scorecard

134

Section J : Service Delivery 1. Introduction 2. Service Provision Situation 3. Current Situation 4. Service Providers 5. Level of Standards 6. Backlogs 7. Transportation Backlogs

146 146 147 164 170 172 180 184

Section K : Greater Edendale Development Initiative 1. Introduction 2. Historical Background

187 187 188

Section L : Projects

199

Glossary

247

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Contacts Details PRIVATE BAG X321 PIETERMARITZBURG 3200 CITY MANAGER THE CITY HALL C/O CHIEF ALBERT LUTHULI & CHURCH STREET PIETERMARITZBURG 3200 IDP OFFICE THE CITY HALL C/O CHIEF ALBERT LUTHULI & CHURCH STREET PIETERMARITZBURG 3200 TELEPHONE : 033-3923000 FACSIMILE : 033-3922397 WEBSITE : www.msunduzi.gov.za

Contacts Details Prepared by: MSUNDUZI MUNICIPALITY IDP CO-ORDINATING COMMITTEE LED BY: ROB HASWELL : CITY MANAGER CLLR Z HLATSHAYO: CITY MAYOR CONTACT DETAILS: 033-3922011 FACILITATED BY: MR ROBBIE MKHZIE IDP MANAGER CONTACT DETAILS: 033-3922033 E-MAIL: robbie.mkhize@msunduzi.gov.za SUPPORTED BY: STRATEGIC EXECUTIVE MANAGERS MANAGEMENT STAFF COMMUNITY OF PIETERMARITZBURG & VARIOUS STAKEHOLDERS

IDP 2007 / 2008

The Vision Part of re-visioning the strategic direction of the City under the CDS process, the Vision was adjusted as following:

The Capital City of Choice 3.1 The Vision Statement By 2017 to be a Globally Competitive Metropolitan City of Choice which Capitalizes on its Strategic Location, Environment, Cultural Heritage and Educational Facilities Creating a Choice Quality of Life for All

MISSION STATEMENT The Mission for Msunduzi Municipality to Facilitate the Provision of Services by: •

Community Participation

•

Social and Economic Development and Growth

•

Safety, Security and HIV/AIDS

•

Sustainable Service Delivery

•

Sound Finances

•

Sound Governance

•

Sustainable Environmental Management

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CITY GOALS CITY GOAL

MINMEC

To promote integrated development in a consultative manner through provision of sustainable services and infrastructure and optimal utilization of resources between sectors, geographical areas and communities in line with the Provincial Growth and Development Strategy and National Growth and Development Strategy.

Improve service to achieve a better national health profile and reduction of preventable causes of death, including violent crime and road accidents.

To promote sustainable economic growth and equitable development in order to perform above the national and economic development indicators

Reduction of unemployment by half. Position South Africa strategically as an effective force in global relations Provision of skills required by the economy

To eradicate poverty, through sustainable service delivery and by creating employment opportunities to realize the millennium goals with particular focus on addressing gender imbalances and youth disparities

Reduction of poverty by half

To provide sustainable and developmental finance through sound financial management To Promote health and safety and caring of environment guided by the Local Agenda 21 Principles and Processes

Significant reduction in the number of serious and priority crimes and cases awaiting trial

Promote the City Heritage and enhance sustainable tourism To promote sound governance in accordance with the King II Report

Provide compassionate Government Service to people. Ensure that all South Africans are able to fully exercise their constitutional rights and enjoy the full dignity of freedom

To improve and maintain infrastructure assets To promote and enhance e-governance

CITY GUIDING PRINCIPLES To underpin all development activities: •

Sustainability

•

Strategic Focus

•

Participation

•

Transparency

•

People Centred

•

Promotes Transformation

•

Customer Focused

•

Integration and Alignment

•

Democratic

•

Implementation Orientated

•

Accountability

•

Promote Co-operative Governance

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Cllr. Z. Hlatswayo City Mayor

Foreword by City Mayor An institution, any institution vested with the momentous task of service delivery sustainably, harmoniously and cost-effectively so within a not static social, political, geographical, historical, economic and cultural environment, inherently desires a kind of guidance based on tangible scientific data that can be accommodated by the financial resources within a given period of time. That guidance and rudder is called the Integrated Development Plan (IDP).It provides the parameters within which a municipal establishment like Msunduzi can execute its constitutional mandate in line with the outcomes of the deliberations and consultations with the constituency elements, and in that sense ensures that the democratic cardinal tenet of Transparency is upheld. Because the municipality is the instrumental agent of development in the execution of the IDP, the IDP also requires that the municipality itself undergoes a facelift. In other words the IDP requires mutual transformation, both internally (within the municipality) and externally (communities within the jurisdiction). It is “Batho Pele” driven and indiscriminately so for in its implementation race, economic status, political and religious affiliation is immaterial. Because the IDP adheres to a particular design, a synergistically-generated design, the likelihood of the haphazard utilization of financial resources has no ground for entertainment: an attainment of the Accountability mileage. The IDP is a protracted undertaking in both its conception and implementation and is applied to achieve long-term goals so it has to be designed to such an extent that unforeseen circumstances that may perturb its implementation are anticipated with a reasonable and feasible contingency plan, within the budgetary ambit. We as the Msunduzi Municipal Council, presiding over the challenging dynamics of “ The City Of Choice”, hereby profess our commitment to making the lives of the local people better and ply our resources for the IDP objectives in line with Sections 152 and 153 of the South African Constitution.

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Mervin Dirks Deputy Mayor

Foreword by Deputy Mayor The advent of a democratic dispensation opened up new frontiers and doors that were beyond the knowledge of the ordinary man and woman. Suddenly every South African citizen found himself or herself on board the transformation vehicle, not flotsam and jetsam, but participatively so. The destination had been charted and it is still the destination of the consolidation of our democratic gains. The path to the destination is beset with potholes and other distractions that render the developmental journey detrimental. Other impediments on the path we missed with our eyes during our exercise in reconnaissance. In consequence, we came up with an adaptable road-map, reliable even in the most inclement of conditions, and we call it the Integrated Development Plan (IDP). It is the service delivery motto of Msunduzi Municipality, The City of Choice. The application of its findings shall be in line with the stipulations of our Constitution. We hereby pledge our allegiance and diligence in making every citizen within our jurisdiction enjoy a better life but most of all enjoy a better life that the citizen has assisted in its synthesis. The budget is in place and in line with the IDP demands hence our support for it is legitimate. The proper channels and due process has not been a tad betrayed thus it well gives us permission to commit our resources to execute it presently lest the injustice and human rights violation of retarded service delivery or lack thereof haunt us. Let the calling to integrate rural and urban areas and to make the betterment of the lives of those in lower stations and rungs of Msunduzi life begin.

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FOREWORD BY THE CITY MANAGER The Integrated Development Plan is the nerve-centre and cornerstone that informs the vision, behaviour, conduct, insight, strategic planning and management of decision-making in the Municipality. It defines the character, attitude and identity expected of the administrative approach and provides an umbilical cord that connects the Municipality’s administration with all stakeholders needs. It provides a window to the public to have insight of challenges facing the Municipality and enshrined vision which frames the interventions.

Mr. R. Haswell Acting Municipal Manager

The Msunduzi administration has confidence in the process followed in developing the IDP, hence its contents are a reasonable reflection of all stakeholders’ needs which must be respected and strive to satisfy. The IDP shall be reviewed on an annually basis as required by legislation and the ever-changing needs of the people. This shall be executed without compromise. It must be remembered that an IDP is a useless document regardless of how technical sound it may be, if they is no implementation of its priorities.

As the Accounting Officer, I commit my administration to the vision, objectives, principles and challenges of this IDP. Official and councilors shall implement strategies to deal with the challenges. The IDP review has identified the City’s strategic priority issues in the order of priority as Access to Basic Services, Socio-Economic Development, Organisation Transformation, City Finances, Environment, HIV/AIDS, and Safety and Security. In order to ensure the alignment and the efficacy of the administration, the Organization Structure was structured in such a way that it talks to the National Key Performance Areas as expounded in the Municipal System Act of 2000, as amended. Through the IDP process, a City Development Strategy can be developed and directed the municipal long term vision. These shall form the basis of the corporate strategy, operational plans and key performance indicators for the Municipality’s performance in delivering the service to its valued communities. The principles of corporate governance enshrined in the various legislation and policy documents, such as the Municipal System Act of 2000, the Access to Information Act, Municipal Finance Management Act 2003, as amended and Batho Pele principles etc, will provide the framework and springboard for defining the intervention strategies by the administration. The current buoyancy of the economic activity in the “City of Choice” shall be sustained and encouraged through closure strategies of the IDP and implementation gap. Participation of our stakeholders is encouraged at all levels of the service delivery cycle. To achieve the objectives outlined in this IDP, all stakeholders involved should work with one purpose, exercise transparency, honesty, objectivity, dedication to duty, accept accountability and responsibility, and be cooperative. The administration of the Municipality shall own, talk to respect the IDP in all its programmes and resource spending. It shall for this reason, position and proactively ensure the creation of an enabling environment for the realization of the vision of the IDP. It is our belief that IDP should be equated to service delivery and intergovernmental relations, business and community involvement are cornerstone to realize service delivery. I would like to express my sincere gratitude to all officials, councillors, and stakeholders involved in the development of this IDP and I’m very proud to say this IDP was homebrewed using the internal capacity. We are also proud to dub our IDP as “Isixaxa” meaning to “Pulling together” to find solutions to our spatial; social; financial; environmental; institutional and Technological arena. Your invaluable contributions are appreciated and leave an indelible mark to be remembered in our efforts to have the unemployment halves by 2014, eradicate poverty, hunger, infrastructural backlogs, illiteracy and develop our communities. Our overall realisation of the IDP is to finalise a process of developing, refining and implemeting various sectoral and municipal plans. Once these plans are completed the municipality together with various stakeholders will be able to assess, monitor and evaluate the municipal performance. Let us pull together to make a meaningful contribution for the City of Choice.

IDP 2007 / 2008

Alpha Shelember Speaker

Foreword by the Speaker Msunduzi Municipality is a politically and economically complex city which has seen a series of rapid changes in leadership over the past years. Now that Msunduzi Municipality has drawn up its development priorities and milestones, it is time is time to move with determination and efficiency to fulfill the goals as set out in the IDP. The IDP is central to the need of accelerated service delivery and development for the benefit of our people. It ensures that the city develops in a co-ordinated way, so that our economy is strengthened and all of the people of Msunduzi, regardless of race, economic circumstances or political affiliation, have the opportunities they need to improve their lives. The budget is aligned to the IDP and therefore Councilâ&#x20AC;&#x2122;s long-term vision as the City of Choice of Choice is supported. We as the Council therefore are committing our Municipal resources in order to integrate rural and urban areas and to extend services to the poor. South Africa belongs to all who live in it!

IDP 2007 / 2008

Ntombizonke Mbatha Executive Committee Member

Themba Zungu Executive Committee Member

Thokozani Dlamini Executive Committee Member

Gerrit Meyer Executive Committee Member

Pops Chetty Executive Committee Member

Bill Lambert Executive Committee Member

Mark Steele

Dolo Zondi Executive Committee Member

Sehla Ngubane Council Whip

Executive Committee Member

IDP 2007 / 2008

Mr K Perumal

Mr D Gengan

Mr Z Hulane

SEM Sound Governance and Human Resources

Acting SEM Economic Development and Growth

SEM Community Services and Social Equity

Mr P Mashoko

Mrs N Matobako

Mr R Bridgmohan

SEM Infrastructure, Services and Facilities

SEM Corporate Strategic Planning

Acting SEM Finance

IDP 2007 / 2008

SECTION A: INTRODUCTION AND BACKGROUND 1.

INTRODUCTION This is intended to present the strategic direction for the City for 2006 to 2011 meanwhile reviewing the 2007/2008 financial year based on the following issues: a.

Review and evaluation of performance during the 2006/2007 financial year whilst considering that 2006/2007 was the year of the current IDP and the new political term of office.

Review vision, mission, strategic goals and objectives, guiding principles, priorities, Key Performance Areas (KPA), and municipal plans the IDP gaps as raised by the interdepartmental team under the stewardship of the MEC of Local Government and Traditional Affairs

Adjustments to the IDP based on the reviews under a and b

Development of the Scorecard for the City that can be translated into the City Development Strategy (CDS) as propagated by the South African Cites Network (SACN) to promote a long term planning from 20 to 30 years of planning.

Identification of Key Performance Indicators for the City.

Integration of IDP/multi-year Budgets/Strategic Business Unit plans and sector departments plans.

Implementation and review of a 5-year Financial plan , Spatial Development Plan and other plans.

Review the impact made by grant funding like EPWP, MIG etc. in reducing our developmental backlogs.

The basis and the justification for this review process emanates from the legislative mandate, Section 34, Chapter 5 of the Local Government Systems Act, act 32 of 2000 as amended, quoted below. “Annual review and amendment of integrated development plan A municipal council – (a) must review its integrated development plan (i) annually in accordance with the assessment of its performance measurements in terms of section 4 (i) and (ii) to the extent that changing circumstances so demand; and (b) may amend its integrated development plan in accordance with the prescribed process”

1.1 LOCALITY The Msunduzi Municipality commonly known as Pietermaritzburg or the “City of Choice” is located along the N3 at a junction of an industrial corridor from Durban and Pietermaritzburg and an agro-industrial corridor stretching from Pietermaritzburg to Estcourt. Regionally, is located at the cross section of the N3 corridor and Greytown Road corridor to the north, a tourist route to the Drakensburg and Kokstad Road to the South. It is the second largest city within KwaZulu-Natal and the fifth largest City in South Africa. It is the Capital City of KwaZulu-Natal , and the main economic hub within Umgungundlovu District Municipality. Its location has a strong influence on regional channels of investment, movement and structuring of the provincial spatial framework for growth and development. 14

IDP 2007 / 2008

It is the choice of best schools, technikons and university; home of Comrades Marathon, the Duzi, the Midmar Mile, the Royal and Garden Shows and Art and Cars in the Park; choice of architectural heritage and close association with highly respectable history of individuals such as Gandhi, Mandela and Paton. Pietermaritzburg is vibrant African City set in the breathtakingly beautiful KwaZulu-Natal Midlands. Steeped in history that speaks mainly IsiZulu, Afrikaans, English and Indian Influences, the City is a cultural treasure-trove brimming with diversity and colour.

1.2 PURPOSE OF THE IDP In accordance with Chapter 5 of the Municipal System Act, 2000, the IDP is intended to provide solutions to our spatial, institutional, social, economic, infrastructure, environment and technology This document is intended to cover the following: (i)

Compiling and documenting a consolidated assessment of the attributes of, and the existing level of development within the municipality (current reality)

(ii)

Identify the basic needs of the residents using reputable data available

(iii) Collecting information on potential programmes and projects which have been identified (iv) Establishing development priorities for the municipal area (v)

Preparing a set of objectives to form the context for the development a broad policy framework as part of the comprehensive IDP

(vi) Identifying the key elements of this policy framework including a spatial framework plan (vii) Formulating development strategies (viii) Assessing the potential projects identified within the context of addressing basic needs and development priorities and formulating new projects (ix) Formulation of a prioritized list of projects (x)

Identifying the institutional structure and arrangements required to ensure the efficient functioning of and operation of the municipality

(xi) Providing the basis for the preparation of a capital and operating budget for the 2007/2008 financial year (xii) Providing a framework to guide public and private sector investments and developmental activities.

1.3 SCOPE OF THE IDP It has been exciting and enriching experience to embark on the Cityâ&#x20AC;&#x2122;s IDP review process in partnership with the relevant stakeholders and appropriate information sharing.

IDP 2007 / 2008

The first Integrated Development Plan for the City was completed in June 2002, since then the document itself was not amended but annual reports were prepared intended to address those IDP gaps pointed out by the MEC for Local Government and Traditional Affairs. In October 2002, the Municipality realized that the cost for backlogs and new challenges in the City surpasses the limited budget that we had, then the application for the Restructuring Grant was prepared. It was through the Restructuring Grant that enabled the Municipality to embark on projects linked to the Cityâ&#x20AC;&#x2122;s Revenue Enhancement Program with various projects, the City Hub and Organization Transformation. Inclusively, this is the fifth review process of the IDP whereas the Restructuring Grant went through third IDP review processes. Other sources of funding such as Municipal Infrastructure Grant (MIG), Expanded Public Works Program (EPWP), Municipal Capital and Operating budgets and grants from MIIU, DPLG, DBSA, National Treasury etc had and will be contributing towards projects implementation in 2006/07 and 2007/08 financial years. Whilst reviewing the IDP/Budget priorities, a strong pattern in the submissions by business units and community expectations showed a need to adjust our budget in favor of infrastructural repairs, maintenance, and refurbishment, hence our maintenance backlogs and community complaints record depicting a rise. Therefore, the following areas of priority will show a bias in the budget expenditure for 2007/08 financial year. In order to make visible impact towards our communities, the following areas would be more pronounced: (i)

Macro level

* Electricity maintenance, upgrade and street lights

* Road maintenance

* Property rating Act implementation (July 2008)

* Weed killing and street cleaning

* Spatial Development Framework

City Development Strategy (CDS): will be finalized to underpin a development of some outstanding sectoral plans in the IDP so that the IDP will be an integration of prioritized plans, measured and developmental indicators hence the CDS will guide our long term planning.

(ii)

Micro

Overtime (balancing efficacy in maintenance and repairs and personnel costs management Maintenance of agreements/contractual obligations Transformation costs

1.4 CONSTITUTIONAL AND LEGAL MANDATES: 1.4.1

Legislative Requirement The Constitution of the Republic of South Africa puts into context the role that local government has to play within the broader spectrum of government, governance, democracy and development. Of particular importance are:

IDP 2007 / 2008

•

Chapter 3: Co-operative Government

•

Chapter 7: Local Government

•

Chapter 10: Public Administration

•

Chapter 12: Traditional Leaders

•

Chapter 13: Finance

•

Part B of Schedules 4 & 5

Furthermore, the Constitution has given rise to a range of enabling legislation, critical to the transformation of local government. For example, inter alia,: •

Municipal Structures Act, 1998;

•

Municipal Systems Act, 2000;

•

Municipal Finance Management Act, 2003;

•

Municipal Property Rates Act, 2004; Etc.

N/A N/A N/A N/A Umngeni Water N/A N/A

Currently not being performed at all No necessity to perform Municipality Municipality

Both Municipality No necessity to perform

Municipality

Municipality Municipality

Local Local Local

Local

Local Local

External Service Provider SAPS Liquor Board

N/A N/A

N/A

N/A N/A N/A Eskom N/A Turn Around Management Pietermaritzburg Tourism N/A N/A

Municipality Municipality Municipality Both Municipality External Service Provider External Service Provider Municipality Municipality

Local Control of Undertakings that Sell Liquor to the Public

Water (potable) Sanitation Beaches & Amusement Facilities Billboards & the Display of Advertisements in Public Places Cemeteries, funeral Parlours & Crematoria Cleansing Control of Public Nuisances

NAME OF EXTERNAL SERVICE PROVIDER, SPECIFY

PERFORMED BY MUNICIPALITY/ EXTERNAL SERVICE PROVIDER?

WHO HAS AUTHORITY FUNCTION/ POWER TO PERFORM FUNCTION/ POWER Air Pollution Local Building Regulations Local Child Care Facilities Local Electricity Reticulation Local Fire Fighting Local Municipal Airports Local Local Tourism Local Municipal Planning Local District Municipal Health Services Local Municipal Public Transport Pontoons and Ferries Local Storm Water Local Trading Regulations Local

1.5 Powers & Functions

N/A

212 1 (as and when needed)

N/A 57 11 (as and when needed) 173 82 N/A

N/A

3 16 3 252 80 4 1 7 11

NUMBER OF STAFF TO PERFORM FUNCTION

N/A

17 0

83 40 N/A

N/A 19 2

N/A

NUMBER OF STAFF VACANCIES FOR FUNCTION 8 7 4 56 30 0 0 9 32

N/A

13 917 357 17 936 665 N/A

N/A N/A N/A

N/A

N/A N/A N/A 36 580 649 N/A N/A N/A N/A N/A

3 987 079 N/A 28 276 352 N/A (overall cost centre amount) N/A N/A

4 140 789

336 465

N/A

210 374 109

N/A 15 049 641 1 523 741

N/A

750 000 3 367 910 975 000 511 748 504 26 000 000 6 278 989 645 000 3 451 046 1 200 000

OPERATING CAPITAL BUDGET BUDGET 2006/2007

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Public Places Refuse Removal, Refuse Dumps & Solid Waste Disposal Street Trading Street Lighting Traffic & Parking

Licensing & Control of Undertakings that Sell Food to the Public Local Amenities Local Sport Facvilities Markets Municipal Parks & Recreation Municipal Roads Noise Pollution

Facilities for the Accommodation, Care & Burial of Animals Licensing of Dogs

N/A N/A N/A N/A N/A N/A

N/A

Municipality Municipality Municipality Municipality

Municipality Municipality

Local Local Local Local

Local District

Local Local Local

N/A Eskom

N/A

Municipality

Local

Municipality Both Municipality

N/A

Municipality

Local

Local Local

SPCA

Both

Local

1 17 90

21 125

98 8 (as and when needed)

23 69 50 293

7 8 40

11 17

32 3

10 3 5 45

11 (as and when 2 needed) 1 8

1 (as and when needed)

N/A N/A N/A N/A

N/A

159 459 6 953 345 44 959 024

N/A N/A N/A

29 038 908 N/A 1 300 000 (over- N/A all cost centre amount) 9 578 862 N/A 11 145 865

3 776 185 9 820 255 12 647 361 19 895 528

169 304

737 000

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1.6 MEC Comments It is the intention of the IDP team and other IDP committees to ensure that the gaps as identified by the MEC for the Department of Local Government and Traditional Affairs and Auditor General Comments (Provincial) are addressed accordingly and interventions are planned properly. The following are the gaps and projects as identified by the MEC in 2003/2004 and 2004/2005. •

Integrated Revenue Strategy

•

Fleet management Implementation Plan

•

A 5-year Financial Plan

•

Review of Levels of Service and Service provision mechanisms

•

Land Development Plans

•

Organizational Transformation Projects

•

Roads and Transportation Plans

•

Public Transport Plans

•

Integrated Housing Delivery

•

Performance Management System

•

Mapping the City

•

Poverty Alleviation Strategy

•

Refine Spatial Development Framework

•

Land Use Management System

•

Disaster Management Plan

•

Environment Policy and Plan

•

Demographic Sampling

Part of the review is to ensure that these gaps are considered, planned interventions then implement plans where possible during the 2005/2006 and 2007/2008 financial years.

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Section b: Good Governance AND COMMUNITY PARTICIPATION Strategic Priority focus 4 1.

THE IDP REVIEW PROCESS The conceptualization and the review process of the IDP had culminated in the development of clear strategic interventions, programs and projects and possible solutions towards the City Challenges. This process has located Community Participation as a cornerstone and a guide in reviewing our IDP and much was learnt through the analysis of the community needs that resulted in the following findings.

1.1. Community Participation

The process leading to the budget for financial years 2005/06 and 2006/07, the Mayor consulted with various communities through izimbizo (community consultative meetings) that were held across the City in five Area Base Management areas or zones of the Municipality. Those izimbizo were intended to showcase the draft budget/IDP for financial years 2005/6, 2006/07 and preparing for 2007/8 financial year. The needs as expressed by communities would be indicated comprehensively in the template enclosed to avoid a situation where some needs would be forgotten or lost along the way.

The IDP review in 2005/06 commenced with the Management Committee (Manco) embarking on the strategic workshop looking at the strategic analysis of the Municipality and making strategic choices. In 2006/7 financial year on 27 July 2006, the Executive Committee went away on a Legotla workshop and came back with the report that listed a number of issues. Those issues were intended to be tabled at a joint workshop with the Management Committee for purposes of creating dialogue and debates between the Political and Administrative leaderships. In November 2006, management chose to break away to interrogate the Legotla report, the Premier and the State President State of Address, the Provincial Spatial Plan, the PGDS and NDS, etc. That workshop laid the foundation for the City Development Strategy which is presently incomplete.

Finally, that interaction anticipated between the Executive and Management Committees took place rather late than expected and managed to craft a common vision and purpose towards the need for a City Development Strategy. This process can not be rushed and is likely to be finalized within the next financial year because of its need to evolve around various stakeholders within and outside the Municipality.

It must not be forgotten that part of developing this IDP, emanated from the lessons that we learnt during the Department of Provincial Local Government (DPLG) and the South African Cities Network (SACN) Hearings by nine cities in South Africa that are member cities of SACN, jointly producing almost 82% of the Gross Domestic Products (GDP). Again those hearings held by DPLG last year through Multi-Sector Departments IDP Assessment Workshops and stakeholders forums in April assisted the Municipality in assessing its IDP. The Process Plan for 2007/08 that was approved by Full Council last year was drafted on the basis of those IDP gaps identified by the Inter-departmental Team through the leadership of the Local Government and Traditional Affairs.

IDP 2007 / 2008

The preparation and consolidation of the IDP programs amd projects were informed by izimbizo minutes and report, master plans, SBUs strategic plans, submissions from ward needs, inputs by some stakeholders. Whilst the process to re-establish the ward committees is towards its completion, the policy on ward committees was approved by Council early this. Once they are established, there is a program to capacitate the ward committees to avoid them from becoming inactive like most ward committees in municipalities. Some of the inputs came from interest groups like LA21, University of KwaZulu Natal (UKZN) and Chamber of Business (PCB) under the Memorandum of Understanding (MOU). Some of the comments from stakeholders forum meeting held on 28 March 2007, stakeholders were very much concerned that the Municipality has developed the environmental policy and plan but there was no comprehensive budget attached to that plan. They asked “what is the use of the plan if you can not fund it. As the Municipality has approved the draft budget for 2007/08, the challenge is to balance the budget with this kind of argument, maintenance and new development within a limited budget.

1.2. Ward-based City Challenges from Izimbizo meetings

It is the hope and commitment of the IDP that in a very near future once the Municipality finalized the Ward-based profile through a localized survey, the budget and the IDP will be based on ward plans. In developing the budget and the amendments of the IDP, Izimbizo minutes and report guided the review process for 2007/08.

Whilst some attempts were made to address those gaps identified by the Interdepartmental Team, we have acknowledged that the process to develop comprehensive plans is a process on its own, which can not be completed within one financial year. We are proud to say that some of the plans that were previously unavailable and now are in place, such as the 5 Year Financial Plan, Environmental Plan, Disaster Management Plan, etc.

The izimbizo analysis is a comprehensive list of needs based on a number of frequency a need reappears on surveys conducted during izimbizo, minutes of izimbizo, feedback from meetings of ward councilors as they are supported by attendance registers and submissions by interest groups.

As part of the IDP review, all Strategic Business Units (SBU) were requested to break away for their strategic workshops and the izimbizo minutes and report were circulated to them to guide discussions on prioritization of needs and projects.

1.2.1 Ward-based needs Mayoral Izimbizo meetings held during October 2006 and May 2007 have categorized needs according to ward needs and national key performance areas (KPA’s). Surveys conducted during the course of the Izimbizo have been analyzed according to five management areas of the Municipality. A consolidated analysis including the minutes and the surveys has been compiled. All of the above analyses provide an indication of needs of community members at: • City - wide level • Management area level, and / or • Ward level. 22

IDP 2007 / 2008

1.2.2

The table below indicates issues that have been raised by the community in terms of their importance. Taken from both the minutes and the surveys, needs and / or issues of importance have been categorized according to the 5 national KPAâ&#x20AC;&#x2122;s:

For you, what is the most important item (s) in the Budget?

Areas/ Wards

Social & Economic Development

Infrastructure Services. 37 63 101 53 46 300

Central Edendale Imbali Vulindlela Northern Totals

31 22 35 31 26 145

Sound Governance & Democracy 19 20 15 26 23 103

Organizational Transformation

Sound Finances 0 0 0 0 0 0

Totals 0 0 3 0 0 3

1.2.3 Graphically this is represented as follows.

For you, what is the important item in the Budget? Sound finances 1%

Sound Governance 19%

Social and Economic Development 26%

1.2.3

Infrastructure 54%

In ranking order therefore, based on the analysis conducted, the priorities of the community members are as follows:

1. Infrastructure Services 2. Social & Economic Development 3. Sound Governance & Democracy 4. Sound Finances 5. Organizational Transformation

54% 26% 19% 1% 0% 23

87 105 151 110 95 548

IDP 2007 / 2008

1.2.4

The above priorities have guided the 2007/ 2008 Capital Budget Allocations, with particular reference to Council Funding.

Capital Budget 2007/08 Funding

Econom ic Developm ent & Grow th 5%

Corporate Stategic Planning 14%

Infrastructure Services and Facilities 54%

Com m unity Services and Social Equity 27%

1.2.5

Analysis on the Council funding shows that the budget is biased towards infrastructure Services, Social and Economic Development and Sound Governance and Democracy.

2 2

2 2 2 2 2 2

WARD

NATIONAL KEY PERFORMANCE AREAS

Need tar for Nondaba road

Need community Hall at Vumbulukwane. Need streets lights at Mashimane road. Need tar for Mbanda road. Need tar for Shayabantu road. Need new road at Ngcebeni. Need tar for Mthalane road. Need tar for stadium road.

At Seven we need a community Hall.

At Seven we need a crech

Need to repair Mpumuza community hall, Need drainage for Soccer fields at Zayeka and Diphini road. Need Mpumuza multipurpose stadium Need construction of the following roads, Simelani road 600M,Melusi road 700M,Nomgcoyi road 900M, Siyahlomula road 900M, Phopho road 800M, Khondo road 900M, Jobosi road 500M, Thusi road 700M, Nsika Extention road 500M.

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Social Economic Development Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services

Need maintanance of the ff roads:D1131, of Infrastructure Services P399, Mafindo road D1131 of P741, Diphini road of 1131, Mlosthwa road ofD1135,Nezi road of D1135, Ntokozweno road of 741, Cabazini road of D131, Gandaganda road of P741,Nsika road of P399. Need upgrade of Mbucwane road D1131 as per Infrastructure Services annexure attached. Need road maintainance D1131 Infrastructure Services

Need construction of the following roads, Simel- Infrastructure Services ani road 600M,Melusi road 700M,Nomgcoyi road 900M, Siyahlomula road 900M, Phopho road 800M, Khondo road 900M, Jobosi road 500M, Thusi road 700M, Nsika Extention road 500M.

PROBLEM STATEMENT 05/06 - 06/ 07 R16,000,00*

AMOUNTS Installation of VIP toilets

PROJECTS 2007/08

PERIOD

Need- Community Hall,RDP Houses,Roads,Water & Sanitation Need-Community Hall

Need-Youth Development Need -Ward Committes, Community Meetings

Need-Sport Ground, Community Halls, schools

Need-Shools, Water, Sanitation, Sport Ground, Halls

PROBLEM STATEMENT 07/ 08

Social &Economic Development Infrastructure Services

Infrastructure Services

Social & Economic Development Sound Governance

Social& economic Development

Infrastructure Services

KEY PERFOMANCE AREAS

IDP 2007 / 2008

Need hall renovations at Engcebeni. Need streets lights at Macingwana road. Need tar for Nobanda road.

2 2 2

Need streets lights

Communty Centers

Request Access roads.

Need low costs housing.

Need baking stoves. Need computers for Adults Centre. Youth need photocopier mechines. Need roads at Esizulwini area. Need streets lights in the ff places: Vumbulukwane and Esizulwini. Need streets lights at Ngcebeni. Need streets lights at Chibini road. Need road construction at Maromini road. Need community Gardens.

2 2 2 2

2 2

Need tar for road D1137 Need tar for Insika road. Need library. Need renovation of Mpushini Hall. Need water at Imbubu. Need an upgrade at Mpumuza stadium, toilets, gates, pavilion,cutting of grass,water connection and lights. Need streets lights and maintainance of th efollowing roads: Gandaganda road, Ndlovu road, Ngcoya road, Cele road, Church of England road, Mashinini road, Mdlandla road,Catholic road. Need street lights Need creches at Shayamoya Need garden equipments, Need soccer kids,

2 2 2 2 2

Infrastructure Services

Social & Economic Development Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Social & economic development Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services Infrastructure Services Social & economic development Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

R2,300,000*

R4,055,00* R3,230,00* R1,500,000*

2007/08

Streets lights instal- 2007/08 lation

upgrading of roads D 1133 D 1132 D1123

Need-Community Projects, Youth Development Need-HIV /AIDS, Ambulance

Need-Toilets,Clinics, Eletricity, Schools,Housing Need-Sports Ground,Youth Centres,Community Hall, Roads

Infrastructure Services

Social & Economic Development

Social & Economic Development Infrastructure Services

Infrastructure Services

IDP 2007 / 2008

Infrastructure Services Infrastructure Services Infrastructure Services

Need water brakes between mountains and communiteis. Need creches

Need bus shelters

Infrastructure Services

Need for houses and toilets.

Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Services

Request for bridge & foot bridge at kwa Deda river.

When electricity was installed some houses were omitted Need electrcity for some houses. Need maintainance and upgrade of the following roads: P12 to be tarred, D2151 to be tarred, D1136 to be tarred, D1138 to be tarred, Re-gravel and drainange, Re-gravel L794,Regravel- L792, Emgodini main road, foot walk, Drainage, D2218 to be tarred. Need the construction of the following roads: Mqhati, Mancinza road, Shange road, Mpompencane road, Khoza road, Gabuza road, Ediphini road Request for street lighting Need construction of the following roads: Mqhathi road,Mancinza road,Shange road, Mpompencane road, Khoza road, Gabuza road, Ediphini road. Need upgrade on the following roads: P412 to be tarred, D215, D1136,D1138,Regravel and drainage, Re-grave-L794, regravel-L792, Emgodini main road, D2218 to be tarred, Footwalk,Drainage Need to complete electricity on certain house. Need streets lighht.

Social Economic Development

Infrastructure Services

Need toilets.

Road to be tarred that combines two Municipalities (Howick and P.M.B) Sports facilities.

Infrastructure Services

Need electrcity.

R16,000,00*

R2,300,000*

R100,000*

2007/08

Toilets installation

2007/08

Streets lights instal- 2007/08 lation

Electricity upgrades.

Sound governance

Social &economic development Sound Governances

Social & Economic Development Infrastructure Services

Sound Governances

NeedInfrastructure Services Roads,Houses,Sports Ground,Electricity,wate r,sanitation

Need-Community Projects Need-IDP to each Ward,Development Committes Need-Pantuality from Officials

Need-Taxi Rank,Sports Grounds

Need-Ward Committee

IDP 2007 / 2008

5 5

5 5 5 5 5

5 5 5

5 5

Need the folowing roads to be tarred: Dindi, Qanda and Ntembeni.

Need to complete electricity at certain houses.

Infrastructure Services

Need foot bridge at Kwa Deda river.

Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Services

Need the following roads to be upgraded,D1125, D1128,D1134. The following roads need to be re-gravelled and drainage, Mkhaya road, Mnyandu road. Need foot bridge at Mfulahhashi. Need streets lights Need road constructions at Khangela road, Bhekukuphiwa road,Kunene road, Mnyandu road, Pholani road,Dlamini road,gobigagu road, Mvundlweni road, Mcakweni road, vulisaka road, mathika road. Need the following roads to tarred D1125,D1128, D1134, Mkhanya road, Mfulahhashi road. Need extension of water pipes at Gezubuso main road Need extension of water pipe in kwa Mananga Need to complete electricity on certain houses. Need streets lights Upgrading of Noshezi sports ground, Nyandu sports,Mvundlweni sports ground, Gezubuso sports ground, Mnyandu community hall, Ngubeni hall, upgrading Mkhanya road, Mbizane community hall. Need bus shelter. Need Mkabini spring. Need Mphola spring Mbizane Need Malala bridge Need Malola road upgrading. Need extention of water pipes at Gezubusomain road Need for water & electricity. Need for public transport.

Need reconstruction for the following road. Khangela road, Bhekukuphila road, Mnyandu road, Pholani road, Dlamini road, Gobigagu road, Mvundlwni road, Mcakweni road, Vulisaka road, Mathika road,

R2,500,000*

R1,500,000*

Water installation

Community Halls

2007/08

Infrastructure services

Sound governance

Social & Economic Development

NeedInfrastructure services Roads,clinic,Sanitation, bridges, clinics Need-Schools ,ComInfrastructure services munity Hall,Sports Ground

Need-Community Project, Need-More IDP in each ward

Need- Sports Ground

IDP 2007 / 2008

Domestic electricity for more than 600 households is needed Need skills development

Infrastructure Services Social Economic Development Infrastructure Services Social Economic Development Infrastructure Services Social Economic Development

Infrastructure Services

Need agric farming

Social Economic Development

A request that roads in Tafuleni, Dindi & Qanda Infrastructure Services to be tarred

Request for sport centre

Request for creche

Road maintanance is needed: Magwenyane Rd; Mbabane Rd; Nkabini Rd; Mkheshekeni Rd Construction of the following roads is needed: Mashiyane Rd; Masheleni Rd; Mashini Rd; Masangazane Rd Foot bridges are neede at: Shlanjeni; Bhuzuzu; Sqiba; Mthanti; Hashini; Nkabini Main Rd; Bridge Request for hall

Infrastructure Services

Access roads for taxis are muddy

Social Economic Development Infrastructure Services

Infrastructure Services

A request for a robot next to the service station A request for street lighting

Infrastructure Services Social Economic Development Sound Governance & Democracy Infrastructure Services Infrastructure Services

Infrastructure Services

Need sports fields

Need bus shelters ward 6 need Moses Mabhidaâ&#x20AC;&#x2122;s Multipurpose Center. Need to consult Amakhosi and counsellors.

Infrastructure Services

Need creches and extention.

R4,055,00* R3,230,00* R1,500,000*

R2,300,000*

R3,073,031*

R1,500,000* 2007/08

2007/08

upgrading of roads D 1133 D 1132 D1123

2007/08

Streets lights instal- 2007/08 lation

moses Mabhida community Hall.

community halls

Need- Roads,Halls, Schools,Eletricity,

Need- Clinic, Electricity, Roads

Need-Community Projects Need- Visiting of the Mayor,

Need- Roads,Toilets, Housing,Taps Need-Sportsfield

Need-Clarity on IDP Ward Community,

Need-Community Projects,

Need-Job Opportunity

Infrastructure services

Social & Economic Development Sound Governaces

Social & Economic Development Infrastructure services

Infrastructure services

Sound Governance

Social & Economic Development Social & Economic Development

IDP 2007 / 2008

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services Infrastructure Services Social Economic Development Sound Governance & Democracy Infrastructure Services

A problem of water overflow

Water meters are not working

Shortage of house; houses are needed at Section 30 (KwaPata) A request for drains (Azalea)

Toilets are not in good condition (Entabeni)

Electricity needed in some houses (Entabeni)

Need learnerships an job opportunities.

There are people occupying other peopleâ&#x20AC;&#x2122;s houses without the ownerâ&#x20AC;&#x2122;s consent (Entabeni) A request for skills development for school leav- Social Economic Development ers in Snathing location

Ward commettes need to workshopped.

Infrastructure Services Infrastructure Services

Need roads, water and electricity Need housing and toilets

R1,500,000*

R100,000*

R16,000,008

R2,500,000*

Community Halls

Installation of VIP toilets Electricity upgrades.

water installation

2007/08

200708

2007/08

Infrastructure Services

Need-creches

Need-community participation Need-water supply Need-meetings Need-Sanitation Need-Job creation

Need peace keeping in Municipality Need-Roads Need-Community Halls

Need- time management to Municipal Officials Need-Infrastructure

Need-robbots

Need-schools

Need- clinics

Infrastructure Services Sound Governances Infrastructure Services Social & Economic Development Infranstruacture

I Infrastructure Services Organisational Transfomation Infrastructure Services Social & Economic Development Infrastructure Services Sound Governances

Sound Governances

Social & Economic Development Infrastructure services

Infrastructure services

Infrastructure Services

Need-Electricity Instal- Infrastructure Services lation Need-houses Infrastructure services

Need Meeting before Izimbizo

Need-Ward committees. Sound Governances Need houses Infrastructure services Need-Job Creation Social & Economic Development Need-Equal representa- Sound Governance tion of wards. Need-Road construcInfrastructure services tion Need Water Installation Sound Governance

IDP 2007 / 2008

Social Economic Development Infrastructure Services

Infrastructure Services

Social Economic Development Infrastructure Services

Infrastructure Services

Social Economic Development Infrastructure Services

What are the future plans for electricity in the Infrastructure Services area? What are the future plans for a crime prevention Social Economic Developstrategy in the area ment

Need information before the meeting in order to Sound Governance & Debe able to prepare ourselves. mocracy Request for reconstruction & building of roads Infrastructure Services

Request for installation of sewerage pipes in Edendale Request for foot bridge in Smero-Esigodini

Request for subsidised houses on state-owned land at Esigodini Request for pre-school & creche in MoscowEdendale area

Renovation of sports complex & multi purpose centre

Social Economic Development Infrastructure Services

Residents of Khilanyoni & KwaMshwabadeli still not issued with title deeds Request for a youth centre Social Economic Development Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Services

Toilets in Georgetown should be changed (long overdue) Roads be constructed in Georgetown Sewerage pipes be installed in Georgetown

Request that Georgetown be supplied with electricity Request that Georgetown be supplied with water Infrastructure Services

Concern over crime rate in Georgetown

R2000,000*

Sewerage

2007/08

Infranstruacture Infranstruacture

Need consultations before budget approval

Social & Economic Development Infranstruacture

Infrastructure services

Sound Governances

Social & Economic Development Social & Economic Development Sound Governances

Social & Economic Development Social Economic Development Social & Economic Development Infrastructure Services

Social & Economic Development Sound Governances Social & Economic Development Sound Governance

Infrastructure Services

Infrastructure services

Social & Economic Development Infranstruacture Infranstruacture Infranstruacture Infrastructure services

Need roads

Need community meetings Need ward committees & Forums Need taps mainatainance Need- Schools

Need- crime reduction

Need sports fields.

Need community development Need-transperancy

Need more clarity on IDP Need job creation

Need meetings Need land

Need road improvements Need-cutting of the falling trees Need houses

Need-transport plan Need-sanitation

Need-swimming pool

IDP 2007 / 2008

13 13 13

13 13

13 13 13 13

Social Economic Development Infrastructure Services

Request for community hall

Request for youth centre

Social Economic Development Construction of foot bridge at Imbali (stage 2) & Infrastructure Services Slangspruit Sinkwazi sports ground needs to be renovated Infrastructure Services Storm water needs to be unblocked (stage 2) Social Economic Development Infrastructure Services Speed humps are needed in the area (stage 2) Infrastructure Services Storm water needs to be unblocked (unit 15) Infrastructure Services Renovation of youth centre (Imbali hostel) Infrastructure Services Social Economic Development Street names are needed (unit 15) Infrastructure Services Fencing (Imbali Hostel) Infrastructure Services Soil poison needs to be sprayed (KwaNyamaInfrastructure Services zane) Request for sewerage system (KwaNyamazane) Infrastructure Services Installation of domestic electricity (KwaNInfrastructure Services yamazane) Installation of street lights (KwaNyamazane) Infrastructure Services Request for a creche in KwaNyamazane Infrastructure Services Social Economic Development Road in KwaNyamazane needs to be completed Infrastructure Services Refuse needs to be collected (KwaNyamazane) Infrastructure Services Request for community hall (France) Infrastructure Services

Fencing & renovation of the hall (unit 15Imbali)

Social Economic Development Infrastructure Services Social Economic Development Infrastructure Services

Request for Clinic

Renovation of sports ground & tennis court (unit 15-Imbali)

Infrastructure Services

Sports facilities are needed

R600,000*

R2000,000*

R50,000*

R2,500,000* R600,000*

Refuse collection

Sewerage

Streets names

water installation Speed humps

2007/08

2007/08 2007/08

Infranstruacture Social &Economic Development Infranstruacture

Need business sites

Social &Economic Development

Infrastructure Services

Sound Governance

Infranstruacture

Social & Economic Development Social & Economic Development Infranstruacture Infranstruacture

Need electricity

Need safe place for orphan Need swimming pools

Need community participation Need sanitation

Need- youth Development Need youth entertainment Need grass cutting Need- water supply

IDP 2007 / 2008

33 Infrastructure Services Infrastructure Services Infrastructure Services Social Economic Development Infrastructure Services Infrastructure Services

Request for domesting electricity

Request for street lights

Social Economic Development Social Economic Development Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

What are the plans for youth in the IDP?

