2015/16 integrated development plan€¦ · imbabazane local municipality integrated development...

2015/16

INTEGRATED

DEVELOPMENT PLAN

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Imbabazane Local Municipality Integrated Development Plan 2015-2016

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Table of Contents GLOSSARY....................................................................................................................................................................................................................... 1

EXECUTIVE SUMMARY ................................................................................................................................................................................................... 4

Integrated Development Plan .................................................................................................................................................................................... 4

Who are we? .............................................................................................................................................................................................................. 4

Gender Profile ........................................................................................................................................................................................................ 6

Education Profile .................................................................................................................................................................................................... 7

1.1. TRADITIONAL AUTHORITY AREAS AND WARDS .............................................................................................................................................. 7

1.2. ECONOMIC PROFILE ..................................................................................................................................................................................... 10

1.2.2. Employment Status .............................................................................................................................................................................. 10

2. HOW WAS THIS PLAN (IDP) DEVELOPED?.............................................................................................................................................................. 12

2.1. PROCESS PLAN (2014/15) ............................................................................................................................................................................. 12

2.2. STRUCTURE OF THE IDP................................................................................................................................................................................ 13

3. KEY CHALLENGES .............................................................................................................................................................................................. 14

SECTION B.1. ................................................................................................................................................................................................................. 16

1. POLICY AND LEGISLATIVE CONTEXT ................................................................................................................................................................. 16

1.1. Planning and Development Principles ...................................................................................................................................................... 16

SECTION B.2. ................................................................................................................................................................................................................. 18

2. GOVERNMENT POLICIES AND IMPERATIVES .................................................................................................................................................... 18

3. NATIONAL DEVELOPMENT PLAN (VISION 2030) .............................................................................................................................................. 18

4. NEW GROWTH PATH ........................................................................................................................................................................................ 19

5. STATE OF THE NATION ADDRESS 2015 ............................................................................................................................................................. 20

6. Back to basics ....................................................................................................................................................................................................... 20

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7. KZN PROVINCIAL GROWTH AND DEVELOPMENT PLAN .................................................................................................................................... 21

8. Local Government Outcome 9 ......................................................................................................................................................................... 22

9. Local Government Turnaround Strategy .......................................................................................................................................................... 22

10. MUNICIPAL SYSTEMS ACT ............................................................................................................................................................................ 23

11. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA) ..................................................................................................................................... 23

12. MUNICIPAL STRUCTURES ACT ...................................................................................................................................................................... 23

13. INTERGOVERNMENTAL RELATIONS FRAMEWORK ACT (IGR ........................................................................................................................ 24

SECTION C ..................................................................................................................................................................................................................... 24

1. SITUATIONAL ANALYSIS .................................................................................................................................................................................... 24

1.1. Regional Context ...................................................................................................................................................................................... 24

1.3. Structuring Elements ................................................................................................................................................................................ 25

1.4. Hierarchy of Corridors .............................................................................................................................................................................. 28

1.5. LAND COVER AND BROAD LAND USES ......................................................................................................................................................... 33

1.6. Land Ownership ........................................................................................................................................................................................... 33

1.7. Land Reform ................................................................................................................................................................................................. 35

1.8. Environmental Analysis ................................................................................................................................................................................ 37

1.8.1. Biodiversity........................................................................................................................................................................................... 37

1.8.2. Hydrology ............................................................................................................................................................................................. 39

1.8.3. Air Quality ............................................................................................................................................................................................ 39

1.8.4. Climate Change .................................................................................................................................................................................... 39

1.8.5. Strategic Environmental Assessment ................................................................................................................................................... 40

1.9. CROSS CUTTING: SWOT ANALYSIS ............................................................................................................................................................... 41

1.10. Disaster Management .................................................................................................................................................................................. 42

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1.10.1. Municipal institutional capacity ............................................................................................................................................................... 42

1.10.2. Risk Assessment ....................................................................................................................................................................................... 42

1.10.3. Risk Reduction & Prevention ................................................................................................................................................................... 43

1.10.4. Response & Recovery ............................................................................................................................................................................... 44

1.10.5. Training &Awareness ............................................................................................................................................................................... 44

1.10.6. Funding Arrangements............................................................................................................................................................................. 44

1.10.7. Disaster Management SWOT Analysis ..................................................................................................................................................... 45

2. DEMOGRAPHIC CHARACTERISTICS ...................................................................................................................................................................... 45

2.1. Demographic Indicators ............................................................................................................................................................................... 45

2.2. Population Groups ....................................................................................................................................................................................... 47

2.3. Gender Profile .............................................................................................................................................................................................. 47

2.4. Age Structure ............................................................................................................................................................................................... 47

2.5. Employment Profile ..................................................................................................................................................................................... 48

2.6. Employment Trends ..................................................................................................................................................................................... 48

2.6.1. Employment by Occupation and Sector .............................................................................................................................................. 48

2.7. Income Profile .............................................................................................................................................................................................. 49

2.7.1. 2.6.1. Household Income ..................................................................................................................................................................... 49

2.8. Education Profile .......................................................................................................................................................................................... 49

2.9. Key Findings ................................................................................................................................................................................................. 50

3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT ............................................................................................................... 51

3.1. Municipal Transformation ........................................................................................................................................................................... 51

3.2. Organizational Development ....................................................................................................................................................................... 51

3.2.1. Institutional Arrangements .................................................................................................................................................................. 51

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ORGANISATIONAL STRUCTURE –MUNICIPAL GOVERNANCE AND OVERSIGHT .................................................................................................. 53

3.2.2. Powers and Functions .......................................................................................................................................................................... 54

3.2.3. Organisational Structure/ Organogram ............................................................................................................................................... 54

Office of the Municipal Manager Organogram .................................................................................................................................................... 55

Budget and Treasurer Office Organogram ........................................................................................................................................................... 56

Corporate Services Department Organogram ..................................................................................................................................................... 57

Social and Economic Development Department Organogram ............................................................................................................................ 58

Technical and Infrastructure Development Department Organogram ............................................................................................................... 59

3.2.4. Municipal Institutional Capacity and Status of Critical Posts............................................................................................................... 60

3.2.5. Human Resource Development ........................................................................................................................................................... 60

3.3. Organizational transformation and Institutional Development SWOT Analysis ......................................................................................... 61

4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS ......................................................................................................................................... 64

4.1. WATER .......................................................................................................................................................................................................... 64

4.2. ACCESS TO SANITATION ............................................................................................................................................................................... 64

4.3. SOLID WASTE MANAGEMENT .......................................................................................................................................................................... 65

4.3.1. REFUSE REMOVAL ................................................................................................................................................................................ 65

4.4. TRANSPORTATION INFRASTRUCTURE ......................................................................................................................................................... 67

4.5. ACCESS TO ELECTRICITY ............................................................................................................................................................................... 67

4.6. ACCESS TO COMMUNITY FACILITIES ............................................................................................................................................................ 71

4.6.1. COMMUNITY HALLS ............................................................................................................................................................................. 72

4.6.2. CEMETERIES ......................................................................................................................................................................................... 72

4.7. Human Settlements ..................................................................................................................................................................................... 72

4.7.1. Housing Market Segments ................................................................................................................................................................... 72

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4.7.2. Nature and Extent of Housing Need .................................................................................................................................................... 72

4.7.3. Typology of Need ................................................................................................................................................................................. 73

4.7.4. Planned Projects .................................................................................................................................................................................. 74

4.8. Telecommunications .................................................................................................................................................................................... 74

4.9. Basic Service Delivery SWOT Analysis .......................................................................................................................................................... 75

5. .LOCAL ECONOMIC AND SOCIAL DEVELOPMENT ................................................................................................................................................ 76

5.1. LOCAL ECONOMIC DEVELOPMENT ANALYSIS .............................................................................................................................................. 76

5.1.1. MUNICIPAL COMPARATIVE AND COMPETITIVE ADVANTAGE ............................................................................................................. 76

5.1.2. MAIN ECONOMIC CONTRIBUTORS ...................................................................................................................................................... 76

5.1.3. EMPLOYMENT AND INCOME LEVELS ................................................................................................................................................... 77

5.1.4. MALL MEDIUM AND MICRO ENTERPRISES (SMME’s).......................................................................................................................... 79

5.1.5. AGRICULTURE ....................................................................................................................................................................................... 79

5.1.6. TOURISM .............................................................................................................................................................................................. 80

5.1.7. MANUFACTURING ................................................................................................................................................................................ 81

5.1.8. SERVICES .............................................................................................................................................................................................. 81

5.1.9. MINING ................................................................................................................................................................................................ 81

5.1.10. Current proposed projects ................................................................................................................................................................... 82

5.1.11. LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS .......................................................................................................................... 84

