Transcript Document

UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
STRATEGY
PROJECTS
SUPPORTED
BY THE
IYER ROTHAUG
/ LINDA
MASINGA
PROJECT TEAM
IYER ROTHAUG
/ LINDA
MASINGA
PROJECT
TEAM
INTEGRATION
APPROVAL
EXECUTIVESUMMARY
SUMMARY
EXECUTIVE
INTEGRATED DEVELOPMENT PLAN
ANALYSIS
1
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
THE UMGUNGUNDLOVU IDP SUPPORT TEAM
Contact Person:
Supported by:
Municipal Officials
Iyer Rothaug
Assisted by:
PREPARED BY:
Ms Buhle Ally – IDP Manager
Tel. no: 033 – 897 6700
Linda Masinga
Urban-Econ
Multi-Consult
GAEA Projects
Geodynamic Systems
25 APRIL 2002
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
PAGE NO.
1.
INTRODUCTION
4
LIST OF ANNEXURES - IDP
ANNEXURE 1: ALLOCATING FUNCTIONS &
POWERS
2.
THE CURRENT REALITY
7
ANNEXURE 3: THE CORPORATE DEVELOPMENT
STRATEGY
3.
THE STRATEGIC
PROGRAMME
4.
IMPLEMENTATION
FRAMEWORK
10
15
ANNEXURE 4: THE PLANNING STANDARDS
ANNEXURE 5: PHASE 3 PROJECT REPORT
TABLE OF CONTENTS
ANNEXURE 2: THE FINANCIAL STRATEGY
ANNEXURE 6: PHASE 2 STRATEGY REPORT
5.
PUTTING IT ALL TOGETHER
23
ANNEXURE 7: STRATEGY WORKING DOCUMENT
ANNEXURE 8: PHASE 1 ANALYSIS REPORT
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
1.1 BACKGROUND
1.1.1 THE CONTEXT OF THE PLAN
1. INTRODUCTION
Local government elections and the implementation of local
government legislation, most notably the Municipal Systems
Act, No 32 of 2000, has resulted in the restructuring of local
government. New municipal entities have replaced previous
Regional Councils and associated Sub-regions. The
restructuring includes new boundaries as a result of the
Municipal Demarcation process, as well as new roles and
responsibilities within the general ambit of fostering
developmental local government.
As a result of local government restructuring within the KwaZulu
Natal midlands region, the newly formed Umgungundlovu
District Council (DC22) was created. The Umgungundlovu
Municipality is responsible for and represents the major portion
of the previous iNdlovu Regional Council and is an
amalgamation of several of the previous sub-regions.
The current ethos which drives municipal restructuring, and now
functioning, is ensuring responsive and developmental local
governance. A shift from traditional administrative functions,
with minimal development intervention, characteristic of the
past, to a proactive deliverer of services is a fundamental
change confronting most municipalities.
In achieving such, integrating development need, forward
planning and strategy with municipal budgeting is an essential
ingredient in pursuing developmental local government. It is
mandatory through the Municipal Systems Act, that Integrated
Development Plans (IDPs) be prepared.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
1.2.1 OBJECTIVES OF THE IDP PROCESS
• To complete an IDP in terms of current legislation, most notably the
Municipal Systems Act;
• To prepare such a plan through a process of public participation;
• To ensure the creation of a strategic instrument that guides planning,
budgeting, management and decision making within the municipality;
• To pursue integrated development in taking up the challenge of
preparing an IDP;
• To ensure that the IDP is driven by an understanding of the issues
and challenges confronting the district and to respond in a manner
which establishes a strategic framework comprising of an appropriate
vision, strategy, sectoral programmes, performance indicators, all
underpinned by an appropriate financial framework.
1.2.2 THE IDP PROCESS IN THE UMGUNGUNDLOVU
DISTRICT COUNCIL
The project Terms of Reference and Process Plan prepared by the
Umgungundlovu District Municipality sets out clearly the project
methodology based on the IDP guidelines. The diagram on the right
identifies the key elements of the methodology and the expected
outputs per phase.