15 15 15 15

People want to be funded for their projects Youth Center for Ward 15 Need roads at Fesdem. Need Sewerage extention Unit 18

Sports facilities are needed

Infrastructure Services

Refuse collection (Thembelihle)

Request for foot bridge nearby Sasesihle School Infrastructure Services Request for the installation of a sewerage system Infrastructure Services

14 14

Infrastructure Services Sound Governance & Democracy

Concern regarding subsidised housing Other channels, besides Councillors, need to be established in terms of forwarding requests & comments with regards to youth Request for water Request for tarred roads Willowfontein sports field needs to be renovated

13 13 13 13 13

Infrastructure Services Infrastructure Services Social Economic Development Sand stone needs to be removed in France Infrastructure Services Urgent need for waste removal in France Infrastructure Services Soil poison needs to be sprayed (France) Infrastructure Services There are 20 houses built on a wet land (France) Infrastructure Services Creche needs to be built in France Infrastructure Services

Request for sewerage system (France) Street names are needed (France)

13 13

Request for street lights in France

Sports ground in France is incomplete

Request for a clinic (France)

Social Economic Development Infrastructure Services Social Economic Development Infrastructure Services Social Economic Development Infrastructure Services

R2000,000*

R600,000*

R2000,000*

R2,300,000*

R100,000*

R2,500,000*

R600,000*

R2000,000* R50,000*

R2,300,000*

2007/08

Sewerage

Refuse collection

Sewerage

2007/08

Electricity up2007/08 grades. Streets lights instal- 2007/08 lation

water installation

Refuse collection

Streets lights instal- 2007/08 lation Sewerage 2007/08 Streets names 2007/08

Infrastructure Services Social & Economic Development Infrastructure Services

Infrastructure Services

Infrastructure Services Infrfastructure Services Social & Economic Development Infrastructure Services

Infrastructure Services Social & Economic Development

Need Proper refuse

Infrastruction Services

Need community Sound Governances Meetings Need work shops Sound Governances Need Child care centers Infrastruction Services

Need road maintanance Infrastruction Services

Need street lights Need Youth skills development Need sanitation

Need Bridges

Need Water

Need Jobs

Need Taps Need electricity Need Roads

Need R.D.P Houses Need Security System

IDP 2007 / 2008

Infrastructure Services Social Economic Development Infrastructure Services

Street lights in the area are not functioning

No development in FEDSEM area

34 Infrastructure Services Infrastructure Services Social and Economic Development Social and Economic Development Social and Economic Development Infrastructure Services Social and Economic Development Infrastructure Services

Sewerage system for Unit H Speed humps are needed in the area Roads signs.

Street Lights

Need electricity at Vubamasi

Cleaning campains.

16 16

We need this foot bridge very urgently because our children and our people are dying. Library/ Youth Center.

Need Bus Shelters. Need Community Creches.

Clearing of streams in Unit J, Mpini and Ngubane butchery. Primary School at Sibongudunga.

Infrastructure Services Infrastructure Services Infrastructure Services

People want to be funded for their projects Community members want to be consulted. Development is needed

15 15 15

Social and Economic Development

Infrastructure Services Social & economic development Infrastructure service Sound Governance For all

Sewerage systems (FEDSEM) Sports facilities are needed

Infrastructure Services Infrastructure Services

Electricity (FEDSEM) Houses (FEDSEM)

Roads (FEDSEM)

Infrastructure Infrastructure Infrastructure Services

Need foot paths Need robort and speed humps. Roads in the area need to be attended to

Infrastructure

15 15

Infrastructure Services Infrastructure

Need Library Need roborts and Speed humps in the intersction between Willowfontein and Unit 13. Stage 2 need pavements and tarred passeges.

R2,300,000*

R2000,000*

R2,300,000*

R600,000*

2007/08

Streets lights instal- 2007/08 lation

Sewerage

Streets lights instal- 2007/08 lation

Speed humps

Need community participation Need speed hamps

Need water supply Need housing

Need community consultations Need youth dev. Programmes Need community halls

Need sanitation

Need business sites

Need electricity Need sportsfields

Need gardens

Need ward meetings

Need R.D.P. Housing Need community halls

Infrastructure services

Sound Governances

Infrastructure services Infrastructure services

Social & Economic Development Social & Economic Development Infrastructure services

Sound Governances

Infrastructure services Social & Economic Development Infrastructure Services

Social & Economic Development Infrastruction Services Social & Economic Development Infrastructure services

Infrastruction Services Social & Economic Development Infrastruction Services

Social & Economic Development

Need Speed humps Infrastruction Services Need Community halls Infrastruction Services

IDP 2007 / 2008

18 18 18

A request for access roads Need electricity installation. Need toilets in the house are not working. Need the following: internal access roads,Road barries, Road humps, pavements. Need pedestrian bridge between Mpumelelo and Imbali Need housing transfers so that the owners can have title. A request for a hall to be built

Attention needs to be given to teenage pregnanacies

Speed humps are needed in the area

What assistance would the Greater Edendale Forum receive from the Municipality? There is little support & information by the municipality in terms of projects that the youth wanted to uncertake A request that the construction of the pool in Edendale be undertaken by the youth Request for swimming pool in Edendale R1,500,000*

swimming pool.

Social & economic development Infrastructure Services

Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Social Economic Development

R600,000*

Speed humps

2007/08

Infrastructure Services

Social & Economic Development Infrastructure Services

Need access Roads Need Schools

Infrastructure Services Infrastructure Services Social &economic Development

Need Consultation with Sound Governance the councilors

Need Speed humps

Need Eletricity

Infrastructure Services Social Economic Development Infrastructure Services

Need youth Skills development programs Need revamping of R.D.P.houses

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services

Social Economic Development Sound Governance & Democracy

Infrastructure Services Infrastructure Services

Infrastructure Services

Social & Economic Development

Need Tared Roads Need Water Need Housing Need bridges for schools

Infrastructure Services

Social & Economic Development

Infrastructure Services

Upgrading of roads Mhlangeni,Estezi, Malukazi,Amatende,Godini to Vubamasi. Rebuilding of Phase 4 foot bridge to Unit J people are falling using that 56 mll which was unspent and road upgrades with the remaining budget. Joining of roads Istobhesdala,Mpunzedlemini,to Godini and Godini Vubamasi. Sports fields are needed. Removal of transformer from Zwelisha.

Social & Economic Development Infrastructure Services

Sound Governances

Need crime reduction

Need swimming pool

Infrastructure Services

Need to do something about tree felling

Infrastructure Services

Need community forums Need community development. Need creches

Infrastructure Services

Drainage at Tollgate Area.

IDP 2007 / 2008

19 19 19 19

18 18

Infrastructure Services

Social Economic Development Assistance is requested in terms of changing the Social Economic Developtitle deeds of widows from that of their spouses ment A library is needed in the area Infrastructure Services Social Economic Development Speed humps are needed in the area Infrastructure Services Social Economic Development Need circle and access road. Infrastructure Services Shopping centre. Infrastructure Service Re-location of water meters outside premises. Infrastructure Services Re-location of sewer pipes outside premises. Infrastructure Services

Need to include disabled people in the plans of the municipality (roads & taxi ranks should accommodate the disabled)

Need planting of trees in the area and community gardens. Need job creation. A request for proper sanitation

Need a patrol by safety and security in the area.

Need road crossing for schools. Need clinics Need SPCA to remove snakes in area.

Need market/ stalls centers.

Community and youth center.

Sports facilities.

Need community halls.

Need multi purpose center.

A request for sports facilities

Social Economic Development Infrastructure Services Social Economic Development Social & economic development Infrastructure Services Social & economic development Infrastructure Service Social & economic development Infrastructure Services Social & economic development Infrastructure Services Social & economic development Infrastructure Services Infrastructure Services Social 8 Economic Development Social & economic development Social and Economic Development

Need report after six months

Need electricity card system

Sound Governances

Infrastructure Services

IDP 2007 / 2008

20 20

19 19 19

R600,000*

Infrastructure Services Infrastructure Services

R600,000*

R1,500,000*

Infrastructure Services Infrastructure Services

Social Economic Development

High rate of crime in Caluza

Request for street lighting near BP area Domestic waste bins be provided in and around this area (BP) Request for speed calming measures in Snating Rd

Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Request for water in Mazambane Rd

Request for electricity in Mazambane Rd Request for roads in ward 20 Overflow of septic tank (Smero)

Infrastructure Services Infrastructure Services Infrastructure Services Social Economic Development

Subsidised houses are needed in the area The existing stadium needs to be upgraded A branch of home affairs is needed in the area for easy access

Refuse collection, bins speed humps

Community Halls

2007/08

Need skills development

Need roads Need youth development Need ward committes

Need community consultations Need ward meeting

Need clinic Need more churches

Need sports field

Need schools

Need post box facility Need water Need sewerage Need streets lights Need bridges Need community participation in the IDP Need maintainance of footbridges Need job creation

Need speed humps

Need for access roads to school Need housing Need community hall

Social & Economic Development

Infrastructure Services Social & Economic Development Sound Governances

Sound Governances

Social & Economic Development Infrastructure Services Social & Economic Development Infrastructure Services Social & Economic Development Infrastructure Services Social & Economic Development Infrastructure Services Sound Governances

Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Infrastructure Services Social & Economic Development Infrastructure Services

Infrastructure Services Infrastructure Services Social & Economic Development Infrastructure Services

Infrastructure Services

IDP 2007 / 2008

23 23

Various problems with Msunduzi Housing Association rental stock

Infrastructure Services

Social Economic Development Social Economic Development Sound Finances Sound Finances Infrastructure Services Need to fast-track the buying of land in Gomora Infrastructure Services area in order for development to take place High rates account Infrastructure Services Education around application of indigent status Infrastructure Services

A need to write-off water arrears for Ashdown residents Assistance required for large number of AIDS orphans in Ashdown area (drop-in centre?) Need grass cutting Ashdown library needs to be upgraded R154,000,00

library upgrades

2007/08

Social & Economic Development Infrastructure Sevices

Need clinics

Need sanitation Need roads Need clinics Need meetings Need footbridge Need traffic lights Need to improve interpretations Need Sanitation Need grass cutting Elimiantes electric cutts Need customers care

Need library &high schools

Need streets cleaning

Need community consultation

Organisational Transformation

Infrastructure Sevices Infrastructure Sevices Infrastructure Sevices

Social & Economic Development Infrastructure Sevices Social & Economic Development Infrastructure Sevices Infrastructure Sevices Infrastructure Sevices Infrastructure Sevices Infrastructure Sevices Infrastructure Sevices Sound Governances

Sound Governances

Social & Economic Development Infrastructure Sevices

Infrastructure Sevices

Need roads

Need community meeting Need youth development Need water supply

Infrastructure Sevices

Unhealthy living conditions in Dennisfield area Social Economic Development Low standard of housing as the houses have roof Sound Finances leaks (Dennisfield) Request that a crossing bridge be built at the Social Economic Development railway lines for the school children When will development commence on the land Infrastructure Services that is not owned by private land owners? Infrastructure Services

Need community participation Need housing

Infrastructure Services

Infrastructure Services Social & Economic Development Sound Governances

Need clinics

Infrastructure Services Infrastructure Services

IDP 2007 / 2008

Need housing upgrade in Situ at Peacevalley 111 informal settlement Top up funding for permanent infrastructure, housing, road, sewers, electricity, water supply and survey. Need waste removal and supply electricity. Road upgrading of Mayors walk and Zwartkop road. Provision to be made to tar the road behind Mayors walk spur, Prestbury, and provide verges. Bottom of Celtis road, Boughton. Straightening of Devonshire/ Sherwood, Napierville. Need upgrade of electricity supply to ward 26. Establishment of multipurpose, ward facilities centre for community needs such as Clininc, Ward office, Meetings vanue/ boardroom, toilets and parking. Soccerfield field restoration such as completion of fence of the soccer fields Mayors Walk and Neville road, Prestbury. Rehabilitation of soccer fields in the corner of Mayors walk/ Zwartkop road and Neville road, Prestbury A request for electricity in Peaceful (Peace Valley?) informal settlement Need clinic to opens five days a week Need Zwartkop road to be made available for the clinic uses. Need SMMe to run and control Prestbury Garden site. Need to move to low cost housing at Peace valley 111 or upgrade Isitu. Need electricity supply in Peace valley settlements. Need road upgrades in Peace valley settlements.

Infrastructure Sevices

Infrastructure Sevices Infrastructure Sevices

Infrastructure Sevices

Need road contruction Need refuse collection Need to meet before Izimbizo

Social Economic Development Infrastructure Services Infrastructure Services Infrastructure Services

Social & Economic Development Sound Governances

Sound Governances

Need proper anouncement for Izimbizo Need Quartely Review

Infrastructure Services Infrastructure Services

Social & Economic Development Infrastructure Sevices Sound Governances Upgrading of sportsfields

Need entertaiment

Need Electricity Need roads

Infrastructure Services

electricity upgrades 2007/08

Social & Economic Development

R100,000

2007/08

Infrastructure Sevices

Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Sevices

Infrastructure Services

refuse collection

Infrastructure Services

R600,000

Need water

Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Sevices Sound Governances Sound Governances Sound Governances

Need RDP housing Need ward committee Need public meeting Meeting must starts on time Need housing Infrastructure Sevices

Social & Economic Development Sound Governances

Need youth entertaiments Need feedback

IDP 2007 / 2008

28 28 28

Why a previous request for a library had not been included in the budget? There are no access roads

Why has the Nkululeko area not been mentioned in the area?

Need light in the short cut for pedestrians roots from Kantur to Crest place Enner road to Bombay road and from Olympia way to Enner road. Need Crocus road to be redone.

Infrastructure Services

Need robbots at the corner of Olympia road and Decan road. Need fencing around Turo community center. Jupiter road to be completed. Larkspur road side walk. side walks for 5 roads to be done, names to be submitted later. Need a bridge at Champa place for scholars.

Social Economic Development Social Economic Development

Social Economic Development Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services Sound Governance & Democracy Sound Governance & Democracy Infrastructure Services

Infrastructure Services Infrastructure Services

Infrastructure Services

Need bus shelters Need proper streets lights

What services had the councillor delivered? When can the community expect these services to be delivered? Need speed humps

Infrastructure Services

Need to introduce waste removal services.

Infrastructure Services

Rquest to level and upgrading of sportsfields.

R2,300,000*

R600,000*

2007/08

Streets lights instal- 2007/08 lation

speed humps

Infrastructure Sevices Infrastructure Sevices Social & Economic Development Infrastructure Sevices Sound Governances

Social & Economic Development Social & Economic Development Sound Governances

Need conselor consulta- Sound Governances tion. Need traffic lights Infrastructure Sevices Elimination of potInfrastructure Sevices holes.

Infrastructure Sevices

Need community meetings Need permission to use Infrastructure Sevices eskom electricity. Need swimming pool Social & Economic Development

Need community projects Need healthy & safety environment Need community participation Need clinics Need Halls Need sportsfields

IDP 2007 / 2008

Need pre-school and schools. Availability of subsidised houses?

30 30

Sound Governance & Democracy Infrastructure Services Infrastructure Services

Cutting of grass on sidewalks & open spaces

Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Social Economic Development

Infrastructure Services

No interaction from Councillor

Long grass posed a risk (safety) Request to invite & involve the public in the implementation of projects Waste removal is a problem (this has been communicated to the waste department) When are ward committees going to established? What are the plans for traffic congestion in the Northern areas? Shacks (informal settlements) & surrounding areas are dirty & unhygienic

Infrastructure Services Infrastructure Services Infrastructure Services Social Economic Development Infrastructure Services

Sound Governance & Democracy Sound Governance & Democracy Infrastructure Services Councillor placed an order for a water tanker Social Economic Developwith Shosholoza money but there was nobody to ment sign & therefore the tanker was not purchased

Need houses and running water, Need to clean our area. water taps & tanks to be installed at SWAPO C The new development has come to a stop & people are waiting for houses to be built Roads are needed at Ezinketheni SWAPO C, A, B & KwaParkis Residents are waiting for elecctricity; they only see cables and no electricity Haniville donga needs to be attended to soon

There are no schools Infrastructure Services The stream from which water is drawn is dirty & therefore posed a health hazard. The stream is a +/- 4 km walk Infrastructure Services Land at SWAPO C (Ezinketheni) needs to be Infrastructure Services paid for (R135 000) Additional stand-pipes are needed at KwaParkis Social Economic DevelopSWAPO A & B ment Need locall mobile clinic. Infrastructure Services Employ local people for refuse collection, Infrastructure Services

29 29 29

R600,000

R2,500,000*

R600,000*

Refuse collection

water installation

Refuse collection, bins

2007/08

Need to fight HIV// Aids

Need crime reduction

Need streets lights

Social & Economic Development

Infrastructure Sevices

IDP 2007 / 2008

School: a container has been used as a school for the past 10 years (Tamboville) There is no subsidized houses (Tamboville) Sports field not adequately maintained (Tamboville)

Need street bins for litter of pedestrians at church street and so on. Need security camers for church streets businesses.

Need pavillions for Momer stadium.

Need road shoulders at Prince alfred road,Bulwer road, Burger street and all Scottsville areas. Need access roads to St Jovan church and municipal workshop. Need road maintainance of potholes at Scottsvilles Need housing for sqatter camps at Masukwana.

Equest for revitalisation of the CBD Request for toilets in Site 11 Complaint that development is not visible at Happy Valley & Site 11

32 32

Infrastructure Services Sound Governance & Democracy

Infrastructure Services

Social Economic Development Infrastructure Services

Infrastructure Services

Infrastructure Services Social Economic Development Infrastructure Services Infrastructure Services Infrastructure Services

Social Economic Development Infrastructure Services

Private contractors in Nthuthukoville are incompetent as refuse is not collected Street lights (Happy valley)

Broken toilets (Happy Valley) Street cleaning (Happy Valley)

Infrastructure Services Infrastructure Services

Social Economic Development Infrastructure Services

Additional houses are required due to overcrowding Roads are narrow; pavements are needed Street names in the area had not been resolved

Street lights

What are the timeframes in terms of the abolish- Infrastructure Services ment of informal settlements?

R600,000

R16,000,000

Refuse collection

2007/08

Streets lights instal- 200708 lation Toilets installation. 2007/08

R2,300,000*

2007/08

Refuse collection

Streets names

Streets lights instal- 2007/08 lation

R600,000

R50,000

R2,300,000*

Need community halls

Infrastructure Sevices Social & Economic Development

Infrastructure Sevices

Social & Economic Development

Need streets cleaning

Need speed hump

Infrastructure Sevices

Social & Economic Development Social & Economic Development Infrastructure Sevices Need streets lights

Need improvements in Willow gardens flats. Upgrading of sportsfields Need roads

Need Izimbizo ward by Sound Governances ward. Social & Economic Need entertainment facilities Development Infrastructure Sevices

IDP 2007 / 2008

Infrastructure Services Infrastructure Services Infrastructure Services Sound Governance & Democracy Infrastructure Services

Need to improve relationship with our counsellor. Narrow roads (Madiba)

Lack of electricity (Madiba)

Leakage of water (Madiba)

Need housing . Need storm water drain. Duzi River not to be used as a waste river. Need to clean the area.

36 36 36

Incomplete sports field in Sobantu Need proper education at Swapo. Need employment.

Service delivery is not satisfactory in Sobantu

Need public participation. Need toilets in site 11-4.

Non-provision of a community hall in Lincoln Meade Need suggestions boxes in our area. Need to be assisted ward by ward.

Refuse collection (Thembelihle)

Toilets (Thembelihle)

Housing (Thembelihle) Street lights (Thembelihle)

Housing (Madiba) Toilet facilities (Madiba) Absence of ward committees (Thembelihle)

Infrastructure Services Infrastructure Services Infrastructure Services Social Economic Development

Sound Governance & Democracy Infrastructure Services Social Economic Development Infrastructure Services Social Economic Development Social Economic Development Infrastructure Services Infrastructure Services Infrastructure Services

Social Economic Development Sound Governance & Democracy

Infrastructure Services Infrastructure Services

Infrastructure Services Infrastructure Services Infrastructure Services

Infrastructure Services

Need local clinic.

Grass-cutting (Madiba)

Infrastructure Services

No library service (Tamboville)

34 34

R16,000,000

R600,000

R16,000,000

R2,300,000*

R16,000,000

R2,500,000*

R100,000

2007/08

Toilets installation.

Refuse collection

2007/08

Streets lights instal- 2007/08 lation Toilets installation. 2007/08

Toilets installation.

water installation

electricity upgrades. 2007/08

Social & Economic Development Social & Economic Development Sound Governances

Need bus shelter Need refuse collection

Need refuse collection

Need water

Need sanitation

Infrastructure Sevices Social & Economic Development

Infrastructure Sevices

Social & Economic Development Housing issues Social & Economic Development Need-Flats problems to Social & Economic be resolved Development Grass cutting Social & Economic Development Removal of illegal Busi- Social & Economic nesses Development Fencing of Flats Infrastructure Sevices Need more meetings Sound Governances Provide accomodation Infrastructure Sevices for streets kids. Need housing Infrastructure Sevices Need electricity Infrastructure Sevices

Need youth projects and developments. Need womemâ&#x20AC;&#x2122;s recreation Need adequate notices about Izimbizo Need to reduce crime

IDP 2007 / 2008

Need more money for HIV//AIDS.

Need to put more youth development issues in th agenda. Community need more participation in IDP.

Need to educate people on Gender issues.

Need factories

Sort out the power.

Need Second halls.

Need grass cuting

Social Economic Development Social Economic Development Sound Governance & Democracy Social Economic Development

Need regular meetings

Sound Governances

Social & Economic Development

Social & Economic Development Infrastructure Sevices

Need crime reduction Tarring of all corrugated roads. Youth Centers

Infrastructure Sevices

Need houses

IDP 2007 / 2008

IDP STRUCTURES These are critical structures of the IDP to ensure and maximize community and stakeholders participation. The council for each traditional houses within the municipality have been established. We have eight traditional councils within the municipal area, and there seem to be a good level of understanding and involvement of amakhosi. The Area Based Management for Vulindlela offices are running at some of the traditional council offices, whilst the municipality is preparing multi-purpose centres in those zones that are not provided with such centres. The municipality participates in the District Traditional Council together with other municipalities.

2.1 The Msunduzi Municipal Council

(a)

Receive regular (monthly) reports on the progress of the IDP Review.

(b)

Will be required to consider and adopt amendments to the IDP.

2.2 Executive Committee (a)

Manage, through the City Manager (or alternate) the review process.

(b)

Recommend the IDP review process to the Council.

(c)

Recommend the IDP revisions to the Council.

(d)

Allocate resources for reviewing the ID.

2.3 The IDP Steering Committee (meeting regularly monthly) (a)

comprising (i)

The Mayor

(ii)

The Deputy Mayor

(iii) The Executive Committee Members (iv) IDP Champions (elected from the different party caucuses) (v)

City Manager (or alternate) [chairperson]

(vi) Strategic Executive Managers (vii) Two SAMWU representatives (viii) Two IMATU representatives (ix) The IDP coordinating Team (x)

Regional directors from sector departments and senior representatives from parastatus organizations (to be formalized)

(b)

Provide terms of reference for all reviewing and planning activities

(c)

Commission IDP planning studies, programmes and projects.

(d)

Process, summarize and document outputs from sub-committees, teams etc.

(e)

Recommend amendments to the contents of the IDP

(f)

Prepare, facilitate and document meetings and workshops

(g)

Ensure alignment and participation in the determination and prioritization of plans and programmes in the spirit of cooperative governance (to be negotiated) 45

IDP 2007 / 2008

2.4 Executive Management Committee (a)

Comprising:(i)

City Manager or alternative

(ii)

Strategic Executive Managers or alternatives

(b)

Facilitate and coordinate the activities of IDP Technical Task Teams

(c)

Provide technical advise and input

(d)

Develop proposals for the IDP steering Committee to consider

(e)

Communicate and implement the programmes and projects in the IDP.

(f)

Clear bottlenecks and manage relationships between stakeholders.

2.5 The City Manager and IDP Coordinating Teams (a)

Comprising:(i)

City Manager (or alternate)

(ii)

Administrative Support

(b)

Prepare the IDP review Process Plan

(c)

Identify resources people

(d)

Coordinate and manage the components of the planning process, including:(i)

Stakeholdersâ&#x20AC;&#x2122; involvement

(ii)

Meeting deadlines

(iii) Horizontal and Vertical Alignments (iv) Compliance with national and provincial requirements

IDP 2007 / 2008

3. INSTITUTIONAL ANALYSIS The institutional capacity in human and financial terms is as follows for the financial year 2005/ 2006:

Municipal Staffing and Budgets: 2006/ 2007 1.37 Total number of municipal staff currently employed

3244

1.38 Total number of vacancies

1655

1.39 Total number of approved municipal positions

4899

1.40 Total estimated operating budget 2005/2006

1.673 million

1.41 Actual operating budget 2004/2005 1.42 Total capital budget 2005/2006

198 million

1.43 Total actual capital budget 2004/2005 1.44 Total staff budget 2005/2006

489 million

1.45 Total actual staff budget 2004/2005 1.46 Indicate the estimated rates income for 2005/2006 1.47 Indicate the actual rates income for 2004/2005 1.48 Indicate the total estimated grant income for 2005/2006 1.49 Indicate total actual grant income for 2004/2005 1.50 Indicate total estimated income for services charges for 2005/2006 1.51 Indicate total actual income from services charges for 2004/2005

IDP 2007 / 2008

3.1 Introduction A general observation across programmes within the municipality has been that since the inception of the municipality there has been a low staff morale; excessive time is taken to complete jobs, resulting in low productivity. The available human resources are not used to their full potential. It was council’s desire to ensure that at the end of its term there remains a highly motivated and productive workforce delivering efficient and cost effective services. This concern was raised in 2006/2007 financial year, even though some staff members were promoted through the replacement process, a lot is desired in this regard. Unfortunately the placement process is incomplete and the job writing process is incomplete. The following strategies were put in place to advance the goals of the municipality. •

Introduction of self-directed teams

•

Out sourcing of non-competitive functions

•

Mechanisms to measure and compare productivity

•

Integration, rationalisation in service delivery

•

Review of human resources policies

•

Introduction of performance management system (to cascade to the lower levels in the organisation)

•

Application of staff management systems

(discipline, motivation, training and others)

•

Staff and skills audit

•

Workforce planning and human resources development

3.2 Restructuring and placement The progress made towards the successful restructuring of the organization, the appointment of the senior management team, the development of the appropriate relevant policies and procedures thereof, has set the place of fundamental focus to enhance service delivery internally from a Personnel perspective. The first five year term of a democratized and developmental local government, so the culmination of many projects and projects which were predominantly driven by the Council’s obligation to Law finalize the restructuring of the organization and to promote services in respect of the IDP. The finalization and adoption of the new organizational structure underscored our quest for principle of total quality management and sound governance. That was further intensified by the steadfast sense of commitment of the Placement Committee who together with co-operation of the Unions and mutual interest of Council, took the Msunduzi Municipality to another level. During the birth of this team spirit, the Placement Committee encountered the challenge to place approximately 3400 employees. The placement process eventually met all the expectations. That resulted in quite a small percentage of disputes being received. Only 120 of which 100 of them were resolved internally and the 20 were referred to South African Local Government Bargaining Council for determination through Conciliation and Arbitration. The victorious acknowledgement of the “organizational fit” was accomplished where ultimately only 4 employees remained in the “Corporate pool” as being unplaced. Of critical importance during this process, the City of Choice also heeded to the call within the social responsibility framework in respect of job creation. The decision to employ those employees who rendered a service to the municipality via Labour Brokers was also adopted. Approximately 78 and 71 temporary employees were appointed to positions within A, B and C bands respectively. 48

IDP 2007 / 2008

3.3 Performance Management System (PMS) There were challenges in cascading the performance management system to all levels of the municipality so that each individual may understand their role within the municipality in achieving the set goals. Since 2002 the performance management contracts were only signed with the City Manager, Strategic Executive Managers reporting to the City Manager and Process Managers.

3.4 Employment Equity The City of Choice, like all government structures had the birthmark of the entrenched key apartheid policies. The staff component at strategic positions did not reflect the demographics of the municipal area and the approved Equity Plan had to be activated to address the imbalances created by apartheid employment policies. Past employment practices have created an organisation not fully representative of the people of the municipal area, with African males and females not equally represented at the senior structures of the organisation. In the past 5 years we sought to meet those goals set out in the equity plan by ensuring that 25% of the designated staff are on affirmative action programme with requisite resources to develop them, that is, 2% of the salary bill be invested in developing staff from designated groups. To date, the City of Choice has complied with the required provisions of the Employment Equity Act.

3.5 Training and skills development The highlight in the past five years has been the provision of Local Economic Development (LED) learnerships. There has been a 110% implementation of the 2004/2005 workplace skills plan resulting in +-30% of the employees receiving promotions or placement to different levels. This was enabled by our ability to claim back 113% of the skills levies paid to LGSETA. The training offered through these programmes facilitated the creation of section 28 qualified artisans. R1.2 million was used for Adult Basic Education and Training (ABET) implemented through LGSETA. The results of our partnership with skills sectors enabled us to get 4 SETA accredited workplace assessors.

3.6. Governance In order to deal with problems of staff morale the Sound Governance Business Unit made sure that Council affairs are run in an effective, efficient, transparent, accountable, consultative and cooperative manner. This was done in line with the Batho Pele principles. The unit spread its services across four areas: licencing, printing, secretariat and information

3.7. Licencing The successes of the licencing unit in one year were attributed to the placement of requisite staff who helped in doubling the revenue collection. On a comparative scale in 2004 the section collected R128 000, but in 2005 within six months the section had already collected R239 000. One of the highlights has been the clean up campaign which has been successfully carried out with the new team in prosecuting for illegal posters on street lamps and signs affixed on tress. The section has also been able to effectively enforce bylaws such as dog bylaws and bill posting bylaws.

IDP 2007 / 2008

3.8. Information. The introduction of the DocuSoft Document Management System has made it easier for many of the municipalityâ&#x20AC;&#x2122;s documents to be made available on the Internet despite the challenges of accessing this facility through the server. The Information Centre managed to pack, index and transfer archive boxes that previously were scattered across the municipality. Within the development of human resources in general there has been steps taken forward to ensure maximum participation of communities in training and skills development. There were few areas where this was done but there was no general coordination from a centralised place, that is, the political programmes needed to speak to administrative ability to handle such needs. Overall within the municipality there is still a need to understand issues of performance management and the incentives that are linked to it.

51 PM Electricity Vacant Acting: M. Mthembu

PM Water & Sanitation Acting: J. Dedekind

PM Infrastructure Construction & Reconstruction K. Duxbury

PM Entrepreneurial Development & BEE Vacant

PM Expenditure N. Mhlongo

PM Budget & Finance K. Bridgmohan

PM Infrastructure Planning & Survey T. Cowie

SEM ISF P. Mashoko

PM Invest Attract Retention & Expansion Vacant

SEM EDG Acting D. Gengan

PM Income A. Ogilvie

SEM Finance Vacant Acting: R. Bridgmohan

PM Corporate Asset Management V. Naidoo

Acting PM Health & Welfare Vacant Acting: Dr S. Nkosi

PM Information Communication Technology Z. Sithole

PM HRM & ER J. Mtetwa

SEM SG & HR K. Perumal

PM Sound Governance S. Mpanza

PM Human Resource Development L. Mbatha

SEM CSP N. Matobako

PM Area Based Management L. Kunene

SEM CS & SE Z. Hulalne

PM Community Development A. M. Zuma

PM Risk Management S. Raghandan

Municipal Manager Vacant Acting : R Haswell

The Msunduzi Organisation Structure

IDP 2007 / 2008

Information Technology and Communication 4.1 At the heart of many world-class organizations, is a core of people dedicated to ensuring business intelligence and alignment across all business units in pursuit of better service delivery for our customers. This new model signifies the advances made in the knowledge economy, a factor that seeks to encourage the corporate world to think beyond the economic parameters incorporating many different strands of expectation from communities, clients and investors alike. 4.2 In the past few years Corporate Strategic Planning (CSP) has been involved in creating the necessary strategic platform for business transacting in a truly aspirant metropolitan council, putting in place the essential elements necessary for meeting the business model of a third generation municipality through improved connectivity, forward planning, access to information, area-based management strategies and corporate asset management, all of which are geared to ensuring faster enhanced management decision-making and turn-around times, increased workforce productivity through better systems and connectivity, and ensuring that operational concerns are addressed through a focus on efficiency and effectiveness. 4.3 The CSP unit, which sets a precedent in the municipality by seeing the first female senior executive being appointed to the position, has been witnessing the turnaround strategies of the municipality by implementing the competency-based process reengineering model of the Council to bring efficiency gains to both internal customers and the community through clearly defined work processes to avoid wastage and duplication of effort, while at the same time, redefining competencies in line with management and Council decisions to offer better, cost-efficient and faster services to communities and business. This redefined business model’s aim was to evaluate what was currently being done, understand the true business requirements for the process, and then either re-engineer or develop a completely new process that seeks to translate the strategic business unit’s IDP strategic inputs and thereby, paving the way for practical implementation of the Council’s decisions across the entire organization. With most functions realigned to create synergy across the organization due to either being irrelevant, duplicative or entrenching silos work patterns, the CSP has ensured that business unit needs across the Council are addressed in a coordinated fashion through the following process management areas: Information Technology and Communication The adoption of the new structure in 2003 saw the establishment of an IT unit charged with the responsibility of deriving maximum value out organizing IT resources to create value in the municipality and its various stakeholders, internally and externally. Current legislation governing municipalities, among other pieces of law in the public service, has enabled Msunduzi to put in place the required information technology and systems. In line with the IDP, the unit acts as change agent for transforming internal IT processes along Batho Pele principles and the State information Technology Agency’s IT House of Rules, which has resulted in an enhanced infrastructure and systems that support performance in the business units and, ultimately, ensure better communications capability in the Council, support management decision-making by providing information and data that is reliable.

IDP 2007 / 2008

The IT unit has also been instrumental in assisting with the roll-out plan for Community Service Centres through the provision of infrastructure, systems and secure network services. The benefits of the service will result in improving services to communities by serving them where they live, which will bring down the transacting costs for thousands of families and businesses as there will be no need to travel unnecessarily to the city centre in order to pay for services, thus leaving them with more money to use where its required. 4.4 In the context of the municipality’s broader vision, the provision of services at these centres will ensure alignment with other activities of government such as Multi-Purpose Community Centres (MPCC) by assisting with other daily important services such home affairs applications, registrations of births and deaths, accessing the internet for information on opportunities available in the economy and many other uses that communities need in order to improve their lives. 4.5 The existence of disparate information systems and outdated hardware prior to 2000 and into the year has also been largely addressed, as the Council has now adopted a Master Systems Plan at a strategic level to begin a process of aligning all IT to both the plan and IDP as well as providing a much-needed strategic fit and functional integration. This has meant instituting a unified electronic image for the Council (msunduzi.gov.za domain) and a centralized internet and email service serving the entire Council. 4.6 Realising also the need for the unit to provide value add to the city’s finances, the implementation of least cost routing systems and continued joint ventures with other vendors such as cellular and fixed line providers have resulted in savings to Council of 27% in fixed line usage and 6% in cellular usage savings. These activities have a marked bearing on the consumer and ratepayer, as they minimize and keep costs to a bare minimum. A decision register has also been acquired to meet the city’s urgent need for an automated information system which assists Portfolio Committees and Executive Committee of Council with the tracking and implementation of resolutions taken, archival and retrieval of pertinent data. The networking infrastructure was completed in April 2004 including the consolidation of departmental local area networks at Municipal Market, Parks & Recreation, the Fire Station, City Hall, Publicity House and Art Gallery as the next level in the project. This will also include Electricity, Duoll Road and Municipal Stores. The networking infrastructure is being extended to include: •

Northdale library, using ADSL connectivity and a secure link

•

George Town library, using ADSL connectivity and secure link

•

Main library with a dedicated link (future)

•

A Diginet link to SITA for PALS access

•

Eastwood library (future)

4.7 The provision of these services will ensure that the municipality remains at the forefront of technology, adheres to government’s e-government strategy, and thereby, providing improved turn-around times through the implementation of a ‘one-stop-shop” and increase internal capacity to handle transactions and contribute to the skilling of communities in the use of technology at the Community Service Centres in outlying areas. This makes the unit not just a provider of solutions, but a technology enabler for communities and businesses as well as ensuring that our communities are not overtaken by technological developments irrespective of their geographical positions.

IDP 2007 / 2008

4.8 Corporate Asset Management

The strategic repositioning of the municipality in terms of being a productive, sustainable, well-governed and inclusive city depends also on the effective and efficient utilization of assets and people, and nowhere is this more evident than in corporate asset management. The unit has, since its establishment, been instrumental in streamlining asset acquisition, utilization and disposal. All Council assets, moveable and non-moveable, are now bar-coded and a record kept thereof and obsolete stock is kept to a minimum, thereby reducing wastage of funds which could be better utilized elsewhere in line with the Asset Management Policy. Income has also been generated through the sale of obsolete and redundant assets.

4.9 An efficient fleet management service has also been put in place, and 80% of all Council vehicles are now fitted with Co-Driver units to ensure optimum usage, fuel management and reduction of downtime. The fleet is also linked to CAMIS, ensuring that proper records are kept, even historical ones. 4.10 The function of the unit also involves implementation and management of a centralized fleet service and stores and also completion of the Councilâ&#x20AC;&#x2122;s spatial development framework. The framework assists Council on the route development has to take and already a Land Use Management Plan together with other Town Planning Scheme Clauses and maps for the entire municipality have been implemented. This has allowed the municipality to do accurate scenario planning for, say, five, ten and even twenty year periods which is a necessary tool if the municipality is to cater for its future expansion.

The existence of high growth areas in the city has also been guided by this framework and land use management for both business and settlement in a short, medium and long term. The Land Disposal Policy for Council Owned Land has been developed and implemented, which will therefore see to the sustainable use of land as it is not a renewable resource. Currently, all properties in the municipality have been evaluated for the Valuation Roll. The central areas of the city are being revitalized and re-planned.

Already, the unit has secured income for the municipality through the sale of 70 Council owned residential properties at market rates, contributing significantly to the cityâ&#x20AC;&#x2122;s finances. Another property has been provided to a private organization to run an HIV/Aids clinic as part of the network to combat Aids in the municipality.

IDP 2007 / 2008

SECTION C: SITUATIONAL ANALYSIS 1.

INTRODUCTION: Msunduzi municipality is located along the N3 at a junction of an industrial corridor from Durban to Pietermaritzburg and an agro-industrial corridor stretching from Pietermaritzburg to Escourt. At a regional scale, it is located at the cross section of the N3 corridor and Greytown Road corridor to the north, a tourist route to the Drankensburg and Kokstad Road to the south. It has the second largest urban centre within the province of KwaZulu-Natal and the main economic hub within Umgungundlovu District municipality. Its location has a strong influence on regional channels of investment, movement and structuring of the provincial spatial framework for growth and development. After the December 2000 election five previously independent entities were amalgamated to form the Msunduzi Municipality: •

Pietermaritzburg - Msunduzi TLC;

•

Ashburton TLC;

•

Vulindlela (rural);

•

Claridge and

•

Bishopstowe.

The implications and challenges arising out of that amalgamation process are summarized below:

PERIOD

NAME

AREA

POPULATION

Up to 1994

Pietermaritzburg 150 sq km

176 590

1995 to 2000

Pietermaritzburg251 sq km Msunduzi TLC

373 910

Since 2000

The Msunduzi Municipality

649 sq km

523 470

IDP 2007 / 2008

Co-existence of the Local Government and the Traditional Leadership It was long before the promulgation of the KwaZulu-Natal Traditional Leadership and Governance Act, N0. 5 of 2005, the Msunduzi Municipality respected the existence of traditional leadership and various consultations were held with Amakhosi when the preparations for local democratically elected governments prior and post 1994 as well as izimbizo earlier and in April 2006/2007. As we believe that the legislation restores the dignity of the institution of traditional leaders, the Msunduzi welcomes the establishment of Local Houses of Traditional Leaders at the District level. We also reiterate the Premiers’ speech that such structures will be vehicles for promoting peace, development and democracy at the local level. As the municipality founded on principle to serve our communities, we embrace the co-existence of traditional leadership and democratically elected councilors to ensure efficacy in delivery of services to communities. First attempts to establish a formal town were made by Afrikaans Settlers in 1838. The IsiZulu speaking people referred to Pietermaritzburg as “uMgungundlovu”, the “Place of the Elephant” and more appropriately the “Place of the King” signifies the Capital City status of the City. It is believed that the City was named after the Voortrekker leader Piet Retief and Gerrit Maritz. Actually, it is likely that the City was named after Piet Retief because his second name was Maritz. It is also believed that uMgungundlovu was the Head or Kraal (Isigodlo) of King Dingane.This is the only City in the world that was declared a Capital City by a set of four different governments: In 1838, it was declared as Voortrekker Republic; during the British annexation of Natal and Cape under the Union of South Africa in 1910; in 1961 under the Nationalist government and recently under KwaZulu-Natal Provincial Government in 2004. The City is located at 660 metres above the sea level. International and Intergovernmental Relations International Relations It is without saying that the increased global competitiveness and local competitiveness have direct impact in and between our cities. Due to this phenomenon, Msunduzi Municipality had to foster a Twining of Cities with cities like Hampton, Virginia Beach and Atlanta (Agreement has been signed) in United States of America; Zhengzhou and Guangzhou in China; Wuhan in Taiwan and Lincoln in United Kingdom. Such engagements had benefited all cities involved and more lessons were learnt. It is also on the same breath that Msunduzi has to foster such relations with cities within the African continent to realize some of the objectives as expounded in the African Union (AU), New Partnership for Africa Development (NEPAD) and cross-borders’ challenges facing the Southern African Development Countries (SADC). Joint overseas trips between the sector departments and Msunduzi Municipality represented by both officials and political heads had renewed hopes for sustainable and coordinated economies at the provincial and local levels. Sector Departments/District and Msunduzi Municipality IDP alignment There are various technical committees that are in place to address various programmes on water, sanitation, roads and transport, land reforms, economic development, etc. Our main challenge is to heed the Premier’s call for a high level forum to be formed at the District level to address issues of intergovernmental nature. This initiative would be championed at the District level by the District and there were several attempts made thus far. Membership of such a forum would be comprised of the municipal managers, IDP managers and mayors of the eight municipalities as well as district managers of the sector departments. It is the City’s hope that this forum would be set up to begin to look at issues specifically relating to the Capital City Status; the aspiring metro status; service agreements; alignments of systems and personnel; backlogs facing the City etc.