5.2. SOCIAL DEVELOPMENT ANALYSIS ................................................................................................................................................................ 85

5.2.1. BROAD BASED COMMUNITY NEEDS .................................................................................................................................................... 85

5.2.2. Education ............................................................................................................................................................................................. 87

5.2.3. Health ................................................................................................................................................................................................... 87

5.2.4. Safety and Security............................................................................................................................................................................... 88

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5.2.5. Nation Building and Social Cohesion.................................................................................................................................................... 88

5.2.6. COMMUNITY DEVELOPMENT WITH PARTICULAR FOCUS ON VULNERABLE GROUPS ........................................................................ 88

6. FINANCIAL VIABILITY ............................................................................................................................................................................................ 90

6.1. CAPABILITY OF THE MUNICIPALITY TO EXECUTE CAPITAL PROJECTS .......................................................................................................... 90

6.2. INDIGENT SUPPORT (INCLUDING FREE BASIC SERVICES) ............................................................................................................................ 90

6.3. REVENUE ENHANCEMENT AND PROTECTION STRATEGIES ......................................................................................................................... 90

6.4. Grants and Subsidies .................................................................................................................................................................................... 91

6.5. Municipal Infrastructure Assets and maintenance (Q&M) .......................................................................................................................... 91

6.6. Current Planned Borrowings ........................................................................................................................................................................ 91

6.7. Municipal Credit Rating................................................................................................................................................................................ 91

6.8. Supply Chain Management .......................................................................................................................................................................... 91

7. GOOD GOVERNANCE ........................................................................................................................................................................................... 93

7.1. National and Provincial Programs Rolled Out at Municipal Level ............................................................................................................... 93

7.1.1. Operation Sukuma Sakhe ..................................................................................................................................................................... 93

7.1.2. Intergovernmental Relations ............................................................................................................................................................... 93

7.2. Municipal Governance Structures ............................................................................................................................................................... 93

7.2.1. Municipal Council ................................................................................................................................................................................. 93

7.2.2. Executive Committee and Portfolio Committees ................................................................................................................................ 93

7.2.3. Audit Committee .................................................................................................................................................................................. 93

7.2.4. 9.1.5. Status of Municipal Policies ....................................................................................................................................................... 94

7.2.5. Municipal Risk Management ............................................................................................................................................................... 95

7.2.6. Municipal Bylaws ................................................................................................................................................................................. 95

7.3. Participation Analysis ................................................................................................................................................................................... 95

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8. GOOD GOVERNANCE: SWOT ANALYSIS ............................................................................................................................................................... 96

9. COMBINED SWOT ANALYSIS ................................................................................................................................................................................ 97

SECTION D .................................................................................................................................................................................................................. 104

10. Development Goals, Strategies and Objectives ............................................................................................................................................. 104

10.1. Developmental Local Government ........................................................................................................................................................ 104

10.2. Strategy Context .................................................................................................................................................................................... 104

10.3. Strategic Fit ............................................................................................................................................................................................ 105

10.4. Desired Growth Pattern ......................................................................................................................................................................... 105

10.5. Long Term Development Vision and Goals ............................................................................................................................................ 105

10.6. WHAT IS IMBABAZANE LOCAL MUNICIPALITY GOING TO DO TO UNLOCK AND ADDRESS KEY CHALLENGES ...................................... 107

10.7. What to Expect From Imbabazane Local Municipality .......................................................................................................................... 108

10.8. How Progress Will Be Measured ............................................................................................................................................................ 112

AG Comments on latest Audited Financial Statements ..................................................................................................................................... 114

Responses & Actions thereto ............................................................................................................................................................................. 114

SECTION E................................................................................................................................................................................................................... 119

11. IMPLEMENTATION PLAN................................................................................................................................................................................ 119

Projects .......................................................................................................................................................................................................................... 1

SECTION F ....................................................................................................................................................................................................................... 7

12. FINANCIAL PLAN ................................................................................................................................................................................................. 7

Revenue Budget by Source ........................................................................................................................................................................................ 7

Operating Expenditure by Vote ................................................................................................................................................................................. 8

Operating Expenditure by Nature .............................................................................................................................................................................. 9

Capital Expenditure by Category ............................................................................................................................................................................. 12

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Summary of Total Salaries and Allowances ............................................................................................................................................................. 17

Annexure A .................................................................................................................................................................................................................. 19

Spatial Development Framework ............................................................................................................................................................................... 19

SPATIAL DEVELOPMENT FRAMEWORK ...................................................................................................................................................................... 20

STRATEGIC FIT .......................................................................................................................................................................................................... 20

SPATIAL PLANNING PRINCIPLES ............................................................................................................................................................................... 20

MUNICIPAL SPATIAL DEVELOPMENT VISION AND MISSION STATEMENT ............................................................................................................... 21

AIMS AND OBJECTIVES ............................................................................................................................................................................................. 23

THE SPATIAL PLANNING APPROACH ........................................................................................................................................................................ 24

SPATIAL PLANNING CONCEPTS ............................................................................................................................................................................... 25

APPLICATION OF SPATIAL PLANNING CONCEPTS .................................................................................................................................................... 26

DEVELOPMENT CORRIDORS-ENHANCING ACCESS AND MOBILITY ...................................................................................................................... 26

SERVICE CENTRES/DEVELOPMENT NODES .......................................................................................................................................................... 27

DEVELOPING SUSTAINABLE HUMAN SETTLEMENTS ........................................................................................................................................... 28

COMPACT DEVELOPMENT ................................................................................................................................................................................... 29

MANAGEMENT OF THE NATURAL ENVIRONMENT AND CONSERVATION AREAS ............................................................................................... 29

PROTECTION OF AGRICULTURAL LAND ............................................................................................................................................................... 30

SPATIAL DEVELOPMENT STRATEGY ............................................................................................................................................................................ 31

DEVELOPMENT OF A HIERARCHY OF NODES ........................................................................................................................................................... 31

PRIMARY NODE .................................................................................................................................................................................................... 34

SECONDARY NODE ............................................................................................................................................................................................... 38

TERTIARY NODES .................................................................................................................................................................................................. 41

TOURISM NODE.................................................................................................................................................................................................... 43

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CORRIDOR TYPE DEVELOPMENT .............................................................................................................................................................................. 45

THE NATIONAL DEVELOPMENT CORRIDOR ......................................................................................................................................................... 46

PRIMARY CORRIDORS .......................................................................................................................................................................................... 47

SECONDARY CORRIDORS ...................................................................................................................................................................................... 47

TERTIARY CORRIDORS .......................................................................................................................................................................................... 48

WAY FORWARD: FOSTERING FOR NEW LINKAGES .............................................................................................................................................. 50

DEVELOPMENT OF SUSTAINABLE HUMAN SETTLEMENTS ...................................................................................................................................... 52

LAND RELEASE ...................................................................................................................................................................................................... 52

HOUSING DELIVERY .............................................................................................................................................................................................. 53

SLUMS CLEARANCE .............................................................................................................................................................................................. 53

RURAL HOUSING .................................................................................................................................................................................................. 53

BREAKING NEW GROUND/ RURAL HOUSING PROJECTS ..................................................................................................................................... 54

COMPACT DEVELOPMENT ....................................................................................................................................................................................... 54

RURAL SETTLEMENTS AS PRIMARY INVESTMENT POINTS ................................................................................................................................... 54

DENSE RURAL SETTLEMENTS ............................................................................................................................................................................... 55

SCATTERED RURAL SETTLEMENTS ....................................................................................................................................................................... 55

COMPACT DEVELOPMENT ................................................................................................................................................................................... 56

SETTLEMENT EDGE ............................................................................................................................................................................................... 56

DENSIFICATION .................................................................................................................................................................................................... 57

MANAGEMENT OF THE NATURAL ENVIRONMENT AND RESOURCES. .................................................................................................................... 59

ALIEN PLANT MANAGEMENT ............................................................................................................................................................................... 60

CONSERVATION THROUGH PRODUCTION ........................................................................................................................................................... 60

CONSERVING THE NATURAL RESOURCES ............................................................................................................................................................ 60

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PROTECTED AREA DEVELOPMENT ....................................................................................................................................................................... 61

WETLAND MANAGEMENT ................................................................................................................................................................................... 61

BIODIVERSITY CONSTRAINT AREAS ...................................................................................................................................................................... 61

PROTECTION OF ARABLE LAND ................................................................................................................................................................................ 62

IDENTIFICATION AND MAPPING OF HIGH POTENTIAL AGRICULTURAL LAND ..................................................................................................... 62

COMPREHENSIVE OR AGRICULTURAL PROTECTION PLANS................................................................................................................................. 63

LOCAL LAND USE REGULATIONS .......................................................................................................................................................................... 63

AGRICULTURAL POTENTIAL LOST DUE TO TRANSFORMATION ........................................................................................................................... 64