Importantly, this report represents Phase 4 of the IDP
and is intended to serve as a consolidation of the
process reflecting the key outcomes of the earlier
phases.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
Phase 1: Analysis
Assessment of existing
development
Priority issues or problems
Phase 2: Strategies
The vision, Objectives,
Strategies,
Identified projects
Phase 3: Projects
Phase 4: Integration
Performance
indicators,
Project outputs, targets,
Project related activities and
time schedule, Cost and
budget estimates
Sectoral Programmes , 5
year capital investment
programme,
Integrated
Spatial
Development
Framework, Institutional plan
1.2 THE PLANNING PROCESS
The terms of reference for the IDP established by the uMgungundlovu
District Municipality sets out the following key objectives:
Phase 5: Approval
EXECUTIVE SUMMARY
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
SECTION 1 - INTRODUCTION
1.3.1 THE IDP AT A GLANCE
SECTION 3 – THE STRATEGIC FRAMEWORK
PROJECT
FUNDING
STRATEGY
OBJECTIVE
APPROACH
UNPACKING
THE ISSUES
THE ISSUE
THE
STRATEGIC
PROGRAMME
27
THIS SECTION REPRESENTS THE INTEGRATION PHASE OF THE IDP
SECTION 4 – THE IMPLEMENTATION FRAMEWORK
SPATIAL
FRAMEWO
RK
INSTITUTIO
STRATEGY
THE
IMPLEMENTAT.
FRAMEWORK
1.3 USING THE IDP
FINANCIAL
ECONOMY
9
STRATEGIC
ISSUES
THIS SECTION PROVIDES AN OVERALL UNDERSTANDING OF THE DISTRICT
GUIDING
PRINCIPLE
S
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
CURRENT
REALITY
FINANCIAL
STRATEGY
It is important that it is read in conjunction with the more
detail phase reports. These reports are attached as
annexures and provide greater technical detail and
background. The overall structure to this report is indicated
in the diagram on the right.
5
THIS SECTION PROVIDES BACKGROUND TO THE IDP PROCESS
SECTION 2 – CURRENT REALITY
VISION
It is structured in a succinct and graphic manner drawing
from the various phase reports established through the
process. Emphasis has been placed on issues needed to
facilitate development. The bulk of the report therefore is
focused on THE STRATEGIC PROGRAMME which
represents the integration and backbone of the IDP and
provides useful information in facilitating delivery.It is
envisaged that this section of report becomes the day to day
working plan for the district municipality.
PLANNING
PROCESS
PURPOSE OF IDP
ENVIRONM
ENT
In taking development forward within Umgungundlovu, it is
necessary to provide a synopsis of the key processes that
emerged through the IDP. This document serves that
purpose.
INTRODUCTION
THE
PEOPLE OF
THE
DISTRICT
LOCAL
MUNICIPALI
TIES
SPATIAL
FEATURES
The IDP documents a process which has evolved over
several months. This process comprised of technical phases
of study coupled with an extensive participation process.
The IDP in its entirety however, represents more than what
can be captured on paper. As a point of departure therefore,
this document must be viewed as a synopsis and is not
intended to serve as a comprehensive record of the IDP.
This IDP is a living plan!
117
THIS SECTION PROVIDES THE CONTEXT AND FRAMEWORK FOR DELIVERY
SECTION 5 – PUTTING IT ALL TOGETHER
THE PUTTING
IT ALL
TOGETHER
5YR CAPITAL
PROGRAMME
5 YR
OPERATIONAL
PLAN
137
THIS SECTION CULIMINATES IN MANAGEMENT PROGRAMMES AND PLANS
EXECUTIVE SUMMARY
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
A FOCUS ON
RURAL PEOPLE
ACCESS TO
INFRASTRUCTURE
ENVIRONMENT
SUSTAINABILITY
GENDER
EQUITY
STATEMENT OF ISSUE
Housing and land
reform activities to
date has not been
successful
in
addressing the needs
of the majority of the
population of the
district.
However,
housing and land
reform provides a key
opportunity
for
obtaining development
funding and therefore
promoting
development.
70% of the rural
population of the
district resides on
Ingonyama land and
the remainder can
classified as farm
workers
or
farm
residents.
Limited
development serving
these groups has
occurred in the in the
past. Service delivery
in these areas are ad
hoc
and
uncoordinated. A low
level of tenure security
experienced by both
groups.
A large proportion of
the district population
does not have access
to appropriate and
affordable levels of
infrastructure.