IDP 2007 / 2008

THE POPULATION OF MSUNDUZI

The total population of the Msunduzi Municipality, according to the Census of 2001, was made up as Follows: The population of Msunduzi has grown at a steady rate of 1.2% per annum: Population 1996 523470

Population 2001 553224

Percentage Growth: 6%

Population by Race Group 600000 553224

500000 424794

400000 300000 200000 100000 18464

64943

Black Africa Coloured india or Asian

45023

White

Total

Population by Gender

Female 53%

Â 0-5 yrs 6-12 yrs 13-18 yrs 19-25 yrs 26-35 yrs 36-45 yrs 46-55 yrs 56-65 yrs 66-75 yrs 76-85 yrs 86+

Male 47%

Male % 12 15 14 15 17 12 8 4 2 1 0

Female % 10 13 12 14 17 13 9 6 4 2 0 59

IDP 2007 / 2008

In terms of age and gender, the population is divided as follows:

Toilet Facilities: Census 2001 Flush toilet (connected to sewerage system)

66901

Flush toilet (with septic tank) Chemical toilet Pit latrine with ventilation (VIP) Pit latrine without ventilation Bucket latrine None

5573 3820 10426 39672 653 3340

HOUSEHOLDS AND HOUSEHOLD SERVICES

Total Number of Households Census 1996 115933 Census 2001 130405 Household Growth: 1996- 2001 12% One of the biggest challenges in terms of access to basic services is the extension of free basic services to farming areas.

Water Service Level: Census 2001 Inside Dwelling

48628

Inside Yard

42680

Community Stand Pipe: distance less than 200m from dwelling

13280

Community Stand Pipe: distance greater than 200m from dwelling

17653

Other

8146

Water is provided by both Umgeni Water and the Municipality. There is a current backlog of 14 063 individual water connections in the Vulindlela and Edendale ares. The city also has a significant number of unaccounted water losses which amount to approximately 36% per annum. In terms of sanitation, the largest backlog rests within the Vulindledla area which currently has a backlog of 35 000 VIP units.

IDP 2007 / 2008

Electricity Service Level: Census 2001 Electricity 85.6 % Gas .27 % Paraffin .57 % Candles 13.2 % Solar .15 % Other .21 % Electricity is provided by Eskom and the Municipality. According to the Census of 2001, a total of 14.4% households did not have electricity. In terms of electricity there is a significant backlog in the provision of street lights which currently is estimated at an amount of R5 million per annum. Electricity losses are currently approximately 8%.

Baseline (2001/2002)

Current (2004/2005)

Number Percentage increase/ Increase/ decrease Decrease 19175 21%

Projected growth rate per annum 5.30%

National targets

10%

40%

51%

67288

130387

116540

2001

702

1996

4882

16%

Percentage

19905

Number

Balance/ difference

Households

Piped water on site 91308 110483 (84%) 100% By 2008 (i.E. Yard taps, tanks or house connections) 125506 (96%) 20917 20% 1.33% 100% By 2008 Households that have 104589 access to potable water within 200m of dwelling 10426 100% By 2010 Households with ventilated improved pit latrines 129686 (99%) 9621 8% 0.30% 100% By 2010 Households with ac- 120065 cess to a legal electricity connection or solar panel 80% 90% Increase 10% 3.33% 100% By 2010 % Households with access within 500m to a graded/ gravel road 40% 60% Increase 20% 13.30% 100% By 2010 % Households with access direct access to a road that is at least 80% graded or 20% graded Unavailable 63100 (49%) 17% 100% By 2010 % Households with access to weekly kerbside refuse collection service Source: draft ummgungundlovu integrated development plan review 2007/ 2008 2nd draft april 2007

Key performance indicator

IDP 2007 / 2008

Percentage Increase Â 11.9%

There is an average 2% household growth per annum. In order to address housing backlogs, an estimated 2500 houses need to be constructed per annum. As the demand for rental housing increases, the municipality needs to facilitate the construction of at least 500 middle-income houses per annum.

IDP 2007 / 2008

SOCIAL: 4.1 EDUCATION: The Pietermaritzburg area of the City is a centre of educational excellence, in both provincial and national contexts. Pietermaritzburg is a seat of the University of KwaZulu Natal and is home to several other institutions of higher learning (technicons; technical colleges; FETs; etc.). In addition, Pietermaritzburg is home to a host of both private and government owned institutions of primary and secondary education. Even within the rural and per-urban areas, schools within the Msunduzi municipal area are situated within the national standard of a primary school within 2km and a secondary school within 5km. A continuous challenge is the standard of school buildings and access to schools in various areas within Edendale and Vulindlela.

IDP 2007 / 2008

4.2 LIBRARIES: Information is a strategic resource for economic, social and personal development. The public library service of the municipality is a critical interface between people and information resources. Although public libraries serve a range of educational, cultural and recreational functions, at this stage of South Africaâ&#x20AC;&#x2122;s development, their most vital role is arguably the empowering of individuals and communities, and supporting life-long education. The major role of public libraries at present is therefore seen as information provision. There are currently 9 libraries within the urban core of the city. The central library has recently undergone renovations to include a childrenâ&#x20AC;&#x2122;s wing. Currently, there are 0 libraries within the rural areas. These areas therefore depend on school libraries, which in most cases are significantly small or non-existent.

4.3

HEALTH AND WELFARE SERVICES:

IDP 2007 / 2008

Section D: STRATEGIC DIRECTION FOR 2006 TO 2011 1.

INTRODUCTION This is the most critical area in the IDP which requires clear and concrete evidence to ensure that the community’s needs as reflected here in the form challenges facing the City are addressed properly in the form of strategies, programmes and projects. As part of the IDP review process, we embarked on a series of consultation with various stakeholders to review and package the City’s strategies, the City vision, mission statement, goals and guiding principles. All the submissions by various stakeholders were circulated to relevant Strategic Business Units (SBUs) to guide Strategic Business Units’ strategies and submission of programmes to the IDP office. Thereafter, the IDP team analysed all the programmes and projects submitted against the list of challenges facing the City. Then, we advised the SBUs to adjust their submissions to match with the City’ challenges. We attempted to align the City goals with the 2014 targets by National Government, the National Key Performance Areas and the City’ KPAs and Balance Scorecard. The City’s Guiding Principles were interrogated against the challenges facing the City and the prioritization as reflected through the pie graph indicates the percentages and priorities in terms of the allocation of budgets and the requirement of alternative funding. The analysis on challenges indicated the magnitude of challenges facing the City as unsensitized. It is our believe that the IDP review has open up possibilities to develop City Development Strategy, a lead to Key Performance Indicators (KPI) and aligning the Budget and the IDP.

THE CITY DEVELOPMENT STRATEGY The South African Cities Network has defined the City Development Strategy as “an action plan for equitable growth, developed and sustained through participation, to improve the quality of life of all citizens”. According to the UN Habitat, the most important product of a city-wide strategy that turns the city into an engine of equitable economic development and has a direct impact on poverty reduction, local economic growth and improved governance. Municipality has acknowledged that the IDP as it stands required to be prioritized whereby the integrated sector plans, specific priorities and indicators would be set and guided by a long term strategic plan. Part of the IDP review for 2007/08 used izimbizo feedback and the City Development Strategy (CDS) processes as components to review the IDP. It was also acknowledged that the MEC’s reports for 2002/03 in particular and those of 2003/04, 2004/5, 2005/6 and 2006/07 made reference to more or less similar kind of gaps that the City needed to address. As long as the City tries to find its strategic trust and direction under the backdrop of endless challenges facing the City, limited staff capacity and limited resources available. The CDS came as a catalyst to reinforce the revisioning of the future as captured under our Strategic Direction. Once the CDS is completed, our Strategic Direction would be replaced by the CDS and the IDP would be a reflection of integration of various plans defined in terms of clear priorities, clear indicators and deadlines.

IDP 2007 / 2008

Once the City Development Strategy is finalised the following graphical representation represents the strategy flow.

The following provides a graphical representation on the alignment of the CDS and the IDP processes

IDE AL S T R AT E G Y F L OW

IDP

IDP PRIORITIES

C O R P O R A T E S T R A T E G Y /C IT Y D E V E L O P M E N T S T R A T E G Y

(Municipal Manager)

B u d g e t d e f ic it s tra te g y -

Council Budget B u s in e s s U n its S tra te g ie s (S E MS

Operational Plans

)

Operational Plans

The Vision Part of re-visioning the strategic direction of the City under the CDS process, the Vision was adjusted as following:

MISSION STATEMENT The Mission for Msunduzi Municipality to Facilitate the Provision of Services by: •

Community Participation

•

Social and Economic Development and Growth

•

Safety, Security and HIV/AIDS

•

Sustainable Service Delivery

•

Sound Finances

•

Sound Governance

•

Sustainable Environmental Management 69

IDP 2007 / 2008

CITY GOALS CITY GOAL

MINMEC

Improve service to achieve a better national health profile and reduction of preventable causes of death, including violent crime and road accidents.

To promote sustainable economic growth and equitable development in order to perform above the national and economic development indicators

Reduction of unemployment by half. Position South Africa strategically as an effective force in global relations Provision of skills required by the economy

Reduction of poverty by half

To provide sustainable and developmental finance through sound financial management To Promote health and safety and caring of environment guided by the Local Agenda 21 Principles and Processes

Significant reduction in the number of serious and priority crimes and cases awaiting trial

Promote the City Heritage and enhance sustainable tourism To promote sound governance in accordance with the King II Report

Provide compassionate Government Service to people. Ensure that all South Africans are able to fully exercise their constitutional rights and enjoy the full dignity of freedom

To improve and maintain infrastructure assets To promote and enhance e-governance

CITY GUIDING PRINCIPLES To underpin all development activities: •

Sustainability

•

Strategic Focus

•

Participation

•

Transparency

•

People Centred

•

Promotes Transformation

•

Customer Focused

•

Integration and Alignment

•

Democratic

•

Implementation Orientated

•

Accountability

•

Promote Co-operative Governance

INFRASTRUCTURE AND SERVICES AND SOCIAL AND ECONOMIC DEVELOPMENT

NATIONAL KPA

CITY KPA

City Strategies

ACCESS TO BASIC SERVICES LOCAL ECONOMIC DEVELOPMENT, EMPLOYMENT, ECONOMIC OPPORTUNITY HIV/ AIDS SAFETY AND SECURITY ENVIRONMENT

• • • • •

CUSTOMER

To provide and maintain safe and sound infrastructure and services to our existing customers, and meet demands for additional services to ensure satisfaction of our customers, stakeholders and the sustainability of our environment.

• • • • To promote economic de• velopment and sustainable • growth that will contribute towards employability and self-employability through • projects and opportunities for unemployed with a special focus on Previous Disadvan taged Individuals (PDI). • To improve and promote • community participation and • customer relations in line with the Batho Pele (Abantu • Phambili) principles to ensure that planning is informed by • community needs and, management and decision making enhance service delivery. • • •

Ascertain demand based on basic household income of less than R2000 per month as per the Indigent Policy Analysis of best options to provide service Provide restricted water connections Eliminate standpipes Education campaigns Develop and implement urban/rural and Gender and Youth development strategy Advocate and package programmes to benefit the intended beneficiaries and provide baseline relevant data that could have economic spin offs Implement decision tracking project Implement Community-Based Planning Develop customer relation policy development recording of customer inputs/requests Develop complaints handling procedure Conduct customer satisfaction survey Train all staff members on Batho Pele Service Performance Questionnaire to be developed and available at all reception area

PERSPECTIVE STRATEGIC OBJECTIVES STRATEGY • • • • • • • • • • • •

Bishopstowe new reticulation Newspaper Farmer and Farm Labourers Surveys Database Awaiting Policy from Provincial level Community Capacity Building /Education Elimination Wastage at Communal Standpipe Elimination of Communal Standpipe Elimination of Water Tankers Free Basic Water/ Credit Control Develop a rural/urban and Gender/Youth development strategy linked to the LED Align development and Procurement to such strategies Maintain ICT infrastructure using local SMME/BEE Marshal ICT investment in the City

PROGRAMME

IDP 2007 / 2008

IN INFRASTRUCTURE AND SERVICES AND SOCIAL AND ECONOMIC DEVELOPMENT SERVICES cont.......

NATIONAL KPA

CITY KPA

CUSTOMER cont......

Provide a responsible, environmentally friendly and healthy environment guided by principles of Local Agenda 21 in provision of Municipal services.

Provide quality effective and efficient communication system, infrastructure and information management systems to service all stakeholders .

New site identification District agency agreement

Provide waste recovery facility

Manage customer relations in keeping with Batho Pele principles

To introduce TQM in the organization

To be customer focus and needs driven

PERSPECTIVE STRATEGIC OBJECTIVES STRATEGY

Establish MRC Public education Odour control

Service Performance Questionnaires

Inputs and complaints from customers recorded and acknowledged

Quality assurance supervisors are designated in each sub unit

Develop Total Quality Management System

To identify municipal customer needs and expectations for ICT services, develop ICT customer service plans and measure SBUs customer service performance

PROGRAMME

IDP 2007 / 2008

CITY KPA

CITY FINANCES

NATIONAL KPA

CITY FINANCES

PROGRAMME

Electronic alignment to Town Planning function and the implementation of the UDZ Implement policy Revision of internal policies in line Upgrade financial system to prowith Treasury Policy and Control vide quality reporting Manual Full implementation of new collection process (consortia) Develop cash flow model Maintenance of disconnection contract Develop effective reporting system Submission of monthly reconciled income and expenditure analysis Effective debt collection process report Adjustments to expenditure to Ensure monitoring of expenditure and be approved prior to incurring income expenditure • Project management software • Project appraisal and packaging and training Improve and sustain the • Plan project ahead and feasibility • Quality Management Systems City finances, systems and studies • Bulk consumers on remote procedures to make finan• Remote computerized bursts cial management possible to • Alert systems metering • Extend telemetry contribute towards quality • Account for water consumed • Improvements in meter infrastructure and sustainabil• Theft prevention strategy reading ity service • Technical losses prevention • Electricity audit programme: • Metering audit of all households domestic-once in two • Develop and implement years; industrial and urban/rural and Gender and Youth commercial annually development strategy • Disconnect offenders to ensure that the cost to Advocate and package programmes disconnect and reconnect is to benefit the intended beneficiaries recovered and provide baseline relevant data that • Optimization of could have economic spin offs electricity network by reconfiguration • Replace poor performing network • Develop strategies to eliminate illegal connections • Electronic alignment to Town Planning function and implementation of the UDZ

Ensure compliance of the Property rating Act maximize income to institutional framework

PERSPECTIVE STRATEGIC OBJECTIVES STRATEGY

IDP 2007 / 2008

SOUND FINANCE

CITY KPA

SOUND GOVERNANCE

NATIONAL KPA

LEARNING AND GROWTH

PERSPECTIVE

Improve business efficacy through leading, supporting and influencing organizational culture to ensure good governance and democracy

STRATEGIC OBJECTIVES

Conduct training to capacitate employees with Public Relation skills .

Employ and train appropriate staff in appropriate positions.

Quality reviews to be held.

Train all staff members in TQM.

Develop policy for community participation.

Information sharing is promoted to update employees and communities on new plans and developments.

Managing records and record management training for managers from KZN Archives.

PROGRAMME

Promote spontaneity, motivate and stimulate staff and communities to dream and creativity by making the environment conducive for that.

Training of all relevant levels of management and the operational staff on record keeping.

STRATEGY

IDP 2007 / 2008

SOUND GOVERNANCE AND DEMOCRACY

CITY KPA

SOUND GOVERNANCE

NATIONAL KPA

Internal Processes

PERSPECTIVE Improve business communication and processes through re-engineering to ensure utilization of people to meet their full potential, talents and careers.

STRATEGIC OBJECTIVES PROGRAMME

Development and distribution among employees the Employee Policy Manual

Development of Organizational Communication Strategy

Review Municipal code

Review placement and deployment of staff

Complete job evaluation process

Review workflows, work procedures and policies

Claim policy in place

Marshal ICT investments in the City Develop electronic directories of Council activities and contacts for industry Encourage the formation of partnership with private sector, government spheres to encourage new and innovative ICT Employee benefits policy in place

Introduce and promote anti-cor- Introduce fraud prevention strategy ruption, anti-fraud in to ensure in line with Municipal Anti-fraud transparency and user friendly Strategy of our systems. Employees to sign pledges to abstain, Educate customers about their report and prevent fraud within the rights and obligations on MuSBU nicipal Services and the cost Safe and economic use of electricity saving strategies. Economic use of water

Training of all relevant levels of Managing records and record manmanagement and the operational agement training for managers from staff on record keeping. KZN Archives

STRATEGY

IDP 2007 / 2008

INSTITUTIONAL TRANSFORMATION

Infrastructure Services

City KPA

Access to Basic Service

National KPA

Perspective • • • •

Mobilizing project finance from other cost-effective resources Current grant funding adequate to provide only a basic level of service, eg, MIG. There is a need to source additional grant funding in order to increase the standard/ level of service. High levels of unaccounted water losses Current level of water loss is +/- 36% High electricity losses Current electricity losses at 8% Shrinking or static revenue base Short comings in meter-reading system have resulted in inadequate revenue collection

Challenge

City Strategic Priority Issues and City Challenges

Finance

IDP 2007 / 2008

Customer

• • • • • • • • • • • • •

Address imbalances in road and storm water backlogs Current backlog for new and upgraded road construction is R8 million / annum (source: IS&F Strategic Planning 2004-2007) Extension of free basic services to farming areas Currently non-provision of free basic services to farming areas (source: IS&F Strategic Planning 2004) Backlog of individual water connections Current backlog of 14 063 in Vulindlela and Edendale Maintenance backlog in terms of roads/stormwater, buildings, electricity and water Roads maintenance backlog: R63 million per annum (source: IS&F Strategic Planning 2004-2007) Building Maintenance backlog: R120 million (source: IS&F Strategic Planning 2004-2007) Electricity maintenance backlog: R26.5 million per annum (source: IS&F Strategic Planning 2004) Water maintenance backlog: R465 million required for asset renewal (source: IS&F Strategic Planning 2004) Huge backlog of areas without street lights Current backlog is R5 million per annum (source: IS&F Strategic Planning 2004) Backlog on sanitation asset infrastructure renewal Current backlog R130.2 million Inadequate electricity capacity to meet the demands for the high economic growth in the City Current increase in demand at 14% due to economic growth Huge housing backlog Construct at least 2500 low-income houses per annum Facilitate/ construct +/- 500 middle-income houses per annum (source: IS&F Strategic Planning 2004) Huge sanitation backlogs in Vulindlela Currently a backlog of 35 000 VIPs (source: IS&F Strategic Planning 2004) Lack of a proper facility to host major Premier Soccer League games in the City Currently, Harry Gwala is the City’s major sports stadium and is underdeveloped according to Premier Soccer League standards (source: Community Scource-Community Development Strategic Direction 2006-2010) Lack of establishment, maintenance and upgrading of sports facilities Sports facilities across the City are in a deteriorating state of affairs (source: Community Development Strategic Direction 2006-2010) Provision of public toilets Inadequate public toilet facilities

IDP 2007 / 2008

Infrastructure Services continued

City KPA

Access To Basic Services Continued

National KPA • • • • • • • • • • • • • • • • •

Customer Continued

Internal Processes

Improve operational efficiencies Lack of a quality management system for water and sanitation and lack of computerized processes Lack of skilled staff Current shortage of skills in the areas of cost accounting and technicians Lack of (current) infrastructure management system No infrastructure asset management and maintenance system

Access to basic services for female-headed households Women spend a lot of time fetching water, providing fuel, etc. If these services are provided, a great burden shall be removed from them. Non-service of informal settlements Given their informal nature, informal settlements remain unserviced Location of informal settlements Informal settlements are located some distance from shops, economic opportunities, social infrastructure and public transport (source: Msunduzi Gender Strategy 2005) Access to low-cost housing schemes for female-headed households Female-headed households are disproportionately found in informal dwellings and traditional structures (source: Msunduzi Gender Strategy 2005) Additional housing options (rental) More housing options need to be made available to suit the different affordability levels and requirements of various residents (source: Msunduzi Gender Strategy 2005) Transfer and registration of title deeds This was a common problem expressed by residents during the Mayoral Izimbizo Housing infrastructure (especially in terms of sanitation) A problem expressed during the Mayoral Izimbizo. Multi-sewers were of particular concern Lack of provision of waste facilities in previous disadvantaged areas Due to financial and other constraints the newly incorporated Vulindlela areas do not have access to waste management services (source: Community and Development Strategic Direction 2006-2010) Lack of burial sites Due to the increased influx of burials, a cemetery needs to be established which can accommodate burials for the next 50 years (source: Community and Development Strategic Direction 2006-2010) Aged crematoria Crematoria are old resulting in down time and high maintenance costs (source: Community and Development Strategic Direction 2006-2010) No forward planning, environmental scanning and scenario planning (future housing, roads, electricity network) No integrated customer contact centre Monitor the implementation of service delivery in communities

Challenge

Perspective

IDP 2007 / 2008

Social and Economic

National KPA

City KPA

Local

Securing investment finance Currently a shortage of investment finance to venture into cross-sectoral initiatives Recovery of outstanding Fines Currently limited financial and human resources No strategic processes informing acquisition and alienation of Council-owned land

• • • •

Finance

Fragmented record-keeping system Currently no systematic record-keeping system and lack of implementation of the Decision Tracker Access to computing facilities Familiarity with technology

Challenge

• • •

Perspective

Learning and Growth

IDP 2007 / 2008

National KPA

City KPA

Perspective

Customer

Challenge

• Gender inequalities in economic institutional environment of the City • Gender inequalities in social institutional environment of the City • Urban/ rural divide Current planning is biased towards urban development (source: IDP Stakeholders Forum) • Poverty eradication Large scale unemployment and poverty in the City • Large-scale unemployment Out of a total population of 9 651 100, 987 000 people are unemployed in KZN (Statistics South Africa) • High proportion of unemployed women Of the 987 000 unemployed in KZN, 532 00 are female (Statistics South Africa) • High illiteracy rate within the communities; especially women 31% adults (aged 20+) illiterate in KZN • Accessibility of libraries Currently 9 libraries within the urban core of the City and 0 in the rural areas • Lack of parks and passive recreation areas in disadvantaged communities Legacy of past has focused on previously white residential areas • Establishment of materials recovery and composting facility/ recycling Currently no municipal-driven recycling initiatives to address major environmen tal problems • Lack of waste management services to newly-incorporated areas (Vulindlela) • Awarding of tenders to female-owned SMMEs Get stats from Procurement • Gender-based violence A woman is raped every 26 seconds. One in four women is in an abusive relation ship. A women is killed every 6 days by her male partner (source: www. powa.co.za) • Equipping women and youth with business skills; including the process of accessing finance During Mayoral Izimbizo, as well as during consultations on the youth and gender strategies, the community emphasized their need for skills in these areas. • HIV/ AIDS and women An estimated 3,3 million women were positive by the end of 2004 • HIV/ AIDS and youth 34,6% prevalence rate amongst youth • Educating women on the environment and how they can benefit from it economically • Educating youth on the environment and how they can benefit from it economically • To increase the number of youth entrepreneurs • Youth enterprises

IDP 2007 / 2008

Customer Continued

• Promotion of arts and culture among women Cultural practices have inhibited women from participating in arts and culture • Promotion of arts and culture among youth Lack of coordinated and cohesive plan at municipal level • Promotion of sports and recreation among women Cultural practices have inhibited women from participating in arts and culture • Promotion of sports and recreation among youth Lack of coordinated and cohesive plan at municipal level • Youth and safety and security Youth as perpetrators and victims of crime due to economic climate • Illegal dumping Limited accessibility to dumping areas and lack of education amongst community (Community Recycling Centres in the Previously Disadvantaged Areas) • Efficient management of HIV/ AIDS in the work place Lack of implementation of work place programme of HIV/AIDS • Increase in crime A constant complaint by community members during Mayoral Izimbizo • Reduce accidents and carnage on the roads Increase in traffic calming measures • Increase in incidences of HIV/ AIDS (36.5% prevalence rate in KZN) 36.5% prevalence rate in KZN. HIV/ AIDS is viewed solely as a health issue. High mortality and morbidity rates, Stigma, myths and misconceptions. • Development disparities within the municipal area Current development trend does not focus adequately on areas such as Edendale, Vulindlela and the N3 • CLINIC SERVICES – MOBILE SERVICES FOR EXCLUDED AREAS • BUILDING OF NEW CLINICS IN THE NEWLY DEVELOPED AREAS • PROGRAMMES – TB, CHRONIC DISEASES, NUTRITION & POVERTY • SOCIAL SERVICES Shelter for abused women and children Support for vulnerable children Support for elderly persons caring for orphans ENVIRONMENT HEALTH SERVICES • Reaching out to newly incorporated areas No integrated customer contact centre • • Incomplete and outdated Spatial Development framework Plan • Land use management System not extended to newly incorporated areas

IDP 2007 / 2008

• Local Economic Development, Employment, Economic Continued •Opportunity •HIV / Aids •Safety and Security •Environment

Social and Economic Development Continued

Internal Processes Continued

• • • • • • • •

Current congestion of the central park which is worthy of our City’s heritage and status (Freedom Square) Current status and utilization of Freedom Square does not reflect the City’s Heritage Establishing a fully-fledged Tourism Agency Current arrangement with Pmb Tourism does not cater for tourism development throughout the Municipal area Identification of sectors and partners (Economic Development Strategy and Plan) Lack of Economic Development Strategy and Plan Alignment of current initiatives and forging partnerships Partnership essential for the development of Steam Rail Tourism Upgrade existing systems, new management (Market) Currently the market has limited capacity and existing systems are outdated Traffic Management System Currently there is no Traffic Management System in place Limited financial and human resources Resulting in a lack of a fully capacitated traffic control and law enforcement unit No electronic link between development management and valuations (for rating purposes, rezoning, special consents, etc.)

IDP 2007 / 2008

• Local Economic Development, Employment, Economic Continued •Opportunity •HIV / Aids •Safety and Security •Environment

Social and Economic Development Continued

• • •

Learning and Growth

Limited understanding of current activity and potential (knowledge economy) Full economic potential is not being realized due to the lack of relevant knowledge Fragmented record-keeping system Currently no systematic record-keeping system and lack of implementation of the Decision Tracker Creating more jobs through labour-intensive means and micro contracts In order to comply with the provisions of the Expanded Public works Programme

• Very high levels of development in the absence of appropriate environment policies and management plans have resulted in unsustainable development and environmental degradation Currently there is no Environmental Management Plan and System and no Public Open Space Plan resulting in a lack of compliance with environmental legislation and the Department of Agriculture and Environmental Affairs • Uncontrolled encroachment of listed alien invasive plants have led to the deterioration of the quality and cleanliness of the environment Lack of compliance with the Conservation of Agricultural Resources Act • Devolution of Environmental Health Services Has led to fragmentation • Suitable equipment for a legislation-compliant waste disposal facility Current landfill site is inadequate • Decentralization of Fire and Emergency services Requires an increase in staff complement • The practice of pro-active fire prevention and protection methods Requirement in terms of legislation • Old and redundant vehicles Capital expenditure needed for fleet and equipment replacement programme • Proper conceptualization and implementation of Disaster management Currently a lack of a Disaster Management Framework within Council administration and no Disaster Management Plan • Lack of coordinated & integrated planning/duplication of projects

Internal Processes Continued

IDP 2007 / 2008

• Local Economic Development, Employment, Economic Continued •Opportunity •HIV / Aids •Safety and Security •Environment

Social and Economic Development Continued

City KPA

•City Finances

National KPA • • • • • • • • • • • • • • • • • • • • •

Finance

Customer

Internal Process

Alignment of the budget with the IDP Currently unaligned systems. There is a need for integration in terms of process and (electronic) systems Budget approach that links expected performance results to budget levels Currently unaligned Performance Management System and Budget Maintaining sustainable long term borrowings Lack of updated finance strategic plan Liquidity management Lack of quality reporting module in the accounting system Sustainable cost of service delivery Lack of updated finance strategy Compliance with the MFMA Tighter controls in compliance with Municipal Finance Management Act Implementation of the Property Rates Act Tighter controls in compliance with legislation GAMAP conversion Ensure completion of movable and fixed asset register No integration/ electronic link Promis and Baud asset register No integration/ electronic between link between Promis and Camis (vehicle costing purposes)

Greater community awareness and education of the indigent policy Large percentage of community are unaware of the policy and/ or do not understand the policy and the application process Inaccurate meter readings This issue featured prominently at the Mayoral Izimbizo. The public are concerned about inaccurate readings resulting in exorbitant bills and in some cases, meters not being read at all. No section 78 Receipt and processing of invoices

Maintaining sustainable long term borrowings Lack of updated finance strategic plan Liquidity management Lack of quality reporting module in the accounting system System deficiency Level of outstanding debt Lack of updated finance strategic plan High finance and banking charges Valuation roll to be updated to ensure efficient rates collection

Challenge

Perspective

IDP 2007 / 2008

Sound Finances

• • •

Internal Processes

Learning and Growth •

•

Customer

•City Finance

Sound Governance

Fragmented record-keeping system Currently no systematic record-keeping system and lack of implementation of the Decision Tracker

Too many disintergrated government Stakeholders in communities

Employment equity plan reflecting adequate gender balances Out of a permanent work force of 2945 employees, only 648 are female as opposed to 2297 male employees. These figures may be further desegregated according to various employment levels. Extension of performance management system to entire organization Currently only SEM’s and PM’s on performance agreements

Rewriting of jobs in compliance with TASK

IDP 2007 / 2008

City KPA

• Sound Governance

National KPA • • Inadequate customer relationship management in line with Batho Pele principles Lack of Batho Pele strategy, policy and programmes • Lack of a comprehensive and integrated communication strategy • No electronic communication policy and systems to interact with the public • Community participation, including the participation of women and youth in the IDP process Currently ad hoc approach to community participation • Skills development/ capacity building for the community Raised during Mayoral Izimbizo • Provide a reliable fleet support to all business units • Ongoing skills development/ capacity building for employees Continuous improvement • • • • • • • • • • •

Finance

Customer

Internal Process

Poor communication between Council and industry to support Council’s application of ICT Unaligned work processes Currently, the alignment of certain processes do not make ‘business sense’ Corporate governance, including corruption and fraud Employee apathy resulting in inadequate service delivery Safeguard and control the use of the organisation’s ICT infrastructure from abuse, damage and loss ICT maintenance and troubleshooting Application/ implementation of policies Limited financial and human resources No corporate programme No information security management programme No information management strategy

No infrastructure asset management planning

Challenge

Perspective

IDP 2007 / 2008

Sound Governance and Democracy

IDP 2007 / 2008

SECTION E: SPATIAL DEVELOPMENT FRAMEWORK AND LAND USE MANAGEMENT SYSTEM 1.

INTRODUCTION This is one of the sections in this document that requires some refinement as per the MEC’s comments on IDP gaps. In the meantime the Corporate Business Unit has contracted the expertise of the consultant to combine and consolidate a number of pieces of work generated by the uMgungundlovu District, the Province and the Municipality itself to avoid duplication and wastage of limited resources. The following maps are intended to provide the potential and capabilities of the municipal area in terms of economic development and growth and Land Use Management. A refined Spatial Development Framework will be reproduced to reflect developmental initiatives and priorities as articulated by the Integrated Development Planning.

LAND USE MANAGEMENT SCHEME 2.1 Existing SDF (Spatial Development Framework) and Town Planning Scheme a)

Spatial Development Framework The Municipal SDF was prepared during production of the IDP in 2001/2002 (i)

That was the first attempt at a plan to ‘knit together’ the various parts of the Msunduzi municipal area.

(ii)

The plan took regard of existing schemes and planning and development frameworks for the new areas, for example, the North-Eastern District Framework Plan and the Edendale Development Framework.

(iii) It introduced the corridor and node concepts to guide and focus development initiatives. b)

Town Planning Scheme (i)

Town planning schemes in terms of the Town Planning Ordinance (TPO) exists for the- old - Pietermaritzburg borough, Ashburton and Plessislaer.

Extensive work has been done on the ‘old’ borough’s town planning scheme: the cadastral base has been updated, the land use zones have been refined and aligned with the base and stored in electronic format and the town planning scheme clauses have been revisited and completely overhauled. The changes are intended to make the system simpler and more user-friendly for applicants.

(ii) Town planning control in terms of the TPO has been extended over the greater part of Edendale not administered under the KLAA (KwaZulu Land Affairs Act) R293 and R1888 and Section 30 townships. (iii) Applications have been made to the DLGTA and national Department of Agriculture to extend town planning control over the areas added to the northern and eastern areas of the former TLC area (the “North-Eastern District’ around Bishopstowe and Ashburton/Lynfield Park).

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(iv) Areas not administered under the TPO or subject or subject to the applications referred to above are mainly administered under the KwaZulu Land Affairs Act, which includes the Traditional Authority area of Vulindlela that is also subject to the Ingonyama Trust Act and Community Land Rights Act.

Issues that must be dealt with:

The SDF will be prepared to reflect revisions made during the current IDP review.

The revised SDF should refine the extent of the “corridors’ and the number of -nodes advocated in the existing SDF to what can more realistically he accomplished within the plan’s 5-year time frame.

The IDP’s community participation plan is critical to public consultation and to preparing the development framework for the Vulindlela Tribal Authority in particular and far the city in general. A ‘proper’ public participation plan is needed for the [DP to direct the SDF consultation exercise.

The provincial Department of Agriculture and Environmental Affairs will need to assist the municipality to design and undertake an appropriate level of Strategic Environmental Assessment (SEA) of the SDF. An Environment Management Plan and the Disaster Management Plan will contribute to the preparation of the 5Db.

The SDF will need to coordinate and interact with planning of other spatially associated land uses or activities like transportation, open space system, storm water management and local economic development, for example.

Guidelines for preparing a single Land Use Scheme for the Msunduzi municipal area (possibly in the form of a Land Use Management Framework) are to be considered during preparation of the SDF in terms of the Provincial Department of Local Government and Traditional Affairs guidelines for preparing a Land Use Management System.

3 Way Forward a)

The Town Planning unit is expanding terms of reference, prepared in consultation with the DLGTA to review the SDF and related matters, to give greater clarity and detail to a number of elements of the project that will he needed to be completed to achieve the objectives proposed for the SDF.

Consultant resources will be employed to undertake certain elements, where necessary, to complete the SDF within a reasonable time frame.

Volumes of work done for all or parts of the municipal area over the last 10yrs or so are to be gathered together, consolidated and evaluated for suitability as a basis from which to develop the reviewed SDF.

A frame of reference is to be developed from National and Provincial legislation, guidelines and policy to facilitate the alignment with those spheres of government. That will be reinforced through consultation with the relevant sector departments regarding their local programmes and projects.

Through the IDP consultation structures, the (largely) provincial and local parastatal service providers will be engaged to consider if and how alignment between all spatial activities within the municipal area might be facilitated.

Guidance from the SDF project steering committee and through public consultation will ensure the local relevance and content of the SDF.. 88

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The SDF will be evaluated for alignment with District Municipality and surrounding local municipalityâ&#x20AC;&#x2122;s Spatial Development Frameworks.

The assistance of the Msunduzi Area Based Management (ABM) unit and IDP consultation structures will be sought to engage communities and to prepare public and key stakeholder input into the SDF.

The state of the nation and state of the provinces address will be given attention in the framework.

Spatial expression of the Capital Development Budget, the SDBIP and the municipal budget will be given attention in preparing the SDF.

KwaMpande

Gezubuso

Ngubeni

Mtoqotho

Sweetwaters Sinathing

Unit S Azalea

Georgetown

Caluza Edendale Secondary Caluza Tertiary Harenwood Machibisa Tertiary Mabulala Dambuza Tertiary Eringini

Primary

Taylors Halt

Willowfountain Secondary

Tertiary

Emafakatini

Quarry

Imbali

Qokololo

Imbali Office

10 11

Primary

Zinqamu

Tertiary

Secondary

Primary

Primary Tertiary

Primary

Tertiary

Primary

RANK Secondary Secondary

DESCRIPTION Existing social and business infrastructure. Existing social and business infrastructure. Supported by a taxi rank. Significant social and business infrastructure. Located at the intersection of a Primary and Secondary Corridor. Significant social and business infrastructure. Adjoining area densely populated. Major concentration of business and social services. Flat vacant land for further expansion. Centrally located within the Vulindlela area - Situated on the Primary Development Corridor. Situated at a significant intersection. Potential to improve access to social and business opportunities. Situated on the Primary Development Corridor - supporting a large concentration of people. Potential for expansion into a Tertiary node. Strategically located within the Vulindlela area - supporting a dense concentration of people. Major concentration of business and social facilities. Densely populated. Potential for expansion into a Tertiary node. Situated at a proposed major intersection. Potential for expansion into a Primary node.

Community facility node. Identified in the Edendale Private Landowners Initiative. Community facility node. Identified in the Edendale Private Landowners Initiative.

Machibisa Road intersection Dambuza - Machibisa Road Willowfountain Route 9 Road Imbali Central Edendale Road Route 13 F J Sithole Road

Administration and mixed use development.

Commercial mixed use expansion.

Potential industrial and commercial expansion.

Potential industrial node.

Identified in the Edendale Private Landowners Initiative.

Situated on the Primary Development Corridor. Major intersection point.

Existing social and business infrastructure. Layout based on a grid pattern.

Caluza Road

Edendale

Willowfountain Road Built around existing social infrastructure.

Azalea

Vulindlela Sinathing Road

Vulindlela

LOCALITY Vulindlela Vulindlela

Identification of Existing and Possible Nodes

NUMBER NAME 1 Elandskop 2 Santi

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Alexandra Park Secondary

Durban Road New England Road Mayors Walk Cascades Corobrick Eastwood

38 [3] 38 [4] 39

38 [2]

38 [1]

34 35 36 37

Bishopstowe

Manchester Road Debi Place Greytown Road Copesville

Northway

Jesmondene

Secondary

Primary Primary Tertiary

Primary

Secondary Secondary Primary Primary

Secondary

Primary

Tertiary

Primary

Secondary

Polly Shorts Hayfields Cleland Road

Primary Tertiary Tertiary Secondary Tertiary

Masons Mill Slangspruit Foxhill Southgate Ashburton

23 24 25 26 27

Bishopstowe

Northdale Raisethorpe Copesville

Willowton

Prestbury Chase Valley CBD Extension Bishopstowe Road Ottos Bluff Intersection

Scottsville

Scottsville Central

Hayfields - Murray Road intersection Alexandra Park

Hayfields

Mkondeni

Edendale Road Newport Drive Foxhill - Ambleton Bisley Ashburton

Existing commercial node. Existing Comerica node Potential tertiary node. Potential tertiary node - situated as the intersection of Wartburg and Table Mountain Roads.

Major industrial and Comerica complex.

Existing commercial node - Potential railway land development. Existing commercial and node. Regional shopping centre. Potential expansion into Primary node. Adjoining industrial land Existing Commercial node - adjoining industrial complex. Situated on Primary Development Corridor.

Casino and Turf Club development. Potential for commercial expansion.

Existing commercial node.

Regional sports park.

Potential node supported by a bed and breakfast facility.

Existing commercial complex adjoining an industrial area. Existing commercial complex supported by Petrol filling stations, caravan park and vacant land visibly position along the N3.

Built around an existing industrial complex. Potential commercial expansion. Mixed use development at major intersection. Mixed use development at major intersection. Existing commercial centre. Peri-urban area. Potential expansion into a tertiary node

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SECTION F: ECONOMIC DEVELOPMENT 1.

Introduction Local Economic Development is defined by the World Bank as an opportunity offered to local government, the private sector, the not-for-profit sectors and the local community to work together to improve the local economy.

Background 2.1 The implications of global economic integration have changed the role of cities worldwide. Cities are now critical role players in the global economy. They are central units in which the national and international GDPs are dependent. For instance, the City of Choice and its fellow members in the SACN collectively account for +/- 80 % of the GDP of the Republic of South Africa. As a result, the developmental agenda of government at local level has also meant tying community development together with business development to overcome distorted spatial economies in cities. A need to focus more on skills and human resource development for economic growth has emerged. Economic growth and poverty eradication have become the central organizing themes of our IDP, budgets and business plans. 2.2 The municipality boasts many comparative advantages for economic development of communities and business. As the capital of KZN, the city boasts a viable infrastructure necessary for the needs of a diverse range of stakeholders, from government to big business to small enterprises. The proximity of the city to both port, rail and road infrastructure, has made it, in the past 10 years and rising in the last five, a destination of choice for many investors, and already much interest has been shown in the city by foreign and local investors, some of whom have moved operations to the city not only due to our business drives, but more so for the unique mix of business and quality of life evident in all the parts of the city. 2.3 The strategic objectives of the city have been in alignment with the IDP and have also met with the approval of the business community, which has a partnership stretching beyond operational issues, but also includes strategic partnerships such as the first amalgamated chamber of business nationally to be formed, further entrenching the cohesive relationship business has with us . 2.4 The city has also developed a spatial understanding of the economy which is essential because we cannot perpetuate apartheid as we need to deal with the real issues facing our economy not only as a city but as a country and province. Due to apartheid planning, market led approaches to business development was rife, and did not make provision for community development, leaving many people outside the boundaries and realm of economic activity and development. This trend has led to jobless growth and widened inequality in the city. The identification of land, in accordance with the municipalityâ&#x20AC;&#x2122;s IDP and Land Use Management Plan, has been achieved, and a CBD extension node achieved. 2.5 The development of the Msunduzi Local Economic Development strategy would need to take into account the Accelerated Shared Growth Initiative of South Africa (ASGISA) imperatives and ensure the alignment and coordination thereof, with the Provincial Growth and Development Strategy (PGDS)

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2.6 Signs of the rise in confidence in the city were noted with the first successful investment conference in 2000, followed by another in 2003 which ushered in such flagship developments as the Waterfront Development, multi-million rand development in one of the municipality’s prime areas of development; the Duzi River with its annual international events and panoramic views of the city, the Liberty Midlands Mall and inner city rejuvenation. As Capital of the province, business confidence has more than been cemented by the movement of the legislature from Ulundi, and a Capital Coalition has been formed to further enhance the role of the city as capital of the province. 2.7 Our efforts at attracting listed and export oriented companies into the municipality have also been equally successful, and have earned the municipality the enviable reputation of being a “can-do municipality” with our proactive stance towards development. The development of the Liberty Midlands Mall, the relocation of Alltube, a major exporter of aluminium radiator tubing to countries such as China and Europe for the automotive industry to the city and Plexicor, a UK-funded bathware operation and many other businesses to the city have all been proof of our ability to “seal the deal”. These have contributed significantly to the rates base, thereby further improving the city’s finances. 2.8 Our investment friendly incentive packages rank among the best in the country and are competitive internationally as well among many third generation municipalities. Since August 2001, the concession of more than 40 new investments, and a similar number of expansions, have resulted in the creation of more than 7000 new jobs.

ECONOMIC REVIEW The quarterly analysis of the city’s economy, which has been undertaken since 2003, indicates that economic activity continues to increase at a rapid pace, with the increase for 2006 being 26%. Business confidence remains high, and at the end of 2006 stands at 83, mirroring the figure for the country as a whole. In summary, business is saying that present business/trading conditions are good, sales are expected to be better, and they are expecting to expand their businesses and to employ more people. The city’s economy continues to be consumer driven, with the real estate and business services sectors, and the wholesale and retail sectors having the most number of businesses. However, in terms of total turnover, the manufacturing sector is dominant contributing more than 35% of total turnover.

% of Total Number of Businesses

% of Total Turnover

Real Estate and Business Services

73,5

15,6

Wholesale and Retail

7,1

23,5

Social and Personal Services

4,2

1,8

Catering and Accommodation

3,6

3,1

Construction

3,6

1,2

Farming, agriculture, forestry

3,3

10,3

Manufacturing

2,5

35,1

Key Sectors

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SECTOR DISTRIBUTION OF THE ECONOMY

Key Sectors

% of Economy

Consumer sales and other services

Manufacturing

Retail

Training

Hospitality and tourism

Professional and financial services

Other trade

KEY MANUFACTURING SUB-SECTORS

Sub-Sector

Food and Beverages

15,3

Metals products, machinery and equipment

12,4

Paper, publishing and printing

10,7

Petroleum, chemicals, rubber and plastics

10,0

Motor vehicle parts, accessories, bodies, trailers

8,2

Wood and Furniture

7,2

One of the key factors in the growth of the city’s economy has been the elevation of the city to provincial capital status. This has resulted in the structured move of government departments from eThekwini (Durban) to Msunduzi (Pietermaritzburg) which has seen a significant increase in the number of government officials, and the concomitant demands of people for accommodation, consumer goods and other services.