DEVELOPMENTAL LAND AND AGRARIAN REFORM ............................................................................................................................................. 64

LOCAL ECONOMIC DEVELOPMENT .......................................................................................................................................................................... 64

TOURISM .............................................................................................................................................................................................................. 65

AGRICULTURE ....................................................................................................................................................................................................... 65

COMMERCE AND INDUSTRY ................................................................................................................................................................................ 66

PROVISION OF BULK INFRASTRUCTURE ................................................................................................................................................................... 66

SANITATION ......................................................................................................................................................................................................... 66

WATER .................................................................................................................................................................................................................. 67

IMPROVING ACCESS TO SOCIAL FACILITIES .......................................................................................................................................................... 67

HEALTH ................................................................................................................................................................................................................. 68

GATHERING/MEETING PLACES ........................................................................................................................................................................... 68

EDUCATIONAL FACILITIES..................................................................................................................................................................................... 68

FACILITATING EFFICIENT MOVEMENT AND PUBLIC TRANSPORT ........................................................................................................................ 69

EFFICIENT SPATIAL PLANNING SYSTEM ................................................................................................................................................................... 70

HIERARCHY OF PLANS .......................................................................................................................................................................................... 70

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INTEGRATION OF TRADITIONAL LAND ALLOCATION PROCESSES WITH MUNICIPAL SPATIAL ............................................................................. 72

THE CONSOLIDATED SPATIAL DEVELOPMENT FRAMEWORK .................................................................................................................................. 73

IMPLEMENTATION FRAMEWORK ............................................................................................................................................................................... 76

ALIGNMENT WITH OTHER NEIGHBOURING LOCAL MUNICIPALITIES ...................................................................................................................... 76

UTHUKELA DISTRICT MUNICIPALITY ........................................................................................................................................................................ 76

OKHAHLAMBA LOCAL MUNICIPALITY ...................................................................................................................................................................... 78

UMTSHEZI LOCAL MUNICIPALITY ............................................................................................................................................................................. 79

MPOFANA LOCAL MUNICIPALITY ............................................................................................................................................................................. 81

LAND USE MANAGEMENT SYSTEM .......................................................................................................................................................................... 82

LAND USE MANAGEMENT SYSTEM ...................................................................................................................................................................... 82

DEFINITION AND PURPOSE OF SCHEME .............................................................................................................................................................. 82

SCHEME APPROACH ............................................................................................................................................................................................. 83

LAND USE PROPOSALS AND USE ZONES .............................................................................................................................................................. 84

ZONING AND MANAGEMENT OVERLAYS ............................................................................................................................................................. 86

DEVELOPMENT PARAMETERS / SCHEME CONTROLS .......................................................................................................................................... 87

CAPACITY TO IMPLEMENT THE SDF ......................................................................................................................................................................... 87

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GLOSSARY ABET Adult Basic Education and Training

AG Auditor General

AIDS Acquired Immune Deficiency Syndrome

ASSA Actuarial Society of South Africa

AWG PGDP Action Work Groups

BMI Body Mass Index

BR&E Business Retention and Expansion Programme

B-BBEE Broad-Based Black Economic Empowerment

CO² Carbon Dioxide

COHOD Committee of Heads of Department

CONCOURT Constitutional court

CPI Consumer Price Index

CWP Community Work Programme

DAC Department of Arts and Culture

DARD Department of Agriculture and Rural Development

DCOGTA / COGTA Department of Co-operative Governance

and Traditional Affairs

DCSL Department of Community Safety and Liaison

DEDTEA Department of Economic Development,

Tourism and Environmental Affairs

DHS Demographic and Health Survey

DM District Municipality

DM Disaster Management

DOE Department of Education

DOH Department of Health

DHS Department of Human Settlements

DoL Department of Labour

DPW Department of Public Works

DOT Department of Transport

DTP Dube Trade Port

DRDLR Department of Rural Development and Land

Reform

DSD Department of Social Development

DWAS Department of Water Affairs and Sanitation

ECD Early Childhood Development

EDR Effective Dependency Ratio

EKZNW Ezemvelo KwaZulu-Natal Wildlife

EPWP Expanded Public Works Programme

ESID Economic and Strategic Infrastructure

Development

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TVET Technical Vocational Education and Training

Institutions (formerly known as FET

Further Education and Training)

FTE Full Time Equivalent

GDP-R Gross Domestic Product - Regional

GVA Gross Value Add

ha Hectare

HALE Health Adjusted Life Expectancy

HDI Human Development Index

HIV Human immunodeficiency virus

HOD Head of Department

HRD Resource Development i.e. Namely ICT

Information, Communication, and Technology

IDP Integrated Development Plan

IDZ Industrial Development Zone

IEC Independent Electoral Commission

IGR Inter-Governmental Relations

IMR Infant Mortality Rate

IRP Integrated Resource Plan

ITB Ingonyama Trust Board

JCPS Justice, Community Protection and Security

KZN DOT KwaZulu-Natal Department of Transport

KZN EC KZN Economic Council

LED Local Economic Development

M, E & R Monitoring, Evaluation and Reporting

Mb Mega bytes

MEC Minister of Executive Council

MIG Municipal Infrastructure Grant

MMR Maternal Mortality Rate

MTSF Medium Term Strategic Framework

MOU Memorandum of Understanding

MW Mega Watts

N2 National Route 2

N3 National Route 3

NDA CARA National Department of Agriculture, Conservation of

Agricultural Resources Act, 1983 (Act 43 of 1983)

NERSA National Energy Regulator of South Africa

NPC National Planning Commission

NDP National Development Plan

OTP The Office of the Premier

PGDP Provincial Growth and Development Plan

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PGDS 2011 KwaZulu-Natal Provincial Growth and

Development Strategy

DGDP District Growth and Development Plan

PHD Doctor of Philosophy

PICC SIP Provincial Infrastructure Coordinating Committee

Strategic Infrastructure Project

POP Points of Presence

PPC Provincial Planning Commission

ppm Parts Per Million

PRASA Passenger Rail Agency of South Africa

PSEDS Provincial Spatial Economic Development

Strategy

R&D Research and Development

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SECTION A

EXECUTIVE SUMMARY

Integrated Development Plan Chapter 5 and Section 25 of Local Government Municipal Systems Act

(32 of 2000), requires that the Municipal Council must, within a

prescribed period after the start of its elected term, adopt a single,

all inclusive and a strategic plan for the development of the

municipality, and that the plan be reviewed annually.

Accordingly, Imbabazane Local Municipality (ILM) has adopted an IDP

as a five year strategic plan to guide service delivery and investment

(both private and public sector) within the area. The plan is reviewed

annually to take into account changes in trends and patterns,

comments received, progress made in its implementation and

emerging challenges.

Imbabazane Municipality IDP 2015/16 and its outer years will serve

as a strategic guide during the term of office of the current

councilors. It is based on the issues articulated by the stakeholders

and is aligned with the national and provincial development

imperatives such as the National Development Plan and the

Provincial Growth the Development Strategy (PGDS). Its objectives

are as follows:

To guide decision making in respect of service delivery and

public sector investment.

To inform budgets and service delivery programs of various

government departments and service agencies.

To co-ordinate the activities of various service delivery

agencies within Imbabazane Municipality area of jurisdiction.

To engage communities and other key interested and

affected parties in municipal affairs, particularly continuous

integrated development process.

Who are we? The ILM is one of the five local municipalities that comprise UThukela

District Municipality. It is located along the foothills of UKhahlamba-

Drakensberg Mountain which is a world heritage site and one of the

prime tourist destinations in KwaZulu-Natal and South Africa

generally.

Although it is approximately 30km away from the N3, the area enjoys

a relatively good access at a regional scale as two of the main regional

access routes linking the Drakensberg to the battlefields and the N3,

runs through ILM. These are the roads to Giants Castle and Northern

Drakensberg. Ladysmith and Estcourt which are the major towns

within the district are about 35km and 70km away respectively.

Although Imbabazane has no major town and it is the smallest local

municipality in terms of geographic size, it has a total population of

113 073 which accounts for approximately 18% of the population

within the district and this subsequently means it is the third most

populated area within uThukela District.

Population distribution within Imbabazane is spread unevenly among

13 municipal wards with the majority of the population being

resident in rural villages. These are scattered throughout the

municipal area, particularly in the traditional authority areas and

along the main regional and district access routes. The area is

approximately 853 km2 in extent. Map 1 below indicates the location

of Imbabazane in the uThukela region.