This
impacts on general
levels of health and
welfare. In areas
where infrastructure
does exist it is often
not maintained.
There exists a general
lack of awareness
regarding
the
environment within the
District and specifically
as it relates to
development activities
within the district. Key
environmental issues
facing the District in
this regard includes
solid
waste
management, water
pollution
and
catchment
degradation.
Due to a variety of
reasons viz. how
society defines roles,
socially constructed
attributes associated
with
being
male/female etc. there
generally does not
exist
equity
in
development
processes. This lack
of equity impacts on
all
levels
of
development, from the
management
of
development to the
beneficiaries
of
development.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
2. THE CURRENT REALITY
STRATEGIC
ISSUE
LAND REFORM
& HOUSING
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UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
STRATEGIC
ISSUE
FOCUS ON THE
YOUTH
EDUCATION
ADDRESSING
HEALTH
AIDS
SPORT &
RECREATION
ART &
CULTURE
STATEMENT OF ISSUE
Statistics indicate that
a high proportion of
the uMgungundlovu
population (approx.
50%) falls within the 0
to 19 years age
category. No specific
focus has previously
been placed on
planning with needs of
this group in mind.
This group represents
those most vulnerable
to the AIDS pandemic,
unemployment and
other social ills.
Redirecting
development
spending to target this
group will be an
investment in the
future.
Education
is
referred to in its
wider context to
include
schoolbased education,
literacy and life
skills training and
specialised
education
(e.g.
tertiary education).
The access of
communities
to
appropriate
and
high
quality
education is limited,
this
impacting
directly on social
and
economic
development.
.
Various
factors
impact on general
health conditions of
the population of the
district
including
poor sanitation, lack
of access to water,
epidemics such as
AIDS and cholera,
limited
health
facilities and others.
The
HIV/AIDS
epidemic affects all
sectors of society
within the District.
As there is currently
no
cure
for
HIV/AIDS it will
continue to also
impact negatively
on all development
sectors, i.e. social,
economic,
infrastructure and
welfare
sectors.
The
current
uncoordinated
approach
to
addressing
the
predisposing factors
and symptoms of
the disease is a
concern.
At present sport and
recreationis
not
provided
the
prominent
place
which it deserves in
development
policies. This sector
can contribute to
educating the youth,
building a sense of
community and in
the medium to
longer
term
reducing
crime
levels.
Lack of
facilities is a major
constraint in this
sector and in many
cases facilities that
exist
are
inappropriate.
At present arts and
culture
is
not
provided
the
prominent
place
which it deserves in
development
policies. This sector
can contribute to
educating the youth,
building a sense of
community
and
promote economic
development. Lack
of facilities is a
major constraint in
this sector and in
many
cases
facilities that exist
are inappropriate.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
8
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
STRATEGIC
ISSUE
DISASTER
MANAGEMENT
CRIME
POVERTY
ALLEVIATION
UNEMPLOYMENT
INVESTMENT
STATEMENT OF ISSUE
The District is faced by
a wide variety of
disasters the extent of
which
differs
substantially.
At
present
disaster
management in the
district
is
uncoordinated and the
only
substantial
capacity exists with
the
Msunduzi
Municipality.
This
impacts substantially
on the ability of the
District to fulfill its role
in terms of disaster
management.
Crime and security is
within the South
African context an
issue
impacting
negatively on all
sectors of society and
therefore also on most
development activities.
Failure to address the
issue of crime/security
will impact negatively
on the Integrated
Development process
and future initiatives of
the District.
Poverty is a multifaceted problem which
requires a multipronged approach for
its
eradication.
Although
poverty
alleviation is the focus
of activities of various
departments
these
initiatives are said to
have had limited
success to date. Lack
of coordination is often
indicated to be a key
contributor to the lack
of success.
Unemployment levels
are generally high
ranging from 52% in
Impendle to 39% in
uMshwati, Msunduzi
and
Richmond
respectively.
Unemployment
will
impact
on
development in a
number of ways, viz. it
impacts
on
affordability levels of
services, the access of
communities
to
services, levels of
crime, general health
and welfare etc.