Strategic Goals The following strategic goals form the basis of the current economic development strategy for the city: • • • • • • •

Development of all appropriate sectors of the local economy Development and retention of all businesses, formal and informal Reducing poverty and creating sustainable communities (halve poverty by 2014) Creation of jobs (halve unemployment by 2014) Skills development for the local economy Promotion of investment and development in the manufacturing sector Accessing funding for local economic development

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Strategies 5.1 Establishment of an Economic Development Business Unit The current structure is under review in line with the review of the municipality’s organisational review process. The revised unit must be staffed quickly with the relevant skilled personnel.

5.2 Promotion of the retention and expansion of local businesses Formulation of a dedicated visitation programme for local businesses, across the various sectors, promoting dialogue between businesses and the municipality, providing a platform for airing grievances and resolving problems; making the resources of the municipality’s Investment Facilitation Team and the council’s investment incentives available to local businesses.

5.3 Establishment of a socio-economic data base Utilisation of the UKZN Business School, as well as the District Municipality for the collection and analysis of data which will be utilised for profiling and understanding the Pietermaritzburg economy, and to generally inform the work of the business unit.

5.3 To promote and attract inward investment Work closely with Trade and Investment KZN, the provincial trade and investment agency, to showcase the city as an investment destination; continually review the city’s business investment incentives so that they are attractive to investors; provide an efficient one-stop-service through the Investment Facilitation Team for investors; work closely with the other business units to ensure that the city is seen as a well-managed, well-serviced city which is good for business; develop and distribute appropriate marketing material

5.4 Promotion of key sectors within the city’s economy In addition to the footwear and leather, wood and furniture, aluminium, tourism and auto-components sectors, establish other key sectors through interaction with the relevant stakeholders; develop learnerships through FET, DIT and business skills agencies for the development of skills for the key sectors; develop special incentives for the key sectors; develop a strategy for the participation of emerging entrepreneurs in these sectors

5.5 To promote, co-ordinate and maximise economic development from events taking place within the city Develop a strategy with the organisers of events like the Comrades Marathon, Duzi Marathon, Midmar Mile, Art in the Park, Royal Agricultural Show, etc. to maximise benefits for the city

5.6 To facilitate a co-ordinated approach to tourism promotion Develop a tourism development plan for the city; establish the role that Pietermaritzburg Tourism, and other community tourism agencies will play in the implementation of the plan; develop a strategy that will obtain maximum benefit for tourism service providers

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5.7 To make land available for development Aggressively market available industrial and commercial land; use the land audit to identify and prepare more land for industrial development; develop a metropolitan planning initiative that will, in addition to providing more land for development, integrate the entire metropolitan region and attempt to undo previous apartheid planning

5.8 To promote Black economic empowerment and entrepreneurial development Work closely with the Provincial Government, FET and DIT colleges, and the School of business to develop programmes for entrepreneurial development; utilise inward investments for promoting joint ventures with emerging entrepreneurs; provide a one-stop-service for first time entrepreneurs; develop community based projects; promote and co-ordinate the activities of agencies promoting SMME’s; access Provincial Government funds for the establishment of cooperatives and for SMME support and development.

5.9 To manage and develop informal traders Develop an informal and street trading management plan; establish a forum for the participation of various stake-holders, including the formal sector; develop a programme for the progression of informal traders into the formal sector

5.10 Establish an economic stake-holders coalition Develop a new, comprehensive metropolitan economic development strategy, formulated and implemented by a coalition of economic stakeholders, including the city, private sector, tertiary sector as well as the non-governmental sector, such that a common vision, strategy and plan emerges, and is widely supported

Local Economic Development In developing the City’s economy, some serious considerations and alignment must be addressed in executing our strategies above. Some of the areas that would feature prominently are as following:

6.1. Provincial Growth and Development Strategy, National Spatial Development Perspective and Provincial Spatial Plan The Accelerated and Shared Growth Initiative of South Africa (ASGISA) is the South Africa’s overriding economic development strategy which is under the stewardship of the Deputy President of South Africa that seeks to reduce unemployment to be below 15% and halve the poverty rate to less than one-sixth of households. ASGISA proposes an annual growth rate of 4,4% or higher between 2005 and 2009 and an average growth rate of at least 6% of Gross Domestic Product (GDP) between 2010 and 2014. There are obvious limitations and constrains as pointed out by ASGISA. Nevertheless, these constraints as expounded in the ASGISA are unlocked by various interventions categorized in the following Key Performance Areas: • • • • • •

Infrastructure programs Sector investment strategies Skills and education initiatives Second economy interventions Macro-economic issues Public administration issues – governance

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In redeveloping and refining the LED and finalizing the City Development Strategy, the alignment with ASGISA must be attained. The PGDS and NSDP are framework for future economic development, reference points for three spheres of government in terms of analyzing and debating the comparative development potentials, providing key areas of tension and /or priority in achieving positive spatial outcomes with government infrastructure investment and development spending and provide a national government strategic response to development. Then, part of understanding our strategic focus along the PGDS and NSDP, the following questions are critical to ask in order to find possible interventions as Municipality: • • • •

Where should government/municipality direct its investment and development initiatives What kind of spatial forms and arrangements to realize our overall objective as a country of a democratic nation, social and economic inclusion Can the government as a whole capitalize on complementarities and facilitate consistent decision making Move beyond mere focusing on integration and coordination procedures to establishing processes and mechanisms that would lead to strategic co-ordination, interaction and alignment

The Provincial Spatial Plan provides solutions to the questions above. Clear nodal points and corridors are identified and specific priorities for the Province are defined. This plan guides all departmental budgeting patterns in order to make feasible impact on service delivery. Any refinement of our Spatial Development Framework has to talk to and align with the Provincial priorities. The Provincial priorities are reflected as following: • • • • • •

Strengthen governance and service delivery Sustainable economic development and job creation Integrating investments in community infrastructure Developing human capability Developing a comprehensive response to HIV and AIDS Fighting poverty and protecting vulnerable groups in society.

Some Critical projects to ponder on: 7.1. Freedom Square Development Project Beside good thoughts that went through in developing the quality of the inner city as well as jobs that were created in developing this project, in anticipation, some serious thoughts must factor in terms of transportation networks around this project.

7.2 Airport and Market Viability The airport and Municipal Market have been identified by the Municipal Infrastructure investment Unit as viable sources of revenue which should receive priority in the municipality for Private Public Partnerships. Public partnerships can create the opportunity to get the basics right through shared skills, resources and efforts, and also extract returns for taxpayers in the form of greater value for money, efficiency and meeting developmental objectives. The partnerships created will also aid in the turnaround of the entities, and thereby increase turnover and skills transfer.

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7.3 Practice of Local Economic Development The practice of local economic development can be undertaken at different geographic scales. A local government pursues LED strategies for the benefit of its jurisdiction, and individual communities and areas within a local government’s jurisdiction can also pursue LED strategies to improve their economic competitiveness. Such approaches are most successful if pursued in partnership with local government strategies.

7.4 LED LED it is thus about communities continually improving their investment climate and business enabling environment to enhance their competitiveness, retain jobs and improve incomes. Local communities respond to their LED needs in many ways, and a variety of approaches can be taken that include: •

Ensuring that the local investment climate is functional for local businesses;

•

Supporting small and medium sized enterprises;

•

Encouraging the formation of new enterprises;

•

Attracting external investment (nationally and internationally);

•

Investing in physical (hard) infrastructure;

•

Investing in soft infrastructure (educational and workforce development, institutional support systems and regulatory issues);

•

Supporting the growth of particular clusters of businesses;

•

Targeting particular parts of the city for regeneration or growth (areas based initiatives);

•

Supporting informal and newly emerging businesses;

•

Targeting certain disadvantaged groups

7.5. Msunduzi Municipality Tourism Development Plan This plan was developed in 2004 in a consultative workshop represented by the following stakeholders: Black Economic Empowerment, Community Tourism Organization, Department of Environmental Affairs and Tourism, Department of Economic Development and Tourism (KZN), District Municipality, Executive Committee, Gross Domestic Product, Haley Sharpe Southern Africa, IDP Team, KwaZulu Natal Government, KwaZulu Natal Authority, Local Economic Development, Living Standards Measure, Midlands Meander Association, Pietermaritzburg Tourism, Pietermaritzburg Chamber of Business, Quality of Life, Regional Tourism Organization of Southern Africa, Strategic Environmental Assessment Small, Medium and Micro Enterprise, Tourism Business Counci, Tourism KwaZulu-Natal, Visiting Friends and Relatives, Wild and Environmental Society of South Africsa, World Travel and Tourism Council, World Tourism Council, World Fund Nature. A vision was agreed to and mission, goals were developed during the consultation process but unfortunately this plan did not take off the ground in its totality because there was not an implementation agent to oversee the implementation those agreed strategies and projects. The Municipality agreed to set an entity guided by section 78 of the System Act. Concurrently the Pietermaritzburg was tasked by the Municipality to do Tourism marketing and Information provision whilst the Umsunduzi Toiurism was tasked to explore the township tourism and BEE programs.

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SECTION G: SOCIO-ECONOMIC DEVELOPMENT 1.

Background Most of the input under the situation analysis cover some of the aspects of this section. The following inputs intend to explain the municipality’s response to some of the Socio-Economic Development Challenges. Most of the input under the situation analysis cover some of the aspects of this section. The following inputs intend to explain the municipality’s response to some of the Socio-Economic Development Challenges. The inputs below are extracts from various strategies eg youth, gender, HIV /AIDS and integrated environmental programme on the municipality.

2. Youth Strategy 2.1.

Introduction The Msunduzi Municipality is committed to full participation of youth in pursue for their noble course and belief that the future belongs to our youth. Any meaningful contributions that the City could make towards the empowerment of our youth should have positive impact towards their lives, sustainable, futuristic, educational, acknowledges cultural diversity, transparent, democratic and participatory. That belief led the Municipality to establish the Youth Unit on and this unit is located under the City Mayor and coordinated by the Youth Coordinator whilst the activities of the unit are dictated by the Youth Council and other relevant stakeholders. Numerous consultative meetings and workshops were held by various youth formations to establish the Youth Council and to formulate various youth strategies. These strategies will be covered in details in this submission and the Youth Strategy Document will endeavour to pronounce the strategic linkages with the Msunduzi’s overall vision, goals and strategies as reflected in the Strategic Direction of our Integrated Development Planning. Part of developing those strategies required an amount of introspection, self criticism and solicitation of input from all its stakeholders, both internal and external. The process of shaping its strategic outlook and the methods of achieving that outlook are continuous but began with that initial step of identifying goals and the methodology of achieving them. Having a youth strategic plan is crucial for the Msunduzi Municipality particularly as per the legislative requirement that requires a perspective to be established on government or municipality’s contributions towards youth development. That perspective is established in policy, strategic and business plans which are all interlinked and form the basis for the implementation of all the Youth Units activities. The process of drawing up a Strategic Framework for the Msunduzi Youth Unit assumed a broad consultative format which saw a cross section of youth organisations, structures, enterprises as well as young men and women being included in the strategic planning process. Through the participation of these groups in the strategy formulation process, the Msunduzi Youth Development Strategy was designed to address the major needs, challenges and opportunities of young men and women regardless of race, disability and creed, accommodating all local municipal dynamics and specific sectoral issues. Youth in the Msunduzi Municipality, through their structures, organizations and affiliations, were invited to a three-day strategic planning workshop where their views and aspirations on youth development were solicited and recognised. That also provided an opportunity for the proposed Msunduzi Youth Development Strategy to be interrogated in a structured manner by a broad crosssection of youth in Msunduzi. Delegates made input and commentary and structured debates were entertained to enrich the content of the youth strategy. 101

IDP 2007 / 2008

This document captures all the input that was made by delegates and proposes a strategic route that may be embarked upon by the youth of Msunduzi. The benefit of such a process is that all stakeholders in youth development that were present, understand the direction that the Msunduzi Municipality will be embarking upon and the objectives to be achieved. It should be noted that the process of strategic planning is continuous and the Youth Unit should monitor and evaluate the implementation of its strategy on an ongoing basis. Monitoring is crucial to ensure that the organisation does not lose sight of its chosen route and that remedial measures are taken to correct any deviations from the chosen strategy. This requires management capacity that is strategic in its orientation. Controls have to be put in place to ensure that objectives are achieved within predetermined guidelines and that there is adherence to policy guidelines and the Bylaws of the Municipality. MANDATES:

2.2.

•

The Constitution (Chapter 2 of 1996)

•

National Development Policy Framework (2002-2007)

•

United Nations Conventions on the Rights of the Child (UNCRC) National Programmes Of Action Of Children in South Africa (Office of President) African Charter on the Rights and Welfare Of Children, The Health Act

•

Msunduzi Municipality Integrated Development Plan

Background and Context 2.2.1

National Perspective

Prior to 1994 the South African youth development programmes occurred within racially segregated political, social, economic and cultural contexts. The African youth was the most oppressed of all race groups. This situation contributed directly to the current dilemmas and high levels of marginalization previously disadvantaged young women and men face today. The apartheid government did not address the developmental needs of young men and women as a specific category. The particular needs, challenges or opportunities faced by young people were either ignored or not considered important enough to warrant more focused policy or programmatic interventions. After 1994 Government recognised the importance of youth development for the fundamental transformation of South Africa and moved to address the needs of young women and men. The establishment of the National Youth Commission (NYC) through the enactment of the National Youth Commission Act, 1996 (Act No. 19 of 1996) represents a major commitment by government to address the needs of youth in a committed and comprehensive manner. In terms of the role that civil society has to play, the South African Youth Council (SAYC) was established in mid-1997 as a national, representative, non-governmental body of youth organization. The SAYC, “aims to develop and empower all young women and men through providing a forum for youth organizations to contribute to policy and programme development and to uphold the democratic gains of the country.”

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The National Youth Commission Policy Document which was developed, submitted and approved by former President Nelson Mandela in 1997 was widely used by government departments as well as civil society institutions in conceptualizing and implementing youth development programmes. The National Development Framework (2002-2007) was designed to provide guidelines for the mainstream of youth development as an integral part of the broader transformation project and programmes in South Africa.

2.2.2 Provincial Perspective In 2003, the KwaZulu Natal Youth Commission facilitated a large scale consultation process with youth structures, youth development practitioners, government departments and civil society. The outcome was the development of a Draft Provincial Youth Policy which is part of the Municipality’s Integrated Development Plan and Implementation Strategy for KwaZulu Natal. The KwaZulu-Natal Youth Policy’s Vision is “... to create the conditions under which youth will be able to be the protagonists in their own development. For this to be achieved, programmes and projects must be oriented towards enhancing youth participation in civil society and political process... “ The main aim of the provincial youth policy document is to: (a) Ensure that policy drives and informs youth development, (b) Identify priority areas and target groups, (c) Match the priority areas and target groups with appropriate interventions, (d) Identify the primary needs of different segments of the youth population and match them with implementation strategies Where possible, a prioritised programme will reflect the broader aims of the national, provincial and local vision in line with IDP and corporate plan of the Municipality.

2.2.3 Youth Demographic Profile According to the available data, youth form a large portion of the KwaZulu-Natal population and require urgent interventions in a number of key areas. According to the 1999 October Household Survey (OHS) conducted by Statistics South Africa (Stats SA), youth comprise 40.6% of the total KwaZulu population of 9 003 040 people, very similar to the national average. The pattern recurs within the youth population, which is dominated by younger cohorts (particularly 14-19 years old). If we combine children (aged below l4) and youth, they comprise three quarters (74%) of the total provincial population. As such, all provincial policies should be informed by the needs of the children and the youth. The KwaZulu-Natal youth population is almost exactly evenly spread across urban (50.1%) and rural (49.9%) area. Beneath this overall figure are significant differences, however. African youth are more likely to be found in the rural (59%) than urban areas (41%); the opposite is true for youth of other races, nine out of ten of whom live in urban areas.

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Age

Population

Persons 0 to 4 5 to 14 15 to 34 35 to 64 Over 65

Population 2001 49198 112250 216877 148426 26472

1996 48781 103667 208581 131043 24252

2.2.4 Employment Status Of the total provincial youth population, 45% are not economically active (comprising scholars, housewives, those receiving disability grants and so on), 29% are not employed while 26% are employed. In raw numbers, 1.5 million youth are not available for employment; just over 1 million are employed, while 900 000 are unemployed. The rate of unemployment for youth in KwaZuluNatal stands at a massive 47%. (Status. S.A. 2001). KwaZulu-Natal is also affected by the HIV/AIDS pandemic. A third of youth in the province already know of someone who died of AIDS. A third of youth have already had an HIV test. Current attempts by youth organisations to encourage VCT initiatives need to be supported for combating and managing the disease. Also by extension to use the Youth Unit to market and raise awareness among youth of the Aids Strategy programâ&#x20AC;&#x2122;s by Council in partnership with other Government Departments (Department Of Health, Education, Social Development) and other organizations. 200,000 180,000 160,000 120,000 100,000 80,000 60,000 40,000

Over 65

35 to 64

15 to 34

5 to 14

20,000 0 to 4

Persons

140,000

Age 2.2.5 Values and Attitudes Attitudes on human rights issues vary widely and as a municipality, it is essential that commitments be made to instill a new ethos in youth as leaders and custodians of the future. This will restore our moral fibre where new values and attitudes are regenerated, in partnership with the Moral Regeneration Movement (MRM) and government departments.

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2.3

Vision “A caring city where all young people are able to realize their full potential in the context of integrated, holistic and sustainable youth development programmes that are responsive to the needs of young people, to ensure commitment and participation to city’s efforts of becoming a youth friendly city, the capital of KwaZulu-Natal and the City of Choice”.

2.4

Mission “To facilitate, plan, manage, provide, and support youth programmes and activities within the Msunduzi Municipality, in a developmental, caring, participatory, dynamic, transparent, efficient and effective manner.”

2.5

Values and Guiding Principles Underpinning the youth development programmes for Msunduzi Municipality are the following values and guiding principles: Underpinning the youth development programmes for Msunduzi Municipality are the values and guiding principles that are the same as expanded in the strategic directions of the Municipality in SECTION C.

2.6

2.7

Key Stakeholders •

Youth Forums

•

Youth Organizations

•

Civil Society Organizations

•

Government Departments

•

Private Sector

•

National and Provincial Youth Commission

•

Municipal SBU’s and CBU’s

•

Community Based Organisations

Strategic Enablers In order for the strategic plan to be implemented effectively, the following strategy enablers have to exist. •

Adequate human resources allocation.

•

Commitment of the entire Msunduzi Youth Unit.

•

Political will and commitment.

•

Standardized and finalization of the Msunduzi Youth Development Strategy.

•

Adequate allocation of financial resources.

•

Consultation and clear lines of communication with all youth stakeholders in Msunduzi. 105

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2.8

Conclusion As a foundation for development and harnessing the latent energies of our youth, it is a pleasure that youth strategy was ratified at the highest decision-making level in the Msunduzi Municipality to enable it to be operationalised and for it to fulfil the aspirations of the Youth in the municipality. As a foundation for development and harnessing the latent energies of our youth, it is a pleasure that the youth strategies ratified at the highest decision-making level in the Msunduzi Municipality and it forms the operational plan of the Municipality in order to fulfil the aspirations of the youth in the Municipality.

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Facilitation of access to information between Municipality and youth Improved participation of youth in Municipal activities Improved flow of information amongst youth organizations Facilitation of access to developmental opportunities for the youth Increased participation and benefiting of young people in economic activities Participation of youth in municipal tender and procurement programmes Creation of viable enterprises run by the youth businesses created/ pioneered by youth

OBJECTIVES Framework database of relevant organizations Consultative meeting Election of youth forum Establishment of Information Centres in wards 1st phase 2nd phase

Creating an atmosphere conducive to the participation of young people in the economy To eradicate poverty, through sustainable service delivery and by creating employment opportunities to realize the millennium goals with particular focus on addressing gender imbalances and youth disparities.

Local Economic Development

PROJECT /PROGRAMME

Access for information

STRATEGY

FOCUS AREAS 2007/2008

PROGRESS TO DATE / ACHIEVEMENTS FOR 2006/2007 RESPONSIBLE PERSON/ ORGANISATIONS

2005-2007

Ongoing

Msunduzi Youth Unit Msunduzi Municipality Msunduzi Interim Department Forum State run agencies eg. Umsobomvu Local Chamber of commerce

4 Months pending Interim Committee Youth on adoption of Unit document September 2005

TIME FRAME

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Sports, Arts and Culture and Recreation

To establish networking relationships between youth Development of a health society

Development of Indoor and outdoor sport facilities Access to open spaces Creation of a community information database Desk for cultural and arts activities Youth participation in sport tournament KWANALOGA Games Mayoral Games Traditional Games

Encourage young people be responsible for the safety and security of their communities

Safety & Security

Sports, Arts and Culture and Recreation

Facilitation and co-ordination of Capacity Building programmes for youth

Skills Development

Youth participating in sport Elimination of crime Reduction in drug abuse by young people Spread & developed cultural activities

Creation of a pool of skilled young people Development of the potential to participate in economic and social activities amongst young people Internships with public & private sectors Peace & safe / security environment Improves social and economic environments â&#x20AC;&#x153;Zero tolerance of corruption Gun Free Society

End of 2005 Ongoing Process

2005- 2007

Ongoing Process

2005-2007

Ongoing Process

2005-2007

Parks and Recreation Youth Unit Department of sports and recreation

Youth Unit Department of Sports Parks and Recreation Municipality Interim Department Forum

Municipality NGOs SAPS Neighbourhood Watch Youth against Crime Traditional leadership Community Policing forum

Interim Department Forum

Youth Unit Youth forums NGOs/CBOs FBOs

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Strategic Focus Area: HIV & AIDS

Intervention/ Activity/ Participation of youth in “Know your status” Testing Campaign Further education about HIV/AIDS

Increase youth participation in support programmes Emphasis on abstinence & use of condoms

Outcomes

Time Frame

Person / Centre Responsible

Youth able to live Continuous Youth Unit positively with the virus Ongoing City Health Change of behaviour amongst the youth.

NGO’s and CBO ’s

Resource Required

Number of youth Interim being tested Dep. Forum

Assistance from health practitioners

Number of youth Monitoring participating in through the campaign Msunduzi Youth Unit

Financial resources

Support groups for people affected and infected with HIV/AIDS

Educational material

Gender Strategy

3.1

Background

Monitoring & Evaluation

Educational material

Department of Decrease in Health HIV infection & pregnancy among Provincial Aids youths Unit Sense of belonging Continuous Youth Unit felt by infected people. City Health NGO’s and CBO ’s

Performance Indicator

Assistance from Health Practitioners

Support groups Financial resources Department of Health

City Health Department

Number of youth participating in support programmes

Monitoring through Msunduzi Youth Unit

Impact of the support programmes on infected people

City Health Department

This draft strategy is the City’s response in addressing the IDP gap as pronounced by the MEC for Local Government and Traditional Affairs in 2003/2004; 2004/2005 and 2005/2006 IDP reviews regarding the lack of a gender programme in the Musunduzi Municipality. Most of the critical elements covered here were captured in order to underpin the Msunduzi Municipality response to gender equity. This document intends to present and guide our behavioural, attitudinal, processes, policy, programmes and projects implementation internally and externally. The gender equity is the subject that can no longer be avoided at any levels of government, business and community. This subject is clearly pronounced by the Constitution of the Republic of South Africa which is the document above all other instruments that guides the gender programming. The Constitution has provided a platform for the establishment of a gender commission, now called the Commission for Gender Equality (CGE) which was passed in 1996. The CGE is a national independent body that has a mandate to promote gender equality through various means. Even though there are guidelines on how gender initiatives should be run, there are no specific initiatives at a local government level and this is the initiative that Msunduzi Municipality seeks to adopt. Developing a strategic plan will help put the perceived vision into action as long as the policy processes are also aligned to this initiative. 109

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The international instruments that have been used include among others, the African Women Charter on Women’s Rights, the Beijing +10 reports, Convention for the Elimination of Discrimination Against Women, the International Labour Organization Gender Bureau and the International Declaration of Human Rights. The national instruments that have been used as guidelines include the CGE with its Guidelines for Gender Initiatives, the Office on the Status of Women (OSW), the guidelines from the South Africa Local Government Association (SALGA) and guidelines from the Gender Advocacy Program. Amongst its priorities the following have been of key concern to the Msunduzi Municipality: •

Making recommendations on legislation which will promote gender equality

•

Liaising with organizations /sectors of civil society which will promote gender equality

•

Development and management of information on education programs

•

Monitoring and evaluation of policies and practices of the different levels government statutory bodies, public and private businesses

•

Research

The above processes though not exclusionary have been seen as priorities that will help integrate the powers and functions of the commissions to the strategic plan of the Msunduzi Municipality Gender Office. The National Office on the Status of Women has set guidelines at all spheres of government, with the Office of the Premier having gender focal points as line functions. The office then initiates gender policy formulation and sees to it that policy is implemented. Actually this has been a cry within the Municipality to ensure that policy is implemented and when policy that is gender specific is not there it should be formulated and implemented. After the Commonwealth Local Government Symposium, a working group was established with the object of influencing local government policy and ensure that strategies formulated from the symposium are put into action. For Msunduzi Municipality, there has been a relationship with the South African Local Government Association gender working group and with the chairpersons of the provincial local authority associations. The local government made a clear distinction between the internal and external transformation processes for gender equality. Within the municipality, the Internal Transformation will be guided by the Employment Equity Act, the affirmative action practices which will seek to increase the representation of previously disadvantaged groups, including women and making the working environment more gender-sensitive. This means that the environment should be more conducive for women to thrive in their careers without regarding their various roles as mothers and as home makers. The conduct of the councillors will be guided by the rules of order which will in turn be monitored by the gender machinery. The management will also be evaluated.

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External Transformation involves analysis, monitoring and evaluation of the policies and programs of the various business units to ensure that they promote gender equality. Msunduzi municipality has seen that there is a lag in both types of transformation and will hence seek to have a dual focus. The focus though is to have a 50 % representation of women in the various political structures and community structures. This process has been guided by extensive consultation within and outside the Msunduzi Municipality. A Gender Lekgotla was used as a platform to generate ideas that will guide programs and initiatives. This forum was composed of representatives from various political parties at local government levels, by representatives from civil society, by non -governmental organizations working mainly on gender issues, officials from the municipality, faith - based organizations, unions and community - based organizations. However due to the realization that there have been many strategic plans which have not been effected due to lack of proper policy guidelines, this process is in parallel with policy processes that will guide and mandate the municipality in putting the strategy into action.

3.2

Introduction Gender inequality has been a problem that came not only as a legacy of apartheid but also as a result of cultural and religious practices that exist in the area. The Municipalityâ&#x20AC;&#x2122;s location has a strong influence on regional channels of investment, movement and structuring of the provincial spatial framework for growth and development. Uniquely placed in Kwa Zulu Natal in which it is inhabited by a 20.6% of the South African population. This is one of the few municipalities that have taken a step in addressing inequalities in the area. Gender mainstreaming has been an issue in various spheres of government and although expertise and programs have been put in place to achieve this, the results have not been satisfactory. The essence of this plan is to cope with change, that is constant in our everyday lives, deal with competition as the municipality pursues its development agenda in an effective, redistributive and yet non-destructive manner. Msunduzi realizes that as implementation of policies has been decentralized, the strongest competitive force is among the very people who implement the policies. Strong competitive forces determine profitability and these are various stakeholders who have been influential in the formulation of this strategy. The municipal posture vis-Ă -vis the historical background of the country, the skills gap amongst some of the proposed implementers, and lack of clear guidelines and principles for implementation of the internal strategies, make it mandatory to have a strategic review process. The gender machinery has to be repositioned and equipped to deal with all the change processes in the organization and as the national guidelines state. Respecting the rights of women is an important aspect of human rights and justice for all in a country. South Africa has been applauded as one of the countries that have honoured this right, although implementation at grassroots levels still needs to be worked on. The government macro-economic policy has led to economic growth that is crucial for the reduction of poverty and inequality. For instance, the GEAR (Growth, Employment and Redistribution Strategy) that sought to reduce inequality through structural transformation has partially produced results at national government level but few results at local government level.

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At a municipal level, there are gaps in the various municipal acts, which are gender blind in many respects. The previous IDP was also gender blind and although reviewing it is an ongoing process, a parallel process to incorporate gender activities should be started. In the same vein, a gap exists in linking what the municipality does and what the provincial and national gender structures do. It is therefore proposed that such a structure should be established as an ongoing process, starting with in co-operating various stakeholders in the gender forum from those levels both as technical advisors and providing a political backbone to our processes. Msunduzi Municipality has identified the following opportunities that can be used to further gender empowerment programs: •

A country with reasonable resources, a viable economy and a business community who has a track record in South Africa’s transformation

•

A broad base of NGO and Civil Society groups that exist in Kwa-Zulu Natal

•

Strategic positioning of the municipality in terms of the ability to coordinate other sectors that have been evident in the HIV/AIDS strategy

•

Municipal infrastructure in place to bring such a task to fruition although capacity needs to be developed in various areas

This document sets out the proposition for the role and direction of the Msunduzi Municipality in women empowerment and gender mainstreaming programmes. It is driven from a wide forum for consultation by enthusiastic organisations and individuals who seek to build a lasting legacy for generations to come. It takes account of the range and diversity of KwaZulu-Natal’s civil society interventions and operations within the Msunduzi area of jurisdiction. It recognizes the impact of historical differences and seeks to correct them in a just and non-controversial manner. It acknowledges the international framework of gender programs, seeking to empower both men and women, but noting that empowerment of women is the empowerment of a nation. The operational context raises new challenges and presents opportunities for the municipality to deliver on its mandate on development with the vision of seeing the programmes from the city of choice becoming best practice examples.

3.3

Legislative and policy framework The overarching legislation is the Constitution of the Republic of South Africa in its Bill of Rights (Chapter Two). The statement says “the state may not unfairly discriminate directly or indirectly against anyone on one or more grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief, culture, language and birth.” Gender based discrimination is a rights based issue and it shall be handled by this strategy as such. This section will be translated as a guiding principle as follows: All persons within the Msunduzi Municipality shall be treated equally and shall enjoy the same rights, as such there shall be no discrimination on gender lines within the Municipality and in the external activities it engages itself in. This will therefore assist the Municipality in implementing its integrated development plan.

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The second legislative framework is the National Gender Policy Framework that establishes guidelines for South Africa to correct the historical imbalances that have contributed to gender inequality At an international level the policy frameworks, as aforementioned, stem from the Beijing conferences, the CEDAW and the African charter on human and Peoples Rights on the rights of women, and the International Labour Organization Conventions and Recommendations. A Gender policy document will be developed as a parallel process to this strategic plan to specifically spell out the roles of the various committees in addressing gender imbalances.

3.4

Strategy “Where Do We Want to be - Five Years from Now”? As a municipality, Msunduzi has taken a decision to mainstream gender in all areas of its work and to be operational in empowering women in various identified key thematic areas. Consequently, the Municipality aims to develop gender programming competencies to various stakeholders especially those who will implement the program, through information provision, service provision, training and, human resource restructuring.

3.4.1

Purpose of the strategic plan

The purpose of the strategy is to ensure that gender is mainstreamed in all the Msunduzi Municipality activities and will be used as a tool to promote women’s empowerment in Msunduzi Municipality. It provides a framework with practical steps for implementation of the program so that all stakeholders know what they need to do. It has an internal process that focuses on institutional gender mainstreaming and an external outlook that hinges on service delivery, community mandates and all the municipal development strategies. This shall include monitoring and evaluation activities and the purpose shall stand until the municipality has a 50 percent representation of women in all spheres, political and administrative.

3.4.2

Vision

“The Msunduzi Municipality shall strive towards being the best in the attainment of gender equality by correcting the historical imbalances and building a lasting legacy for generations to come.”

3.4.3

Mission

The Msunduzi Municipality shall: 1.

Honour and respect the rights of women as enshrined in the Bill of Rights.

Actively promote the advancement of gender equality in all structures.

Work with all stakeholders to influence transformation and gender equality,

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3.4.4

Specific objectives

3.4.4.1

The Overarching Principle The underlying principle is therefore that of an integrated approach, acknowledging and redressing the past in a non discriminative and participatory manner. In this regard the principle of acknowledging diversity and change is our core.

3.4.4.2 Objectives

3.5

To ensure that all programmes that are being implemented at municipality level are gender sensitive.

To ensure gender policies are developed and implemented more effectively.

To ensure capacity and skills development programs are biased towards women.

To ensure integration of gender programs in all three spheres of government (i.e. Local, Provincial and National).

To create a knowledge base on the heritage, lessons learnt, promising practices and experiences.

To monitor and evaluate the status of women in the municipality.

To conduct ongoing research relevant to the needs of women.

Target market 3.5.1 Women The target market for this strategy includes all women in 37 Wards of Msunduzi Municipality with a lower age limit of 18 years of age and with no upper age limit. However discretion may be exercised in individual cases. The implementation shall start with the disadvantaged women as the high preference category.

3.5.2

Men

Men will be included in the various programmes regarding gender mainstreaming especially in capacity building activities, in community empowerment programs and in various projects that the municipality will be involved in.

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3.6

Gender Programme of Action The strategy was translated into the programme of action and the following details and themes are explained fully as enclosures in this document:

3.7

In a spreadsheet format the programme of action is defined along columns in strategic objectives, activity, responsible person, deadline, baseline data, targets or indicators and cost or budget required. The programme of action covers the tender management system, special projects and programmes, governance, economic growth and development, infrastructure, social services and development and institutional transformation as theme or subtitles of each spreadsheet. The onus to realise this programme of action rests with proper provision of resources, participants and champions or drivers of each project or programme.

Conclusion A comprehensive Gender Strategy that was developed in consultation with various stakeholders is available and the above inputs form the basis for the overall strategy. There was consensus that a flagship program will be developed that shall seek to unite all the strategic business units. Within the action plan there are important days that connect the various activities within the gender based programs and link the Msunduzi gender activities also with the outside world. There was consensus that a flagship program will be developed that shall seek to unite all the strategic business units. Within the action plan there are important days that connect the various activities within the gender based programs and link the Msunduzi gender activities also with the outside world. There are five main areas of interest in this strategy, namely policy, research, gender based projects, internal gender mainstreaming and advocacy. Policy will guide the designing of gender sensitive projects and will guide gender based service delivery within the municipality. It will seek to enforce the establishment of monitoring and evaluation tools. Research will help the municipality to produce gender aggregated data that will serve as a benchmark in all the activities. This research shall therefore be linked to policy and will be very helpful in internal mainstreaming. In addition to this, the strategic areas shall help us produce programs of action for the external activities, in service delivery and in the community. Advocacy processes shall link the processes and will help remove stumbling blocks against progress. To this end, an action plan has been developed with measurable indicators and time frames.

HIV / AIDS Strategy

Strategic Priority focus 7

4.1.

Community Centres The main objective of the programme revolves around whether citizens in the municipality have the opportunities and capacities to share equitably in the socio-economic benefits of city life. Community services such as primary health care, water, sanitation, electricity and housing are inextricably linked to human rights and social equity, both of which are enshrined in the Bill Of Rights, Chapter 2 of the Constitution of the Republic of South Africa.

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The regimented exclusion of most South Africans in the delivery of essential and basic services has meant that massive backlogs are evident in the skewed spatial development of the country, and local government has been mandated, in co-operation with other spheres of government, to deliver these services. As a developmental Council, the provision of essential services has been at the top of the priority list, and every effort, in consultation with ward Councillors and their communities, have shaped the delivery of these services to restore dignity and social equity in communities.

4.1.1 Health and Welfare More than anything that has defined the city in the past five years, the cityâ&#x20AC;&#x2122;s response to health and welfare issues and particularly to the scourge of Aids, has been hailed as the hallmark of public-privatepartnership success. The Msunduzi HIV/Aids Network, a network of community-based and Nongovernmental organizations working in close association with the municipality, have been responsible for not only changing perceptions about the municipality and HIV/Aids, but have jointly contributed to the international recognition of the municipalityâ&#x20AC;&#x2122;s aggressive HIV/Aids Strategy which galvanized all sectors into a single network spread out across the entire city and surrounds. The strategy has also been adopted as a model of Best Practice by the Dubai International Award and also nationally within the South African Cities Network. In 2004, an international award for the strategy was conferred on the city, confirming our belief that partnerships and decisive leadership can spare our people the humiliation and desperation associated with HIV/Aids. Furthermore, numerous other organizations in the city continue to make impressive gains in beating the effects of the pandemic as they work with disadvantaged, affected and infected people like children and women within the network. This has seriously raised our peopleâ&#x20AC;&#x2122;s hopes, and provided ample opportunity for us as Council to do all in our power to beat Aids. The roll-out of AntiRetroviral Treatment is also being fast tracked, and so far our people are taking advantage of the service. Work with the elderly as part of Social Services and vulnerable groups such as street children and other children-at-risk continues through the unit, and support mechanisms especially for child-headed households are aligned to all functional units such as infrastructure services and facilities in terms of housing provision. Since 2002, the unit has been instrumental in providing clinic services in an integrated form, with new clinics established at ensuring that our communities have access to Primary Health Care (PHC) full packages and services. These interventions have made ours not only an inclusive municipality, but one with healthy and productive people.

Poverty Eradication Almost without doubt the biggest challenge for any new dispensation is the eradication of poverty among its people. As part of co-operative governance, we have established co-ordinated mechanisms of delivery in this area through our partnership with other sectors of government and civil society. Our approach has been to target all areas where there are pockets of poverty, and to systematically eradicate the problem through empowering communities with the tools and mechanisms to start their own projects and sustain them.

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The Shosholoza Programme of the municipality which was funded to the tune of R7,5 million including all wards to speed up responses to small developmental issues, also yielded a number of poverty eradication projects in poultry farming, sewing projects, block-making and community gardening, all supporting many families and helping keep many mouths fed and clothed in the absence of formal jobs. In addition, the BESG projects in many wards have also provided jobs to curb unemployment through employing grass-cutting, another problem which has been addressed in the city. A total of 90 temporary labourers were employed in this way, and also to eradicate alien invasive vegetation. In Dambuza, we have tackled the problem of soil erosion and dongas in this way as well through temporary workers

Parks, Sport and Recreation and 2010 The city has struck a good balance between its natural and built environments through careful planning and development. Our quality of life has largely been reinforced by the natural surroundings which we live in that add peace and recreational opportunities for many of our people. However, there is still a lack of recreational opportunities in many disadvantaged communities. Part of this challenge is being addressed through the unit by ensuring that development takes into account the need for communities to have access to these services. The upgrade of the Oval Cricket Stadium, one of a few worldwide with a tree on the grounds also saw the coming to the city of the 2003 ICC World Cup, and created 500 temporary jobs. The Oval was also equipped with a unique wind vane featuring none other than Jonty Rhodes, one of the cityâ&#x20AC;&#x2122;s best examples of sporting prowess. In preperation for the 2010 World Cup Councilâ&#x20AC;&#x2122;s representatives visited Germany to see first hand how non-host cities used the World Cup to benefit their residents. The representatives were also on a fact finding mission about how economic spin-offs are achieved in these cities. Subsequently, Harry Gwala Stadium was upgraded to a maximum capacity of 15 000 people, to hold the fan parks, which is one of the routes that the city will use to spread the World Cup atmosphere. Thus far the Harry Gwala Stadium has hosted PSL matches including the biggest crowd puller Kaizer Chiefs, Sundowns, Orlando Pirates and other PSL teams.

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ENVIRONMENTAL ANALYSIS 7.1 Environmental Health A clean and healthy environment is everyone’s right. Awareness programmes, partnerships with the Built Environment Support Group (BESG) has made it possible for the municipality to improve on it’s already existing programmes of greening and keeping the surrounds clean. This has assisted in providing much-needed jobs through the creation of SMME opportunities in wards 10, 11, 16 and 17. Two separate contracts have also been awarded to SMME’s which will service an estimated 9000 households in the municipality. As a result 32 people received employment. Added to this we have also managed to establish a green culture in many newly established areas so that we do not recreate the same living conditions that apartheid deliberately bestowed on our communities. We have also taken vigorous steps to clean up the CBD since 2003, culminating in a city facelift to retain business in the central city and thereby avoid the migration of businesses to outlying areas with the consequent decline in buildings and high maintenance costs for unoccupied buildings. Our work in this regard has also been endorsed by our City Improvement Districts Strategy in collaboration with business and Councillors. Small contractors have also been developed into refuse collectors operators, further strengthening our commitment to the SMME sector and ensuring that business and the city’s people live, work and play in an environment that is safe and clean. The city has also put in place an environmental management plan to comply with environmental legislation and prescripts. The city has also put in place an environmental management plan to comply with environmental legislation and prescripts and the environmental management policy has been developed and adopted by Council early this year (2007). A Learning Nation - Library Service

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The city prides itself with the existence of many excellent centres of tertiary education, private colleges and the public school system. Our challenge then as the city is to take advantage of these resources for the betterment of our citizens especially for those that are and those that were less privileged. Since 2003, we have worked tirelessly with the Natal Society Library and have assumed this function since 2004. Following this amalgamation, city provision of library services has been aligned and improved dramatically. The establishment of a special children’s library at the main library has given the city the ultimate legacy for the future of our children. Records show that the children’s library has the highest use records in 2003 and 2004, and not only is the expansion timely for the next decade, but shows the rate at which knowledge is quickly being absorbed in the municipality among its youth. Use of the library continues to rise, and there is now more than double the record 2003 figure. The new R31 million children’s reference library is the best in Southern Africa, and boasts state of the art technology and once finished, will cater for all children, irrespective of ability. The library has been funded by a joint Council (R4 million), Carnegie Cooperation (R14 million), and KZN Library Services (R13 million) agreement. The inclusion and rollout of these services has also been extended to the wards. A new library has been built by KZN Library Services in Eastwood. Systems in Georgetown and Northdale Libraries are also now aligned

7.2 Air Quality/Pollution Air quality, particularly during winter, is influenced strongly by the local topography. Katabatic flow (cool air draining into the valleys) induces temperature inversion which traps pollutants over the City. These pollutants, which include the following: sulphur dioxide, nitrogen oxides, carbonaceous soot and hydrocarbons, have a significant and direct impact on the health of residents. Limited monitoring and management of pollutants and pollution levels is currently undertaken however additional monitoring stations are necessary to ensure coverage of the entire City. Upgrading and expansion of equipment is also urgently required to facilitate monitoring of pollutants such as vehicle emissions which is not currently measured. NB: The National Environmental Management: Air Quality Act, section 14(3) states that: Each municipality must designate an air quality officer from its administration to be responsible for coordinating matters pertaining to air quality management in the municipality.

7.3 Water Quality/Pollution Water quality monitoring in streams and rivers flowing through the municipal area is carried out by Umgeni Water. Almost without exception this monitoring indicates very poor levels of water quality with this important resource being classified as unsuitable for human consumption without treatment and to a large extent unsuitable for recreational use. Many residents depend directly on water harvested from these highly polluted streams and rivers for drinking, cooking and irrigation which has direct, and on occasion, severe health implications. Pollution and degradation of water courses also has a significant negative impact on indigenous biodiversity including aquatic organisms, riverine vegetation, animals, birds and insects. NB: The National Environmental Management: Biodiversity Act, section 3(a) and 4(2)(a) states that all organs of state in the national and local spheres of government must manage, conserve and sustain South Africa’s biodiversity and its components and genetic resources. (see Item 7: Institutional Capacity and Expertise).