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Map 1: Locality Plan

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DEMOGRAPHIC PROFILE

UThukela District Population

Table 1: Population Uthukela District

MUNICIPALITY 1996 2001 2011

EMNAMBITHI 225 459 236 748 237 437

OKHAHLAMBA 137 525 151 441 132 068

IMBABAZANE 119 925 140 745 113 073

INDAKA 113 644 101 557 103 116

UMTSHEZI 59 921 83 906 83 153

TOTAL 656 474 714 397 668 847

Source: stats SA, Census 2011

The above table depicts population trends within the UThukela

District Municipality. It indicates that between 2007 and 2011 there

has been a significant population decline from 714 397 to 668 847.

This may be due to various factors such as outward migration from

the district or the impacts of the HIV/Aids pandemic.

Table 2: Imbabazane Population

Municipality 2001 2006 2011 %

change

2001 -

2011

Average

annual

growth

2001-11

uThukela 644

244

699

942

750

914

16.6% 2%

Imbabazane 120

486

131

550

146

805

21.8% 2%

Source: Stats SA Census 2011

Table 3:Population Groups

Group Percentage

Black African 99,50%

Coloured 0,10%

Indian/Asian 0,10%

White 0,20%

Other 0,10%


The above table illustrates that black Africans constitute the majority

of Imbabazane population. The white population is seen to be

decreasing between 2001 and 2011.

Gender Profile The Imbabazane Local Municipal statistics suggest that the

jurisdiction area is composed of more females than males. The

population of Imbabazane Local Municipality is generally youthful

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with the majority being below 35 years of age. Representation of age

groups decreases gradually from age 20 upwards. The aged is among

the smallest age groups in the ILM.

Figure 1: Sex and Age Distribution


Education Profile Education plays a pivotal role on community development. It

provides a set of basic skills for development, creativity and

innovative abilities of individuals within the communities. The IDP

states that access to education facilities within Imbabazane are very

poor reflecting the lack of development in the area.

The impact of this phenomenon is indicated in the literacy levels

among the potential labour force and number of school going

population that is actually attending school. As indicated on the table

below, in 2001 32.3% of the adult population was considered

completely illiterate as they had not received any formal education.

In 2011, this figure has come down substantially as only 15.4% of the

population falls within this category. The representation of people

with matric has also increased. It is however, disturbing to note that

the number of people with tertiary education very low, even

decreasing as well.

Figure 2: Highest education levels


1.1. TRADITIONAL AUTHORITY AREAS AND WARDS

The 2014/15 SDF identifies six (6) Traditional Authority Areas in the

municipal area (see map 2) the majority of these areas fall under

Ingonyma Trust land and are rural in nature.The location of

9%

29%

5%26%

15%

2%

14% 0%

No Schooling

Some Primary Education

Primary Education Completed

Some Secondary Education

Grade 12 Complete

Higher Education

Education NA

Education Unspecified

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homesteads mirrors the general settlement pattern, which is a result

of traditional land allocation practises and a lack of formal planning

practice. Below are the Traditional Areas that are found in ILM:-

Amangwe Traditional Council Area: (Ward 8, 9, 10, 11 and

12) under iNkosi Mazibuko.

(Ward 6 and 7)

under iNkosi Mabaso.

EMhlungwini Traditional Council Area: (Ward 2, 3, 4 and 5)

under iNkosi Ndaba.

(Ward 2) under

iNkosi Dlamini.

AmaHlubi Traditional Council Area: (Ward 2, 13 and 12)

under iNkosi Hadebe.

KwaMkhize Traditional Area: under iNkosi Mkhize in: (Ward

1).

The location of settlements within these areas in space is highly

influenced by the livelihood strategies, such as access to arable land,

reliable sources of water, grazing land, etc. Factors such as access to

public facilities (schools, clinics, etc), public transport routes and bulk

services are fast emerging as critical factors in the growth and

expansion of rural settlements. The following are some of the key

features of rural settlement in ILM:

The settlements have no determining spatial structure and

clearly no formal spatial planning has taken place.

They are scattered in an unsystematic manner.

Land allocation is undertaken in terms of the traditional land

allocation system, which is not based on any specific

standards.

As a result, site sizes for different land uses vary significantly.

Land use management is based on collective memory where

members of the community collectively agree that a piece of

land is earmarked for a particular use or belongs to someone.

They differ in size and density depending on location in

relation to the above-mentioned factors. Relatively high-

density settlements are found in Loskop, Ntabamhlophe and

perhaps settlements along the main transport routes(P331,

P29 and P379)

The area is characterised by rugged terrain. In these areas,

settlements occur along transportation routes forming a

continuous line, which breaks where the area becomes very

steep.

The spatial structure or lack thereof results in very expensive service

delivery costs and pose major challenges to service delivery agents

and policy makers

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Map 2: Traditional Authority Areas

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1.2. ECONOMIC PROFILE 1.2.1. Individual Monthly Income Figure 3. Income Profile


Figure 4 illustrates individual monthly income in ILM. From the graph

below, it is evident that the majority of the population in Imbabazane

does not earn an income. Between 2001 and 2011 there has been a

slight decrease in the number of people not earning an income and a

significant increase in those earning between R1-R400 and between

R801 and R1600. This is an indication of improved income conditions,

however the overall income status of the municipality is low and

illustrates that the majority of the population is indigent and poverty

is prevalent.

1.2.2. Employment Status Figure 4 indicates that ILM has a very high unemployment rate. The

majority of the population is not economical active and have not

been since 2001. In fact, there has been an increase in the number of

people who are not economically active.

Figure 4. Employment Status


As the case in most rural based municipalities there are limited

number of well functional industries and as such the municipal

economic activities are based on local based infrastructure capability.

Most of the economic activities in the area will rely on the available

resources. This is evident on the reliant on agriculture as one of the

major employers in Imbabazane.

Below is the reflection of the current economic sectors found and

active in Imbabazane and their financial contribution.

0

10,000

20,000

30,000

40,000

50,000

60,000

2001 2011

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Table 4: GVA Contribution Per Sector

Economic Sector 2001 2006 2011 Average

annual

growth

2001-2011

Agriculture, forestry

and fishing

42 70 149 13%

Mining and quarrying 13 8 5 -9%

Manufacturing 208 279 309 4%

Electricity, and water 29 32 31 0%

Construction 24 26 35 7%

Wholesale and retail

trade, catering and

accommodation

98 178 296 12%

Transport, storage

and communication

56 111 180 11%

Finance, insurance,

real estate and

business services

60 88 128 8%

Source: Quantec, 2012

The increase in the economic contribution and growth is clearly

identified in the table above where agriculture forestry and fishing,

Whole sale retail trade and catering, transport and storage can be

regarded as one of the key industries and economic drivers within

the municipality and they are closely followed by finance, insurance

and real estate.

The growth patterns of these industries can further be improved as

the economic climate of the world improve. The high focus of the

municipality is also needed to promote them as the base industries

or economic driver and largest employer of the are

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2. HOW WAS THIS PLAN (IDP) DEVELOPED?

2.1. PROCESS PLAN (2014/15) Table 5: Development of The IDP

Activity No. Action/ Task for IDP and Budget Timeframe for Task Completion

July 2014 & August 2014

Drafting of the IDP Framework and process plan Alignment of IDP Review and budget process plans Submission of the draft Process Plan to COGTA for

comments Advertisement of the IDP, PMS Budget process plan

1st IDP Stakeholders Structure Committee Meeting

Planning Indaba

1st IDP Steering Committee Meeting

Adoption of IDP Framework and Process Plan by full council

Submission of the adopted IDP Framework and Process plan to COGTA

8 weeks

Sept 2014 2nd IDP Steering Committee Meeting to: Alignment of Imbabazane and Umtshezi IDP process Review Municipal Vision Develop Objectives and Strategies Identify outstanding Sector Plans Integrate sector plans. IDP input into provincial adjustment budgets Provincial planners Forum

4 weeks

Oct 2014 Review Spatial Development Framework Projects identifications and prioritization

IDP Representative Forum Meeting joint session with Umtshezi LM

IDP Steering Committee Meeting to: Develop KPI’s targets, timeframes etc. where

impacted upon by reprioritization. Align with draft budget estimates

4 weeks

Nov 2014 Municipal alignment session Alignment meeting between LM &Province to

revised 3 year MTEF Alignment meeting with family of municipalities SDF Alignment between the bordering local

municipalities

4 weeks

Dec 2014 IDP best practice conference 1 day

Jan 2015 To Feb 2015

IDP Status quo and analysis reports IDP Steering committee meeting IDP Representative Forum meeting IDP Road shows (needs collection) through CBP

8 weeks

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Feb 2015 To March 2015

Meeting COGTA on IDP Review assessment Updating of municipal CIP and MTEF based on Draft

DORA allocations IDP Coordinating (HoD) and Steering committee

meeting IDP Representative Forum meeting

8 weeks

March 2015 April 2015

Submission of the Draft 2015/2016 IDP to COGTA Decentralized IDP assessment forums

2 weeks

April 2015 Advertise for public comments and incorporate comments

28 days

April 2015 IDP/Budget road shows 4 weeks

May 2015 IDP Assessment Feedback Session Amend IDP in accordance with the outcome of the

assessment

4 weeks

May 2015 EXCO approval, recommend to Council Council approval of IDP

4 weeks

June 2015 Submission of the adopted IDP to the MEC Advertise the Adopted IDP in the local newspaper

10 days

The schedule above indicates the process towards the preparation of the IDP and its alignment with the

budget followed

2.2. STRUCTURE OF THE IDP The ILM IDP is in accordance with the guidelines which the Department of Cooperative Government and

Traditional Affairs (COGTA) introduced recently, that is:

Analysis of the Current Situation: This should form the basis for the identification of key development

issues, development opportunities and review of the strategic framework.