Attracting investment
to the region is
essential for ensuring
sustained economic
development. Levels
of investment is,
however, low which is
attributed to a number
of reasons. Attracting
investment will require
a sustained effort from
all stakeholders within
the municipality.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
9
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
The Strategic Programme represents the backbone of the IDP.
This programme indicates how the District Municipality sees
development within its area unfolding over the next 5 years (2002
– 2006), but specifically for the remainder of the term of the
current Council. The Strategic Programme for uMgungundlovu
was developed with the full participation of all stakeholders
through a series of Representative Forum meetings and
focussed workshops (a workshop on each of the Strategic Issue).
The Strategic Programme achieves the following:
• through the Vision and Mission: it focuses all activities of
the District to achieving one common vision accepted by all
stakeholders within the Municipality;
• through the Objectives: it sets the broad Key Performance
Indicators (KPIs) for the Council and it’s officials also focussing
the efforts of the Municipality on achieving these specific
objectives.
•through the Strategies: it indicates how the Council, over the
next five years, will set out firstly to achieve its objectives and
ultimately its vision; and
• through the Projects: it provides substance to the strategies
by indicating the activities and projects relating to each strategy
which the Council will set out to implement.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
On the basis of the above the Strategic Programme section
of the IDP is divided into three sections.
The Introduction – The remainder of this section explains
the approach taken to the development of strategies and the
identification of projects.
The Vision and Mission – Which clearly states the direction
in terms of which the Council wishes to develop over the next
5-years and thereafter.
Unpacking the Strategic Issues (Integration Reports) –
Focussing on those issues identified in Phase 1 of the
process it sets out to develop the approach which the
Municipality and Stakeholders will take to addressing the
Strategic Issues. It identifies and summarises each of the
Strategic Issues, it identifies the resources available for
addressing the strategic issue, it sets objectives and
strategies and then finally provide an overview of identified
projects related to each of the strategic issues
EXECUTIVE SUMMARY
3. THE STRATEGIC PROGRAMME
ABOUT THE STRATEGIC PROGRAMME
10
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
UMGUNGUNDLOVU DISTRICT
VIABLE AND DYNAMIC
METROPOLITAN AREA
INCORPORATING THE CAPITAL OF
KWAZULU-NATAL WITH A VIBRANT
ECONOMY, INTEGRATED SERVICE
DELIVERY AND IMPROVED QUALITY
OF LIFE FOR ALL ITS PEOPLE.
The Mission established to guide the activities of Council in achieving the
vision states that:
3.1 THE VISION AND MISSION
MUNICIPALITY WILL EVOLVE INTO A
THE UMGUNGUNDLOVU DISTRICT MUNICIPALITY WILL THROUGH SOUND
GOVERNANCE AND COMMUNITY PARTICIPATION ENSURE THE PROVISION
OF EQUITABLE AND SUSTAINABLE SERVICES AND ECONOMIC GROWTH
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
11
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
STRATEGIC ISSUES
INTEGRATED DEVELOPMENT PLAN
OBJECTIVES
STRATEGIES
1
Land Reform and Housing
(1) Establish 4000 housing opportunities p.a.annum
(50% located in the rural areas)
(2) Approval and implementation of LRAD Subsidies
(by 2005 1000 small scale farmers p.a.)