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7.4 Flooding Rapidly increasing density of settlement, including housing as well as industrial and commercial development, is resulting in increased storm water run-off. This coupled with the destruction, degradation and reduction of wet lands and inappropriate use of flood plains has significantly increased the risk of downstream flooding. The frequency and magnitude of flood events is as a result also likely to increase significantly. Communities living within or in close proximity to flood plains such as Sobantu, Imbali, Allandale, Rosedale, Oakpark, Townbush Valley and Prestbury are most at risk. Damage to infrastructure such as roads, bridges, culverts, sewer and water pipelines is also likely to occur if measures to protect flood plains and wetlands, as well as manage and reduce storm water generated on site, are not introduced and implemented.

7.5 Waste Management and Solid Waste Pollution Widespread illegal dumping of domestic and industrial waste as well as indiscriminate littering has reached epidemic proportions. Illegally dumped waste degrades the natural environment including streams, open spaces, vacant lots, building sites, roads and streets. Illegal dumping has a negative social impact as well as direct health implications for residents. The cost of clearing illegally dumped waste is significantly higher than managing this waste at source and on approved landfill and garden refuse sites.

7.6 Loss/Degradation of Natural Resources Open spaces and other natural ecosystems provide a range of free goods and services to residents which have a direct and significant impact on quality of life and on the development of a sustainable city. These goods and services include: recreation, genetic resources, raw materials, food production, refugia, biological control, pollination, waste treatment, nutrient cycling, soil formation, erosion control, water supply, water regulation, disturbance regulation, climate regulation and cultural opportunities. Indiscriminate and or poorly planned and sited development, illegal dumping, unsustainable utilisation of natural resources and the uncontrolled encroachment of alien invasive plants all have a significant negative effect on the ability of natural systems to deliver these goods and services. The loss of public open space and associated natural habitats and/or systems has significant social, environmental and economic implications for all residents. In the absence of a Municipal Environmental Policy, Strategic Environmental Assessment and Environmental Management Plan ad hoc and unsustainable development practices have and still are causing irreversible damage to public open space and other sensitive natural ecosystems. The above mentioned plans and policies are necessary to entrench sustainable development principles in the planning and development processes.

7.7 Urban Greening and Street Trees The beautification and â&#x20AC;&#x153;greeningâ&#x20AC;? of developments including large scale housing projects has not been adequately planned and funded, resulting in new residential suburbs not being provided with street trees, developed parks and managed open spaces. This has significant social and environmental implications for residents living in these areas. In addition the replacement and management of street trees within the CBD and older suburbs has also been neglected and appropriate resources are required to address this backlog.

7.8 Institutional Capacity and Expertise Current environmental legislation places a considerable responsibility on municipalities to plan for and implement environmentally sustainable development practices and to monitor and enforce compliance with legislation. Recommendations to address the current lack of environmental capacity and expertise within the municipality have been submitted but have not as yet been implemented. This shortcoming impacts directly on the ability of the municipality to deliver environmentally sustainable service to all residents and comply fully with legislation.

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8. Indigent Policy Guidelines / Imiqathango Yenqubomgomo Yabanhlwempu Special Provisions Child Headed Households In the case of child headed households, the following conditions apply: The child-headed household be declared indigent after consultation with the Ward Councillor/s provided that the household income after death does not exceed R2036.00 per month. That the account be continued in the name of the deceased estate.

Flats Where a resident lives in a flat, and is the account holder and is declared indigent upon application, the following conditions apply:

Water A financial benefit that is equal to the value of 6kl of water based on the domestic tariff shall, on application, be credited to the electricity account.

Sanitation The indigents electricity account shall, on application, be credited with the basic tariff in respect of sewer charges based on the domestic tariff. That if the above mentioned concessions have the effect of the month being in credit, the account rendered shall be zero and not stand to the credit of the consumer.

*Conditions Apply

Access to Basic Services AUTOMATIC QUALIFICATION AS AN INDIGENT

ON APPLICATION AS AN INDIGENT Subject to Ampere limit of 20 Amp and Water Restriction Device HOUSE AND LAND VALUE OVER R40 001 Reduced

HOUSE AND LAND VALUE UNDER R30 000 ELECTRICITY

Free 50 kWh

AMPERE

Free 20 Amp

WATER

Free 6kl Balance @ normal R7.93 per kl

SEWERAGE

Free

REFUSE

Free

RATES

Free

* All tariff (charge) amounts and income limits quoted here are subject to change.

ELECTRICITY

Free 50 kWh Balance @ normal

3 3

AMPERE

20 Amp Reduced

WATER

Free 6kl 7-12 @ R3.23 per kl Balance @ normal R7.93 per kl

SEWERAGE

Reduced Tariff

REFUSE

Reduced Tariff

RATES

Rebate on approval Income less than R1640 40% OR Income between R1640R2036 = 33.3%

121

ON APPLICATION AS AN INDIGENT Subject to Ampere limit of 20 Amp and Water Restriction Device HOUSE AND LAND VALUE BETWEEN R30 001 AND R40 000 Reduced ELECTRICITY

Free 50 kWh Balance @ normal

AMPERE

20 Amp Reduced

WATER

Free 6kl 7-12 @ R3.23 per kl Balance @ normal R7.93 per kl

SEWERAGE

Reduced Tariff

REFUSE

Reduced Tariff

RATES

Free

IDP 2007 / 2008

Izibonelelo Ezingavamile AMAKHAYA APHETHWE YIZINGANE Esimweni samakhaya asesele nezingane, kuyosebenza lemibandela elandelayo: Ikhaya lelo liyothathwa, njengekhaya elinhlwempu emva kokubonisana neKhansela lesiGceme, kodwa imali engenayo phakathi kwekhaya mayingabi ngaphezu kuka R2036.00 I-akhawnti iyoqhubeka nokuba segameni lefa likamufi.

AMAFULETHI Kumuntu ohlala efulethini futhi one-akhawnti nomKhandlu nosethathwa njengomuntu onhlwempu, kuyosebenza lemibandela elandelayo:

Amanzi Inani lemali elilingana nemali yamanzi awu 6 kl iyobuyiselwa kwi-akawunti yagesi emva kokuba umuntu esefake isicelo.

Inhlanzeko i-akhawnti yagesi yomuntu onhlwempu, emva kokuba esefake isicelo, iyofakwa imali yesolishi yasekhaya. Uma zonke lezi zaphulelo ezingasenhla ziba ngaphezu kwesikweletu somuntu saleyo nyanga, umuntu lowo angeke akhokhiswe lutho kuleyo nyanga, futhi kuyobe kungasho ukuthi umKhandlu usuyamkweleta. *Imibandela okusetshenzwelwa phezukwayo UKUCELA UKUTHATHWA NJENGOBUHLWEMPU

Ukutholakala Kwezinsiza Nqangi UBUHLWEMPU OBUNGABUZWA UMA INANI LOMHLABA SELIHLANGENE NELENDLU LINGAPHANSI KUKA R30 000 UGESI

50 kWh mahhala

AMANDLA (mcb)

20 Amp mahhala

3 3

Umbandela: Amandla kagesi mawangabi ngaphezu kuka 20 Amp futhi amanzi

UMA INANI LOMHLABA SELIHLANGENE NELENDLU LINGAPHEZU KUKA R40 001 Inkokhiso Ephansi

UGESI

50 kWh mahhala Okungaphezulu kukhokhelwa imali ejwayelekile

AMANDLA (mcb)

20 Amp Wokuziphilisa

AMANZI

6kl mahhala 7-12 @ R3.23 / kl Okungaphezulu kukhokhelwa uR7.93 / kl

6kl mahhala Okungaphezulu kukhokhelwa uR7.93 / kl

ISOLISHI

Imahhala

ISOLISHI

Inkokhiso ephansi

IMFUCUZA

Imahhala

IMFUCUZA

Inkokhiso ephansi

AMANZI

AMARETHI

Amahhala

3 AMARETHI

* Zonke izinkokhiso nemikhawulo yamaholo ebhalwe lapha inokushintsha-shintsha

122

Isaphulelo uma siphumelela Imali engenayo ingaphansi kuka R1640= 40% noma Imali enganayo iphakathi kuka R1640-R2036 = 33.3%

OKUCELA UKUTHATHWA NJENGOBUHLWEMPU

Umbandela: Amandla kagesi mawangabi ngaphezu kuka 20 Amp futhi amanzi

UMA INANI LOMHLABA SELIHLANGENE NELENDLU LIPHAKATHI KUKA R30 001 & R40 000 Inkokhiso Ephansi

UGESI

50 kWh mahhala

AMANDLA (mcb)

20 Amp Wokuziphilisa

AMANZI

6kl mahhala 7-12 @ R3.23 / kl Okungaphezulu kukhokhelwa uR7.93 / kl

ISOLISHI

Inkokhiso ephansi

IMFUCUZA

Inkokhiso ephansi

AMARETHI

Amahhala

IDP 2007 / 2008

SECTION H: FINANCIAL VIABILITY AND MANAGEMENT Strategic Priority focus 3 1. OVERVIEW The Municipality, in its IDP prioritised the stabilisation of the City’s finances as being fundamental to the provision of affordable, sustainable services and thereby contributing towards an improved quality of life for all in the city. The successful application for a restructuring grant provided both the impetus and the funding for the implementation of systems and processes required to stabilize the City’s finances and the following projects were identified as crucial in meeting this objective :•

Implementation of a new billing system.

•

The raising of interest on overdue consumer accounts.

•

Set up a fully staffed Budget office.

•

Conversion from an annual to a monthly rating system.

•

Obtain favourable credit rating for the Municipality.

•

Revision of the Credit Control and Indigent Policies

Subsequent Highlights/Achievements The implementation of the new Promis income billing system enabled the Municipality to implement the monthly billing of rates and resultantly improved its cash flow. Coupled with this initiative, the charging of interest on all outstanding debt was also introduced. In an aggressive approach to streamline our credit control policy, particularly with regard to disconnections a consortium was appointed to collect outstanding debt. Although this initiative had some teething problems, it is effectively progressing and the results are already pleasing. To strengthen this process, provision of free basic services to all Msunduzi residents in line with the Council Policy was also implemented. The Indigent Support Policy was revised thus ensuring that the Indigents are properly budgeted for. To ensure Equitable share allocation is maximized, free basic services and indigent support were properly accounted for. The 2005/2006 budget has accounted for about R160 million in income foregone towards rebates on rates and services and provision of free basic services. New financial regulations were also developed during this period to tighten internal controls thus ensuring that fruitless, wasteful, and irregular payments are eliminated and only properly authorized spending takes place within limits. There is also a commitment to undertaking regular credit rating to ensure the rating remains favourable thus facilitating access to external funding at favourable interest rates. This has proved successful as the Municipality gradually improved its rating. Planning to ensure that provisions in the budget are cash backed in terms of legislation has also been commenced and progress has also been made with the implementation of GAMAP and the restructuring of the Balance Sheet. 123

IDP 2007 / 2008

2. CITY FINANCES The updated information on our financial review would be provided in the final document.

2.1 DEBTORS “People legitimately complain about the billing systems. Very few municipalities in the developing world have delivered services to their citizens in the scale that ours have done. People would not be complaining about billing systems if government did not make significant progress in rolling out the electrification and water provision programmes. However, the complaints point to the need for us to enhance the capacity of municipalities to ensure sustained delivery and to be precise in their administration of accounts,”. The reduction in Debtors as reflected in the Balance Sheet above confirms that the Credit Control Policy and the actions taken in terms of the Policy has started producing positive results towards the end of the financial year. On the 29th June 2005, the first in a series of auctions commenced for rates and services defaulters in terms of the High Court order granted on the 29th June 2004. It is further envisaged that with the appointment of the two consortia to assist the Council in the recovery of overdue debt, and approximately R 127 million being handed over to date, the recovery rate will increase.

The summary of the age analysis as at 30th June 2005 is as follows:-

AGEING CURRENT R’000

30 DAYS R’000

60 DAYS R’000

90 DAYS R’000

120 DAYS R’000

120 DAYS + R’000

TOTAL R’000

103 145

19 010

17 373

15 864

19 032

308 728

483 153

And the graph below indicates that the debts aged current to 120 days, has decreased year on year.

Debtor Age Analysis

Rands - Millons

400 300

2004 2005

200 100 0

90 Days 124

120

120+

IDP 2007 / 2008

2.2 INVESTMENTS Short term investments have increase by R 72m due to the positive cash inflows resulting from the monthly collection of rates.

2.3 LONG TERM LIABILITIES Long term loans have decreased by R 14m and due to use of working capital to bridge fund capital expenditure during the year.

2.4 RATIO ANALYSIS Current Ratio = Current Assets: Current Liabilities 2004/05 1.78

2003/04

2002/03

1.98

1.81

2001/02

2000/01

1.62

1.55

This ratio indicates the extent to which the claims of short-term creditors are covered by current assets. While a ratio of 1:1 is considered acceptable the 2004/2005 ratio of 1.78 indicates that the Municipality has more than adequate cover. Acid Test Ratio = Current Assets less stock: Current liabilities 2004/05

2003/04

2002/03

1.73

1.92

1.75

2001/02

2000/01

1.57

1.49

The acid test ratio of 1.73 confirms the municipality’s ability to pay off its short-term obligations without having to dispose of stock. The above ratios indicate that the Municipality has sufficient working capital to meet its short-term commitments due to its improved cash flows.

2.5 CREDIT RATING As can be seen from the table below our credit rating has been up-graded from the previous rating. The short term rating indicates that the Liquidity and Financial fundamentals are Good, Risk is Low, and we have a Good capacity to service debt timely. The long term rating indicates that the credit rating is of High quality and a Strong capacity to service Long Term Debt. “The rating is supported by the relative strength and diversified nature of Msunduzi’s economy. Furthermore, support of new management’s initiatives by the pragmatic political leadership, create a platform for significant progress by Msunduzi in the medium term” (Global Credit Rating Co.). 125

IDP 2007 / 2008

Security class: Short Term A2 Security class: Long Term A-

Year June 2002 June 2003 June 2004

Security Class

Rating Scale

Currency

Rating

Short Term

National

Rand

Long Term

National

Rand

BBB+

Short Term

National

Rand

Long Term

National

Rand

BBB+

Short Term

National

Rand

Long Term

National

Rand

A-

2.6 CAPITAL EXPENDITURE Actual Capital expenditure for the year of R 170.7 million represents 74.62 % of the budget. Included in the budget is an amount of R 41.7 million of grant funded projects carried over from the previous financial year against which R17.3 million was spent. Actual expenditure for the year of R 153.4 million, which excludes the amounts carried over, represents expenditure of 82.03 % when compared to the Council approved budget of R 187.05 million. Housing expenditure of R 34.6 million far exceeded the budget of R 5.975 million and highlights Councilâ&#x20AC;&#x2122;s focus on accelerated housing delivery.

THE MSUNDUZI MUNICIPALITY Capital Expenditure Summary by Business Unit Strategic Business Unit

Budget - 05

Actual -05

% Spent

6,311,999

3,744,316

59.32

Community Services & Social Equity

43,055,370

24,292,372

56.42

Corporate Strategic Planning

15,342,827

5,278,768

34.41

Economic Development & Growth

16,432,216

2,122,455

12.92

4,723,571

4,561,745

96.57

142,580,629

130,427,394

91.48

324,263

285,000

87.89

228,770,875

170,712,050

74.62

City Executive

Finance Infrastructure Services & Facilities Sound Governance & Human Resources Totals

From the above graph the Infrastructure, Services and Facilities Business unit which has the largest allocation of the capital budget (62.3%) also spent the largest portion of the budget. Included in the R 130.4 million (76.40%) spent by this business unit is R 34.6 million spent on housing of R 34.6 million which, as stated above, far exceeded the original budget of R5.9 million. The balance of the expenditure was expended on infrastructure and the provision of basic services. 126

IDP 2007 / 2008

Capex 2007/2008 - Summary By Business Unit City Finance; 5.04%

Infrastructure Services & Facilities; 59.13%

Community Services & Social Equity; 25.75%

City Finance

Com m unity Services & Social Equity Corporate Strategic Planning

Corporate Strategic Planning; 7.56% Economic Development & Growth; 2.52%

Econom ic Developm ent & Grow th Infrastructure Services & Facilities

2.7 BUDGET 2007/2008 Operating Estimates The estimated operating budget for 2007/2008 is R 1,673,461,313 (2006/2007 R 1,508,239,267) million. Salaries as a percentage of Income is budgeted at 32.43% (06/07 32.73 %). General and other expenses have increased over the prior year. R7.5 million has been allocated for Vulindlela operating costs. Repairs and maintenance costs have been increased by some R 3.2 million over 2006/07 in order to allow for maintenance of Councils existing assets and infrastructure. Significant expenditure will be directed towards fixing the number of potholes, resurfacing of roads, grass cutting on road verges and rehabilitation of the landfill sites. Major increases in expenditure which have been provided for are Priority Posts (R 11 million), Leave Pay (R 10 million), Doubtful debts (R 10 million), Vacant Posts (R 20 million).

TOTAL BUDGET 1800 1700 1600

2006/07: R 1508 million

1500 1400 1300

(Including disclosed adjustment)

1200 1100 1000 2006/07

2007/08: R 1673 million (Including disclosed adjustment)

127

2007/08

IDP 2007 / 2008

The table below provides a summary per expense category. Operating Expenditure Salaries

2006/07 Râ&#x20AC;&#x2122;000 000 440

2007/08 Râ&#x20AC;&#x2122;000 000 489

General Expenditures

407

251

Bulk Purchases

469

528

Repairs & Maintenance 53

Departmental Changes

271

324

Contributions

Depreciation

127

93z

Interest

Lease

Charge Outs

-350

-394

Revenue Major sources of revenue for the City are Electricity 36% (2006/07: 37%), Rates 24% (2006/07: 28%), Water 12% (2006/07: 13%) and Subsidies 11% (2006/07: 9%). The equitable share allocation for The Msunduzi Municipality for 2007/2008 is R 142.8 million compared to the 2006/2007 amount of R 119.5 million. There has been an increase of R 23.3 million (19.5 %) over the last year. The enhanced credit control procedures and revenue enhancement measures currently being applied in order to comply with the National Treasury income ratios are expected to reduce the outstanding debt. In order to alleviate poverty, the Council will continue to support the provision of free basic services and reduce service charges and rates through an Indigent Support Program to the poorest sector of the population. In order to achieve this, a significant portion of the Equitable Share has been allocated to providing, Zero rates for properties with a combined land & building value under R 30,000 (R 13.8 million), Sewerage for indigents (R 5.4 million), Refuse for indigents (R 5.1 million), Free Basic Electricity (R 5.8 million) and Water for indigents (R 47.5 million). The table below provides a further detail of the allocation of the equitable share in comparison to the 2006/07 year.

128

IDP 2007 / 2008

(b) Capital Estimates

200 190

TOTAL BUDGET

180 170 160

2006/07: R 176 million

150 140 130 120 2006/07

2007/08: R 198 million

2007/08

Summary by Business Unit BUSINESS UNIT

Year ‘01

Year ‘02

Year ‘03

Yr 01 % of Total

Infrastructure Services & Facilities

94,735,481

181,041,835

169,605,036

63.95%

Community Services & Social Equity

30,197,669

9,895,000

6,660,000

20.39%

Finance

500,000

455,000

895,000

0.34%

12,440,750

2,220,850

2,417,735

8.40%

9,755,000

14,625,000

15,309,500

6.59%

500,000

458,000

10,000

0.34%

148,128,900

208,695,685

194,897,271

100%

Economic Development & Growth Corporate Strategic Planning Sound Gov. & Human Resources Total

3 CHALLENGES FACING THE MUNICIPALITY •

Clean up of database – Income System

•

Reduce Water Losses

•

Increased Maintenance of Council’s Infrastructure

•

Reduced Turn around time for payment of Creditors

•

Outsource meter reading and disconnections

•

Reduce long term liabilities

•

Reduce theft of electricity and water

•

Reduce the personnel cost to income ratio

•

Faster turn around time for disconnections

•

Level of outstanding debt to be reduced

•

Compliance with the MFMA and Property Rates Act

•

A budget approach that links expected performance to budget levels

•

Strengthening Internal controls

•

Implement Cash management model 129

IDP 2007 / 2008

Msunduzi Budget for 2007 / 2008 Expenditure The estimated operating budget for 2007/2008 is R1 673 461 313, (2006/2007 R1 508 239 251) million.

TOTAL BUDGET 2007/2008: R1 673 million (including disclosure adjustment) 2006/2007 R 1 508 million (including disclosure adjustment)

OPERATING EXPENDITURE: CATEGORY

2006/07

2007/08

Râ&#x20AC;&#x2122;000 000

Salaries

440

489

General Expenses

407

251

Bulk Purchases

469

528

271

323

Contributions

Depreciation

127

Charge Outs

-350

-393

Repairs and Maintenance Departmental Charges

130

IDP 2007 / 2008

Capex Capex 2007/2008 - Funding Sources 2007/2008 - Funding Sources MIG 23.60%

GIJIMA 0.35%

CNL

DWAF 0.25%

DOH

DPLG

DPLG 1.31%

DWAF

GIJIMA

MIG CNL 60.47% DOH 14.01%

Capex 2007/2008 - Summary By Capex 2007/2008 - Summary by Business Unit Business Unit City Finance; 5.04%

Infrastructure Services & Facilities; 59.13%

Community Services & Social Equity; 25.75%

City Finance

Com m unity Services & Social Equity Corporate Strategic Planning

Corporate Strategic Planning; 7.56% Economic Development & Growth; 2.52%

131

Econom ic Developm ent & Grow th Infrastructure Services & Facilities

IDP 2007 / 2008

132

IDP 2007 / 2008

133

IDP 2007 / 2008

Capital Budget 2007/2008 Funding

Community Services &Social Equity 27%

Community Services &Social Equity

Corporate Strategic Planning

Economic Development & Growth

Infrastructure Services & Facilities 54%

Infrastructure Services & Facilities

Corporate Strategic Planning 14% Economic Development & Growth 5%

134

IDP 2007 / 2008

Section I: Msunduzi Municipality Scorecard – ALIGNMENT OF THE SDBIP AND PMS This is the most critical part of the IDP that is intending to align the service delivery targets and the organization performance in the IDP. It is presented in the form of the organizational score-card, to allow all stakeholders to participate in measuring the Msunduzi’s organizational performance. Programmes and projects are presented in terms of key performance areas and indicators, with specific deadlines to be met. The organizational scorecard will be reflected in the form of SDBIP once finalised. The service delivery and Budget Implementation Plan (BIP) forms the basis for Municipal Performance Management system (PMS) and the balance scorecards perspectives guides our developmental approach

MUNICIPAL SCORECARD AND SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN Since Municipality has not able to finalized the prioritization of the IDP in line with the term of office of the elected representatives along various plans, the template below intends to reflect all the budgeted projects for 2007/08 as prioritized and agreed by all stakeholders involved. The list of objectives by sector department and District are intended to highlight the direction these two spheres of governments have taken and to reflect how the Municipal objectives aligned them. Where possible the SBUs can indicate how the City is progressing in term of meeting the millennium goals in percentages. It must be borne in mind that all the Balance Score-card Perspectives were considered when the strategies and objectives were constructed and these perspectives are Finance; Customer; Internal Processes and Learning and Growth. They are supposed to be aligned to Municipal strategic Priorities and Provincial Key Performance Areas (KAP) as the IDP sections are written according to Provincial KPAs and Municipal Organization Structure is structured according to the National KPAs. Please note that the Service Delivery and Budget Implementation Plan will be developed easily from the score-card if sufficient and accurate information/inputs are provided timeously in this template. Your contributions in this exercise will guide any discussions on prioritization of projects with relevant stakeholders leading to the finalization of the Budget 2007/08. The Service Delivery and Budget Implementation Plan (SDBIP) is a legislative requirement (MFMA) which gives effect to the Municipality’s Integrated Development Plan (IDP) and annual budget. The SDBIP facilitates the accountable role that managers hold to the Council and that Councillors hold to the community. It also fosters the management, implementation and monitoring of the budget, the performance of senior management and the achievement of the strategic objectives as laid out in the IDP. Monitoring through the SDBIP enables the municipal manager to monitor the performance of senior managers, the mayor to monitor the performance of the municipal manager and for the community to monitor the performance of the municipality as each activity contains outputs, outcomes and timeframes. The SDBIP is compiled on an annual basis and includes a 3 year capital programme. The SDBIP is yet another step forward to increasing the principle of democratic and accountable (local) government as enshrined in Section 152(a) of the Constitution.

135

IDP 2007 / 2008

MILLENIUM GOALS

•

Unemployment is to be halved within eight years:

•

Through the introduction of relevant skills development initiatives / strategies

•

Developing Local Economic Development Strategies that will contribute towards achieving a national 6% economic growth

•

Introducing effective and sustainable poverty reduction strategies

•

Infrastructure development using the R400b to be allocated within the next five years

•

By 2010 – every individual / household should have access to clean running water and sanitation

•

By 2012 – every individual / household should have access to electricity

•

By 2007 – the bucket system must have been eradicated; and

•

Universal provision of free basic services

SERVICE DELIVERY MSUNDUZI STRATEGIC PRIORITY FOCUS 1 : ACCESS TO BASIC SERVICES ALIGNING SECTOR DEPARTMENTS; DISTRICT AND MUNICIPAL OBJECTIVES AND CITY GOALS

UMGUNGUNDLOVU DISTRICT OBJECTIVES • Alternative ways of Department of Water Affairs and Forestry providing access to • To be custodian of water resources water services • To provide water service policy and • Need for regional guidelines to the sector efficiency • To provide ongoing support to the • Need to achieve benefit water sector of scale • To act as water sector regulator • Need for low costs • Requirements of equity Department of Housing • To eradicate all slums by 2010 • Facilitate and co• To strengthen governance & ordinate the provision service delivery of appropriately located • To ensure job creation by housing and serviced housing programmes throughout the District • To accelerate rural housing development • Ensure that all housing • To upgrade public sector hostels developments within • To ensure completion of all the District are blocked projects by 2007 informed by the Land • To create rental housing Assessment for Housing opportunities Development Study and • To facilitate capacity building Spatial Development • To promote home ownership Framework • To provide housing for vulnerable groups incl. those affected by HIV/ AIDS SECTOR DEPARTMENT OBJECTIVES

136

MSUNDUZI STRATEGIC OBJECTIVES • To provide and maintain safe and sound infrastructure and services to our existing customers, and meet demands for additional services to ensure satisfaction of our customers, stakeholders and the sustainability of our environment • To improve and promote community participation and customers relations in line with Baho Pele (Abantu Phambili) principles to ensure that planning is informed by community needs and management and decision making enhance service delivery

MSUNDUZI STRATEGIC GOALS To promote integrated development in a consultative manner through provision of sustainable services and infrastructure and optimal utilization of resources between sectors, geographical areas and communities in line with the Provincial Growth and Development Strategy and National Growth and Development Strategy To improve and maintain infrastructure assets

IDP 2007 / 2008

LOCAL ECONOMIC DEVELOPMENT MUNICIPAL STRATEGIC PRIORITY FOCUS 2: LOCAL ECONOMIC DEVELOPMENT, EMPLOYMENT, ECONOMIC OPPORTUNITY

SECTOR DEPARTMENT OBJECTIVES • To provide effective strategic leadership, direction and coordination to business support services and SMME development programme to stimulate economic growth in KZN.

UMGUNGUNDLOVU DISTRICT OBJECTIVES • To implement all LED projects • To manage the LED programme for UMDM and the LMS • To access resources for the LED

• To create a framework that will facilitate the provision of integrated business support services to existing and new SMME. • To support the establishment of effective small business support institutions (SMME Support Service Delivery Network). • To facilitate the creation of a competitive SMME sector in the province • To support and promote entrepreneurship

137

MSUNDUZI STRATEGIC OBJECTIVES

MSUNDUZI STRATEGIC GOALS

• To promote economic development and sustainable growth that will contribute towards employability through projects and opportunities for unemployed with a special focus on Previous Disadvantaged Individuals (PDI)

To promote sustainable economic growth and equitable development in order to perform above the national and economic development indicators

IDP 2007 / 2008

FINANCIAL VIABILITY AND MANAGEMENT MUNICIPAL STRATEGIC PRIORITY FOCUS 3: CITY FINANCE

SECTOR DEPARTMENT OBJECTIVES Department of Economic Development and Finance • To provide effective strategic leadership, direction and coordination to business support services and SMME development programme to stimulate economic growth in KZN.

UMGUNGUNDLOVU DISTRICT OBJECTIVES

MSUNDUZI STRATEGIC OBJECTIVES

To ensure that the budget is informed by the priorities identified in the IDP as well as measure the progress of each functional units implementation of these priorities

Improve and sustain the City finances system and procedures to make financial management possible to contribute towards quality infrastructure and sustainability service

138

MSUNDUZI STRATEGIC GOALS To provide sustainable and developmental finance through sound financial management

IDP 2007 / 2008

MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT MUNCIPAL STRATEGIC PRIORITY FOCUS 4 : ORGANIZATIONAL TRANSFORMATION

SECTOR DEPARTMENT OBJECTIVES

UMGUNGUNDLOVU DISTRICT OBJECTIVES

Department of Local Government To promote sound governance and Traditional Affairs and provide effective adminis • Sound corporate services; trative support • Accountable and sustainable local governance; Integrated development and planning; • Accountable and sustainable traditional institutions; and • Sustainable urban and rural development

MSUNDUZI STRATEGIC OBJECTIVES

MSUNDUZI STRATEGIC GOALS

Provide quality effective To promote sound governand efficient communica- ance in accordance with the tion system, infrastrucKing II Report ture and information management systems to service all stakeholders. Improve business efficacy through leading, supporting and influencing organizational culture to ensure good governance and democracy

GOOD GOVERNANCE AND COMMUNITY PARTICIPATION MUNICIPAL STRATEGIC PRIORITY FOCUS 5: SAFETY AND SECURITY

SECTOR DEPARTMENT OBJECTIVES

UMGUNGUNDLOVU DISTRICT OBJECTIVES

MSUNDUZI STRATEGIC OBJECTIVES

As developmental crime prevention and civilian oversight are relatively newly introduced areas of endeavor, the departments strategic objectives are three fold: • To encourage district’s to declare crime prevention as a developmental objective • To back this up through the provision of capacity to enable district’s to meet this objective • To use this information to provide an improved range of products and services to address crime prevention and oversight issues

• To establish Policing forums • To establish safety and security community centres • To have support of all stakeholders developing a coordinated approach to fighting crime • To investigate alternative approaches to supporting the fight against crime and violence • To reduce the levels of crime within various communities which it serves through its developmental activities and that of local municipalities • To liaise with SAPS, Dept of Safety and Security and other organizations that are interested in fighting crime prevention, reduction and rehabilitation of offenders

To improve and promote community participation and customer relations in line with Batho Pele (Abantu Phambili) principles to ensure that planning is informed by community needs and, management and decision making enhance service delivery

139

MSUNDUZI STRATEGIC GOALS To promote health and safety and caring of the environment guided by the Local Agenda 21 Principles and Processes

IDP 2007 / 2008

SPATIAL DEVELOPMENT FRAMEWORK MUNICIPAL STRATEGIC PRIORITY FOCUS 6 : ENVIRONMENT

SECTOR DEPARTMENT OBJECTIVES

UMGUNGUNDLOVU DISTRICT OBJECTIVES

MSUNDUZI STRATEGIC OBJECTIVES

MSUNDUZI STRATEGIC GOALS

• Food Security • Land care • Natural Resource Protection • Sustainable emerging farmers • Sustainable job creation

Review of the Integrated Environmental Management Plan

Provide a responsible, environmentally friendly and healthy environment guided by principles of Local Agenda 21 in provision of Municipal services

To promote health and safety of our citizens holistically and caring of the environment guided by the Local Agenda 21 Principles and Processes

GOOD GOVERNANCE AND COMMUNITY PARTICIPATION MUNICIPAL STRATEGIC PRIORITY FOCUS 7 : HIV AND AIDS

SECTOR DEPARTMENT OBJECTIVES Department of Health • Expand sectoral involvement in HIV/AIDS

UMGUNGUNDLOVU DISTRICT OBJECTIVES

MSUNDUZI STRATEGIC OBJECTIVES

MSUNDUZI STRATEGIC GOALS

To curb the spread of HIV/ AIDS amongst the citizenry of the District

• Training More trained HIV & AIDS Counsellors for children and adults • training for all municipal councilors HIV and AIDS peer educators and counsellors • Encourage the people of Msunduzi to make use of the free voluntary counseling and testing facilities • Intensify education awareness and prevention programs in homes, industries and schools

To promote health and safety of our citizens holistically and caring of the environment guided by the Local Agenda 21 Principles and Processes

• Intensify HIV/AIDS communication utilizing the mass media • Develop, support and promote HIV/AIDS communications, resources and activities. • Increase health-seeking behavior. • Intensify communication around action days (such as Condom day, World AIDS day) Creating a climate which would eradicate the stigmatization of People Living with AIDS (PWAs), thereby encouraging disclosures.

140

OBJECTIVES

STRATEGY

141

To improve prevention strategy through condom distribution and female condoms to be more accessible

Promote disclosure of HIV&AIDS status.

Promote positive living for Support groups.

Dissemination of information on treatment literacy

FOCUS AREAS 2007/2008

• • • • •

ARV Counseling and Support

Peer Education

PROGRESS TO DATE / ACHIEVEMENTS FOR 2006/2007

Workshops on how stigma contributes to the Wellness or Positive Living spread of HIV&AIDS Presentations on attitudes Poster campaigns

Sex workers Hotels and Guest Houses Shopping Malls Night Clubs Fast food outlets.

Provide condoms for:-

•

Target Audience: • Steering Committee members and new Councillors • Caregivers • Religious Sector • Wellness workshops • Behaviour change workshops • Poster campaigns

Conduct workshops on the subject (a group quarterly )

PROJECT

HIV&AIDS STRATEGY REVIEW DOCUMENT EDUCATION, AWARENESS, PREVENTION AND OPENNESS

Sept.2007May 2008

TIME FRAME

•

• •

•

• •

•

• •

•

Eagle Training and Development TAC Msunduzi HIV&AIDS Unit CINDI Nutrition Training Officer/ Lifeline All members People living with HIV&AIDS and TAC Support Groups Lifeline and Rape Crisis Councillors and Mayor Pietermaritzburg Chamber of Business Musunduzi HIV&AIDS Unit Welfare Department Other relevant Stakeholders

Msunduzi HIV&AIDS Unit (and Speakers Office) Eagle Training and Development Lifeline TAC

RESPONSIBLE PERSON / ORGANISATIONS

R150 000

R80 000

COSTS

IDP 2007 / 2008

•

Promote positive media strategies

Monitoring and Evaluation of HIV &AIDS related programmes.

•

Promote active and positive participation by religious sectors

142 •

•

• • •

Promote KNOW YOUR STATUS Campaign.

Develop monitoring and evaluation tool to measure the impact of all the intervention aimed at prevention of spread of HIV&AIDS infection

Give positive message about HIV&AIDS in general Hold talk shows on HIV&AIDS by experts

Run workshops for religious leaders on HIV&AIDS related issues

Disclosure workshops Workshops on VCT Presentations at schools , clinics and churches.

HIV/AIDS Counseling

Sept.2007May 2008

Support Groups Eagle Training and Development and Tip Top NAPWA Msunduzi HIV&AIDS Unit The Mayor, The Speaker and all Councillors Other relevant Stakeholders ECAP/ESSA KZN CAN PACSA All faith Organisations. Other relevant Stakeholders

SABC, local newspapers • PCB • The Mayor, The Speaker and all Ward Councillors Msunduzi HIV&AIDS Unit, with the help of the AIDS Steering Committee members

•

• • • •

•

• •

R60 000

R80 000

IDP 2007 / 2008

OBJECTIVES STRATEGY

143

PROJECT

•

Promote collaboration networking with the private Medical Practitioners.

Promote support of Home Based Carers and CHWs by Clinics and Hospitals

Home based carers to receive allowances in line with the national policy

Liaise with the District Community Health Worker Programme Co-ordinator re existing programmes with NGOs Liaise with the District Health Office re the existing relationship with the Private Practitioners in our district. Revive the regular meetings of the Home Based Care network (or CINDI Cluster) with Health Services Meet with the Provincial Department of Health and Expanded Public Works Programme to ensure allocations for Msunduzi Home based carers

Liaise with HIV&AIDS District Co-ordinator re training of clinic counsellors to run treatment courses. • Liaise with HIV&AIDS District Co-ordinator re Central City, Willowfountain, Masons Farm, Snathing and Impilwenhle to become ARV sites. • Look at nursing staff levels and fund vacant posts

•

Promote Positive Living and Wellness to the infected and affected community members.

Have adequate numbers of Nurses at clinics to reduce queues for people with AIDS (and others)

Decentralize ARV site to 5 peripheral clinics

Decentralize the training of patients on ARV treatment to the clinics

FOCUS AREAS 2007/2008

PROGRESS TO DATE / ACHIEVEMENTS FOR 2006/2007

TREATMENT CARE ANDSUPPORT FOR PEOPLE LIVING WITH HIV&AIDS

Municipality (AIDS Unit) CINDI Province

Municipality (Health, EPWP unit) Councillors Province NGOs

Sept.2007-May 2008

Municipality TAC, other NGOs

Sept.2007-May 2008

TAC, Municipality and CINDI members

Municipality (Health Services) Province

Sept.2007-May 2008

Municipality (Health Services) Province

Municipality (Health Service) Province

RESPONSIBLE PERSON / ORGANISATIONS

Sept.2007-May 2008

TIME FRAME

Approach Province

Report to Council, Report and request to Provincial Department of Health

COSTS

IDP 2007 / 2008

•

To promote community participation on HIV&AIDS strategy to the remaining 12 municipal wards.

144

To promote running of ward based feeding programmes.

Establish two more drop-in centres in Vulindlela and Eastwood or Glenwood

Provide support and mentoring for drop-in centres at Imbali and Sobantu

Develop vegetable gardens

•

To promote volunteer and ownership of community based projects.

•

• •

•

Provide adequate Home Based Care supplies

Link African Roots with Parks and Recreation unit, in particular the tractor programme Meet with Dept. of Correctional Service. Hold meetings with the volunteers and executive committees for the NGOs CBOs and FBOs Train about 3 representatives from these structures on writing of proposals for funding. Liaise with HIV&AIDS District Co ordinator re drop0in-centres Identify existing infrastructure to be revamped or financial resources to be out sourced. Hold meetings with the volunteers and executive committees for the NGOs CBOs and FBOs Train about 3 representatives from these structures on writing of proposals for funding.

Hold meetings with ward stakeholders Select ward committees Train ward committee members.

Purchase and supply sufficient home based care kits to volunteers via clinics and Thapelo Recognition and acknowledgement of HBCs.

July 2007- June 2008

Sept 2007.- June 2008

Municipality (HIV&AIDS Unit) CBOs

Municipality (HIV&AIDS Unit)

Siyaphilisa, Sobantu Vuselela Impilo

African Roots, CINDI, INR and HIV&AIDS Unit.

Municipality (HIV&AIDS Unit)

Honorable Mayor, Council, HIV&AIDS Unit

27 November 2007

Sept 2007.- June 2008

Thapelo Municipality (AIDS Unit)

July 2007- June 2008

R250 000 Report to Council, funding proposals and requests to business

R500 000

R72 000

R1 500 000 Funding proposals, motivation during budget process

R450 000

R300 000

IDP 2007 / 2008

•

Liaise with District Co-ordinator re MIPPA structures Arrange meetings with MIPPA members Arrange training on HIV&AIDS related subjects.

OBJECTIVES

STRATEGY

145

Improve access to social grants e.g. foster care grant and child care grant

To improve access of Birth Certificates and IDs.

Strengthen intersectoral co-ordination

FOCUS AREA 2007/2008

•

Continue to hold regular liaison meetings Outcomes of Meetings (Solutions) to be communicated to S/C members Roster for Mobile Office to be disseminated to S/C Members, Community Organisations & Ward Committee’s Clarity on Role of Municipal ID Officers to be obtained and info to be disseminated to S/C Members Ongoing empowerment of communities through training regarding access to social grants Request S/C members to provide an update on whether or not they conduct awareness programmes re social grants & if so in what areas. (See 3.1.3) Dept of Welfare to update S/C Members on current “Blitz” on backlog of foster care applications.

Ensure distribution of Lifeline/ Council & Child Welfare Databases to S/C Members, Community Organisations & Ward Committee’s Request members to provide 6 monthly report backs on activities undertaken by their Organisations that relate to elements of this plan Map Child Related services & service providers in each ward & disseminate this info to key stakeholders

PROJECT

CARE FOR VULNERABLE CHILDREN INCLUDING ORPHANS

To promote and establish involvement of men in HIV&AIDS related issues.

PROGRESS TO DATE / ACHIEVEMENTS FOR 2006/2007 RESPONSIBLE PERSON/ ORGANISATIONS

Municipality NGOs and Province

All S/C Members

At an S/C meeting

Ongoing

BiMonthly

Dept of Welfare

All S/C Members

NGOs, Council, Dept. of Welfare (Representation on Steering Comm. Required)

Steering Comm./ Mayors office,

Once a year S/C to identify someone to undertake this task Monthly CINDI to co-ordinate

Every 6 months

March 2008 Lifeline / Council Mayibuye / Child Welfare

TIME FRAME

July 2007- June 2008

R20,000

COSTS

R50 000

IDP 2007 / 2008

146 •

•

Facilitate access to Pre-school services/ facilities for OVC’s

To provide After -School Services or facilities for OVC’s & youth in general.

•

Establish Child Advocacy Centre’s in 2 locations within the municipality (North / South)

To provide food security for OVCs.

Intergrate orphans and vulnerable children into the Integrated Development Plan

To develop community support programmes.

Hold a meeting to identify needs and develop a plan of action (Key Stakeholders = NGO’s, Dept of Education, Dept of Welfare & Msunduzi Youth Desk) 2) Roll out this Development plan

Hold a meeting to identify needs and develop a plan of action (Key Stakeholders = NGO’s, Dept of Education, Dept of Welfare, Msunduzi, TREE) 2) Roll out this Development plan

Facilitate access to child rights through organisations working with children

Hold meetings to identify needs and develop a plan of action (Key Stakeholders = NGO’s, Dept of Welfare, Dept of Agric, & Council) 2) Roll out this Development plan

Strengthen the resource centre in Dambuza with facilities to assist in the placement and welfare of orphans/children in distress, access to social grants and services (Other NGO’s to be encouraged to deliver services via the centre) Map Child Related services & service Providers in each area (See 3.1.3) Current changes to Msunduzi HIV/ AIDS Strat to be incorporated into IDP’s Steering Comm. to ID specific activities that are Municipal functions & submit budget requests for these items via appropriate Business Units The IDP Manager is to be requested to attend a S/C meeting to discuss issues related to 1 & 2 above

By June 2008

Ongoing

R100 000

Steering Comm. (Youth Desk, Dept of Education & Dept of Welfare representation required on S/C)

R10 000

Steering Comm. (Dept of R10 000 Education & Dept of Welfare representation required on S/C)

LHR

Steering Comm.

Steering Committee

Steering Committee to ensure incorporation at Municipal Level. Deputy Mayors Office to ensure incorporation at District Level

Msunduzi, Child Welfare, & Mayibuye Centre

IDP 2007 / 2008

SECTION J: SERVICE Delivery STRATEGIC PRIORITY FOCUS 1: Access to service Delivery 1.