Development strategy: It clearly indicates the long, medium and short terms development vision. These

are expressed in the form of long term vision, medium term development strategies and short term

interventions – projects.

Alignment of the budget and the IDP expressed in the form of a medium term (3 years) capital

programme corresponding with the medium term expenditure framework, one year capital programme

indicating the projects to be implemented in this financial year, etc.

Spatial development framework indicating a link between the IDP policy framework and the site specific

Land Use Management System (LUMS).

Disaster Management Plan

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3. KEY CHALLENGES Table 6: Key Challenges

KEY PERFORMANCE AREAS KEY CHALLENGES

Municipal Transformation & Institutional Development

Poor Institutional Arrangement

Difficulty in accessing information

Unfilled critical posts

Inability to employ relevant people

Lack of skilled personal

Institutional capacity development

Dysfunctional organisational structure

Lack of clarity of roles and responsibilities

Lack of human resource development

Basic Service Delivery Poor access to physical infrastructure

Poor provision of water and sanitation

Housing

Poor solid waste management

Poor provision of health facilities- clinics

Lack of quality of health care services

Poor provision of educational facilities- schools

Poor road maintenance

Lack of construction of access roads

Safety and Security services inaccessible-shortage of police stations

Lack of provision of community facilities

Local Economic Development Lack of support to SMME's (small business sector

Lack of attraction of investors

Lack of resources and low level of education

Skills shortage and brain drain

High Unemployment Rate

Leakage of income

Low income

High levels of poverty

Low economic base

Lack of skills training and development

Lack of promotion of community based tourism.

Poor branding

Lack of partnerships- e.g. community co-ops

Lack of capacity to facilitate LED

Diversification of the economy

HIV/AIDS

Financial Viability Highly grant dependence

Inadequate revenue enhancement mechanisms and tools

Dysfunctional audit committee

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Low revenue base

Continuous leakage of income

Lack of performance of Municipal Powers and Functions

Lack of funds

Inability to obtain and sustain clean audit

Inadequate financial reporting

Reckless spending

Good Governance Public safety and security

Cross Cutting Intervention Spatial inefficiency of dongas which are susceptible to erosion

Existence of wetlands limit development

Lack of management of solid waste

Ownership of Land

Rugged terrain

Erosion and wetlands

Human activities

Unregulated land uses

Under-developed land

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SECTION B.1.

1. POLICY AND LEGISLATIVE CONTEXT

1.1. Planning and Development Principles Table 7: Planning and Development Principles

PLANNING AND DEVELOPMENT PRINCPLES APPLICATION OF PRINCIPLES

Development / investment must only happen in locations that are sustainable. (NSDP, SLUMB)

ILM SDF identifies development nodes and corridors as focus areas for investment. However, whole municipality is a target area for rural development given its rural character.

Balance between urban and rural land development in support of each other (DFA)

ILM does not have an established urban centre, but has identified Ntabamhlophe and Loskop as rural service centres and focus areas for investment.

The discouragement of urban sprawl by encouraging settlement at existing and proposed nodes and settlement corridors, whilst also promoting densification. (DFA),

The municipality will facilitate development and upgrading of settlements located around development nodes and along development corridors. Initiatives such as rural development and sustainable human settlements will specifically target these areas.

The direction of new development towards logical infill areas (DFA).

Infill areas will be developed as part of the preparation of settlement plans for the development of sustainable human settlements.

Compact urban form is desirable (DFA). The SDF promotes the development of compact rural settlements and facilitates collaboration between the municipality and Traditional Councils in this regard.

Development should be within limited resources (financial, institutional and physical). Development must optimise the use of existing resources and infrastructure in a sustainable manner (DFA, CRDP, and NSSD).

The SDF identifies areas with potential for development.

Stimulate and reinforce cross boundary linkages.

SDF identifies cross border alignment with neighbouring municipalities.

Basic services (water, sanitation, access and energy) must be provided to all households (NSDP).

The SDF investigates issues of water resources in the municipality.

Development / investment should be focused on localities of economic growth and/or economic potential (NSDP).

LED Strategy: The Business Support Unite- To promote access of all local enterprise to internal and external business support resources.

In localities with low demonstrated economic potential, development / investment must concentrate primarily on human capital development by providing education and training, social transfers such as grants and poverty-relief programmes (NSDP).

The SDF highlights areas of poverty and directs investment at key nodes in order to improve quality of life through service delivery. It also directs spending at improving human capital through access to health, education and social welfare.

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Land development procedures must include provisions that accommodate access to secure tenure (CRDP).

LUMS and housing development.

Prime and unique agricultural land, the environment and other protected lands must be protected and land must be safely utilised

The SDF identifies environmentally sensitive areas for preservation and conservation.

Engagement with stakeholder representatives on policy, planning and implementation at national, sectoral and local levels is central to achieving coherent and effective planning and development.

LED Strategy: integrative approach that includes all local role-players as well as all internal structure

If there is a need to low-income housing, it must be provided in close proximity to areas of opportunity (HOUSING POLICY-BREAKING NEW GROUND)

ILM housing plan-low income housing provision

During planning processes and subsequent development, the reduction of resource use, as well as the carbon intensity of the economy, must be promoted (National Strategy on Sustainable Development).

Environmental management plan

Environmentally responsible behaviour must be promoted through incentives and (KZN PGDS, National Strategy on Sustainable Development)

The SDF identifies environmentally sensitive areas for preservation and conservation.

The principle of self-sufficiency must be promoted. Development must be located in a way that reduces the need to travel, especially by car and enables people as far as possible to meet their need locally. Furthermore, the principle is underpinned by an assessment of each areas unique competency towards its own self-reliance and need to consider the environment, human skills, infrastructure and capital available to a specific area and how it could contribute to increase its self-sufficiency (KZN PGDS).

ILM LED Strategy

Planning and subsequent development must strive to provide the highest level of accessibility to resources, services and opportunities (KZN PGDS)

Identification of nodes and corridors to focus investment.

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SECTION B.2.

2. GOVERNMENT POLICIES AND IMPERATIVES Planning and development in Imbabazane occurs within the context

of National and Provincial policy framework and aligns with the

sector plans and service delivery programmes of the UThukela

District.

As such, the IDP recognizes and incorporates development principles

and priorities outlined in these policy prescripts in line with the

principle of cooperative governance.

This section provides an overview of relevant development policies

ranging from the Constitution of the Republic of South Africa, (Act

108 of 1996) and National Development Plan at a national level

through the Provincial Growth and Development Strategy (PGDS) and

Plan (PGDP) to the municipality’s sector plans. As a border

municipality, Imbabazane is also affected by the South African

Democratic Convention agreements and the associated initiatives.

Chapter 7 of the Constitution of the Republic of South Africa provides

the primary legislative framework for the establishment of local

government structures. Section 152 (1) lists the local government

objectives as follows:

To provide democratic and accountable government for local

communities;

To ensure the provision of services to communities in a

sustainable manner;

To promote social and economic development;

To promote a safe and healthy environment; and

To encourage the involvement of communities and

community organizations in the matters of local government.

As such, these are the primary objectives of Imbabazane Municipality

as a local government structure. As stipulated in Section 152 (2) the

municipality will strive, within its financial and administrative

capacity, to achieve the objects set out in subsection (1). ILM IDP

forms a critical component of systems and procedures being put in

place to strengthen the capacity of the municipality to perform its

functions efficiently and effectively.

3. NATIONAL DEVELOPMENT PLAN (VISION 2030) The National Development Plan (NDP) offers a long-term

perspective. It defines a desired destination and identifies the role

different sectors of society need to play in reaching that goal.

The NDP aims to eliminate poverty and reduce inequality by 2030.

According to the plan, South Africa can realise these goals by drawing

on the energies of its people, growing an inclusive economy, building

capabilities, enhancing the capacity of the state, and promoting

leadership and partnerships throughout society.