• Institutional structuring for delivery
• District-wide integrated housing delivery
• Land reform implementation for sustainability
2
A Focus on Rural People
(1) Establish a consultative forum with traditional
leaders and stakeholders to discuss development
related issues by 2002
(2) Empower and integrate farmworkers/residents into
development processes
• Promoting development on Ingonyama land
• Building the capacity of people living on farms
• Promoting tenure security for people living on
farms
• Promoting provision of basic services to people
living on farms
3.1
Access to Water
(1) Each household to have access to potable water
(not necessarily piped) within 200m by the end of
the 2004/5 financial year
(2) DM to monitor and encourage compliance with the
free basic water programme
•
•
•
•
•
3.2
Access to Sanitation
(1) Each household have access to at least a
Ventilated Improved Pit Latrine (WHO Standard)
by 2004/5
(2) By 2003 have awareness programme in place
focussing on health and hygiene
• Free basic sanitation
• User pay for higher level of service
• Maintain existing services
3.3
Access to Electricity
1) To provide an additional 4 000 electricity
connections (grid or non-grid) per annum of which
50% will be located in rural areas
• Provide access to free basic electricity
• User pay for higher level of electricity service
• Fund capital short fall for grid electricity
3.4
Access to Roads
1) To ensure that all service centres (tertiary,
secondary, municipal and district) are serviced with
appropriate road network, i.e. all weather access
with storm water, by end of 2004/5 financial year
• District to act as conduit for distribution of road
construction funds
• Co-ordinate roads development and maintenance
3.5
Access to Solid Waste
Services
(1) To finalise the identification of solid waste landfill
sites/other possibilities by June 2002 (2002/3
budget allocation)
(2) To establish build-operate-train-transfer contracts
for the development of sites
(3) Budget allocation for Waste Management for
2002/3 financial year
• Access to solid waste removal
• Establish MSPs for development and management
of landfill sites
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
Improvement of the basic level of water services
Establishing MSPs for efficient delivery
User pay for higher level of service
Maintain existing infrastructure
Establish implementation capacity in District
EXECUTIVE SUMMARY
12
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
STRATEGIC ISSUES
INTEGRATED DEVELOPMENT PLAN
OBJECTIVES
STRATEGIES
3.6
Access to Cemeteries
(1) To establish sufficient cemetery capacity in the
local municipalities and district by 2005 for the next
10 years
(2) Budget allocation for cemeteries for 2002/3
financial year
• Identify new cemeteries
• Establish MSPs for the development and operation
of cemeteries
• Develop and promote alternative approaches to
burial
4.
Environmental Sustainability
1) Have in place a well-coordinated environmental
strategy in the form of a Strategic Environmental
Assessment by the year 2003 – incl. clear
management and monitoring guidelines (consider
bi-annual state of the environment report and
implementation of LA21 principles)
• Adopt IEM (Integrated Env. Man.) principles for all
projects
• Develop under-standing of issues and approaches
to addressing such
• Develop environmental awareness and education
programAppropriate resource utilisation
5.
Gender Equity
(1) The development of a comprehensive gender policy
within the district addressing the role of women in
development, and addressing social and economic
empowerment, gender equity in employment,
awareness of women’s rights
(2) Implementation of policy from 2003 onwards
• Integrate gender equity in programmes of District
Municipality
• Establishment of Gender Unit
• Gender equity focal point managers
6.
A Focus on the Youth
(1) Involve youth in social, physical and economic
District development activities leading to:
• Reduced unemployment;
• Moral regeneration;
• Stronger leadership / self esteem.
• Understanding the needs of the youth
• Implementing projects aimed at youth
development
• Considering the youth in all related activities
7
Education
(1) Through co-ordination with the Department of
Education ensure the provision of relevant, quality
education and infrastructure
(2) Through SETAs establish and support learnership
programmes
• Promotion of adult basic education and training
• Facilitation of funding for improved facilities and
maintenance
• Encourage post school training
8
Addressing Health
(1) Acquire status of a District Health Authority by the
end of 2003 and developing an integrated health
service
(2) All residents of the District to have access to
primary health care facilities within 5km walking
distance by 2004/5 financial year
•
•
•
•
9
Addressing HIV/AIDS
(1) AIDS support Centre and other means
(programmes) to care for orphans (various age
groups) be established within each Municipal
Service Centre
(2) The District fulfill a facilitative role in promoting
home based care through using volunteers
• Co-ordinating and supporting municipality based
AIDS awareness
• Promoting HIV/AIDS awareness in conjunction
with Department Of Health
• Developing HIV/AIDS support programme
• Planning with the impact of AIDS in mind
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
Establish a District Health Authority
The provision of basic services
Coordinate/ facilitate the provision health services
Establish programme of volunteerism
EXECUTIVE SUMMARY
13
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