Introduction “[Our country] was a place in which squalor, the stench of poverty, the open sewers, the decaying rot, the milling crowds of wretchedness, the unending images of a landscape strewn with carelessly abandoned refuse, assumed an aspect that seemed necessary to enhance the beauty of another world of tidy streets, and wooded lanes, and flowers’ blossoms offsetting the agree and singing grass, and birds and houses fit for kings and queens, and lyrical music, and love” President Thabo Mbeki, Presidential Inauguration Address, 27.04.04 The provision of infrastructure to enable better service delivery is a challenge that has been set as a key strategic priority within the municipality. Whilst efforts since the adoption of the IDP in 2002 were concentrated on enhancing the financial status of the municipality, it was as well meant to reach those communities that since restructuring have become part of our growing city. Serving a population of half a million people (523 470) placed an increasing burden on the municipality to make meaningful impact on the lives of ordinary people. Set against the backdrop of a government programme that wanted to see people receiving free basic services like water, sanitation, electricity and better roads infrastructure, the programmes of Msunduzi Municipality were tailored to meet the needs of mostly rural areas that in the past were not part of the municipality. Since the amalgamation of different Transitional Local Councils (TLCs) the combined structure saw a rise in the needs of the people who needed services provision. There was a general inequality, inequity, lack and inadequate service delivery particularly in rural areas. Where services existed they were fragmented or at a single centralised place without reaching the periphery. To curb this, the municipality saw a need to develop a proper land use plan to provide a framework for service delivery. Municipality’s vision is that the above problems should be curtailed to provide adequate, equitable, appropriate and sustainable service provision. To achieve this venture, the five-year vision is to align our programmes in the IDP with those of other tiers of government and developmental agencies.

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IDP 2007 / 2008

SERVICE PROVISION SITUATION 2.1 Electricity 2.1.1

Electricity Infrastructure Development The provision of electricity in Msunduzi area is demand driven. Developers or consumers apply for a connection for a particular purpose and the Municipality’s obligation is to ensure that the required quality and quantity of electricity service is provided. Other capital expenditure projects are driven by the increased demand for electricity and/or the need to maintain the electricity assets to ensure quality and reliability of supply. The demand triggers the need to plan for additional capacity and/or location and extent of the electricity network distribution. Eskom is the sole bulk supplier of electricity to the Council and hence there is mandatory need for co-ordinated planning between the two entities.

2.1.2

Sources of Energy The Municipality provides grid electricity only. A feasibility study for demand side management feasibility study to minimize the usage and wastage of electricity energy underway. It will be also exploring the possibility of providing alternative sources of energy in its area of jurisdiction especially in areas without grid network.

2.1.3

Planning of Infrastructure Development To ensure that the electricity service is able to provide a reliable, quality timeously and financially- sustainable service to communities. It is important to know:•

The number and type of customers;

•

Present demand;

•

Projected increase in demand for electricity;

•

Demand patterns and

•

Location and timing of proposed new housing, commercial and industrial developments.

The spatial development framework (SDF) gives incite into the possible zoning and developmental pattern of various settlements and establishments which ideally, should inform the capacity and extent of electricity infrastructure development. However, the Municipality does not have an updated SDF and future demand capacity requirements are estimated by applying the growth rate to the existing demand. This method of forecasting is not adequate and safe; hence a spatial development framework is critical. 148

IDP 2007 / 2008

Since electricity development projects are demand driven, they cannot be easily grouped and identified in the IDP as would happen for other projects. Council is obliged in terms of the Electricity Act, 1987 as amended, and its license to operate electricity undertaking that is issued by the National Electricity Regulator (NER) to provide an electricity service to anyone who is in a position to pay for such a service. Supply projects are identified as the demand arises except for capacity enhancement projects which are identified in the Master Plans and this is done at least 10 years before the need arises. 2.1.4

Institutional Arrangement The electricity business is a sub-unit within a business unit of the Municipality. A section 78 Assessment was done and the Council resolved to ring-fence the Electricity unit and form a Municipal Entity in preparation for the REDS formation. The electricity service within Councilâ&#x20AC;&#x2122;s current licensed area of supply operates as a trading service and is required to prepare a balanced budget, income statement, balance sheet and cashflow statement. The business has been making modesty profit over the years

2.1.5

Staffing Pietermaritzburg Electricity has a critical shortage of skilled management and technical expertise. There is also increasing pressure on financial resources to meet demand for operating and capital expenditure within affordable and acceptable (NER and Council) tariff increases.

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2.1.6

Electrification Majority of the electrification projects are linked to low income housing projects and new housing developments. The electrification of low income houses is funded by the Department of Minerals and Energy. A number of electrification project requests have been made from various stakeholders including the informal settlements. The challenge for informal settlement requests is that the areas are not planned and hence it is difficult to ascertain the electrification routes. Some informal settlements are on private properties and others are situated on land that is not developable. Council does not develop or install infrastructure on private property. The other challenge is that installing infrastructure on undevelopable land is tantamount to wasteful expenditure as the settlement will be disbanded in future.

2.1.7

Infrastructure Status and Maintenance The Electricity Business Assets are aging and the maintenance costs to clear the backlog are huge. There are a total of ten transformers that are 38 years and older which need replacement or refurbishment. The average replacement cost per transformer is R5m. The Municipality has embarked on a 10 year transformer replacement program. Other assets such as switchgears need to be replaced on a yearly basis. The electricity network assets must be maintained to ensure safety and reliability of supply. Sufficient operating funds must be provided to perform this task to the required standards laid down by law and the departmentâ&#x20AC;&#x2122;s electricity license. Adequate capital funding must be made available to provide the electricity service when demanded by the development (customer) and/or to increase the network capacity or location to meet expected demand for electricity. A fiveâ&#x20AC;&#x201C; year capital programme for the primary system expansion is available together with a motivation for detailed projects.

2.1.8

Electricity Asset Risk Management Vandalism tampering and theft of electricity assets is on an increase. More protection and fraud prevention strategies are needed to safeguard electricity assets.

2.1.9

Backlogs To a large extent, neither Council nor Eskom have large areas that can be electrified that do not have access to electricity. Most backlogs are temporary backlogs in the sense that they are low income houses with electrification projects underway. However, there are also infill and informal settlements that are in need of electricity grid connection. The Municipality will investigate the possibility of providing grid electricity or alternative energy sources at minimal cost to the informal settlements in undevelopable areas and infills that do not have proper planning.

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IDP 2007 / 2008

However, the down side of it is that with the current influx of illegal settlers, providing the electricity can be reviewed as encouraging the settlements thereby putting more pressure on to the Municipality financial resources. The Council need to come up with a sustainable position on this matter noting that regularizing the settlements is taking long. The individual or groups without electricity service may therefore be due to:-

2.1.10

•

The households that have applied for electricity, either because they cannot afford the service or they were missed somehow when marketing was done in the areas. These households are at liberty at anytime to apply for service.

•

The households may be in infill sites where households have only recently been developed, Eskom and Council will provide services in these areas if it is practical to do so and funding is available.

•

The development may not have been planned in accordance with town planning norms as explained above. According to the current Council policy, no electricity service will be provided if the position of roads and other services is known to obviate requests at future dates for electricity services to be moved. As explained earlier the Council may consider reviewing this policy noting that regularizing settlement in some of these areas is taking years and some people continue to live under unbearable conditions.

Streetlight It must be noted that most Council area of supply coincides with its area of political jurisdiction (except in Hilton area which belongs to Umgeni Municipality) street lighting capital and operating costs are funded from the budgets of Pietermaritzburg Electricity. Eskom provides a streetlighting service of Council’s expense in its licensed areas, because Eskom tariffs do not make provision to recover such expenditure. The challenge is to provide funding to replace the old streetlight components and fittings to which increasing becoming difficult to maintain. Some components are obsolete and no designs need to be installed. A total of 10 000 streetlights need replacement.

2.2. Water and Sanitation 2.2.1

With the incorporation of the Greater Edendale area into the Msunduzi Municipality in 1996 followed by the Vulindlela area in 2000, Msunduzi has inherited a number of different levels of service in water and sanitation. Negotiations to sell the Vulindlela Water Schemes to the Municipality by Umgeni Water is in progress. Huge backlogs in Water and Sanitation exist in Vulindlela. The Government has rationalized its policies with respect to Water and Sanitation provision through the adoption of a “Strategic Framework for Water Services” which was adopted by Cabinet in November 2003. Msunduzi has been a Water Services Authority since June 2003.

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IDP 2007 / 2008

2.2.2

Government National Goals In terms of the Strategic Framework document:a)

All people are to have access to an appropriate, acceptable, safe and affordable basic water supply and sanitation service.

Water and Sanitation services to be provided equitably and sustainably.

All people to have access to a Basic Water supply by 2008.

All people to have access to a Basic Sanitation facility by 2010.

The goal of Basic Water access (referred to as the Afirst step up the ladder@) must be realised first for all citizens, before access to a higher level of service is provided for.

The goal of Basic Sanitation access (referred to as the Afirst step up the ladder@) must be realised first for all citizens, before access to a higher level of service is provided for.

All residents must be exposed to acceptable education in the correct use of sanitation and water by the year 2010.

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IDP 2007 / 2008

2.2.3.

Institutional Arrangement The Water and Sanitation is a sub-unit within a Business Unit of the Municipality. A Section 78 Assessment is currently underway to determine the best mechanism for service delivery. The assessment will explore the possibility of forming joint entities with other water utilities like Durban Metro, Umgungundlovu District and Umgeni Water. Depending on the resolution of Council the sub-unit might be ring-fenced and a Municipal Entity. The Water and Sanitation sub-unit operates a trading account which has to break-even. Over the years the account has been making a loss mainly because of high unaccounted for water losses of ±43%. The unaccounted for water losses as at 30 June 2005 have been reduced to 33.6% and further interventions are required to reduce it further.

2.2.4. Water Network Provision All parts of the area of the “Old City” are serviced by the Municipality with piped, potable water. The informal settlements in both Old City and newly incorporated areas are provided water through standpipes. There are some areas in the Greater Edendale and Bishopstowe that are supplied water through tankers and boreholes. The elimination of tankers and boreholes is on high priority to ensure that every consumer in the City is receiving first level of service. Water borne sewerage is provided mainly in the “Old City” area with the exception of those areas that are informally settled, where sewage disposal occurs via pit latrines. The newly incorporated areas such as Ashburton are on septic tanks which are technically and economically acceptable for such an area with huge stand size of ± an ??. However, a considerable size of area is not suitable for septic tanks because of low permeability due to the soil nature and high water table. New huge (± 5000 units) middle income housing projects are being proposed in Ashburton. This requires sewerage networks opposed to septic tanks. In the Greater Edendale area, there are various types of sewage disposal systems that include no facility, VIPs, conservancy tanks, septic tanks and water borne sewage network. VIP’s are being installed in areas without sufficient water for water borne system to ensure first level of service, conservancy tanks are unsuitable and their elimination is on highly priority. Disposal of sewage for processing at Darvil has reached critical proportions and extensions to the existing sewer network will need to be evaluated in the context of the processor’s capacity.

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IDP 2007 / 2008

2.3.1

General Situation •

The signs of Pietermaritzburg’s booming economy are visible throughout the City.

•

The retail cluster straddling the N3 and dominated by Liberty Midlands Mall is unmistakable, as are the heightened traffic levels, and the construction activity in the CBD.

•

The City’s resurgence is attributed to two principle factors – Pietermaritzburg’s designation as the legislative and executive seat of provincial government, and an unprecedented development boom.

•

The planning of a major road network for Pietermaritzburg was completed in 1990 based on traffic modelling work that took account of projected traffic growth and future land use scenarios. This road network has been the foundation for growth and development in the City over the past 15 years. The road reserves for the future major roads have been protected from development so that once funds become available, it will be possible to carry – out implementation.

•

Due to the limited availability of funds, the building of new roads has not kept up with the increasing levels of traffic demand.

•

Hence the Municipality is now in a situation where both road safety and levels of service have been compromised.

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IDP 2007 / 2008

2.3.2

Transportation Sub-Unit Function a)

Roads infrastructure and transportation

The expansion of the municipalityâ&#x20AC;&#x2122;s service area meant that the areas that were previously non-recipients of municipal services were not easily accessible. There was a need to provide adequate drainage management systems and local roads for easier access and improved or new arterial roads for mobility, for commercial, educational, recreational and tourism reasons.

In response council needed to complete limited extensions to present highway network and ensure that system maintenance is sufficient. We needed to as well provide adequate affordable road construction to new nodes, industrial and housing area.

To this end council has spent R11 167 000. This amount included the implementation of roads planning , road safety (including traffic management measures), public transport wherein facilities were provided for buses and taxis. The funding was done through Municipal Infrastructure Grant and the Expanded Public Works Programme.

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IDP 2007 / 2008

Mr. S. F. Mufamadi, Minister of Provincial & Local Government. Local Government MinMec wraps up five-year work, 16 March 2004.

The Municipality is designated the Core City of Pietermaritzburg Metropolitan Transport Area and recently was assigned wider statutory planning function with the enhancement of the National Land Transport Transition Act (NLTTA). Its responsibilities are to prepare a number of transport plans in terms of the requirements of the Act and option of establishing a transport authority. In practice it is more practical to prepare a consolidated public transport plan in view of the substantial overlap of the content of the various plans. The transport plans must be integrated with the IDP.

Transportation planning is conducted for a greater area than the municipal boundaries on a 5year horizon. Concerned with the movement of goods and passengers, planning addresses projected demands or transport routes, safety and the need for facilities, like taxi ranks and bus ranks.

Some of the key functions of the transportation sub-unit include traffic management, road safety, vehicular and passenger facilities for public transport and management of the potential impact of traffic generation related to new developments. The Department of Transport Parking Standards are not yet reflected in the town planning scheme, creating tension regarding the amount of parking required in some developments.

Various functions are the responsibility of national and provincial departments and the District Council. Work is sometimes done by the municipality on behalf of those organizations with funding provided by them for projects. Since 1997, however, there has been no Metropolitan Subsidy (national funding) to implement projects of a metropolitan scale. Funding generally tends to be diminishing and there is an increasing backlog of capital projects.

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IDP 2007 / 2008

2.3.3

Demand The Pietermaritzburg City was declared the Capital City of KwaZulu which resulted in an influx of +/-800 government employees in 2005 alone. The unprecedented economic growth of the City has resulted in high traffic volumes. The construction of Liberty Mall and its expansion has re-directed significant traffic to Pietermaritzburg which in the past would go to Durban. Over 20 000 low income houses have been constructed in the last five years adding more traffic to the City and its arterial roads. This has caused severe congestion on the streets and there is need to explore opportunities for expanding the roads or improving signalling to increase flow of traffic. The Msunduzi Municipality is developing a transportation model to be completed soon. The model will facilitate road network planning in the City as a whole but a more focused detailed study is required for the City Centre. The Spatial Development Plan is becoming critical since it provides data and information required to populate the model.

2.3.4

Funding Challenges The Provincial Dept of Transport provided a grant of R2m the PMBMET Consolidated Metropolitan Transport Fund in 2000/1 for planning and particularly for the preparation of the various transport plans in terms of the effort has been directed at the five statutory plans in terms of the NLTTA. The Transport Authority feasibility business plan has been completed and investigation are underway into the details of the elements requires for its establishment. In 2005/06 financial MTAB granted the District Council funding for the Integrated Transport Plan feasibility study. MTAB is also funding the Northdale/ Edendale corridor transportation study which seeks to improve the movement of passengers, goods and services between the two economic nodes. More funding is required to study all the N3 interchanges, service roads to lower traffic volumes of the N3, conduct the City Centre traffic situation and construct the necessary road network.

2.3.5

Road Priority Situation Cordon counts on each of the radial routes entering the central area of Pietermaritzburg have been taken over many years. These cordon summaries are the best available proxy for the general growth of traffic over the past 13 years. The results of the Cordon count indicates that since 1992 traffic has grown by 30%.

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IDP 2007 / 2008

Due to the limited availability of funds, Council has not been in a position to build new roads; hence improvements in the road network’s level of service have been effected by means of low cost traffic management measures such as urban traffic control, minor road improvements, intersection upgrades, road marking/signage schemes and traffic calming to control excessive speeding. On many arterial routes, peak hour traffic volumes have reached saturation levels and significant delays occur. The situation will deteriorate in future years, as traffic volumes continue to increase. Given that peak hour spread has already taken place and modal split will remain more or less constant, the most cost-effective means of improving level of service in the highway network is to build certain strategic road projects. Any arguments relating to the excessive use of single occupancy vehicles causing traffic congestion are unfounded, as it can be seen that, during school holiday periods, traffic congestion disappears. Five priority road projects have been identified as providing optimum cost-benefit to the road users in the city. These are as follows:i.

Upgrade of Church Street/N3 Interchange

ii.

Burger Street Extension

iii. Route 7B iv. Otto’s Bluff – Cornor Road Link v.

Oldfield Road – Market Road Link

2.4 Housing 2.4.1

Constitution The Msunduzi Municipality is a creature of statute, or more correctly, the Constitution of the Republic of South Africa. It is entitled only to perform those functions and exercise those powers vested in it by law. One of the duties relates to the structuring and management of the municipality’s administration, budgeting and planning processes to give priority to the basic needs of the community. The Municipality is expected to promote the social and economic development of the community and to participate in national and provincial development programmes. This includes housing delivery and infrastructure development programs. Housing is listed in Part A of Schedule 4 of the Constitution, making it a concurrent functional area of national and provincial legislative competence and not, directly, a local government function.

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IDP 2007 / 2008

However, Section 26 of the Constitution of the Republic of South Africa, 1996, states that: •

Everyone has the right to have access to adequate housing.

•

The state must take reasonable legislative and other measures, within its available resources, to achieve the progressive realization of this right.

•

No one may be evicted from their home, or have their home demolished, without an order of court made after considering all the relevant circumstances. No legislation may permit arbitrary evictions.

In terms of Section 26 (1), “everyone has the right to have access to adequate housing”. In terms of Section 26(2), “the State must take reasonable legislative and other measures, within its available resources, to achieve the progressive realization of this right”. The powers and functions of municipalities are dealt with in Section 156 of the Constitution. In terms of Section 156 (1), a municipality has executive authority in respect of, and has the right to administer – a)

the local Government matters listed in Part B of Schedule 4 and Part B of Schedule 5; and

any other matter assigned to it by National or Provincial legislation.

In terms of Section 156 (4), the National Government and Provincial Government must assign to a municipality, by agreement and subject to any conditions, the administration of a matter listed in Part A of Schedule 4, or Part A of Schedule 5 which necessarily relates to local government, if – a)

that matter would most effectively be administered locally; and the municipality has the capacity to administer it.

Schedule 4 deals with functional areas of concurrent National and Provincial legislative competence and housing appears within Part A of that Schedule.

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IDP 2007 / 2008

2.4.2

Housing Act, 107 Of 1997 A direct mandate is derived from Section 9 of the National Housing Act No. 107 of 1997, which assigns housing function to municipalities and states that every municipality must, as part of its integrated development planning, take all reasonable and necessary steps to ensure that all inhabitants of its area have access to adequate housing on a progressive basis and are provided with municipal services in a manner which is economically efficient. The use of the word “must” imposes a positive duty to provide access to housing and services. The Act further makes provision for municipalities to take part in the national housing programme as defined in the Act. Other important aspects of the Act include: •

Section 9 (1) which requires a municipality to set up housing goals; identify and designate land for housing development; initiate, plan and coordinate housing delivery; and provide bulk-engineering services to housing projects.

•

Section 9 (2), which deal with the manner in which a municipality may participate in the National Housing Programme.

•

Section 9 (3), which allocate to a municipality powers to expropriate land for housing purposes.

•

Section 10, which allows a municipality to become accredited and empowered to take full control of housing, programmes within its area of jurisdiction.

Housing is not listed in section 84(1) of the Local Government: Municipal Structures Act No 117 of 1998 as a local municipality function. Thus, to the extent that housing is assigned to local government by the aforementioned legislation, it is a local municipal function under section 84(2) of that Act. Section 9 (1) (a) provides that every municipality must, as part of the municipality’s process of integrated development planning, take all reasonable and necessary steps within the framework of National and Provincial housing legislation and policy to ensure that –

2.4.3

the inhabitants of its area of jurisdiction have access to adequate housing on a progressive basis;

conditions not conducive to the health and safety on the inhabitants of its area of jurisdiction are prevented or removed;

services in respect of water, sanitation, electricity, roads, storm water drainage and transport are provided in a manner, which is economically efficient.

National Housing Strategies South Africa’s housing policy is based on seven key strategies: a)

STABILISING THE HOUSING ENVIRONMENT in order to ensure maximum benefit of State housing expenditure and facilitate the mobilisation of private sector investment.

MOBILISING HOUSING CREDIT and private savings (whether by individuals or collectively) at scale, on a sustainable basis and simultaneously ensuring adequate protection for consumers. 160

IDP 2007 / 2008

2.4.4

PROVIDING SUBSIDY ASSISTANCE to disadvantaged households to assist them to gain access to housing.

SUPPORTING THE PEOPLE’S HOUSING PROCESS entailing a support programme to assist people who wish to build or organise the building of their homes themselves.

RATIONALISING INSTITUTIONAL CAPACITIES in the housing sector within a sustainable long term institutional framework.

FACILITATING SPEEDY RELEASE AND SERVICING OF LAND.

CO-ORDINATING AND INTEGRATING PUBLIC SECTOR INVESTMENT and intervention on a multi-functional basis.

Types of Housing Programs HOUSING SUBSIDY SCHEMES Housing subsidy scheme constitutes the main housing development trust of the government. It provides housing assistance to households who are unable to satisfy their needs independently, and responds to a range of housing circumstances. The Housing Code provides a detailed a outline of the following housing subsidy mechanisms: 2.4.4.1. Project Linked Subsidy

The Project Linked Subsidy (PLS), is the mechanism used in post projects in The Msunduzi Municipality. It provides housing opportunities to individuals on an ownership basis in projects approved by the MEC.

2.4.4.2. Individual Subsidy

Individual subsidy programme gives an individual access to a housing subsidy to acquire ownership of an existing property.

2.4.4.3. Institutional Subsidy

The Institutional Subsidy option, designed essentially for inner city higher density ‘social housing’ projects and using a range of tenure options, including rental, rentto-buy, or cooperative ownership. It requires that a social housing institution be established for each project. 161

IDP 2007 / 2008

2.4.4.4. Rural Housing Subsidy

Rural Housing Subsidy is one of the latest additions to the suite of housing subsidies. It provides for rural households with well defined and protected informal land rights access to housing subsidy to meet their housing needs.

2.4.4.5. Consolidated Subsidy

Consolidation subsidy caters for the individual beneficiaries who received serviced sites through other programmes (e.g. IDT) prior to the introduction of the housing subsidy scheme.

2.4.4.6. Relocation Subsidy

Relocation subsidy enables defaulting borrowers of mortgage loans, who were three months in arrears with their instalments as on 31 August 1997, and who needed to be relocated to affordable housing.

2.4.4.7. Special Needs Subsidy

There is also a special needs housing subsidy to respond to the crisis in the province as a result of HIV/AIDS. It is designed to respond to the proliferation of orphans. It has been slow to get off the ground as it has a number of onerous requirements. It offers a smaller subsidy and has many similarities to the institutional subsidy type.

The Msunduzi Municipality has made an extensive use of Project Linked Subsidy scheme. 2.4.5

The Role And Responsibility Of The Municipality The Msunduzi Municipality has welcomed the housing delivery challenge and played a critical role in the planning, coordination and implementation of housing projects. The municipality has established structures and formulated policies to guide its housing delivery initiatives. It is presently coordinating a number of projects, which are at different stages of implementation. Notwithstanding this, a number of challenges still lie ahead. Some of these threaten to undermine the achievements made thus far while others require a change in approach. These include a widening gap between low cost and up-market housing, an increasing number of people who live under informal housing settings, declining level of acceptance of the present low cost housing units, lack of progress in the spatial transformation of the city, etc.

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As the Municipality looks into the future with regard to housing delivery, it is important to build on experience gained, demonstrated strengths and the emerging opportunities. Future plans should lead to an increased delivery pace, improvement in quality of products and contribute to the development of Pietermaritzburg and the whole of The Msunduzi Municipality as a “City of Choice”. This section provides an analysis of the current housing delivery practices within the municipality. It is intended to identify strengths and to assist the municipality to manage the weaknesses in the system. It covers the following: • Roles and responsibilities. • Local policies and programs. • Local capacity and structures. 2.4.5.1 Roles And Responsibilities Housing is a complex program with a range of roles and responsibilities being performed by different departments within the municipality. These range from forward planning, project identification and packaging to project implementation and evaluation. The housing unit may not necessarily perform all these responsibilities, as some pertains to the core functions of other line function departments. For the purposes of this study, these roles and responsibilities as defined within The Msunduzi Municipality are divided into four categories, namely: • Project identification. • Project planning and packaging. • Project implementation. • Project impact evaluation.

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CURRENT SITUATION a) Provincial Capital City Status In view of the re-location of staff from Ulundi/Durban to Pietermaritzburg there has been an increase in demand from these staff for immediate housing . Council can not accommodate these staff as there are no vacant units available at present and should vacant units become available for re-letting it is allocated in date order of application to the next approved applicant on Council’s waiting list. Furthermore, a number of staff are property owners in Ulundi/Durban and therefore do not qualify for Council or State accommodation. Council has no provision for preferential consideration for applications registered on Council’s current waiting list.

b) Population and Demographics

2001 PERSONS

1996

MALES

FEMALES

TOTAL

MALES

FEMALES

TOTAL

0 TO 4

24418

24780

49198

24679

24479

49158

5 TO 14

56410

55839

112249

52058

52188

104246

15 TO 34

104395

112483

216878

99851

109900

209751

35 TO 64

65158

83268

148426

59729

72339

132068

OVER 65

8875

17597

26472

8827

15270

24097

TOTAL

259256

293967

553223

245144

274176

519320

c) Housing Waiting Lists There are currently 13796 applicants registered in date order of application on Council’s Waiting List. In addition to Council’s current waiting list there are other lists of applicants that have been compiled for low cost housing in various areas in Pietermaritzburg. These include informal settlements, flood plain areas, insitu settlement, Spoornet land, etc. In order for Council to have one waiting list, there is a need to either incorporate all these waiting lists with Council’s current waiting list OR the different waiting list be registered on Councils waiting list en Block for their designated areas.

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The Table below reflects Councils current main waiting list:-

INCOME

TOTAL

0 - 1 500

11 162

1 500 - 3 500

1 887

3 500 - 7 500

212

OVER - 7 500

GRAND TOTAL

13 796

As approximately 13 500 registered applicants qualified for low income projects in the year 2000 and the numbers continued to escalate rapidly, Council resolved to close the waiting list for applicants earning a gross income of less than R3 500.00 per month with effect from 31 March 2000 . This was done as there were no projects being built at the time and there was no hope of housing these applicants in the foreseeable future. However, Council’s waiting list is open to applicants earning a gross income of more than R3 500.00 per month for registration. It is Council’s Policy that offers of accommodation for rental dwellings are made to applicants only where the applicable rental does not constitute more than 20% of the applicant’s gross income. The updating of council’s waiting list requires an applicant to update their application once every six months and should an applicant fail to do so for a period of two years, their applications are cancelled. Applicants are sent individual letters advising them to update their applications. Advertisements are to be placed in local newspapers requesting applicants to update their information on Council’s waiting list.

d) Subsidy Schemes Housing Demand There are more than 15 informal settlements spread unevenly throughout the City of Pietermaritzburg, with the majority being found in the Edendale area. About 69904 people or 17353 households reside in informal settlements under squalid and degrading conditions (refer to Figure 9). The municipality has developed a database and a map indicating all informal settlements. A number of housing units have also been developed in Shenston Ambleton as a means to address the issue of informal settlements. Most of the new housing projects are located in the Edendale area. While this development has created housing opportunities for a large number of households, it has not contributed to the restructuring of the city and improvement in access to urban opportunities such as employment, social services, etc. Instead, it is has reinforced the apartheid spatial structure and urban sprawl.

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IDP 2007 / 2008

3.1

Social Housing Demand In the past, The Msunduzi Municipality kept a waiting list of people who are in need of housing. The majority of people who were on the waiting list were people who had applied to be housed in a rental situation. An analysis of this waiting list undertaken by MHA reveals that there is a huge demand for two bed-roomed units among people falling within R2000 to R3500 and R3501 to R6000 income brackets. In a sample population of 1218 potential beneficiaries, 610 indicated a need for units providing for two beds. 415 respondents indicated a need for 3 bed-roomed units. This was further confirmed in September 2002 by a survey MHA undertook to determine the numbers of persons in fulltime employment with total monthly income falling within the above-mentioned income categories. A questionnaire survey was sent to all businesses in Pietermaritzburg who are members of the Chamber of Commerce. The survey also covered Provincial and Local Government employees, and had a total sample population of 20472 respondents. The survey revealed that if 75% qualify then 15354 units are required for the benefit of people earning between R2000 and R3500 a month. The survey also revealed a need for about 6641 units, targeting people earning between R3501 and R6000 a month. It is expected that the rollout of the MHA marketing strategy will result in a further increase in demand and interests shown on rental housing. Currently, rental housing in Pietermaritzburg central area accounts for about 7.6% of the total stock in the city. 59% of these are flats, which are predominantly in private occupation or for rental with private sector landlords (MHA, 2002:35). A survey undertaken using a daily newspaper revealed that rental paid for private rental units far exceeds 25% of income for people earning between R2000 and R3500 per month. An average rental paid for a one bed roomed flat is about R1500 a month while a two bed roomed flat costs about R1800 a month. Given a relatively high rental for privately owned units and poor maintenance of the buildings, it is again expected that the majority of tenants would prefer the location and quality of the environment associated with social housing. The rental stock owned by the Municipality and the Acacia Park project represents the total amount of social housing within the city. In addition, the recent policy pronunciation by the Minister suggests that social housing has again emerged as a priority for the government. The Minister intends to increase the income qualification criteria to about R7500 a month and to link social housing to local economic development and urban renewal. Social housing also provides an opportunity for the integration of different social groups where the poor would live side by side with the rich. Funding will be made available for the acquisition of existing residential buildings or office buildings and upgrading or conversion thereof to appropriate social housing units. Institutions that participate in these initiatives will qualify for a tax concession recently announced by the Receiver of Revenue. Council is formulating a questionnaire for distribution to existing applicants on the waiting list and new applicantâ&#x20AC;&#x2122;s being registered to establish the demand for social housing. Council has established the Msunduzi Housing Association, a Section 21 Company, to identify and supply the delivery / administration of the Social Housing needs in Pietermaritzburg.

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3.2.

Rural Development Housing Demand The Msunduzi Municipality is yet to initiate and implement a rural housing project. This is despite having incorporated Vulindlela area in 2000. Massive poverty, homelessness and other forms of deprivation are major characteristics of Vulindlela. The 2001 census data indicates that about 23562 households within the municipal area live in traditional housing. It is assumed that the majority of these are found in Vulindlela. Certain sections of Vulindlela, particularly Sweetwaterâ&#x20AC;&#x2122;s and Caluza, have developed into a dense peri-urban settlements.

3.3

Discounted Benefit Housing Demand There is a total of 389 units on Suspensive Sale and 150 rented dwellings that qualify for the discounted benefit. In addition, INTERCON a Service Provider for KZNPA are assisting with the facilitation of the New Enhanced Discount Benefit for dwelling in Copesville / Edendale areas, the number of units affected is to be confirmed by the KZNPA officials.

3.4

Hostel Upgrading Demand Various meetings took place with KZNPA officials and other role players concerning Hostel upgrade within the Msunduzi Municipality . It was established that the current status of these hostels are not in an acceptable standard for Council to take over. Council requested that the KZNPA upgrade the hostels to the satisfaction of the Municipality whereafter, further negotiations to take place for the possible take over of the hostels in question. There are NO hostels being administered by Msunduzi Municipality at present. Business plan for the costs to upgrade hostels is the responsibility of the landlord, that is the KZNPA.

3.5

Middle Income Housing Demand The last few months have been characterized by an upsurge in property prices in Pietermaritzburg. Median price of an average house was estimated to R300 000,00 in June 2003, and by the same period in 2004, the price had increased to about R450 000,00. An average price for a town house also increased from R200 000,00 in July 2003 to more than R325 000,00 in June 2004 (refer to Figure 3). This phenomenal growth in property values could be ascribed to a number of factors including the general performance of the economy, lower interest rates and the declaration of Pietermaritzburg as a Capital City of KwaZuluNatal. Lower interest rates increase the affordability levels and thus an increase in the number of potential buyers. The return of a number of government departments back to Pietermaritzburg has also led to increase in housing demand.

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3.4.7(a) MSUNDUZI HOUSING POLICIES The delivery of social housing is undertaken through the Msunduzi Housing Association (MHA). Since its establishment in 1997, MHA has initiated one project aimed at developing about 350 units. It has also taken responsibility for the management of some rental housing stock owned by the municipality. Since the inception of the new housing policy, the municipality has not developed any new rental housing stock. The middle-lower income families with a combined monthly income of R2500,00 to R7500,00 are not being provided with any housing opportunities whether rental or individually owned units. The 350 units being developed by the MHA is a first attempt, and tends to focus on the lower end of this market segment. Provision of housing for this income category will provide much needed housing to the neglected yet significant portion of the population. This includes state and municipal employees, and has a potential to expand the rates income base for the municipality. (b)

Middle and High Income Housing Policy In the past, The Municipality use to release either serviced or unserviced land to private developers for higher income housing development. This practice has long been discontinued thus living the development of housing products other than low cost in the hands of the private sector. The Municipality is the owner of huge tracks of unserviced land with potential for middle to higher income housing. Some of this land is vacant and not generating any income for the municipality, while a significant amount is under forestry and subject of an agreement with a forestry company. It is imperative for the Municipality to develop a strategy for the release of such land for housing development targeting different market segments in line with the directive issued recently by the Minister of Housing. Future housing delivery should focus on building communities wherein high and low income households co-exist in an integrated and sustainable fashion.

3.4.8

Strategy The general strategy is to ensure that the housing requirements for all spectrums of our residents are accommodated. A balance of developing the various types of houses should be achieved to facilitate growth and development of our residents without frustrations. Middle to high income housing projects have been left to the developers over the years. The Municipality should now play an active role to unlock this market. The development of housing schemes shall be based on the â&#x20AC;&#x153;Sustainable Human Settlementâ&#x20AC;? principles which requires considering all facilities amenities and job opportunities needed for human settlement.

3.4.9

Housing Programmes The following are the housing programmes that have been identified and due for implementation.

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Br. Fwd 1/7/2005

HOUSES ACTUAL TO DATE

HOUSES ACTUAL 2005/06

START

FINISH

EMANTSHAHENI PHASE [2] [1107 houses]

718

831

113

Ongoing

May 07

EMANTSHAHENI PHASE [3] [1256 houses]

124

345

221

Ongoing

Dec 07

SLANGSPRUIT [PHASE 6] [1176 houses]

123

239

116

Ongoing

Dec 07

EDENDALE UNIT BB [1129 x 30 m5 houses]

113

316

203

Ongoing

Nov 07

129

217

Ongoing

Aug 06

Ongoing

March 07

EDENDALE UNITS J & T [258 x 13m5 extensions]

127

156

Ongoing

Jan 06

EDENDALE UNIT H [3200 houses]

512

1054

542

Ongoing

Aug 05

PROJECT & DELIVERABLES

EDENDALE UNIT BB [459 x 13 m5 extensions] EDENDALE UNITS J & T [440 x 30 m5 houses]

CINDERELLA PARK / MADIBA [555 houses]

COPESVILLE [1700 houses]

174

362

188

COMMENTS

Problem issues to be resolved before remaining house construction can continue.

Ongoing

Bulks being constructed. Internal services= designs and budgets being evaluated.

May 06

SINATHINGI LOT 182 [133 houses]

Subsidies approved. Engineering designs and budgets to be evaluated.

J2 / QUARRY [500 houses] PEACE VALLEY II [519 houses] EDENDALE UNIT EE [408 houses] AMBLETON Ph 3 [2300 houses] EDENDALE CORRIDOR (GEDI) [1000 houses] BULWER [500 houses] EDENDALE UNIT S Ph 8 Ext.[380 houses]

Preliminary Planning stage Feasibility Packaging stage Houses under construction. Project Packaging stage Project Packaging stage Preliminary Planning stage. Feasibility Assessment Phase.

Ongoing -

GLENWOOD TWO (Q Section, Tamboville, Them-alihle)

Outstanding matters being followed up for close out.

EDENDALE UNIT S Ph 1-8

Outstanding matters being followed up for close out.

PROJECT & DELIVERABLES

Br. Fwd 1/7/2005

HOUSES ACTUAL TO DATE

HOUSES ACTUAL 2005/06

170

START

FINISH

COMMENTS

IDP 2007 / 2008

Technical evaluation complete. Awaiting Council decision on types of housing.

SIGNAL HILL [500 houses]

XIMBA [400 sites]

Preliminary Planning stage

SERVICE PROVIDERS Though the Msunduzi Municipality is the responsible authority for the provision of basic services in its area of jurisdiction, there are a number of state service providers for each basic service.

4.1 Electricity Eskom is licensed to supply electricity in the Greater Edendale and Vulindlela areas, while Pietermaritzburg Electricity (Municipality) provides service in the remainder of the Msunduzi Municipality and certain areas outside this area.

4.2 Water For the water provision, Umgeni Water provides potable water to rural schemes including Vulindlela areas and the Water and Sanitation Sub-Unit provides the rest of the Municipality. The Municipality was designated a Water Services Authority as from the 1st of July 2003 through a Government Gazette. The conferment of the Water Services Authority status, makes the Municipality legally responsible for ensuring that all residents have access to basic water. Umgeni Water is therefore acting as a mere service provider whose mandate is dictated by the Municipality. Negotiations are underway to either formalize the relationship with a Service Level Agreement or handing over the schemes to the Municipality through a sale agreement.

4.3 Sanitation The Greater Edendale and Vulindlela areas have been inadequately serviced in the past, resulting in very unhealthy living conditions and widespread pollution of rivers. In 2002 we endeavoured to replace all conservancy tanks and informal pit latrines; draw an assets maintenance and operating programme; and ensuring that all existing and new industrial areas are fully reticulated. As a start 3 300 VIP toilets were built. The Msunduzi Municipality is responsible for and provides sanitation services in the whole area of its jurisdiction with Umgeni Water only providing sewage treatment service on contractual arrangements.

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4.4 Roads and Drainage Management The Msunduzi area is serviced by a number of road service providers. The South African National Roads administers the N3 corridor, KZN Department of Transport is responsible for provincial, district and local roads in the rural areas of Vulindlela, Bishopstowe and the Umgungundlovu District Council should be responsible for district roads. A number of developers have signed service agreements which bestow the responsibility of maintaining roads on the developer. The Municipality is responsible for all other roads and tracks in the City. Due to the huge road network backlog in Vulindlela area, the Municipality is assisting DOT in developing and maintaining the roads.

4.5 Housing The Msunduzi Municipality is responsible for ensuring that its residents are housed in decent accommodation and the Department of Housing is the authority responsible for rolling out of housing to the Municipality. The Municipality has since established Msunduzi Housing Association, a Section 21 company to roll-out social housing for residents in Msunduzi area. The Municipality is currently playing the implementation agent role for the Department of Housing and is building capacity to be accredited for housing delivery.

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LEVEL OF STANDARDS 5.1 Electricity The Municipality confirms to the National standards in providing electricity or energy to all residents. Basic Service : 5-8 Amp for grid supply and/or non-grid supply Intermediate : 20 Amp supply Full : 60 Amp supply For non-grid supply, especially informal settlements, Pietermaritzburg Electricity is exploring ways of providing alternative sources of energy.

5.2 Water and Sanitation The following levels of service have been adopted by Council 5.2.1

5.2.2

Service Level 1 i.

Water of supply from communal standpipes and

ii.

Ventilated improved pit latrine located on each site

Service Level 2 i.

un-metered, fixed quantity water delivery connection to each stand

ii.

a ventilated improved pit latrine or similar approved on site sanitation system located on each site.

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Which service must be provided to consumers at the fees set out in the schedule of fees determined by the Council provided that:i.

the average water consumption per stand through the unmetred water connection for the zone or group of consumers in the zone does not exceed 6kl over any 30 day period and

ii.

the Council may adopt any measures necessary to restrict the water flow to service level 2 consumers to 6 kl per month.

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5.3.3

Service Level 3 Must consist of:i.

a metered full pressure water connection to each stand and

ii.

a conventional water borne drainage installation connected to the Councilâ&#x20AC;&#x2122;s sewer.

If a consumer receiving Service Level 2 contravenes condition in sub paragraph b(i) â&#x20AC;&#x201C; i.

the Council may install a meter in the service pipe on the premises and

ii.

the fees for the water services must be applied in accordance with section 6

The level of service to be provided to a community may be established in accordance with the policy or resolution of Council and subject to the conditions determined by Council.

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5.3 Housing The road and drainage service guidelines are as stipulated in the Section under roads i.

Presently all low cost housing being provided by the Government through Department of Housing (DoH) funding is constrained by the level of subsidy per beneficiary. In addition, the subsidy is used to provide bulk services to the site as well as a top structure, and the size of the site is constrained as well.

ii.

Msunduzi is aware that after the completion of construction of the houses, the bulk services such as roads and water mains become the responsibility of Council, and hence sets high standards for these services, in order to minimise operating costs to Council in the future.

iii.

In respect of Water, a Level 1 standard is not installed, but rather a Level 2 is insisted upon, vis. and unmetred, fixed quantity water delivery connection to each stand. The reasons for this are: â&#x20AC;˘

A Communal Standpipe is not acceptable either to the DoH or to Msunduzi, 176

IDP 2007 / 2008

since most of the roads being constructed are not Ablack topped@ and the road drainage systems that can be afforded by the subsidy would not be able to accept Agrey water@ runoff from communal standpipes as well. •

The stand size (approx 200m5) is not suitable for on site disposal of Agrey A water from an unlimited water supply connection, unless waterborne sanitation is to be installed.

iv.

The fixed quantity system allows 200liters/day through the connection at full pressure before shutting off until the next day.

The connection is unmetred because only the Free Basic Water limit of 6000liters/month is provided through the connection and there is no need to measure it.

vi.

In the case of Sanitation, a VIP is set as the minimal level of service, but consideration is given to a higher level of service if there are any geological reasons why a VIP would not be the best option.

vii.

For VIP=s, cognizance must be taken of the following points:•

The Bulk Sanitation Master plan of 2003/04 has determined that approximately 51% of all households in what is referred to as Greater Edendale have a Level of Service of less than Level 1, that is either Anothing or an unventilated pit latrine@.

•

In addition, most households in Vulindlela have a similar unacceptable level of service.

•

It is estimated that approximately 30 500 VIP=s (Level 1 ) need to be built by 2010 if Msunduzi is to meet the goals set out in the Strategic Framework document. This amounts to at least 5000 VIP=s being built annually at a total cost of R92 million.

viii. Conservancy Tanks are never considered as an option, and neither are Septic Tanks due to the limited space for soakaways on the site. ix.

Thus, if a VIP is not an option from a geological point of view, the option of waterborne sanitation is considered (Level 3 service level). Obviously this option is only possible if suitable adjoining waterborne sanitation is available for connection.

Msunduzi also considers a Level 3 Sanitation service level if the housing development is an Ain fill@ one and surrounding housing is already on waterborne sanitation. In these instances, a Level 3 Water service level is also installed (Metered full pressure connection).

5.4 Roads and Drainage Service Standards The Council adopted the road guidelines stipulated in the “Infrastructure, Services and Facilities Road and Drainage Guidelines” document. The table below indicates a summary of the Guidelines extracted from the main document. The Municipality is working towards producing an asset management plan that will stipulate the conditions and frequency of conducting condition analysis and maintaining assets. However, the Pavement Management System currently in use provides a priority rating from assessments and 177

IDP 2007 / 2008

funding estimates for maintenance of surfaced roads on a 3 year cycle and gravel roads on a yearly cycle.