The NDP (Vision 2030), recognizes progress made by the state to

address issues such as poverty, inequality and underdevelopment,

and acknowledges that many people still live below or close to

poverty datum line. While fixing these problems will take time, the

Vision 2030 advocates for a shift from passive citizenry to an

approach where government works effectively to develop people’s

capabilities to lead the lives they desire. It identifies drivers of change

(both external and internal), and seeks to put the country on a

development path that:

Create jobs and support livelihoods.

Expand infrastructure.

Supports transition to a low carbon economy.

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Transforms urban and rural spaces and building integrated

rural economies.

Improves education and training.

Builds a capable state.

Fights corruption and enhances accountability.

Transforms society and unites the nation.

Implementation of the plan::

The NDP and its proposals will need to be implemented in

the right order over the next 17 years. Three phases have

been identified.

Government has already started a process to align the long

term plans of departments with the NDP and to identify areas

where policy change is required to ensure consistency and

coherence.

The NDP is a plan for the whole country. Government will

engage with all sectors to understand how they are

contributing to implementation, and particularly to identify

any obstacles to them fulfilling their role effectively.

The Plan will shape budget allocation over the next 17 years.

The Plan identifies the task of improving the quality of public

services as critical to achieving transformation. This will

require provinces to focus on identifying and overcoming the

obstacles to achieving improved outcomes, including the

need to strengthen the ability of local government to fulfil its

developmental role.

Planning and implementation should be informed by

evidence-based monitoring and evaluation.

The President and Deputy President will be the lead

champions of the Plan within Cabinet, in government and

throughout the country. Premiers and Mayors will need to be

visible and active champions of the Plan, with their offices

being the catalytic agencies to drive implementation at

provincial and municipal levels.

4. NEW GROWTH PATH Government, under the leadership of Minister Ebrahim Patel, on 23

November 2010 released the Framework of the New Economic

Growth Path aimed at enhancing growth, employment creation and

equity. The policy’s principal target is to create five million jobs over

the next 10 years.

This framework reflects government’s commitment to prioritising

employment creation in all economic policies. It identifies strategies

that will enable South Africa to grow in a more equitable and inclusive

manner while attaining South Africa’s developmental agenda.

The New Growth Path starts by identifying where employment

creation is possible, both within economic sectors as conventionally

defined and in cross-cutting activities. It then analyses the policies

and institutional developments required to take advantage of these

opportunities.

The aim is to target our limited capital and capacity at activities that

maximise the creation of decent work opportunities. To that end, we

must use both macro and micro economic policies to create a

favorable overall environment and to support more labour-absorbing

activities. The main indicators of success will be jobs (the number and

quality of jobs created), growth (the rate, labour intensity and

composition of economic growth), equity (lower income inequality

and poverty) and environmental outcomes.

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the New Growth Path which seeks to create five million jobs by 2020,

through focusing on areas that have potential for creating

employment on a large scale, referred to as ‘job drivers’, such as:

infrastructure;

main economic sectors (agricultural and mining value chains,

manufacturing and services);

new opportunities in the knowledge and green economies;

social capital and public service; and

Spatial development that foster rural development and

regional integration.

The New Growth Path provides the Imbabazane Municipality with a

framework to set own targets in terms of poverty alleviation,

inequality and employment creation. These targets will be the

beginning of a process towards social and economic development

and making a meaningful contribution to the improvement of the

quality of life for those living and or working in the area.

5. STATE OF THE NATION ADDRESS 2015 On 12 February 2015 the President of South Africa his worship Mr.

Zuma took to parliament to present his 2015 State of the nation

address, he highlighted 2015 as being the year of the freedom charter

as it marks a historic moment in our history (60 years).

The president has declared 2015 as the year to ‘’Advance Economic

Freedom. It is the year of going the extra mile in building a united,

democratic, non-racial, non-sexist and prosperous South Africa’’.

Governments still stays committed to the create jobs through its nine

point plan:

1. Resolving the energy challenge.

2. Revitalising agriculture and the agro-processing value chain.

3. Advancing beneficiation or adding value to our mineral wealth.

4. More effective implementation of a higher impact Industrial Policy

Action Plan.

5. Encouraging private sector investment.

6. Moderating workplace conflict.

7. Unlocking the potential of small, medium and micro enterprises

(SMMEs), cooperatives, township and rural enterprises.

8. State reform and boosting the role of state owned companies,

information and communications technology (ICT) infrastructure or

broadband roll-out, water, sanitation and transport infrastructure as

well as

9. Operation Phakisa aimed growing the ocean economy and other

sectors.

6. Back to basics Local government (municipalities) has been a primary site for the

delivery of services in South Africa since 1994. We have made

tremendous progress in delivering water, electricity, sanitation and

refuse removal at a local level. These rates of delivery are

unprecedented in world-wide terms.

Yet despite our delivery achievements, it is clear that much needs to

be done to support, educate and where needed, enforce

implementation of local government’s mandate for delivery. The

transformation of the local government sector remains a priority for

the current administration.

Our National Development Plan makes it clear that meeting our

transformation agenda requires functional municipalities and a

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capable machinery at a local level that can create safe and healthy

and economically sustainable areas where citizens and people can

work, live and socialise.

Imbabazane Local Municipality subscribes to a call by the Honorable

MEC for back to basics program roll out in order to better our

services.

All operations begins from the ward committee meetings where our

councilors begin to find and feel the needs of the community, then it

will take to the local task teams where all ward champions share their

challenges and successes for the sake of improving service delivery.

7. KZN PROVINCIAL GROWTH AND DEVELOPMENT PLAN The PGDP (2013) was designed to be aligned with and in synergy with

the NDP. It is a plan that encapsulates future desired outcomes,

objectives and strategies. The PGDP articulates specific strategies

that guide development throughout the province. The development

vision of the KwaZulu-Natal Province is outlined in the recently

introduced Provincial Growth and Development Strategy (PGDS

2011). The PGDS is a primary overarching strategic framework for

development in the province and drives growth and development in

the Province to 2030. It aims at addressing issues and challenges of

poverty, inequalities and unemployment.

It provides the province with a strategic framework for

accelerated and shared economic growth through catalytic and

developmental interventions, within a coherent equitable spatial

development architecture, putting people first, particularly the poor

and vulnerable, and building sustainable communities, livelihoods

and living environments (PGDS, 2011).

Concomitant attention is also given to the provision of

infrastructure and services, restoring the natural resources, public

sector leadership, delivery and accountability, ensuring that these

changes are responded to with resilience, innovation and

adaptability. The strategic goals and the associated vision and

objectives are reflected In Figure 3. Goal 7 deals specifically with

spatial issues. The outcome of this goal is spatial equity and

integrated land use management that will guide the allocation and

utilisation of human and environmental resources towards

sustainable growth and development. In addition, the outcome will

focus on the promotion of spatial concentration, the co-ordination of

development interventions, the integration of spatial planning

initiatives and effective land use management(PGDS 2011: 130).

Figure 5. Provincial and Growth and Development Strategy

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307Vision2030

Aspire to …

STRATEGIC GOALS

STRATEGIC OBJECTIVES

KZN PGDSSTRATEGIC FRAMEWORK

• Gateway• Human & Natural Resources• Safe, Healthy & Sustainable

Living Environments• Healthy Educated

Communities• employable people are

employed• Equitable society• Basic Services• More equitable Society• World Class Infrastructure• Investors Confidence • Skilled Labour Force• Focus on People centred-

ness.• Strong & Decisive Leadership• Foster Social Compacts

JOB CREATION1

GOVERNANCE AND POLICY

6

RESPONSE TO CLIMATE CHANGE

5

STRATEGIC INFRASTRUCTURE

4

HUMAN RESOURCE DEVELOPMENT

2

SPATIAL EQUITY7

HUMAN &COMMUNITY DEVELOPMENT

3

1. Unleashing the Agricultural Sector 2. Enhance Industrial Development through Trade, Investment

& Exports3. Expansion of Government-led job creation programmes 4. Promoting SMME, Entrepreneurial and Youth Development5. Enhance the Knowledge Economy

6. Early Childhood Development, Primary and Secondary Education

7. Skills alignment to Economic Growth8. Youth Skills Development & Life-Long Learning

9. Poverty Alleviation & Social Welfare10. Enhancing Health of Communities and Citizens11. Sustainable Livelihoods & Food Security 12. Sustainable Human Settlements13. Safety & Security14. Social Cohesion15. Youth, Gender and Disability Advocacy & The Advancement

of Women

16. Development of Ports and Harbours 17. Development of Road & Rail Networks18. Development of ICT Infrastructure19. Improve Water Resource Management20. Develop Energy Production Capacity

21. Increase Productive Use of Land 22. Advance Alternative Energy Generation23. Manage pressures on Biodiversity24. Disaster Management

25. Strengthen Policy and Strategy Co-ordination & IGR26. Building Government Capacity 27. Eradicating Fraud & Corruption28. Promote Participative, Facilitative & Accountable

Governance

29. Actively Promoting Spatial Concentration 30. Facilitate Integrated Land Management & Spatial

Planning

Source: PDGS 2011

8. Local Government Outcome 9 The national government has adopted an Outcomes Based Approach

to development as a means to focus government initiatives and

manage public expectations. Based on the Medium Term

Expenditure Framework (MTEF), 12 outcomes have been identified.