STRATEGIC ISSUES
INTEGRATED DEVELOPMENT PLAN
OBJECTIVES
STRATEGIES
10
Sport and Recreation
(1) Ensure communities have access to a full range of
sport and recreation facilities within each Municipal
Service Centre
(2) District to strive for various sports codes to achieve
provincial status
(3) Promote the effective use and maintenance of
facilities
• Establish a District based sport and recreation
programme
• Facilitate access to full basic range of facilities on
the municipal level
• Upgrade sport code status to provincial
11
Arts and Culture
1) Establish dedicated art and culture training and
awareness centres in Municipal Service Centres
• Establish a District based arts and culture
programme
• Establish municipal arts and culture training
facilities
12
Disaster Management
(1) A district disaster management plan and disaster
management centre to be established by the end
of 2002
(2) Promote the pro-active integration of disaster
management in all activities of the district and local
municipalities
• Establishment of District (and Local) Disaster
Management Plan
• Establishment of District Disaster Management
Centre
13
Crime and Security
1) Through poverty alleviation, job creation,
community building, and providing support and
cooperation with the SAPS to reduce crime levels
by 10% per annum over the next five years
• Establish structures to support the SAPS
• Develop crime prevention programme
14
Poverty Alleviation
(1) Through coordinated poverty alleviation processes
and LED initiatives reduce the percentage of
households earning below R1500 per month from
60% to 40% by the 2004/5 financial year
(2) Promote the productive use of local resources and
diversified groups
• Poverty alleviation coordination
• Promote labour intensive infrastructural
development
• Promote household food security and nutrition
• Establishment of self-help projects and
cooperatives
15
Unemployment
(1) Through attracting investment and encouraging
local economic development reduce unemployment
from 40% to 20% by the end of the 2004/5
financial year
• Plan and coordinate LED activities
• Support entrepreneurial development
• Promote entrepreneurship development in all
activities of district
• Attract investment focussed on entrepreneurial
development
16
Investment
1) By creating an environment conducive to economic
development and providing incentives for
investment. Grow district economy to reflect at
least a real 6% increase per annum in district levy
• Establish environment conducive for investment
(especially labour intensive)
• Promote major and community tourism investment
• Diversify and promote agricultural development
• Promote new and build on existing industrial
development
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
14
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
The Strategies and Projects identified in the IDP cannot be viewed in isolation as a number of broader frameworks
will give direction to the implementation thereof. This section, the Implementation Framework, provides an
overview of this broader context which will support and direct the implementation of the IDP. The implementation
framework includes a number of components, viz.
•
•
•
•
•
The allocation of Functions and Powers
The Financial Strategy
The Integrated Institutional Strategy
The Spatial Framework
The Planning Standards
Each of these components will be discussed in more detail to clearly establish the context for the implementation of
the IDP.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
4. IMPLEMENTATION FRAMEWORK
OVERVIEW OF IMPLEMENTATION FRAMEWORK
15
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
The uMgungundlovu District Municipality makes a distinction
between four broad categories of functions in terms of which the
District should consider its functions and powers. The interim
approach, for the purpose of preparing the IDP, regarding the
allocation of these functions and powers is discussed in more
detail in Annexure 1 attached to the IDP.
CATEGORY
DESCRIPTION
1.
Section 84(1) functions
Functions allocated to District Municipalities
in terms of Section 84(1) of the Municipal
Structures Act
2.
Other constitutional
functions
Functions allocated to Local Government in
terms of the Constitution but not specifically
addressed by Structure Act
3.
Administrative
functions
General administrative functions of the
District which can be undertaken for Local
Municipalities – economies of scale and
avoid duplication of services
4.
Functions to be
coordinated
Other functions not allocated to District or
Local Municipalities but in terms of which
both levels of local government has a role to
fulfill.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
FUNCTION ALLOCATED TO THE DISTRICT IN
TERMS OF THE STRUCTURES ACT
SECTION 84(1) OF THE MUNICIPAL STRUCTURES ACT ALLOCATE
THE FOLLOWING POWERS AND FUNCTIONS (OR PARTS
THEREOF) TO DISTRICT MUNICIPALITIES.
THE CURRENT
INTERPRETATION OF THE DISTRICT MUNICIPALITY RELATING TO
THESE ARE REFLECTED IN ANNEXURE 5.
• Integrated Development
Planning
• Potable Water Systems
• Bulk Supply of Electricity
• Domestic Waste Water and
Sewage
• Solid Waste Disposal
• Municipal Roads
• Regulation of Passenger
Transport Services
• Municipal Airports
• Municipal Health Services
• Fire Fighting Services
• Fresh Produce Markets
• Cemeteries and Crematoria
• Local Tourism
IN THE INTERPRETATION OF THE ALLOCATION OF THESE
FUNCTIONS AND POWERS IN ANNEXURE 1 A PRAGMATIC
APPROACH WAS ADOPTED, CONSIDERING SPECIFICALLY THE
CAPACITIES OF THE DISTRICT AND VARIOUS LOCAL
MUNICIPALITIES.