178

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179

Approx. 600-1500

MAX. NUMBER OF DWELLING UNITS

180

PIPE STORMWATER SYSTEMS

STORMWATER SURFACE SYSTEMS

STOPPING SIGHT DISTANCE (m).

VERTICAL CURVE K (min)

√

SAG = 14

CREST = 15

DESIRED MAX. SPEED (km/h) MIN. RADIUS ON CENTRE-LINE (m)

DESIGN SPEED (km/h)

16% over 70m

10%

12,5% over 100m

PREFERRED MAX. GRADIENT

MOUNTABLE

up to 600

14m

MAXIMUM GRADE / GRADE LENGTH

12m

MINIMUM KERB RETURN RADIUS

SEMI BATTER (BARRIER)

4,5m

SURFACED WIDTHS (MIN)

PREDOMINANT KERB TYPE (WITH 300mm CHANNEL)

16m

ROAD RESERVE WIDTHS (MIN)

CRITERIA

OPTION 4

√

16% over 50m

12%

up to 200

12m

√

8% over 50m

up to 50

1,5m

10m

√

8% over 50m

up to 15

√

KERB AND CHANNELS

CREST = 15

150

8% over 100m

15m

SEMI BATTER (BARRIER)

Approx. 400-1500

18m

LOW INCOME HOUSING OPTION 3 OPTION 2 OPTION 1 CLASS 4 DISHED CONC DISHED GRAVEL ROAD 4,5M SURFACED 3,0m ASPHALT GEOCELL DRAIN LOCAL CONCRETE / WITH CONCRETE TAXI ROUTE SURFACED ROAD PLUS 750mm DISTRIBUTOR. GEOCELL ROAD LINED DRAIN GRAVEL SHOULDER

OPTION 5

√

12% over 75m

10%

MOUNTABLE

up to 400

16m

ACCESS COLLECTOR

√

SAG = 14 7 4 1 _

16% over 80m

10%

MOUNTABLE

up to 150

5,7m

13,5m

ACCESS LOOP

up to 6

4,5m

8,5m

SHORT ACCESS COURT

LENGTH OF CUL-DE-SAC TO BE LIMITED TO 150m FOR CLASS 5c & 50m FOR CLASS 5d.

FOR CLASS 4 & OPTION 5 ROADS, 3M WIDENING FOR LAYBYS OR TURNING SLOTS MAY BE NECESSARY. SPLAYS REQ’D. AT INTERSECTIONS

COMMENTS

√

12% over 70m

10%

√

15% over 30m

12%

MIN. PIPE SIZE IN ROADS = 450mm Ø MIN. SLOPE (SELF CLEANING) = 2m/s

MIN. LENGTH OF VERTICAL CURVE SHALL BE 30m.

MIN. RADIUS = 30m FOR ANGLE OF DEFLECTION LESS THAN 60°

KERB LENGTH OF THESE CURVES TO BE 500mm.

ROLL-BACK OR MOUNTABLE ALSO LOW PROFILE SABS MOUNTABLE 75mm EDGING MOUNTABLE KERBS WITH STRIPS SEMI BATTER ON ALL INTERSECTIONS

up to 40

11m

CUL-DE-SAC

PRIVATE OR SUBDIVISION BYLAW STANDARDS CLASS 5a CLASS 5b CLASS 5c CLASS 5d

IDP 2007 / 2008

BACKLOGS

The table below shows the infrastructure backlog as at 31 December 200

SERVICE WATER

AREA

BACKLOG DESCRIPTION

ESTIMATED COST

Msunduzi – Old City

1967 h/holds using borehole/similar

R12 million

Ashburton

54 h/holds using borehole/similar

R2 million

Vulindlela

1570 h/holds

R18.8million

Claridge

R2million *

Sweetwaters Edendale ROADS

4291 w/out adequate water

R24.48million

Gravel to gravseal [10 km]

R2,5 m

Gravseal to surface [1 km]

R2 m

New roads [24 km]

R8,2 m

Graded roads to gravel [+ 300 km]

R102 m

Gravel roads to surface [244 km]

R732 m

Ashburton, Lynnfield Park & Msunduzi Old City

Vulindlela

Edendale

New roads [referred to PM : IP&S – Transportation] Private graded to gravel roads [240 km]

R81,6 m

Public gravel to gravseal roads [187,5 km]

R46,9 m

Public gravseal to surface [17,5km]

R35 m

Watercrossing

R53,81 m

Backlogs to new roads and stormwater and upgrade of existing sub-standard for low-cost housing

R28,1 m

New and upgraded roads including proposals from MTAB Transportation Plan

R296,5 m

Upgrading of gravel roads in Vulindlela, including suitable roads from balance of Shosholoza Projects. Liaise with DoT

R1 092 m

Upgrading of gravel roads in Edendale

R648 m

181

IDP 2007 / 2008

SERVICE

AREA

BACKLOG DESCRIPTION

Baynespruit Tributaries; Valbridge stormwater upgrade, Deccan road Canalisation and etc...

ESTIMATED COST

Upgrading of city centre street. Widening carriageway-fullpaths. Replacing inefficient stormwater

R22,5 m

New footpaths, caps and channeling

R19,7 m

Drainage and catchment management system for natural and man-made stormwater management

R23 m

Flood attenuation measures-rivers

R25 m

Provision of bus and taxi facilities, central area and suburbs

R56,88 m

Capital maintenance of tarred roads using Pavement Management System (PMS)

R67,5 m

Bridge asset maintenance. Prioritise bridge repairs from bridge inspections

R0,25 m

Refurbishment of councils buildings. Prioritise from building inspections

R120 m

Capital maintenance at Oribi airport. Prioritise repair from inspections

R7.18 m

Capital maintenance, stormwater drainage and rehabilitation of watercourses. Stormwater drainage repairs. Watercourses subject to erosion.

R10,23 m

Capital maintenance of Councilâ&#x20AC;&#x2122;s railway sidings. Replacement of worn tracks sleepers etc...

R3 m

Provision of safety barriers, signs and roadmarkings. Reinstate or provide new safety barriers, signs and roadmarkings

R 1,3 m

Traffic calming measures-from priority list agreed by Council

R6,7 m

Street name plates

R0,95 m

Bank Protection and erosion prevention

R2 m

General repairs to tarred roads under Planned Maintenance Programme

R8,16 m

Operating Planned Mantenance

182

IDP 2007 / 2008

SERVICE

AREA

BACKLOG DESCRIPTION

ESTIMATED COST

General repairs to verge infrastructure under Planned Maintenance Programme

R18,35 m

Ensuring streams are clear of vegetation impeding the free flow under Planned Maintenance Programme

R5,95 m

Ensuring stormwater catchpits are free from blockages under Planned Maintenanec Programme

R16,37 m

General repairs to council’s railway sidings under Planned Maintenance Programme

R10,35 m

Ensuring stormwater Kerb and channels are clear of weeds impending free stormwater flow

R3,59 m

Rehabilitation of gravel roads in Eddendale under Planned Maintenance Programme

R6,54 m

General maintenance to buildings, Housing and replacment of road signs under Planned Maintenance Programme

R6,11 m

Drainage and Catchment Management Systems Condition Analysis: Consultant Fees

R1,05 m

Bridge Asset Maintenance Condition Analysis: Consultant Fees

R0.30 m

Infrastructure Analysis for PMS, buildings, CBD street: Consultant Fees

R2,80 m

Operating Asset Management Projects

SANITATION

Msunduzi – Old City

No backlog

Vulindlela

30 235 VIP’s

R90.7 million

Ashburton

No backlog

---

Claridge

No backlog

---

Thornville

No backlog

---

Farms

Difficult to define

---

Edendale

18029 H/holds to rdp standards

R54 million

Elimination of conservancy tanks HOUSING 183

IDP 2007 / 2008

SERVICE

AREA

BACKLOG DESCRIPTION

ESTIMATED COST

Old City and Edendale

Low-Income Housing: 17 000

68 000 000

Old City

Social Housing : 4000

160 000 000

Vulindlela

Rural Housing : 15 000

600 000 000

HOUSING

NOTES: •

(Source: Census 2001) Low-Income housing figure similar to original IDP as new informal settlers cancelled out by those housed in projects.

•

More accurate figures of social housing obtained from Msunduzi Housing Association.

•

(Source: Census 2001) Rural Housing needs more accurate as census shows that many rural people in formal housing. Assumption made that on average one adult from families in informal / traditional housing in rural areas will qualify for and require housing.

•

For Low-Income Housing the split between Old City and Edendale is not immediately available.

184

IDP 2007 / 2008

TRANSPORTATION BACKLOGS

185

IDP 2007 / 2008

OLD CITY

1) Interchanges with the N3: a) Greytown Road b) New England c) Mkondeni

R70 mil R15 mil R15 mil

2) UTC System (traffic lights):

R6 mil

3) New Roads / Extensions / Links: a) b) c) d) e)

Oldfield Road â&#x20AC;&#x201C; Market Road Link : Burger Street Ext. - Retief Street Ext. - Ottos Bluf - Connor Rd. Link - Route 7B-

4) Transportation Plan:

R7 mil R18 mil R8 mil R32 mil R5.5 mill

R1.2 mil

5) Traffic Calming:

(Old City and Greater Edendale)

R6.6 mil 186

IDP 2007 / 2008

ASHBURTON v

Bellevue Distributor:

R17.5 mil

VULINDLELA v

All Roads shown on Public Transport Plan (produced by the District Municipality).

EDENDALE v

Edendale Bulk Roads Master Plan shows total of 32.5km new roads planned

total

R114 mil.

187

IDP 2007 / 2008

SECTION K : GREATER EDENDALE DEVELOPMENT INITIATIVE 1.

Introduction The Greater Edendale Development Initiative is a revolutionary transformative approach from the apartheid form of planning of the historically repressed and neglected township into an urban Pietermaritzburg place of high quality representing the single biggest investment in the cityâ&#x20AC;&#x2122;s future. The Business Plan advocates and facilitates the adoption of a developmental local government system, which is committed to working with citizens, groups and communities to create sustainable human settlements which provide for a decent quality of life and meet the social, economic, and material needs of communities in a holistic manner. This is the biggest town planning and urban renewal initiative currently under way in South Africa, eclipsing both the Cato Manor in the Durban Metro and the Alexandria Renewal Project in Gauteng. It will provide a variety of housing choices for both poorer and affluent residents in identifiable neighbourhoods. Phase one is under way and is concerned with addressing the title deeds chaos, created by the previous government administration. Phase two will kick-start the physical development, including the installation of underground water reticulation, and sewerage systems, overheads electrification, and road networks. The Business Plan will also promote low scale commercial and community facilities within residential neighbourhoods and explore industrial activities within the service nodes. It will also promote agricultural and resource harvesting type activity within the flood plains and stream lines. The initiative is expected to unlock the potential of creating the Greater Edendale into a City within the City. Several poverty alleviation and eradication strategies will be explored and deployed , in view of the labour-intensive nature of the anticipated projects.

188

IDP 2007 / 2008

Historical Background Edendale has a unique place in the settlement history of South Africa and its humble beginnings are captured in a publication [A New Portrait of an African City Africa by Laband and Haswell ed] as follows:

In 1851, 100 Christian families of Giqua, Pondo, Sotho, Tleokwa, Hlubi and Swazi origin, settled on the farm Welverdiend, renamed Edendale. They purchased the farm on a share basis with, and under the guidance of, their missionary James Allison. There, they laid out a village in Voortrekker grid pattern and built their houses in European style - each in important respects pursuing an economic existence, but all united by an affiliation to the mission, church, school and the community.

Georgetown became a self sufficient mission community with profitable gardening lots, a nearby tannery and a mill and wicker works, prolific in its days, selling its wares as far away as Cape Town. Trading with other areas was a viable source of income.

Georgetown became an educational centre and in 1888, Georgetown men formed the Funa-malungelo [the society of those who seek rights] and sought unsuccessfully to obtain municipal status. Throughout, its history Edendale would suffer for want of Borough recognition. This was largely because a short-sighted colonial government refused to see even Christian and civilized Africans as having the capacity to adopt colonial local government.

Extract by S Meintjies

By 1948, Edendale comprised the village of Georgetown but most of the surrounding land had been settled by rural to urban African migrants who rented land from the landowners. The failure to accord Edendale municipal status led to overcrowding and slum conditions as the areaâ&#x20AC;&#x2122;s economic base was undermined and the rights of the Edendale community were denied. Despite apartheidâ&#x20AC;&#x2122;s not-sosubtle attempts to deprive the people of Edendale of their identity and to erode their cultural base, the Edendale area is renowned nationally for producing more than its fair share of national struggle leaders and old Edendalers are to be found in positions of leadership in both the public and private sectors in South Africa. In December, 2001 the Msunduzi Municipality took a bold decision to begin the tortuous process of resolving the land-legal issues and bringing development to the area. In order to assist landowners who had lost control and possession of their land to their former tenants, the Msunduzi Executive Council resolved, in a dramatic reversal of policy that, provided the finance could be raised, it would purchase privately-owned land with a view to developing the area. This was the genesis of GEDI, the Greater Edendale Development Initiative. GEDI has now spawned a social development arm, the Greater Edendale Development Forum, which represents no fewer than 34 organisations in the greater Edendale area.

189

IDP 2007 / 2008

2.1 Poverty Eradication Strategy In 2003 Msunduzi Municipality applied for funding from Urban Management Programme and United States Agency for International Development for the development of a Poverty Reduction Strategy in the Greater Edendale Area. This was part of the Greater Edendale Development Initiative. Built Environment Support Group was contracted by Msunduzi Municipality to facilitate the development of the strategy. [a]

[b]

The objectives: •

To understand the poverty dynamics in the Greater Edendale.

•

To find out the role played by various stakeholders in the Greater Edendale Area in the fight against poverty.

•

The role of Msunduzi Municipality in poverty reduction.

•

Incorporation of the Poverty reduction Strategy into the IDP of Msunduzi Municipality.

•

Mobilisation of resources for the implementation of the Poverty Reduction Strategy.

Methodology Inception Report Justification for the selection of the Greater Edendale Area as a pilot for the development of the poverty reduction strategy Identification of the stakeholders for the project Use of participatory research methods Clarification of objectives of the project Poverty Profile The extent of poverty in the greater Edendale Area How poverty manifests itself in Edendale Causes of poverty in Edendale Contemporary efforts to fight poverty Consultations Various stakeholders were consulted on their role in poverty reduction:

190

IDP 2007 / 2008

Schools: Most schools invited members of the community to use the land on the school premises to start vegetable gardens which were used for the feeding scheme. The surplus would be sold to generate income that helps subsidise school fees for those who could not afford to pay. Schools also ran Adult Basic Education classes. Teachers also assisted households to apply for child support grants. Churches Most churches in the Greater Edendale area are involved in feeding schemes, income generating projects and HIV/AIDS Support Groups. Community Based Organisations There were more than 50 Community Based Organisations in the Greater Edendale Area, mostly focusing on income-generating projects, health, environment, ABET and Arts, Sports and Culture. Non-Governmental Organisations NGOs played a significant role in capacity building for CBOs in the Greater Edendale Area. Most of the NGOs are based in city of Pietermaritzburg. They provide a variety of services, ranging from feeding, early learning, skills training, advocacy and lobbying, housing and environmental issues. Some of the NGOâ&#x20AC;&#x2122;s have formed Networks like CINDI and PACSA. Ward Committees The Ward Committees plays an important role in assisting people to access municipal services. This helped improve the relationship between communities and Msunduzi Municipality, as people felt that they were participating in the process of improving their lives.

191

IDP 2007 / 2008

Multi-stakeholders consultation In November 2003 a multi-stakeholders consultation was held at Sinodale Centre. The purpose was to consolidate the findings of the various consultations. Participants in this event identified seven focus areas:

[c]

Food Security and Environment

Safety and Security

Local Economic Development

Education and Training

Land Tenure and Housing

Health

Household and Social Issues

Towards Community Participation and Municipal-Community Partnership The participants at the multi-stakeholders consultation unanimously agreed to the formation of Greater Edendale Development Forum to co-ordinate the activities of the seven Focus Groups towards poverty reduction.Â They also drew up a declaration to be signed by Msunduzi Municipality and Greater Edendale Community towards a Municipal-Community Partnership against poverty. The Greater Edendale Development Forum was formed in 2004 and has been registered as a Not-for-Profit Organisation through the NPO Directorate of the National Department of Social Development. The Forum works with Ward Councillors and Ward Committees, and is also represented on the Greater Edendale Development Initiative Project Committee. Greater Edendale Development Initiative provides support to the Forum and the Focus Groups to promote community participation. GEDI also helps with mobilization of resources for the implementation of the Focus Groups Plans.

192

IDP 2007 / 2008

[d] Way Forward The extensive work outlined above provides a foundation for poverty reduction which can be replicated in other areas of the municipality. Should such replication be decided upon, GEDI would be more than prepared to assist in launching the process.

The poverty Reduction Strategy is dealt with on Page 16 and 63 of the Business Plan

[2] Local Economic Development The Msunduzi Municipality has identified the Greater Edendale Area as a priority area for social and economic development. In response thereto, consultants were appointed to prepare a Local Economic Development Strategy of the Greater Edendale Area. A number of strategic programmes designed to unlock the development potential of the GEA and mobilise stakeholders in support of its development have been developed and are now at different stages of implementation. The LED Strategy was developed based on the following Scope of Work: •

Undertaking an inventory, assessment and identification of gaps in existing research (including background material and organizations).

•

Socio-economic analysis, which includes an assessment of the HIV and AIDS rate, poverty assessment, income & expenditure profile, etc.

•

Economic analysis including a sector analysis and a proposed Edendale business and labour market survey.

•

Spatial analysis.

•

An analysis of the economic sectors and the demand for goods and services within the Greater Edendale Area.

•

Integration with the IDP and the Poverty Reduction Framework.

•

A SWOT analysis of the area and the economy to identify the competitive advantages and disadvantages.

•

Identification of possible strategic interventions.

•

Defining programmes and identifying potential projects.

The Local Economic Development Strategy for the Greater Edendale Area is developed within a framework of developmental local government and emphasizes developmental LED. It puts greater emphasis on addressing severe problems of unemployment and poverty, while creating a framework for investment and economic growth.

193

IDP 2007 / 2008

Its intention is to contribute to the achievement of the general Municipal development vision and economic development strategies specifically.

The LED Strategy for the GEA is dealt with on Page 37 and 80 of the Business Plan

[3] Organisational Structure and Institutional Arrangement Apartheid has fundamentally damaged the spatial, social and economic environments in which people live, work, raise families, and seek to fulfill their aspirations. Local government has a critical role to play in rebuilding local communities and environments, as the basis for a democratic, integrated, prosperous and truly non-racial society. The Constitution of the Republic of South Africa mandates local government to: •

Provide democratic and accountable government for local communities.

•

Ensure the provision of services to communities in a sustainable manner.

•

Promote social and economic development.

•

Promote a safe and healthy environment.

•

Encourage the involvement of communities and community organizations in the matters of local government.

Local government must also promote the Bill of Rights, which reflects the nation’s values about human dignity, equality and freedom, and uphold the principles enshrined in the Constitution. Within the framework of the Constitution, the basis for a new developmental local government system is presented, which is committed to working with citizens, groups and communities to create sustainable human settlements which provide for a decent quality of life and meet the social, economic and material needs of communities in a holistic way. The establishment and functioning of GEDI is defined and is informed by the above Developmental Local Government vision.

The establishment of GEDI and Institutional Arrangement are dealt with of Pages 12 to 19 of the Business Plan

194

IDP 2007 / 2008

[4] Transportation: Edendale/Northdale Corridor Project The Edendale/Northdale Corridor project is to develop an improved transportation corridor extending from Georgetown in Edendale through the CBD to Northdale over a length of about 17km. The Vision for the project is described as: Advancing the city of choice through affordable, sustainable and integrated mobility in the Pietermaritzburg Metropolitan Area with specific emphasis on the Edendale-Northdale Corridor . The Mission to guide the project is defined as: To promote public transport and non-motorised transport along the Edendale/Northdale Corridor by improving infrastructure and services through integrated transport and land use developments.

The Edendale/Northdale Corridor Project is dealt with on Page 38 of the Business Plan

[5] Integrated Environmental Management Plan Consultants were appointed to undertake an Environmental Assessment Study of the Greater Edendale Area. The Study was deemed imperative in the forward planning and development of the area and consequently, informing the creation of an integrated and sustainable urban environment. In terms of the National Environmental Management Act, sustainable development means the integration of social, economic and environmental factors into planning, implementation and decision making so as to ensure that development serves present and future generation. The International Council for Local Environmental Initiative uses the following definition which is focused specially at service provision at a local level: â&#x20AC;&#x153;Sustainable Development is development that delivers basic environmental, social and economic services to all residents of a community without threatening the viability of the natural, built and social systems upon which the delivery of these systems dependsâ&#x20AC;&#x2122;â&#x20AC;&#x2122;.

An analysis of catchment areas of Edendale including a list of various projects in response to the said analysis is recorded in the Project Budget section of the Business Plan. Refer to Pages 28 to 30 and 74

195

IDP 2007 / 2008

[6] Land Use Management System To advance the development of the Greater Edendale Area in an integrated and co-ordinated manner and to lead the land acquisition and housing delivery programme, it is recorded that: •

The Greater Edendale Area has been the subject of a macro planning analysis and has been divided into 18 Functional Area. Broad brush plans have been prepared for each of the functional areas detailing the role, character, spatial features and key development interventions that are required in order for the functional area to reach basic performance levels.

•

The Edendale Corridor Functional Area was identified, by the Executive Committee, as a priority project towards the development of the Greater Edendale Area. The Executive Committee directed that a planning study be conducted in order to produce both necessary plans, as well as to produce a methodology, to be followed for the planning of the balance of the Greater Edendale Area.

•

In this case, the provision of basic needs and security of tenure locked within an urban renewal strategy were recognised as the principal elements of the project. This urban renewal strategy was further debated within a broader planning context where, the need to prepare a ‘physical framework plan’ at an urban landscape level promoting the revitalisation of the area was recognised and deemed imperative.

•

In so saying, the nature and the character of the project was primarily framed within this context.

Accordingly, the principle components of the pilot study were: •

To establish a detailed physical Development Framework suitable to direct and manage investment within the Corridor.

•

To identify the location and extent of key development opportunity zones and the associated physical, institutional and financial requirements to enable development within them.

•

To prepare conceptual design solutions for each development opportunity.

•

To identify critical actions required for each of the above to be implemented including the assembly of land, detailed design actions required, establishment and or refinement of land use and environments management mechanism, assessment of infrastructure requirements such as access, sewerage disposal etc.

•

To evaluate and prepare recommendations regarding existing outstanding development applications and or enquiries within the Corridor.

196

IDP 2007 / 2008

â&#x20AC;˘

To prepare order of magnitude costs and budgets for the establishment of public infrastructure necessary for facilitating development.

â&#x20AC;˘

To priorities phasing of development within the Corridor as a whole and within each development opportunity zone.

On return of technical comments from the various business units, the Edendale Corridor Framework plan will be finalised and presented to the Executive Committee to be adopted as part of the IDP. Moreover, by way of the Grant funding made available by the DBSA, the planning of the remaining functional areas will be proceeded with.

Planning matters and the Land Use Management System relating to the GEA are dealt with on Pages 21 and 55 of the Business Plan

197

IDP 2007 / 2008

198

IDP 2007 / 2008

199

Construction of Berms

Establish M.R.F. ( no immediate cost)

Upgrade of Perimeter Road

Wood Chippings

Advertising (no immediate cost)

Public Education

Odour control

200

Vegetative Upgrade

Leachate Management System

Air-Monitoring

Upgrade Of Site

Installation of Gas Wells

Installation of Gas Flare

Repairs to Fencing

Office Furniture and Equipment

Development of Landfill site

Total Landfill Site

Contact Details

Name of Project Champion

Proposal call for Gas-ToEnergy ( no immediate cost)

Landfill Site

Programme

Ward

SECTION L : IDP PROJECTS

2000000

Budgeted for 2006/2007

14907000

100000

200000

1500000

5000000

250000

750000

20000

25000

20000

192000

750000

1100000

2006/2007

Budget

16323000

5000000

1150000

230000

500000

1000000

5750000

275000

800000

23000

25000

20000

50000

250000

1250000

2007/2008

Budget

11145000

125000

250000

500000

1000000

6500000

300000

850000

25000

20000

50000

1450000

2008/2009

Budget

17458000

5000000

135000

275000

500000

1000000

7500000

325000

900000

28000

25000

20000

50000

1650000

2009/2010

Budget

13800000

150000

300000

500000

1000000

8500000

350000

950000

30000

20000

50000

1900000

2010/2011

Budget

COMMUNITY SERVICES AND SOCIAL EQUITY

Msunduzi

Sources of Funding

13965000

100000

200000

1500000

5000000

250000

750000

20000

25000

20000

1100000

District

Other

942000

192000

750000

63633000

1660000

1255000

3500000

9000000

33250000

1500000

4250000

126000

100000

392000

1150000

7350000

TOTAL

IDP 2007 / 2008

Development of Hollingwood Cemetert Site

Grave Digger Jcb Replace urgently

Refurbish Caretakers Cottages

Revamp entrances to Cemeteries

Refurbish Crematoriums, Buildings Memorial Gardens

Parks and Recreation

Parks Maintenance, Rehabilitation and Upgrade incl. Bins

201

Develop Two new Parks

Establish Community Parks

District West Development of New Park

Upgrade of Offices in Edendale

Swimming pools

District West Development of New Swimming Pool

Alexandra Swimming Pool

Berg Street Swimming Pool

Woodlands Pool Pilditch

Buchanan Pool

Eastwood Pool

Edendale Swimming Facilitity

Swimming Pool Upgrade/ Maintenance

Specialised Fleet Replacement

Sports Facilities

Establish Regional Parks

Cemetries and Crematoria Upgrade and Maintenance

Parks, Cemetries & Recreation

Cemeteries and Crematoria

Programme

1200000

85000

75000

195000

50000

150000

1200000

50000

150000

20000

30000

75000

250000

5000000

550000

Budgeted for 2006/2007

11000000

1000000

3000000

85000

75000

195000

50000

150000

1200000

50000

150000

10000000

20000

30000

75000

250000

5000000

5300000

2006/2007

Budget

5000000

150000

750000

3000000

5000000

2007/2008

Budget

5000000

150000

750000

2500000

2000000

2008/2009

Budget

150000

750000

3500000

2009/2010

Budget

500000

150000

750000

2500000

2010/2011

Budget

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

Maintenance and Rehabilitation of Existing Sports Facilities

Maintenance and Upgrade of Administrative Offices

Repair of Unit N Sportsfiled

Repair of Unit 15 Sportsfield

New Sporting Facilities

Establish Regional Sports Academy

Repairs to Azalea Sportsfield

Repairs to Willowfontein Sportsfield

Remove Mobile Gym

Top Dressing of Play Field - Top Soil

Flood Lights - Replacement & Additional Poles Repair

Spectator Stands - Replace & Additional

YMCA Complete Bollards Around Field

Replace Lay Flats 1200M

202

Replacement and Additional Goal Posts

Replacement of Posts and Poles for Netball, Basket Ball and Rugby

Signage on all centres

Provide Combi Courts in Egret Road

Install Burglar Guards Egret Road

Complete Revamp Toilets at Manor Sports Facilities

40000

50000

Copesville - Hall Refurbish Floors; Tiling; Geyser; & Interior

85000

Copesville - Stabilise Bank Around Court

Copesville - Hard Surface Asphalt Car Park

30000

20000

50000

60000

100000

150000

50000

5000000

100000

Tatham Grounds - Complete Revamp of Pavillion

Upgrade Harry Gwala Stadium for 2010 World cup

Sports Complex funding

40000

50000

85000

100000

30000

20000

50000

60000

100000

150000

50000

500000

10000000

50000

500000

7300000

8000000

2000000

2500000

15000000

5000000

3000000

2500000

10000000

5000000

4000000

2500000

10000000

2000000

2500000

IDP 2007 / 2008

Install Fencing along stream

Refurbish Netball/ Basketball Courts Painting

Install Piped Drainage Around Fields

Upgrade/Vandal proof implement storage shed

Upgrade and Replace Db Board & Meters

AB Jackson-fence the field

Oval Sportsfield-Replace Fllod Lights

Reposition Cricket Practices and Wickets

Renew, Install Electricity Supply & Db Box Sobantu

Repair Fencing & Install Collapsable Spectator Fencing

Refurbish Caretaker's Cottage, Replace Palisade Fencing

Resurface Hardcourt Facility - Sobantu

Install Fencing on Combi Court - Orthmann Road

Upgrade/Refurbish Outside Toilets

Repair and Paint Pavillion - Sax young Cycling Track

Upgrade Toilets - Forsyth

Reconstruct & Upgrade Ticket Box , Entrance & Access Bridge

Paint Cycling Lines - Sax Young Track

Repair Flood Lights 2 Fields - Forsyth

Install Gabion Basket Along Stream Banks

Upgrade Toilets - Mauer

Eastwood Upgrade Hard Court Facility & Provide fencing & Gates

Repair Underground Cable - Cricket Oval

Copesville - Install Burglar Guards

203

100000

25000

30000

35000

45000

47000

50000

100000

80000

200000

20000

30000

60000

50000

60000

80000

50000

20000

10000

100000

25000

30000

35000

45000

47000

50000

100000

80000

200000

20000

30000

60000

50000

60000

80000

50000

20000

10000

IDP 2007 / 2008

AB Jackson-Enclose Veranda with palisade rod iron work

AB Jackson-Upgrade toilets

Woodlands-Hard surface/ asphalt access roads to rugby fields

Woodlands-resurface hard court facility X4

Woodlands-repair fencing & install palisade fencing - rugby fields

Woodlands-provide storeroom /container equipment

Woodlands-refurbish clubhouse and provide separate Db Box

Woodlands-Install & provide lighting in pavillion

Woodlands-repair & replace fencing around stadium

Woodlands-refurbish ablution facility-repair toilets, showers

204

Woodlands-repair & replace fencing around hard court

Woodlands-re-position light poles

Woodlands-upgrade main entrance and storeroom

Protea-resurface car park asphalting

Protea-upgrade & refurbish squash court & building of storeroom

Protea-reconstruct foundation bottom of netball/hard court

Protea-Hall-Refurbish & upgrade

Protea-Renew Flooring - Squash Court A

Protea-Separate Meter Box for Walkers Tract

Protea-Repair and refurbish palisade fencing

18000

20000

30000

100000

10000

15000

16000

25000

45000

60000

100000

50000

18000

20000

30000

100000

10000

15000

16000

25000

45000

60000

100000

50000

IDP 2007 / 2008

205

Glenwood-grading & levelling soccer fieldCopesville

Glenwood-install irrigation system on fields -Copesville

Establishment-upgrade of display lighting

Establishment-paper store

Establishment-expansion -existing craftshop

Establishment-roof repairs

Establishment-Opc Renovations

Community Halls

Community Halls Maintenance and Upgrade

Moses Mabhida Multipurpose Centre

Taylors Hall Community Centre

Palisade Fencing

Ramps / Toilets Physically Challenged (Disabled)

Stage curtains

Renew stage floor

Community Gardens

Community Garden Projects

Improve Garden Sites

Garden Site Control 20/25M3

Garden Site Cost Benefit Analysis (Section 78)

Community Based Projects (Shosholoza)

Refurbishment of Vehicle Plant

Glenwood-construct & install combi court X2 - Copesville

Protea-main building - upgrade & repair toilets

Protea-install palisade picket fence around cricket oval

150000

250000

450000

100000

40000

90000

150000

1787205

1865195

21000

60000

200000

10000

100000

10000

15000

150000

250000

450000

1500000

20000000

100000

40000

90000

150000

1787205

1865195

500000

21000

60000

200000

10000

100000

10000

15000

IDP 2007 / 2008

Specialist Equipment

Sports Development Programmes in Communities

Small, Medium Scale Agriculature/Farming Projects

Initiate skills development/capacity building programmes

Public/Private Partnership : Market Gardens

Replace Crematorium No 1

Refurbish Nursery Green House - Wetwall

Tiling of Floor / Shower

Install Air conditioners in 5 Offices and Boardroom

Install Security Gate

Green, beautification & Development of Open Spaces

Develop Environmental Policy, Environmental Management

206

Environmental Management Plan

Emp & Eia Requirements

Enviro Awareness & Education

Refurbish Ablution Block Bvnr

Refurbish Offices - Boom Street depot

Development of Park Copesville/Swapo Area

Cemetery Depot - Up grade of Change rooms

Replace Flood Lights & Cables - L/Park

Renovate and Replace Garage Doors - L/Park Cottage

Refurbish Alex Park Toilets & Fence

Office Furniture and Fittings

100000

25000

30000

100000

30000

40000

50000

200000

300000

15000

30000

40000

100000

25000

30000

100000

30000

40000

50000

200000

300000

15000

30000

40000

500000

100000

500000

1500000

500000

2500000

1000000

750000

500000

750000

3000000

1000000

750000

500000

1000000

2500000

1000000

750000

500000

1200000

2500000

1000000

750000

IDP 2007 / 2008

Large Scale Alien Invasive Plant Eradication Projects

Recyclers

SMME Public Private Partnership

Community Based Waste Management Practices

Service Backlog Reduction

Clean City Project

Communications

Public Awareness Campaign

207

Municipal Environmental Management System

Environmental Education Programs

Plan and Public and Open Space Plan

31,33

Refurbish Wylie Park Change Rooms

Upgrade & Beautification of Public Open Space -Lahore Road

Build new Change Rooms

24040400

20000

50000

96490400

20000

50000

55120000

150000

750000

1500000

3000000

120000

2000000

750000

1000000

300000

150000

250000

46900000

2000000

4000000

3000000

500000

31650000

4000000

500000

18350000

4000000

248510400

IDP 2007 / 2008

Libraries-Moses Mabhida, Taylors Halt, Sweetwaters, Office Furniture & Equipment

208

Total for Waste

Solid Waste Removal

Waste Management

Street Cleaning

Art Galary analysis

Programme

Tatham Art Galary

Public Library week, World Literacy Day, Read-a-Thon

Programme

Funding to Purchase books, CDs and other resources

Library Service

Libraries accessible to Communities

Programme

755793

705793

50000

705793

50000

2006/2007

Budgeted for 2006/2007

2006/2007

Budget

2650000

Budgeted for 2006/2007

2650000

2006/2007

Budgeted for 2006/2007

Budget

2007/2008

Budget

2007/2008

6300000

2000000

100000

3200000

1000000

2007/2008

Budget

2008/2009

Budget

2008/2009

8400000

2000000

100000

2800000

3500000

2008/2009

Budget

2009/2010

Budget

2009/2010

6400000

100000

2800000

3500000

2009/2010

Budget

2010/2011

Budget

2010/2011

5600000

100000

2000000

3500000

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Other

29350000

IDP 2007 / 2008

Integrate security and traffic

Determine future of investigation unit.Liase with internal auditor

Traffic light speed violation project

Safe City Project

209

Capital Estimates

Obtaining suitable accommodation centralised

HIV/AIDS prevalence study

Purchase / Upgrade Medical Equipment

Obtaining suitable accommodation Vulindlela

Canteen facilities

Creche / Child Minding Facilities

External Accommodation

Occupational Health and Safety

Security and Safety total

Maintenance of Junior

Programme

Set up an accident bereau

4000000

280000

2006/2007

Budgeted for 2006/2007

Budget

55400000

100000

4305000

200000

35000

70000

4000000

250000

100000

42000000

100000

250000

12000000

600000

2006/2007

Budgeted for 2006/2007

35000

Establishment of an inhouse tow away service

Budget

70000

Implementation of traffic management system

Renovation of Communication Room

Maintain an efficient security service incl private security

Enclosed Verandah in Passage

Safety and Security

Recover outstanding fines (overtime)

Programme

4000000

250000

100000

500000

250000

2007/2008

Budget

46600000

100000

300000

100000

44000000

100000

300000

1000000

700000

2007/2008

Budget

4000000

150000

250000

2008/2009

Budget

47700000

100000

300000

100000

45000000

100000

300000

1000000

800000

2008/2009

Budget

150000

2009/2010

Budget

49800000

100000

300000

100000

47000000

100000

300000

1000000

900000

2009/2010

Budget

400000

2010/2011

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Self Funding

Msunduzi

Sources of Funding

199500000

400000

1150000

400000

178000000

400000

1150000

15000000

3000000

Other

199500000

IDP 2007 / 2008

HIV/AIDS workplace management

Total for Occupational Health and Safety

Appropriate staffing of existing fire stations- 28 firefighters, uniforms 4 officers for Vulindlela

Investigate decentralization of fire & rescue-renovate old KZNPA building at Edendale & build new firestation at Vulundlela

Refurbishment of fire fighting machines and equipment

Critical equipment & vehicle replacement

Centralised crisis communication facilities

Implementation of disaster management plan

Public education and Training Materials

Airport safety regulation compliance

Office furniture and equipment

Oribi Fire Station Refurbishment

Refurbishment of Toilet and Shower

Total for Fire and Disaster Management

Child Minding facilities

Fire and Disaster Management

Canteen facilities

Accommodation running costs

Programme

Operating Estimates

210

250000

50000

100000

Budgeted for 2006/2007

280000

6810000

50000

100000

1700000

510000

2250000

500000

1750000

2006/2007

Budget

11460000

3200000

5000000

3260000

2007/2008

Budget

5865000

250000

500000

15000

4800000

500000

2250000

2050000

2008/2009

Budget

5516000

250000

300000

550000

16000

2000000

2009/2010

Budget

1427000

300000

400000

560000

17000

2000000

2010/2011

Budget

350000

450000

570000

18000

Msunduzi

Sources of Funding

Msunduzi

Other

26006000

12808000

IDP 2007 / 2008

HAST (Joint Project)

Monitoring & Evaluation

Youth Health Programme

ARV RollL Out

Clinic Gardens

Computer for Clinics

Clinics Upgrade

Construction of Hospice Centre

Specialised Equipment

Home based care (prev IDP)

Vulnerable children support and care (prev IDP)

Community health education (prev IDP)

211

Orphans Housing (prev IDP)

Upgrade of Mobile Clinic

Total for Health and Social Services

Health & Social Services

Clinic Services

Programme

2550000

290000

2000000

60000

200000

840000

290000

200000

250000

60000

100000

50000

120000

60000

2006/2007

Budgeted for 2006/2007

Budget

380000

150000

30000

50000

70000

80000

2007/2008

Budget

310000

100000

80000

50000

2008/2009

Budget

210000

60000

100000

50000

2009/2010

Budget

2010/2011

Budget

Provincial DoH

Msunduzi

Sources of Funding

50%

Other

1740000

IDP 2007 / 2008

212

Workplace Programmeexcluding Msunduzi Municipal (Occupt.H)

Administration

Upgrading Computers, Printers & Office Furniture

Total for HIV & AIDS

HAST (Joint Project)

Integrated/Comprehensive Community Response

HIV&AIDS

Total for environmental Health Services

Vector Control

Upgrading (Joint Project)

Programme

Food Sampling

Water & Sanitation PHAST (Joint Project)

ENVIRONMENTAL HEALTH SERVICES

Air Pollution Monitoring (Joint Project)

Programme

5290000

200000

30000

5000000

60000

2006/2007

Budgeted for 2006/2007

Budget

675000

40000

30000

75000

500000

2006/2007

Budgeted for 2006/2007

500000

Budget

550000

50000

500000

2007/2008

Budget

435000

60000

40000

35000

50000

250000

2007/2008

Budget

300000

2008/2009

Budget

530000

80000

50000

40000

60000

300000

2008/2009

Budget

2009/2010

Budget

2009/2010

Budget

2010/2011

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Other

Provincial Dept of Env

Other

7000000

1640000

IDP 2007 / 2008

Development of agriculture in Msunduzi (President Mbeki's remarks in his speech at the City Hall in 2004) prev IDP

New nodes and corridors

Create business data base (prev IDP)

Black Economic Empowerment (prev IDP)

Informal trade development and management (prev IDP)

One-Stop Service System (prev IDP)

Bisley Mpushini Nature Reserve? (prev IDP)

SMME Development / BEE Initiatives

Freedom Square

Knowledge of economy programme

Freedom Square Facilities

PIAGGIO

Freedom Square Precinct

Pietermaritzburg Southern Midlands Rail Tourism Plan

Freedom square revival project

A new and transformed tourism agency

New sector/cluster programme

Business Retention and Expansion

Comprehensive and transformative city economic development strategy -RSG finance available

Programme

213

300000

500000

11900596

250000

500000

3592500

4600000

4780096

50000

7000000

250000

500000

3592500

4600000

4780096

4000000

1000000

450000

2006/2007

Budgeted for 2006/2007

Budget

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

ECONOMIC DEVELOPMENT AND GROWTH

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

Repairs to Runaway Dangerwall

214

Market management option

Forestry transformation project

Upgrade & Realign Access Roads For Harvesting & Extraction of 25000 Tons of Timber

Fencing

Security Facility Upgrade

Toilets

Economic Development and Growth: Total

Satellite markets

Repairs to Hangers

8340000

120000

500000

600000

500000

30000

50000

150000

400000

450000

Capital Maintenance - Oribi Airport - 300M Water

Repairs to Runaway

2240000

500000

Capital Maintenance - Oribi Airport - 300M Sewer

Capital Maintenance - Oribi Airport - 500M Taxiway

Resurfacing of Runaway

Developing LED Strategy

2000000

Availability of land for development (selling or buying land for development or as asset)

Construction of New Taxiway

Job creation programme (prev IDP)

29852596

30000

50000

150000

400000

450000

500000

2000000

50000

29852596

IDP 2007 / 2008

215

Total for Water Services

VIP Construction (35000 units)

Infrastructure Replacement maintenance backlog

Bulk infrastructure Upgrade

Free Basic Sanitation

Sanitation Services

Programme

Quality Management system for water (ISO 9000)

Water Loss Management Services

Water asset infrastructure renewal

Individual water connections (old city, Vulindlela & Bishopstowe)

Informal Settlement water supply

Reticulation expansion

Education campaigns to communities

Ring-fencing and Restructuring of the Water Sub-unit

Infrastructure Upgrade - backlog maintenance

Upgrade water supply capacity

Water Services

Extension of Free Basic Water(electronic controllers)