Outcome 9 deals with local government and affects Imbabazane

directly. It moves from a premise that local government is a key part

of the reconstruction and development effort in South Africa, and

that aims of democratizing society and growing the economy

inclusively can only be realized through a responsive, accountable,

effective and efficient local government system that is part of a

developmental state. The government has identified the following

outputs for Outcome 9:

Output 1: Implement a differentiated approach to municipal

financing, planning and support.

Output 2: Improving access to basic services

Output 3: Implementation of the Community Work Programme

Output 4: Actions supportive of the human settlement outcome

Output 5: Deepen democracy through a refined Ward Committee

Model

Output 6: Administrative and financial capability

Output 7: Single window of coordination

9. Local Government Turnaround Strategy An evaluation of a range of issues impacting on the delivery of

services at local government level was conducted by the department

of Cooperative Government and Traditional Affairs towards the end

of 2009. This process uncovered a range of areas where

municipalities requires support in order to be able to perform their

functions efficiently. The process further noted that an ideal

municipality will strive to contribute to building the Developmental

State in South Africa and draw from the constitutional and legal

framework established. It further noted that an ideal municipality

would:

Provide democratic and accountable government for local

communities

Be responsive to the needs of the local community

Ensure the provision of services to communities in a

sustainable manner

Promote social and economic development

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Promote a safe and healthy environment

Encourage the involvement of communities and community

organisations in the matters of local government

Facilitate a culture of public service and accountability

amongst its staff

Assign clear responsibilities for the management and co-

ordination of these administrative units and mechanisms.

The outcomes of meeting these objectives as identified by

the strategy include:

The provision of household infrastructure and services

The creation of liveable, integrated and inclusive cities,

towns and rural areas

Local economic development

Community empowerment and distribution

These outcomes should create a healthy local environment in which

vulnerable groups are supported and protected. It should also

mitigate the growing social distance between government and

communities. This sets the benchmark for the turnaround strategy.

Municipalities must aspire to deliver on these outcomes. The rest of

the state and society must ensure that there is an enabling

environment and proper support for municipalities to deliver

effectively.

10. MUNICIPAL SYSTEMS ACT The Municipal Systems Act (MSA), (Act No. 32 of 2000) plays a crucial

role in the preparation of IDPs; Chapter 5 of the Municipal Systems

Act specifies that each municipal council must, within a prescribed

period after the start of its elected term, adopt a single, inclusive and

strategic plan for the development of the municipality, which:

Links, integrates and co-ordinates plans and takes into

account proposals for the development of the municipality;

Aligns the resources and capacity of the municipality with the

implementation of the IDP;

Forms the policy framework and general basis on which

annual budgets must be based; and

Is compatible with national and provincial development

plans and planning requirements binding on the municipality

in terms of the legislation.

The Act also requires municipality’s to review the IDP annually

11. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA) Section 21 of the MFMA stipulates that the mayor of a municipality

must coordinate the processes towards the preparation/review of

the IDP and preparation of an annual budget so as to ensure that the

tabled budget and the integrated development plan mutually

consistent and credible. At least 10 months before the start of the

budget year, table in the municipal council a time schedule outlining

key deadlines for:

The preparation, tabling and approval of the annual budget;

The annual review of the integrated development plan in

terms of section 34 of the Municipal Systems Act; and the

budget related policies

The tabling and adoption of any amendments to the

integrated development plan and budget related policies;

and

Any consultative processes forming part of the processes

referred to above.

12. MUNICIPAL STRUCTURES ACT The Municipal Structures Act was developed to provide for the

establishment of municipalities in accordance with the requirements

relating to categories and types of municipality. The Act:

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introduces criteria for determining the category of

municipality to be established in an area;

defines the types of municipality that may be established

within each category;

provides for an appropriate division of functions and powers

between categories of municipality;

regulates the internal systems, structures and office-bearers

of municipalities; to provide for appropriate electoral

systems; and

Provide for matters in connection therewith. Of importance

in the context of this legislation is the Co-operation between

district and local municipalities.

13. INTERGOVERNMENTAL RELATIONS FRAMEWORK ACT

(IGR The Act was promulgated to establish a framework for the national

government, provincial governments and local governments in order

to ensure amongst other things

Promotion and facilitation of intergovernmental relations;

Provision for mechanisms and procedures to facilitate the

settlement of intergovernmental disputes; and

Provision for matters connected therewith.

The objective of the Act is based on the principle of co-operative

governance as set out in Chapter 3 of the Constitution. The Act also

aims to facilitate co-ordination in the implementation of policy and

legislation including:

Coherent government;

Effective provision of services;

Monitoring implementation of policy and legislation; and

Realization of national priorities.

SECTION C

1. SITUATIONAL ANALYSIS

1.1. Regional Context At a regional level, the ILM is surrounded by a number of well-

established functioning Towns and is considered to being part of the

greater Estcourt economic functional area. Pietermaritzburg Town is

situated on the southern region. It is no doubt the main economic

hub. It boasts of a number of well-established commercial centres

including industrial activities. It also is a home to a number of

government departments and a range of high order level services.

The town of Pietermaritzburg is expected to continue to play a major

economic and social role.

The development pressure exerted within the ILM can also be felt at

a district wide level. This is due to a number of well-established small

and large towns that adjoins Imbabazane Local Municipality. These

towns include but not limited to Ladysmith, Bergville and Estcourt

etc. Of particular concern is Estcourt which is perhaps the closet to

the ILM, and is located on the eastern part of the subject

municipality. Over the years, the population of the ILM has been

reliant on the town of Estcourt from the economic and social

perspectives – in fact the existing level of infrastructure development

turns to favour or move towards Estcourt town. Movement patterns

within the areas also tends to go towards Estcourt Town.

The location of Imbabazane Local Municipality in the rural periphery,

and its location in relation to the above mentioned economic centres

places ILM at a disadvantage and exerts developmental pressures.

Towns such as Estcourt and Ladysmith continue to draw people from

Imbabazane which further perpetuates leakage of income. At present

there is not enough capital circulating within the confines of the

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municipality and therefore ILM lacks capacity and cannot attract

skilled persona. The bulk of capital is spent in towns and other

economic centres, which are situated outside of Imbabazane Local

Municipality. The effects of this, is high level dependence on the

surrounding towns as opposed to self-sufficiency (ILM IDP:

2013/2014).

However, within ILM there are a few spontaneous activity points that

have begun to emerge such as Loskop/Emangweni and

Ntabamhlophe. These activity points present an opportunity for the

concentration of development and decentralisation of services to

these areas.

1.2. Administrative Entities Imbabazane local municipality is made up of 13 wards that falls

within the six traditional authorities in the area. Each ward has its

own functional ward committee that is chaired by the ward councilor.

The traditional authorities are also represented in the local municipal

structures for the purpose of alignment and good governance.

Traditional leaders also have the local based traditional leader’s

forum that is also represented within the municipal council and

representative forum of the IDP.

Within the 13 municipal ward boundaries, each ward has a well-

functioning ward committee which works hand in hand with the

existing war room formed under Operation Sukuma Sakhe as well as

other community structures in the respective wards.

1.3. Structuring Elements

1.3.1. Settlement Pattern

It is a foregone conclusion that at present, the ILM suffers from the

dearth of economic and social activities. Since the inception of the

local government system, the ILM has played more of an

administrative role rather than an efficient and effective service

delivery arm of the national and provincial initiatives (however, this

notion is beginning to change).

The ILM does not have a well-defined settlement structure. From the

economic perspective, it is part of the greater Escort economic

functional region. In fact, even movement within the area tends to

go towards Escort and even the economic/transportation

infrastructure is oriented towards the Town of Estcourt. However, a

limited spontaneous nodal form of centres is beginning to manifest

in areas such as Emangweni/Loskop and Ntabamhlophe.

This presents an opportunity for the concentration of development

and decentralisation of service delivery to these areas. Rightfully so,

a service centre has already been developed in the Ntabamhlophe

area. It is home to a number of government departments and is in

line with the vision of government of bringing services closer to

people – being accessible.

Typical of areas within the rural set-up, settlements within the

subject municipality area are scattered unevenly throughout. Going

further, to illustrate the importance of roads as channels through

which goods and service move, the location of settlements seems to

be influenced by the existing road pattern. High density settlements

are located along the major movement routes mainly for ease of

access. From a planning point of view, one cannot help but notice

that; at least four main types of settlements exist within the ILM.