EXECUTIVE SUMMARY
4.1 ALLOCATION OF FUNCTIONS & POWERS
THE ALLOCATION OF FUNCTIONS AND POWERS
INTEGRATED DEVELOPMENT PLAN
16
BACKGROUND TO FINANCIAL STRATEGY
A detailed financial strategy for the IDP was compiled by the Financial
Services Department of the uMgungundlovu District Municipality. This
financial strategy is contained in Annexure 2 attached to this document.
What follows is a short overview of the contents of the strategy.
The financial strategy is an integral component of the IDP and addresses
specifically:
• Funding availability over the 5-year planning period – 2002/3 financial year
to 2006/7 financial year.
• The balancing of this limiting factor relating to income with objectives
established in terms of the IDP.
• Establishing financial management systems and efficient, effective internal
audit controls.
CONTENTS OF THE FINANCIAL STRATEGY
In order to address the above the following components are included in the
financial strategy:
•
•
•
•
Funding availability in the District
Funding allocations to the Local Municipalities
Strategies for Raising Revenue
Financial Management Systems
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
INTEGRATED DEVELOPMENT PLAN
BACKGROUND TO THE INTEGRATED
INSTITUTIONAL STRATEGY
The Administrative Services Department of the District Municipality
prepared a detailed project based integrated institutional strategy for
the District. The project sheets relating to this strategy is reflected in
Annexure 3 attached. The purpose of the strategy is to indicate by
which management reforms and organisational arrangements the
District wants to establish the institutional preparedness for the efficient
implementation of the IDP.
CONTENTS OF THE INTEGRATED
INSTITUTIONAL STRATEGY
The integrated institutional strategy addressess the following aspects:
• Institutional structuring for delivery: which includes institutional
structuring, human resources management, skills development of staff
• Powers and functions including the Metropolitisation of the District
• Performance management
• Administrative processes
• An integrated communication plan
• Principles guiding the operation of the District Municipality
EXECUTIVE SUMMARY
4.3 THE FINANCIAL AND INSTITUTIONAL STRATEGY
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
17
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
THE PURPOSE OF A SPATIAL FRAMEWORK
The main goals of such a structure include:
•
•
KEY SPATIAL ISSUES IMPACTING ON THE DISTRICT
Uncontrolled /
Lack of social and physical dispersed human
support structure
settlement
Unwinds the legacy of Apartheid and which
redresses past imbalances and promotes equity
To promote an improved system of access, this
includes both, physical access in terms of physical
connection, but more fundamentally, this includes
providing for improved access to social and economic
opportunity.
•
To integrate district space and link various
settlements / opportunities into a functional and
meaningful whole
•
To provide a framework for managing development
which includes identifying areas for investment,
rehabilitation, protection.
•
To maximise on inherent opportunities and potentials
within the district in a way which promotes growth
and investment.
•
To create an overall system of opportunity which
includes:
• Improved distribution of services
• Access to economic opportunity
• Access to improved facilities
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
Prime location
Significant
agricultural
production
Complex land
use mosaic
Limited
development of
tourism
opportunities
Dominance of
PMB complex
4.3 THE SPATIAL FRAMEWORK
The primary purpose of the spatial framework is to create a
competent district spatial structure.
INTEGRATED DEVELOPMENT PLAN
Treat to natural systems
Population concentration &
pressure
Historical fragmented
authority structure
EXECUTIVE SUMMARY
18
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
2
STARTS WITH
THE EXISTING
STRUCTURE
WHICH OFTEN
COMPRISES
OF DISPERSED
SETTLEMENT.
INTERVENING
STRATEGICALLY
THROUGH THE
DEVELOPMENT
OF A NODE
(SERVICE
CENTRE) AT A
KEY POINT
WITHIN THE
SYSTEM.
3
4
WITH TIME,
THROUGH
GUIDING
GROWTH,
INTEGRATION
AND
SETTLEMENT
CONSOLIDATION
OCCURS.