Programme

1to12

11,000,000

Budgeted for 2006/2007

R 3,000,000

R 11,000,000

R 14,900,000

R 15,000,000

2006/2007

Budget

R52,060,00

R 1,000,000

R 200,000

R 3,000,000

R 500,000

R 23,000,000

R 20,000,000

R 2,000,000

R 5,000,000

R 14,900,000

R 250,000

R 2,000,000

2006/2007

Budgeted for 2006/2007

Budget

R 3,000,000

R 5,000,000

R 15,000,000

R 3,000,000

R 5,000,000

R 3,000,000

R 5,000,000

R R 15,000,000 15,000,000

R 15,000,000

2009/2010

Budget

2008/2009

Budget

2007/2008

Budget

R R 14,160,000 14,160,000

R 14,160,000

R 1,000,000

R 200,000

R 5,000,000

R 3,500,000

R 5,000,000

R 1,000,000

R 200,000

R 5,000,000

R 3,000,000

R 5,000,000

R 1,000,000

R 200,000

R 1,000,000

R 750,000

R 5,000,000

R 2,500,000

R 5,000,000

R R 15,000,000 15,000,000

R 15,000,000

R 500,000

R 5,000,000

2009/2010

Budget

R 500,000

R 4,000,000

2008/2009

Budget

R 500,000

R 3,000,000

2007/2008

Budget

R 3,000,000

R 5,000,000

R 15,000,000

R 31,000,000

2010/2011

Budget

R 14,160,000

R 1,000,000

R 200,000

R 5,000,000

R 3,500,000

R 5,000,000

R 15,000,000

R 5,000,000

2010/2011

Budget

INFRASTRUCTURE AND SERVICES

operating R 15,000,000

Msunduzi

R149,161,00

R 5,000,000

R 1,000,000

R 7,000,000

R 1,250,000

R 40,000,000

R 74,900,000

R 20,000,000

Sources of Funding

Msunduzi

Sources of Funding

MIG

Other

R 1,750,000

R 31,000,000

R 74,900,000

R 91,000,000

R 69,750,000

R 43,000,000

R 25,000,000

R218,900,00

IDP 2007 / 2008

Cathodic Protection

Hydrants

Replace Consumer Meters

New Consumer Meters

Metering previously unmetred households

Telemetering

District meter replacement

Total for Sanitation Services

Service Midblock Eradication in Sobantu, Imbali and Ashdown

Elimination of Water Tankers

Elimination of Wastage at Communal Standpipe

Sanitation Infrastructure Feasibility Study

Rehabilitation Work on Kwapata Interceptor and Mthethomusha Interceptor

Elimination of Communal Standpipes

Elimination of conservancy tanks

Basic Water Supply

Rehabilitation of Sewer Infrastructure

Informal settlement sanitation

Edendale Proper New Mains & Reticulation

Conservancy Tank Replacement

Backlog on sanitation and asset renewal

Rehabilitation of Water Infrastructure

Sewerage network expansion

216

ALL

UNITS

ALL

29,566,845

150000

250000

300000

500000

845000

250000

400000

519739

520943

923982

1331297

2333972

2473475

831772

1867177

580000

1688722

2800766

R81,900,00

150000

250000

300000

500000

845000

250000

400000

519739

520943

923982

1331297

2333972

2473475

831772

1867177

580000

1688722

2800766

R 2,000,000

R 3,000,000

R 30,000,000

R 3,000,000

R 2,000,000

R 94,000,000

R 183,000,000

R 2,000,000

R 3,000,000

R 2,000,000

R 3,000,000

R 30,000,000

R 3,000,000

R R76,000,000 R 76,000,000 76,000,000

R 2,000,000

R 3,000,000

R R 30,000,000 30,000,000

R 30,000,000

R 3,000,000

R31,000,000

R 1,000,000

R 15,000,000

MIG

R452,900,000

R 106,000,000

R 150,000,000

R483,900,000

IDP 2007 / 2008

Domestic Consumer Connections: Credit Meter Systems

Capital replacement programme

Re-enforcement programme

Additional infeed project

City-Wide Network Maintenance, Refurbishment and Replacement

Primary SubStation Upgrade and Refurbishment and replacement

Network Reinforcement

Industrial and Commercial Developments (Connections)

Electricity Services

Programme

217

ALL

700000

12000000

500000

2,250,000

4,600,000

9,600,000

23,850,000

7,000,000

9,000,000

1,800,000

2,400,000

2006/2007

Budgeted for 2006/2007

Budget

2,250,000

4,600,000

10,560,000

7,000,000

9,000,000

2,160,000

2,800,000

2007/2008

Budget

2,250,000

4,600,000

11,616,000

7,000,000

9,000,000

2,268,000

3,200,000

2008/2009

Budget

2,250,000

4,600,000

12,777,600

7,000,000

9,000,000

2,400,000

3,400,000

2009/2010

Budget

2,250,000

4,600,000

14,055,360

7,000,000

9,000,000

2,550,000

4,000,000

2010/2011

Budget

CNL/MIG/ NEF

CNL

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

218

Condition assessment

Upgrade Crossways Primary/Retief Primary System (Substation&Line)

Electricity Metering and Instrumentation (including automation)

Bulk In-Feeds

Restructuring costs

Municipal Area-Wide Streetlighting Programme

Master plan

Electrical Systems Protection and Telemetry

Environmental Impact Assessment

Establish electrification backlog

Free basic Electricity

Municipal Wide Electrification Programme (Ambleton, Madiba, Copesville, Hanniville, Tamboville, North East Sector, Cinderella, Glenwood, Sweetwaters, Grab Area, Madwaleni, Pahayiphini, Mpumuza, Ashdown, Shayamoya, Unit H, Esigodini, Emgodini, Sinathingi, Nhlazatshe, Machibisa, Pata, Dambuza, Ehlathini, Azalea, Slangspruit, KwaNyamazane, Imbali, Caluza, Harewood, Emgodini, Mpande, KwaMgwagwa, Nqabeni, Mafakatini, Mafunze, KwaDeda, Doloqina, KwaGubeshe, Msunduzi, Etsheni, KoKhanyile, KwaDoya, Maswazini, Zondi Store, Khokhwane, Nsongozweni, Songozima, Mbizane, Vulisaka, KwaMnyandu, Gezubuso, NoShezi, Ntembeni, Mvundlweni, Infills within these areas and all other areas that have been electrified and all new housing areas in planning

3-9, 18, 10-23 & 1-2

200000

4000000

300,000

500,000

5,000,000

3,000,000

3,300,000

3,000,000

2,000,000

150,000

5,500,000

14,500,000

200,000

300,000

5,000,000

3,000,000

15,000,000

3,300,000

16,500,000

2,000,000

100,000

5,500,000

17,000,000

200,000

300,000

500,000

5,000,000

3,000,000

15,000,000

3,300,000

15,000,000

2,000,000

100,000

5,500,000

19,000,000

200,000

300,000

5,000,000

3,000,000

15,000,000

3,300,000

5,000,000

2,000,000

100,000

5,500,000

22,000,000

200,000

300,000

500,000

5,000,000

3,000,000

15,000,000

3,300,000

2,000,000

100,000

5,500,000

25,000,000

CNL

CNL/MIG

CNL

DPLG

IDP 2007 / 2008

New Areas and Requests

System Earthing Maintenance

Replace Q.O.S. Equipment

Street Lighting Refurbishment

Street Light Network Replacements

Security System Protection

Total: Electricity

All areas connections Infills: Prepaid Meters

Cinderella Electrification: Grant Funding

Sweetwaters Electrification: Grant Funding

Upgrade System Protection

Network Expansion

Edendale additional Street Lighting

Ambleton: Street Lighting

Transformer and accessories

Vulindlela Street Lighting Phase 2

Madiba Electrification: Grant Funding

Ambleton Electrification: Grant Funding

Switchgear and accessories

Sweetwaters: Street Lighting

Power transformer replacement program

Other sources of energy pilot project

Vending System and Prepaid Electricity

Network Replacement

System analysis

Network Reinforcement

Revenue Protection System

219

ALL

1 to 2

ALL

1 and 2

ALL

10 to 23

3 to 9

ALL

60681149

50000

100000

130000

150000

200000

300000

330000

400000

500000

700000

900000

990000

1000000

1301149

1500000

22000000

2530000

4500000

5000000

50000

100000

130000

150000

200000

300000

330000

400000

500000

700000

900000

990000

1000000

1301149

1500000

22000000

2530000

4500000

5000000

1,500,000

500,000

50,000

1,500,000

50,000

15,000,000

1,000,000

30,000

1,500,000

20,000

1,500,000

100,000

DME

CNL

IDP 2007 / 2008

220

Airport Master plan

Plant and Equipment

Office Furniture and Equipment

Low-income Housing Projects

Rural Housing Projects

Social Housing Projects

Middle-income/ Bank Charter Housing Projects

Survey Equipment

Transportation-Urban Traffic Control System

New Housing ProjectsLow income Housing

New Housing ProjectsBank Charter Housing

New Housing ProjectsSocial Housing

Total for Infrastructure Planning Survey

National Land Transport Transition Act Compliance

Road Safety Measures

Infrastructure Planning Survey

Planning and Preliminary Design of Roads

Programme

ALL

300000

10000000

3000000

400000

10000000

Budgeted for 2006/2007

300000

10000000

3000000

400000

10000000

4000000

78000000

250000

150000

1000000

2160000

2006/2007

Budget

12000000

10000000

80000000

150000

1200000

3000000

2007/2008

Budget

15000000

20000000

18000000

100000000

2000000

3500000

2008/2009

Budget

10000000

25000000

60000000

2000000

4000000

2009/2010

Budget

10000000

30000000

25000000

60000000

3000000

5000000

2010/2011

Budget

Msunduzi

Sources of Funding

2000000

1500000

DoH

DoT

Other

8000000

8500000

4000000

78000000

57000000

IDP 2007 / 2008

Drainage and Catchment management system for natural and man-made stormwater management

Flood attenuation measures-rivers

Provision of Bus and Taxi Facilities

Capital Maintenance of tarred roads using Pavement Management System (PMS)

Bridge asset management. Prioritise bridge repairs from bridge inspections

Refurbishment of Council Buildings

Capital Maintenance of Oribi Airport. Prioritise repairs from inspections

Upgrading if gravel roads in Edendale (see also under IDP KPA Sustainable Economic Growth)

Upgrading of Gravel Roads in Vulindlela (see also under IDP KPA Sustainable Economic Growth)

New footpaths, kerbs and channelling

New and upgraded roads, including proposals from MTAB Transportation Plan

Upgrading of City Centre streets (see also underIDP KPA Sustainable Economic Growth)

Watercourse crossing

Infrastructure Construction & Reconstruction

Backlog to new roads and stormwater and upgrade existing substandard for low-cost houses (see under IDP KPA Sustainable Economic Growth)

Programme

221

VAR

6000000

10242260

50000

4000000

6000000

8262260

Budgeted for 2006/2007

2840000

20000000

50000

13500000

2475000

5000000

6000000

3940000

4500000

100500000

120000000

59300000

6500000

11510000

2006/2007

Budget

2840000

20000000

50000

13500000

4220000

5000000

3940000

4500000

102000000

120000000

59300000

6000000

12290000

2007/2008

Budget

500000

20000000

50000

13500000

5570000

5000000

1500000

3940000

4500000

90000000

120000000

59300000

6000000

11250000

2008/2009

Budget

500000

20000000

50000

13500000

4870000

5000000

1500000

3940000

4500000

75000000

120000000

59300000

6500000

7340000

2009/2010

Budget

500000

20000000

50000

13500000

5770000

5000000

1500000

3940000

4500000

75000000

96000000

59300000

3100000

11420000

2010/2011

Budget

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

222

Street Name Plates

Provision of safety barriers, signs and roadmarkings,reinstate or provide new safety barriers, signs and road markings

Traffic Calming measuresfrom priority list agreed by Council

Bank protection and erosion protection

Furniture and Fittings

Tarred Roads Maintenance: Commercial Road

Tarred Roads Maintenance: Chapel Street

Tarred Roads Maintenance: Old Greytown Road

Tarred Roads Maintenance: Victoria Road

Tarred Roads Maintenance: Edendale Route 8 Willowfontein

Tarred Roads Maintenance: Edn: Route 2/13 (Chip&Spray)

Tarred Roads Maintenance: Balhambra Way

Tarred Roads Maintenance: Kitchener Road

Tarred Roads Maintenance: Georgetown

Tarred Roads Maintenance: Regina Road

Capital Maintenance of Council's Railway Sidings

Tarred Roads Maintenance: Olympia Way

Capital maintenance, stormwater drainage and rehabilitation of watercourses subject to erosion

VAR

ALL

VAR

250000

300000

350000

4000000

400000

600000

500000

250000

300000

350000

4000000

400000

1350000

260000

190000

800000

3480000

400000

1350000

260000

190000

800000

3250000

400000

1350000

260000

190000

800000

1500000

400000

1325000

260000

190000

300000

1000000

400000

1325000

260000

190000

300000

1000000

IDP 2007 / 2008

General repairs to verge infrastructure under Planned Maintenance Programme

Ensuring streams are clear of vegetation impeding the free flow under Planned Maintenance Programme

Ensuring stormwater catchpits are free from blockages under Planned Maintenance Programme

General repairs to Council's railway sidings under Planned Maintenance Programme

Ensuring stormwater kerb and channels are clear of weeds impeding free stormwater flow

General repairs to tarred roads under Planned Maintenance Programme

Total for Infrastructure Construction and Reconstruction

Desilting Sedimentation Basin

Infrastructure Construction & Reconstruction - Planned Maintenance Program

Capital Maintenance: Decan Road Canalisation

Dredging Canal (part)

Programme

Tarred Roads Maintenance: Fettes Road

Tarred Roads Maintenance: Allandale Drive

Tarred Roads Maintenance: Woodhouse Road

223

ALL

28/30

ALL

Budgeted for 2006/2007

384870000

1330000

2000000

6000000

100000

200000

250000

R3,59 m

R10,35 m

R16,37 m

R5,95 m

R18,35 m

R8,16 m

2006/2007

Budget

364570000

1330000

2000000

6000000

100000

200000

250000

R3,59 m

R10,35 m

R16,37 m

R5,95 m

R18,35 m

R8,16 m

2007/2008

Budget

364890000

R3,59m

R10,35 m

R16,37 m

R5,95m

R18,35 m

R8,16 m

2008/2009

Budget

345610000

R3,59 m

R10,35 m

R16,37 m

R5,95 m

R18,35 m

R8,16 m

2009/2010

Budget

325475000

R3,59 m

R10,35 m

R16,37 m

R5,95 m

R18,35 m

R8,16 m

2010/2011

Budget

303055000

Msunduzi

Sources of Funding

Other

1723900000

IDP 2007 / 2008

Bridge Asset Maintenance Condition Analysis : Consultant Fees

Infrastructure Condition Analysis for PMS, Buildings, CBD Street : Consultant Fees

A. S. Chetty: Domestic Water Pipe Replacement

Upgra

TOTALS

Drainage & Catchment Management Systems Condition Analysis : Consultant Fees

Infrastructure Construction & Reconstruction OPERATING ASSET MANAGEMENT PROJECTS

Programme

TOTAL

General maintenance to buildings, housing and replacement of road signs under Planned Maintenance Programme

Prof. Nyembezi Bldg: Taxi Depot Mechanic Plant Repairs/Replacement

Rehabilitation of gravel roads in Edendale under Planned Maintenance Programme

224

ALL

2300000

Budgeted for 2006/2007

1000000

R 3,600,000

2300000

R2,8 m

R0,3 m

R0,5 m

2006/2007

Budget

R75,42 m

1000000

R6,11 m

R6,54 m

550000

R0,5 5 m

2007/2008

Budget

R75,42 m

R6,11 m

R6,54 m

2008/2009

Budget

R75,42 m

R6,11 m

R6,54 m

2009/2010

Budget

R75,42 m

R6,11 m

R6,54 m

2010/2011

Budget

R75,42 m

R6,11 m

R6,54 m

Msunduzi

Sources of Funding

Other

4150000

377100000

IDP 2007 / 2008

Restructure and ICT with Skilled staff

Develop, publish and maintain policies and guidelines in ICT

Liasse with other government spheres and SITA in municipal wide strategies development and implementation

Promote standard operating environment within council

Develop opportunity for cross SBU and innovation service delivery

Identify business re engineering opportunity where ICT can enable organizational improvement and better service delivery

Introduce telephone and in remote access facilities which enable the public

Include internet in SBUs service delivery strategy

Develop ICT customer service plan and measure SBU customer service performance

Establish simple easy to use, standard operating procedure for public transaction via electronically delivered municipal services

ICT

Establish an executive to ensure a co ordinated approach to managing, using and investing in the ICT

Programme

225

1120000

300000

180000

20000

1000000

150000

2500000

100000

1500000

3500000

200000

2006/2007

Budgeted for 2006/2007

Budget

160000

200000

150000

550000

100000

150000

2500000

120000

1500000

1000000

100000

2007/2008

Budget

160000

100000

150000

650000

100000

150000

2500000

140000

1000000

500000

100000

2008/2009

Budget

200000

100000

200000

800000

300000

200000

2500000

160000

500000

50000

2009/2010

Budget

2000000

100000

200000

800000

300000

3000000

180000

500000

50000

2010/2011

Budget

CORPORATE STRATEGIC PLANNING

Msunduzi

Sources of Funding

ICT

Other

IDP 2007 / 2008

Publish forecast of council ICT requirement

Provide access to SBU ICT strategy

Develop electronic directory

Encourage partnership with private sectors and another government spheres

Establish procedure to establish the intellectual property right of industry proposal

Streamline commercial interaction between council and industry through electronic means

Maintain ICT infrastructure using SMME/BEE

Marshall ICT investment in the City

Pursue ICT opportunities arising from the FIFA 2010 World Cup Games in South Africa

Liasse with Chamber of Commerce In Pietermaritzburg

226

Deploy Municipal wide electronic messaging system and directory service

Develop Municipal wide 2-way radio strategies which build on existing radio network or better

Establish Municipal wide Telcom network strategies and standard

Develop network security policies standard and guidelines

SBU's to use internet and intranet access to enhance public wide information access and exchange

Use established broadband and enhance communication service to improve service delivery

190000

1000000

900000

1000000

3000000

100000

20000

70000

100000

12000000

100000

500000

100000

500000

150000

130000

100000

300000

250000

1300000

3000000

100000

25000

60000

100000

13000000

100000

500000

130000

120000

200000

1600000

330000

100000

30000

50000

100000

14000000

100000

500000

130000

150000

300000

500000

2000000

500000

200000

50000

200000

15000000

200000

100000

500000

100000

200000

300000

500000

2500000

500000

200000

50000

200000

15000000

200000

300000

100000

500000

100000

IDP 2007 / 2008

227

Establish criteria for service wide performance and management information systems

Establish facilities and guidelines for SBU to create information with value to business and community

Establish licensing and policing policies for information with commercial value

Bar Coding System

Electronic Link with Promis system to Baud - Asset Register

Research/Investigating Historical Fixed Asset record

Ageing Analysis Programme

Establish an enterprise information strategy to facilitate transparent and seamless sharing, exchange and access to municipal information

Material Management and Asset Control

Develop Municipal information management policy, guidelines and standard

Develop security privacy management policy for collection, processing, storage, authentication and dissemination of information

Programme

Ensure appropriate information is made available on public network such as internet

Budgeted for 2006/2007

3000000

25000000

75000000

5000000

2006/2007

Budget

34230000

100000

500000

100000

800000

1500000

300000

500000

2000000

10000000

50000000

7500000

2007/2008

Budget

28595000

100000

500000

100000

400000

1000000

100000

600000

2000000

10000000

25000000

10000000

2008/2009

Budget

25810000

100000

700000

100000

300000

500000

100000

700000

2009/2010

Budget

28310000

100000

500000

200000

500000

100000

800000

2010/2011

Budget

31330000

100000

500000

200000

500000

100000

900000

Msunduzi

Sources of Funding

Other

148275000

IDP 2007 / 2008

General Stores-Stores Building Maintenance

General Stores-Stores Admin Block

General Stores-Stores Roof Maintenance

Transport & PlantLumpsum Motor vehicles as per schedules

M/W-Painting of satellite workshop floor

M/W-3X2 Post hoist

Replacement of roller door

Town PlanningIntegration - Town Planning

Asset Control-integration of assets

Real Estates and Valuations

Maintenance of new role for one financial year

228

Development of a computer programme

Data Capture

Testing, Training and implementation

Preparation of Standard Tender documentation and adjudication procedure

Tender Sales Bi Annually

Development Data base for recording of income post/Application for purchase/sales/leasse & electronic link to development management

Capture info, test, train and implement

General Stores-Stores Maintenance

General Stores-Tarring

ALL

250000

200000

20000

80000

100000

6000000

20000

50000

75000

115115000

40000

70000

10000

100000

250000

200000

20000

80000

100000

6000000

20000

50000

75000

69730000

25000

80000

25000

100000

47120000

120000

2650000

150000

2500000

234615000

IDP 2007 / 2008

Completion of Service Level Agreement

Appointment of External Services Provider for vehicle and plant/ repair and maintanance/spares

229

Complete SDF

Complete and adopt LUMS

Total

Budgeted for 2006/2007

Development Management and Forward Planning

Programme

50000

Budgeted for 2006/2007

1100000

600000

500000

2006/2007

Budget

1300000

50000

300000

500000

2007/2008

100000000

28500000

23500000

34350000

13650000

2006/2007

Budgeted for 2006/2007

50000

Budget

Social Development Programme (Community Empowerment Programme)

Area Based Management

Total

Decision Tracking System

Community Based Planning

Creation of Profit Centre and amendment to financial reporting systems

Area Based Management

City Fleet

Electronic Interface Between Camis and Promis

Programme

800000

300000

500000

2007/2008

Budget

1450000

350000

500000

600000

2007/2008

109995000

31350000

25850000

37785000

15010000

2007/2008

Budget

600000

100000

500000

2008/2009

Budget

1550000

350000

500000

700000

2008/2009

125980800

34485000

33863500

41115800

16516500

2008/2009

Budget

500000

2009/2010

Budget

1600000

400000

500000

700000

2009/2010

Budget

2010/2011

Budget

1650000

400000

500000

750000

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Other

3000000

7550000

335975800

IDP 2007 / 2008

230

Implement chosen alternatives for meter reading (Cost Per Annum)

Complete development of a 5 year model

Effective implementation of revised credit control and debt collection policy

Implement Borrowing policy

Implementation of Property Rates Act

Compliance with MFMAImplementation of NT Checklist/Targets

Upgrade Financial System to provide quality reporting

Interphasing Budget with PMS process

Review Regulations & Policies

Expenditure Analysis

Cost benefit analysis (prev IDP)

Identify alternative funding (ongoing)

Develop a Cash Flow Model

Total

Full Implementation of new collection process

Linking recovery rate to performance of consortia

Establish cost cutting team

GAMAP conversion

Engage additional resources to reconcile debtors accounts

Maintenance of disconnection contracts (Cost Per Annum)

Programme

24050000

250000

150000

500000

150000

4000000

1000000

500000

50000

250000

200000

7000000

100000

200000

100000

600000

4000000

5000000

2006/2007

Budgeted for 2006/2007

Budget

13750000

550000

7700000

5500000

2007/2008

Budget

91355000

84700000

6655000

2008/2009

Budget

FINANCE

2009/2010

Budget

2010/2011

Budget

CNL

Msunduzi

Sources of Funding

150000

500000

150000

500000

250000

7000000

200000

100000

4000000

5000000

FMG

RSG

FMG

Other

250000

4000000

1000000

50000

200000

100000

600000

129155000

IDP 2007 / 2008

Develop a management core:Skills Development, skills audit,career pathing

Contribute towards Developing SA engineers: Skills Development, external bursaries, learnerships

Initiate the process with relevant stakeholders (2007)

Public relation training

Review workflows

Integrate and coordinate municipal trainings

Training staff in TQM

Quality reviews

231

Contribute towards Developing SA engineers: Skills Development, external bursaries, learnerships

Managing records and record management training

Training Centre

Total for Human Resources Development

External Busaries for Africans in Accounting

Human Resources Development

1000000

8300000

1000000

300000

4000000

2000000

2006/2007

Budgeted for 2006/2007

Budget

12000000

4000000

2000000

2007/2008

Budget

12000000

4000000

2000000

2008/2009

Budget

12000000

4000000

2000000

2009/2010

Budget

SOUND GOVERNANCE AND HR

12000000

4000000

2000000

2010/2011

Budget

Msunduzi

Sources of Funding

LGWSETA

Other

56300000

IDP 2007 / 2008

232

Conduct customer satisfaction survey

Customer call centre (prev IDP)

Communication and PRO strategies

HR and Employees' Relations

Complete job evaluation

Review municipal code

Develop Employee Policy Manual

Batho Pele Plan

Total

Develop complaints handling procedures (prev IDP)

Introduce fraud prevention strategy - municipal anti-fraud strategy (prev IDP)

Improve Corporate Image

Develop customer relation policy (prev IDP)

Provide an effective and efficient administration and political structures

Promote access to municipal information and legislation and compliance: Communication Policy Developed

Review Municipal policies and bylaws

Sound Governance

Implement Batho Pele training and Policy developed (2008)

2140000

355000

250000

300000

235000

1000000

2006/2007

Budgeted for 2006/2007

Budget

1000000

2007/2008

Budget

1000000

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

RSG

Other

2140000

IDP 2007 / 2008

Assess Loss Control Procedures

Skills Transfer and Training

Implement Fraud Prevention Strategy

233

Policy Analysis

Quality of Life Survey

Analysis & Research

Knowledge Management Co-ordinator

Knowledge Management: Development & Implementation

Office of the Manager in the City Manager

Programme

Strategic Analysis & Research Budget Costing

Procurement

Undertake Risk Profiling of Organisation

Programme

Internal Audit

Review System of Internal Control, Revenue, Expenditure, Procurement, Human Resources, Treasury,Asset Management. Inventory.

Programme

500000

1000000

252164

300000

2006/2007

Budgeted for 2006/2007

Budget

2006/2007

Budget

Budgeted for 2006/2007

Priority

2126000

2006/2007

Budgeted for 2006/2007

Budget

2007/2008

Budget

2007/2008

Budget

2199000

2007/2008

Budget

2008/2009

Budget

2008/2009

Budget

2280000

2008/2009

Budget

2009/2010

Budget

2009/2010

Budget

2398000

2009/2010

Budget

OFFICE OF THE CITY MANAGER

2010/2011

Budget

2010/2011

Budget

2455000

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Other

11458000

IDP 2007 / 2008

234

Events Management

Gender Projects

HIV / AIDS

Youth Projects

Total

Mayoral Games

Office of the Manager in the City Mayor

Public relation and Publications

Total

Programme

Furniture

Networking with other municipalities, district, sector departments, private sector, SACN, CBOs, NGOs and specialists

Stakeholders' consultations (forum), awareness raising, needs assessment or research

IDP documentation, advertising and various publications

Office equipment (photocopier, scanner, fax, color printer, digital camera, digital projector, book binder)

Capital

Corporate Strategic plannings and presentations within SBUs and outside the Municipality - Reviewing Plans and Strategies

Integrated Development Planning

Operational

Programme

Total

6830000

100000

500000

30000

200000

2000000

4000000

2006/2007

Budgeted for 2006/2007

575000

10000

20000

250000

60000

200000

Budget

35000

2006/2007

Budget

2552164

Budgeted for 2006/2007

2007/2008

Budget

545000

250000

60000

200000

35000

2007/2008

Budget

2008/2009

Budget

545000

250000

60000

200000

35000

2008/2009

Budget

2009/2010

Budget

575000

10000

20000

250000

60000

200000

35000

2009/2010

Budget

2010/2011

Budget

545000

250000

60000

200000

35000

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Other

6830000

2785000

2552164

IDP 2007 / 2008

Campsdrift Water Front

Greater Edendale Development Initiative*

Vulindlela Development Initiative- proposal

235

Promoting education and training in all other areas of GEDI's operation

Workshops in selected empowerment areas

Develop a community based team and to provide

Development of safety and security programs at ward level

Workshops on Mainstreaming HIV/ AIDS

GREATER EDENDALE DEVELOPMENT INITIATIVE PROJECT

Freedom Square Redevelopment

Inner City Residential Strategy

Dorpspruit Water Front Development

Creation of a Special Education District

Railway Station Precinct Redevelopment

Ashburton Development Initiative- proposal

Downtown Church Street Re-development

Electricity Service Delivery Mechanism

SPECIAL PROJECTS - (Flagship Projects)

Water Service Delivery Mechanism

Programme

Budgeted for 2006/2007

25000

60000

150000

100000

2006/2007

Budget

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

Restoration of Georgetown Cemetery

Development of Edendale Museum in Partnership with Museuk Services

Develop Donor Base, Close Corporation with the Comrades House

Training of Community Based Social Auxiliary Workers

Support Special Days Commemorations

Neighborhood Watch

Safety and Security Training Programme

Anti-violence Programme

School Based Safety Programme

Career Advice and Literacy Programme

236

Completion of ICT Establishment report

Partnership with the Department of Communications

Establishment of ten (10) new Agricultural Gardens 2006/2007

Establishment of Freight Village

Economic Development of Greater Edendale Corridor

Entrepreneurship Development for all Business owners in Edendale

Advanced LED Programmes

Training of Staff in LED

Development of Historic Edendale Town Trail

Collection of literary material and publication of original writing and art on Edendale

100000

150000

100000

250000

100000

20000

100000

200000

240000

1300000

80000

35000

30000

20000

80000

25000

100000

50000

25000

140000

720000

SEED

KZNPA

GIJIMA

SEED

200000

100000

580000

80000

25000

100000

50000

25000

IDP 2007 / 2008

237

TOTAL

Travelling and entertaining

Ekhrosini Livestock Market

Donor canvassing and relationship building

Introduction of Project to donors

Alien Plant Eradication Programme

Qokololo StadiumCreation of a regional sports facility

Support and move Application forward

Land Acquisition Programme

GEA: Land Audit

Edendale Corridor Management Framework

Integration of effort around GEDI projects (Travel, specialist brochures production, events GEDI stand development and newsletter)

Implementation of Corridor Plan Projects

Planning of Dambuza, Caluza and Georgetown and Plessislaer Functional areas

Waste Recycling Project

Community Based Participatory Research

Food Security Programme

Golf Shirts/caps etc.

Training of Consumers, Educators and Establish a Consumer Advice Centre

1100000

250000

500000

250000

7785000

2600000

100000

60000

150000

25000

50000

100000

250000

900000

25000

100000

DRF

250000

DOH

DBSA

2600000

650000

IDP 2007 / 2008

Msunduzi Athletic Track

Integrated Electrification Plan - School Proj

Sports Facilities Action Plan

Development od Stadia

238 4824576

Vulindlela Outerlayers 786 connections (cost per connection R282x786 =R4824576 8184721

965217

Hospital-Imbali SS 11Kv Interconnector

2006/2007

275122

Budget

2119806

Rainbow Lakes NB81 Refurbishment

ESKOM

Elandskop NB10 Strengthening

Sector Departments' Projects

1512000

1200000

2006/2007

Budget

18400000

9000000

400000

900000

2000000

3100000

2000000

1000000

Nxamalala Phase 2 - Prop Production

2006/2007

Budget

240000

Nguni Project - Beef Production

72000

Agriculture

In-School Agric Project - Community Gardens

Harry Gwala Stadium

Solid Waste Master plan Implementation & Counterfunding

Sector Departments' Projects

Cemeteries and Crematoria Plan Implementation

uMgungundlovu District Projects

2007/2008

Budget

2007/2008

Budget

2007/2008

Budget

2008/2009

Budget

2008/2009

Budget

2008/2009

Budget

2009/2010

Budget

2009/2010

Budget

2009/2010

Budget

2010/2011

Budget

2010/2011

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Msunduzi

Sources of Funding

Eskom

Other

Dept of Agriculture

Other

72000

4824576

965217

275122

2119806

1200000

240000

IDP 2007 / 2008

Department of Community Safety and Liaison

239 100000

300000

Publications to promote Local Government Programme

Local Government Best Practises crime prevention summit

50000

200000

Oversee the existence of CPF's in the province - establishment

Oversee the existence of CPF's in the province - evaluation

Capacity Building for Community Policing Forums

2345000

100000

Establishment of a Provincial Crime Prevention Forum (PCPF)

200000

Facilitate the development of district-level Safety Plans for IDP's

500000

Facilitate establishment of Community Based Forums

500000

Commissioning and management of crime prevention research

215000

Faith Based Organisations - Capacity Building Program

Community Policing

200000

Rural Safety - Amakhosi empowerment pilot programme

2006/2007

Budget

30000

SEED Funding for Ubuntu Projects

200000

Training of Youth Coordinators

Social Crime

Sector Departments' Projects

2007/2008

Budget

2008/2009

Budget 2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

500000

200000

Community Safety and Liaison Community Safety and Liaison

50000

200000

Community safety and Liaison Community safety and Liaison Community safety and Liaison

300000

500000

Community Safety and Liaison

215000

Community Safety and Liaison

100000

200000

Community Safety and Liaison

300000

Community Safety and Liaison

100000

200000

Community Safety and Liaison

Other

IDP 2007 / 2008

240

Continuing Projects

Ishwamo Farmers Association - Veld Management, donga reclamation

Mbumbane Landcare Community - Veld Management, donga reclamation

Sizanokuhle Farmers Association - Veld Management and donga reclamation

Agric Training Programme (Lay Ecumenical Centre)

Siyazama LC Project - Youth Development

Develop and implement Educational Programmes for Vulnerable groups (youth, Women, Children, Elderly and Disabled

Traditional and Local Government Affairs

Facilitate the establishment of Victim Support Networks

Sector Departments' Projects

1300000

Initiate and facilitate programmes on priority issues

Assess the existence of Victim Support Networks in all Areas

3000000

Special community policing forum projects

Victim Empowerment

150000

Produce publications and promotional material on Community Dialogue

50440

200000

20000

150000

200000

2006/2007

Budget

1050000

500000

50000

5198000

448000

Mobilise community support in the fight against crime

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

TLGA

Other

Community Safety and Liaison

50440

200000

150000

200000

500000

50000

1300000

Community safety and Liaison

3000000

Community safety and Liaison

150000

Community safety and Liaison

Community Safety and Liaison

448000

Community safety and Liaison

IDP 2007 / 2008

Eastwood Secondary School - Repairs to structure, cracks and storm water drainage

241

Philani Primary School

M L Sultan Secondary School - Sub 500-6C/R

Siyamu Junior Primary School - Sub 500-6C/R

Zamazulu Secondary School - Sub 500-6C/R

Siyahlomula Secondary School - 500-6C/R

Izwi Lesizwe Primary School - Sub 500 - 6 C/R

Amakholwa Secondary School - Sub 500 - 6 C/R

Projects Underway

Sukuma Comprehensive School - Split Electrical Reticulation

Edendale Technical High School - R & R to Buildings

Department of Education

Planned Projects

Department of Works - Southern Region

Msibambisane LC Project - Veld Management; fencing grazing land and alien plant control

Isizwe-sethu Simero LC project - Prevention of Soil Erosion; alien plant control; establishment of fruit garden and vegetable garden

Sector Departments' Projects

New Projects

1267720

5297913

450000

500000

950000

500000

597913

900000

400000

2006/2007

Budget

1054000

100000

954000

620440

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

950000 500000

Dept of Education Dept of Education

Dept of Education

1267720

450000

500000

Dept of Education

500000

Dept of Education

500000

597913

Dept of Education

900000

400000

Dept of Education

Other

IDP 2007 / 2008

Planned Projects

Edendale Hospital - Upgrade kitchen to pharmacy

Grey's Hospital - New pathology laboratory

Grey's Hospital - Lodger facilities for mothers and oncology patients

Edendale Hospital Upgrade OPD facilities

Natalia - Phase 1 carports

Grey's Hospital - New 21 bed I.C.U. facility in the vacated path lab

East Street Clinic Security gates, Interior and Exterior fittings and various new work

Grey's Hospital Renovation to old ICU facility and convert to theatre accommodation

Gala Clinic - PH 9: New Clinic

Kwahlengabantu Clinic - new step-down facility

Department of Health

PMBURG: LOT 1581 PILOT ROAD (EDU) - MYC: grounds maintenance

Department of Works - Southern Region

Newton High School - Replace two steel staircases

Carter High School Remedial work to roof

Sector Departments' Projects

Dunveria Secondary School - Repair damaged gutters and barge boards

242

61897093

4000000

1670000

19613706

2699000

3000000

914387

7500000

1000000

18000000

3500000

2006/2007

Budget

3675651

177000

226404

1900000

104527

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

4000000

Dept of Health

1670000

Dept of Health

19613706

2699000

Dept of Health

3000000

914387 Dept of Health

7500000 Dept of Health

1000000

18000000

3500000

177000

Dept of Health

Other

Dept of Education

226404

1900000

Dept of Education Dept of Education

104527

Dept of Education

IDP 2007 / 2008

Fort Napier Hospital - Replace entire underground water mains

Northdale Hospital Erect new public toilets

Natalia - Rehabilitation of parking area - new guardhouse etc.

243 1320000

Re-Gravelling P390 - Ward 3

290000

320000

2006/2007

Budget

45889279.58

750000

510000

3150000

10000000

6662000

20000000

4452000

365279.58

Re-Gravelling D1134 - Ward 5

300000

Re-Gravelling D683 - Ward 5

800000

Re-Gravelling D1122 - Ward 8

Capital: New gravel roads construction of Mchunu Road 3640 0.7 km

Edendale Hospital Structural repairs and sun shields

Grey's Hospital - New oncology department

Department of Transport

Edendale Hospital - New pediatric department, incl Paed OPD and wards

Edendale Hospital - Staff quarters : R & R

Sector Departments' Projects

Edendale Nursing College - site clearance and new parking area

Projects underway

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Dept of Transport

Other

Dept of Health

290000

750000

510000

3150000

10000000

6662000

20000000

4452000

Dept of Health Dept of Health

365279.58

Dept of Health

IDP 2007 / 2008

244

New gravel road construction of Mlotshwa Road A3849 1.5km

New gravel road construction of Lameka Road, A3614, 1.8km

New gravel road construction of A3621 Msinga Road 0.5km

New causeway - Mshengu causeway 1 D1130

New gravel road - construction of Mkheshekweni Road, LB04, 1.5km

New gravel road construction of Ndaka Road 2.5 km

New causeway Kamagubane footbridge 30 m

New gravel road construction of Tetelegu Road, A3689 1 km

New gravel Road construction of Gospel Road A3718 1.5 km

New gravel road construction of Ndlovu Road 1.4 km

New gravel road construction of Ngcobo Road 1.4 km

New gravel road construction of Ngcobo Road A3720 1.8 km

New gravel road Wohloza A3728 1.1 km

New gravel road construction of Kayikho Road A3639 0.7 km

New gravel roads construction of Madlala Road A3722 1.4 km

New gravel road construction of Ten Folo Road 1.4 km

New gravel roads construction of Khanyile Road A3718 1.4 km

To be confirmed

500000

700000

260000

490000

560000

To be confirmed

550000

600000

720000

420000

550000

970000

400000

720000

900000

720000

400000

Dept of Transport

900000

720000

400000

550000

600000

720000

420000

550000

970000

400000

720000

500000

700000

250000

490000

580000

IDP 2007 / 2008

New gravel road construction of Mbhele Road, 2.5km

New gravel road construction of Mpangase Road A3740 0.65km

New gravel road - construction of Shayamoya Road A3733 1.3km

New gravel road construction of Hlabisa Road A3658 1.1km

New gravel road Construction of Mwelase A3652 0.6km

245

Drain clearing and verge maintenance - R/M Taylors Halt- labour based 2

Drain clearing and verge maintenance - R/M Taylors Halt - labour based 3

Drain clearing and verge maintenance - grass cutting - Taylors Halt - 1

Drain clearing and verge maintenance - grass cutting - Taylors Halt - 2

Total

Drain clearing and verge maintenance - R/M Taylors Halt - labour based 1

Safety Maintainance Guarddrains Installation in Taylors Halt

Drain clearing and verge maintenance R/M Taylors Halt- Pipe distilling

Drain clearing and verge maintenance - R/M Taylors Halt-specialised

New gravel road construction of Mvelweni Road, A 3717, 1.5km

Operating Projects

New gravel road construction of Jobosi Road, A3709, 1.5km

3310000

200000

50000

200000

5430000

50000

200000

To be confirmed

7770000

50000

200000

380000

500000

700000

450000

1100000

700000

Dept of Transport

16510000

150000

600000

380000

500000

700000

450000

1100000

700000

IDP 2007 / 2008

Name of Project Champion

Zibuya Emasisweni proj. (72 Chapel St. PMBURG)

Total for Department of Arts and Culture

MEMORANDUM OG AGREEMENT: MSUNDUZI MUNICIPALITY. PMB CHAMBER OF BUSINESS AND UNIVERSITY OF KWAZULU-NATAL

246

Rob Haswell

Dan Archer

HIVAN

Ahmed Bawa

Educational (professional) development entrepreneurship development

HIV / AIDS

Kevin Perumal

Municipal employment policies and assessment needs

Folklorama

Nithaya Chetty

Open source software

Informal and street trading

Chris Whyte

Municipal Economic Development strategy

Clive Hunter

Tourism Centre

Waste Management

Clive Coetzee

Contact Details

Economic Performance index

Rob Finchman

Ababumbi Arts and Ceramic (2 Leinster Rd PMBURG)

urban Eco-systems

Department of Art and Culture

Investing in Culture Project

Sector Departments' Projects

Budgeted for 2006/2007

2006/2007

1000000

500000

2006/2007

Budget

2007/2008

Budget

2008/2009

Budget

2009/2010

Budget

2010/2011

Budget

Msunduzi

Sources of Funding

Other

IDP 2007 / 2008

GRAND TOTAL

Ahmed Bawa

Rob Haswell

Thabane Zulu

Total for MOU Projects

Blue Catalyst

Skills Audit for the Municipality

Training of new councillors

Low Cost Housing

Tweny-year vision of the City

Use of Socialo Spaces

Andrew Layman

Rob Haswell & Ahmed Bawa

High Tech Park/KZN Institute

Children's justice Centre

Madeleine JacksonPlatjies

Annual Client Survey

IDP 2007 / 2008

247

IDP 2007 / 2008

GLOSSARY OF ABBREVIATIONS USED IN THIS DOCUMENT ABET Adult Basic Education and Training ATICC Aids Training, Information and Counselling Centre ASGISA Accelerated Shared Growth Initiative of South Africa BESG Built Environment Support Groups CBD Central Business District CDS City Development Strategy CHC Community Health Centre CMIP Consolidated Municipal Infrastructure Programme CSP Corporate Strategic Planning CSSE Community Services and Social Equity CBU Corporate Business Unit DAEA Department of Agriculture & Environment Affairs DBSA Development Bank of Southern Africa DEDT Department of Economic Development & Tourism DET Department of Education & Training DM Disaster Management DOF Department of Finance DOH Department of Housing DOT Department of Transport DOTS Directly Observed Treatment Strategy DPLG Department of Provincial and Local Government DTI Department of Trade & Industry DWAF Department of Water Affairs & Forestry ECA Environment Conservation Act (73 of 1989) EDI Electricity Distribution Industry EIA Environmental Impact Assessment EDG Economic Development and Growth GDP Gross Domestic Product GIS Geographic Information System GDP Growth Domestic Product HR Human Resource IDP Integrated Development Plan IDT Independent Development Trust IDZ (Zone) Industrial Development Zone IEM Integrated Environmental Management INR Institute of Natural Resources ISF Infrastructure, Services and Facilities 248

IDP 2007 / 2008

IT Information Technology KPCA Keep Pietermaritzburg Clean Association KZN (Province of) Kwa Zulu Natal KPA Key Performance Area KLAA KwaZulu Land Affairs Act, R293 & R1888 LA21 Local Agenda 21 LDP Local Development Plan LED Local Economic Development programme LUMP Land Use Management Plan MIIU Municipal Infrastructure Investment Unit MOSS Metropolitan Open Space System Msunduzi Msunduzi (Pietermaritzburg) Municipality MTAB Metropolitan Transportation Advisory Board Muni Sys Act Municipal Systems Act,2000 MOU Memorandum of Understanding MIG Municipal Infrastructure Grant MEC Member of Executive Council MHA Msunduzi Housing Association NEMA National Environmental Management Act (107 of 1998) NGO Non Government Organisation PCB Pietermaritzburg Chamber of Business PMB Pietermaritzburg (Msunduzi) PR Public Relations REDs Regional Electricity Distributors SALGA South African Local Government Association SDI Spatial Development Initiative SETA Sector Education & Training Authority SMME Small Medium and Micro Enterprises SGHR Sound Governance and Human Resources STI Sexually Transmitted Infection SEA Strategic Environment Assessment TADSA TB Alliance, DOTS, Support Association TLC Transitional Local Council TPS Town Planning Scheme TPO Town Planning Ordinance uMgungundlovu uMgungundlovu District Municipality UKZN (P) University of Kwa-Zulu Natal (Pietermaritzburg) USAID United States Agency for International Development VIP (Latrine) Ventilated, Improved Pit (latrines) 249