ULTIMATELY, IN
THE LONG
TERM A CLEAR
MANAGEMENT
SYSTEM IS
DEVELOPED
WHICH
INTEGRATES
YET
PROTECTS.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
4.3.1 SPATIAL STRATEGY
1
EXECUTIVE SUMMARY
19
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
4.3.2 THE SPATIAL FRAMEWORK
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
EXECUTIVE SUMMARY
20
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
TOURISM /
AGRICULTURE
CORRIDOR
EMERGING
AGRICULTURE
ZONES
COMMERCIAL
CENTRES
THE PRIMARY INVESTMENT
FRAMEWORK TAKES THE SPATIAL
FRAMEWORK FURTHER IN
PROVIDING DIRECTION FOR
WHERE PARTICULAR TYPES OF
ECONOMIC ACTIVITY COULD TAKE
PLACE. IT IS ENVISAGED THAT
THIS FRAMEWORK SERVES AS A
TOOL IN CHAMPIONING
ECONOMIC INVESTMENT FOR THE
DISTRICT.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
INDUSTRIAL
ZONE
AGRICULTURE /
TOURISM
ZONES
EXECUTIVE SUMMARY
4.3.3 PRIMARY INVESTMENT FRAMEWORK
TOURISM
CORRIDORS
21
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
URS
URS
ISRD
ISRD
ISRD
ISRD
URS
URS
EDENDALE
URS
MOOI-RIVER / BRUNTVILLE
THORNVILLE / HOPEWELL
MPOPHOMENI
ISRD
VULINDLELA
IMPENDLE
ETSHENI
ABEBHUZI
INHLAZUKA
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
ISRD
EXECUTIVE SUMMARY
4.3.4 SPECIAL INVESTMENT FRAMEWORK
THE SPECIAL
INVESTMENT
FRAMEWORK
BUILDS ON THE
PRIMARY
INVESTMENT
FRAMEWORK AND
PROVIDES
DIRECTION FOR
THE
IMPLEMENTATION
OF CURRENT
PUBLIC SECTOR
INVESTMENT
PROGRAMMES.
THIS INCLUDES THE
URBAN RENEWAL
PROGRAMME AND
THE INTEGRATED
SUSTAINABLE
RURAL
DEVELOPMENT
STRATEGY. THE
FRAMEWORK
SUGGESTS NODES
WITHIN THE
DISTRICT WHERE
THESE
PROGRAMMES ARE
TO BE
IMPLEMENTED.
INTEGRATED DEVELOPMENT PLAN
22
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
INTEGRATED DEVELOPMENT PLAN
THE 5-YEAR OPERATIONAL PROGRAMME
The 5-year capital development programme for the
uMgungundlovu District Municipality is reflected overleaf. The
capital development programme presents a listing of all projects
of a capital nature (this can also be referred to as the bricks-andmortar type projects), i.e. require major capital investments. The
focus of the capital development projects presented in this list is
to provid communities within uMgungundlovu with access to basic
services and infrastructure.
The operational programme for the uMgungundlovu District
Municipality follows the 5-year capital programme attached.
The operational programme reflects other activities of the
Municipality that needs to be engaged in over the next five
financial years. These activities are sorted in terms of
Strategic Issues and time frames.
In total it envisaged that at least R174 million worth of capital
development will be implemented within the uMgungundlovu
District Municipality over the next 5-year period. It is important to
note that substantial portions of this envisaged spending still
needs to be sourced from relevant government departments and
service providers. Where uncertainty exists the extent of funding
for capital development projects also needs to be confirmed which
will increase this budget substantially. A major source of capital
development within the District, the housing subsidies, is also not
reflected in this programme as local municipalities will be the
developers for such projects.
IYER ROTHAUG / LINDA MASINGA PROJECT TEAM
It will be noted that a large number of activities relate to the
2002/3 financial year. This indicates the number of activities
viewed by the Municipality as priority activities. Further to this
a large number of activities in the operational programme are
indicated to be ongoing activities, i.e. activities with an
unspecified duration which the Municipality will need to
undertake on an ongoing basis.
EXECUTIVE SUMMARY
5. PUTTING IT ALL TOGETHER
THE 5-YEAR CAPITAL DEVELOPMENT PROGRAMME
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