The first system runs along P10-1 (Loskop Road and includes

settlement cluster such as Ephangweni Mission, KwaBhekuzulu and

Loskop).

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A second one runs along P331 and includes clusters such as Engodini,

Etatane and Emoyeni.

The third system of settlement cluster is located along P29 and P379

and cover settlements such as Zwelisha, KaSobabili,

KwaBhekabezayo and Ntabamhlophe.

The last set of settlement cluster run along the road to Giant’s Castle

(P391) and include KwaDlamini, KwaNdaba, Hlathikhulu and

Enyokeni areas. Along the road linking Ntabamhlophe and

Emangweni, there is little evidence of settlements and this could be

linked to ownership patterns on land abutting the link road.

Figure 6. Settlement Pattern

1.3.2. Urban Areas

Imbabazane Local Municipality does not have a town or an urban

built up area, it is solely rural. According to the ILM IDP (2013/14) this

is due to the fact that previous planning interventions did not

consider any area within ILM to have prospect to grow into a well-

functioning urban entity\ies. Thus, at present, the ILM does not

constitute an urban area. As already indicated, the only areas which

have demonstrated a potential for urban growth appear to be both

Ntabamhlophe and Emangweni/Loskop. In fact, even the Local

Economic Development Strategy (LED) for ILM has identified a need

to formalise both Ntabamhlophe and Emangweni/Loskop which will

assist create revenue base for the municipality.

1.3.3. Existing Nodes and Corridors

The following nodes have been identified within Imbabazane

municipality during the Spatial Development Framework

preparation in 2012-13. Ntabamhlophe was identified as a primary

node, whilst, Mangweni was identified as the Secondary Node of the

municipality.

1.3.4. Primary Node

Generally, a Service Hub/Primary Node is located within an area

which indicates growth potential and it performs a coordinating role

amongst a range of service satellites within a certain radius or

threshold. The Ntabamhlophe area consist most of the higher order

facilities, which include the municipality offices, the multipurpose

centre, the library, etc. From this perspective, it should then be used

as a Service Hub/Administrative Centre. In determining

Ntabamhlophe as the main Service Hub/Primary Node, the following

criteria were employed:

• It’s potential to stimulate economic growth within

Imbabazane Local Municipality area

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• Level of existing public services provided

• Availability of land for development

• Accessibility and its strategic location

• Level of infrastructure available, and-

• Linkages with surrounding areas within the ILM.

The figure below graphically depicts the nature and type of services

and facilities that are normally associated with an emerging primary

node. If further show how a range of land uses generally manifest on

spatial terms. Within Ntabamhlophe area a similar trend is beginning

to evolve thus a concerted effort is required to harness it even further

and in line with the development objectives of the subject area. The

development of the primary node within ILM could be based on the

above model, which seeks integration of uses, etc.

Figure 7: Emerging Primary Node

1.3.5. Secondary Development Node

Secondary development nodes are generally the reflection of the

development potential in any given area. This means that, they

should be located in areas where there is scope for growth and

development. Cordially so, for these areas to develop, they require

an unequivocal intervention which would harness their potential. Of

particular importance is that, they should ensure linkage with

surrounding areas and exploit their local comparative advantages in

terms of providing job opportunities and contributing towards local

economic development.

When one examine Imbabazane Local Municipality, it is clear that

Emangweni is the area that resembles some of the essential criteria

for the secondary development node. What seem more encouraging

is that, the subject area already serves as the satellite municipality

office and is home to a number of important services. It also hosts

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two key manufacturing industries within the ILM in the form of

KwaZulu Shoe and Industrial Braiding both which offer immense

employment opportunities for local residents.

1.3.6. Tertiary Development Node

P33-1, which is a road from Emangweni area en-route to Injisuthi

nature reserve has a considerable amount of medium to high density

settlements running side by side of the said road. Even though, the

IDP for ILM has identified Emangweni as a secondary development

node, due to high agglomeration of settlements, it would be

advisable to establish tertiary development nodes which will provide

lower order services and facilities for communities which may find

the distance to Emangweni beyond their daily reach. Areas which

have a potential to serve as tertiary nodes include Engodini and

Enyezane. Both areas consist of a number of activities such as shops,

schools, which are currently used as pension pay points.

Further to the above, in view of the distance between the primary

development in this case being Ntabamhlophe and settlements in the

vicinity of KwaDlamini area, it is also deemed necessary to establish

a tertiary node to meet the needs (especially the lower end needs) of

the communities residing in the settlements of KwaNdaba,

KwaDlamini, Mahlutshini etc,. The third area with a potential to

serve as a satellite, is located at the intersection of P10-1 and the

road linking Ntabamhlophe (Draycott area). There are a number of

important facilities and services located in the vicinity of this area

which should be harnessed to effectively meet the daily

requirements of surrounding residents.

1.3.7. Tourism Nodes

The subject municipality borders onto one of the tourist anchor point

in the midlands in a form of Drakensberg Mountains. And apart from

agriculture and other development initiatives, tourism also plays a

pivotal role in the advancement of communities. Thus, it is proposed

that areas which demonstrate a potential for development on the

tourism side should be identified and used according to their ability

and in this case as tourism nodes. Within Imbabazane Local

Municipality, at least two notable areas of significant tourism exist,

namely; Giant Castle and Injisuthi nature reserve.

The said areas have recently been incorporated within ILM in line

with the new demarcation process. Even though the said areas are

now within the territory of ILM, they sit on a conservation area which

is subject to strict national and international protocol. They offer

employment opportunities for surrounding communities of ILM.

However, there is scope for development of further tourism nodes

with a community focus thus complementing the existing well

established tourism spots. And areas which demonstrate such a

potential inter-alia include Mahlutshini and Injisuthi (the area outside

the nature reserve).

Both areas are located along the major routes which lead to key

tourism anchor points. In fact, in the Mahlutshini area, the arts and

craft centre has been developed with a number of complementary

activities. It is intended to benefit from tourists commuting along the

road to Giant Castle. Additional tourism commodities can be

identified to complement and enhance this initiative, also for the

spatial orientation of the proposed tourism nodes.

1.4. Hierarchy of Corridors

1.4.1. Primary Development Corridor

History has shown that, the system of development corridors is based

on the function of each corridor and the nature of the activities that

occurs within its area of influence. Within ILM, the road linking

Emangweni and Estcourt (P10-1) serve as trade distributor route (it

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distributes and collect traffic from the national route-N3 north

development corridor) hence it is identified as one of the key primary

investment corridors.

To further strengthen the importance of this road, it also serves as a

link road with adjoining municipalities on the north-western

(UKhahlamba) and north-eastern (Umtshezi) part of Imbabazane

Local Municipality. The other important route is P29, which is also

identified as a primary development corridor. This road links the ILM

with the town of Estcourt. Also along this route, it is where the

primary development node in a form of Ntabamhlophe is identified.

The location of this node emphasizes the economic importance of

this road more especially its ability to facilitate service delivery in

surrounding traditional areas. The third primary corridor is the road

linking Ntabamhlophe and Mahlutshini (P379).

This road engraves through dense settlements of KwaNdaba and

Dlamini which are characterised by few economic development

initiatives and its development as the primary corridor will open up

multitude of economic and social opportunities. Any proposed

development along the identified primary corridors shall have a

positive economic and social impact to local communities, making

use of nodes as focal points with a viewpoint that in future a more

linear approach will surface. This is in line with the NSDP principles of

ensuring that development has positive outcomes on the local

residents thus addressing social inequalities.

1.4.2. Secondary Development Corridors

Secondary corridors are premised on the notion that, they link the

primary centre to the secondary centres. Thus within Imbabazane

Local Municipality the following is critical:

The road from Ntabamhlophe to Emangweni. This road should

strengthen the relationship between two nodes thus opening

opportunities for various economic initiatives. This road needs to be

rehabilitated since it is not in good condition.

The road from the southern portion of ILM P28-1 linking with the

Hlathikhulu area. This road is in good condition and should be used

as a secondary development corridor to facilitate service provision to

surrounding communities in the Mkhize area. This road is also

utilised by the tourist visiting Giant Castle

The road off P29 running through Sobabili area and linking back with

P29 again, and-

The road from Ntabamhlophe Lodge linking with Dlamini area should

be identified as a secondary development corridor. This is due to a

few scattered settlements located along this road.

In as far as possible, secondary development corridors should

facilitate and strengthen relationship between primary and

secondary centres. In time, this will assist to develop necessary

threshold support and intensity for a range of proposed development

initiatives.

1.4.3. Tertiary Development Corridors

Tertiary development corridors generally operate at a localised or

small scale. Normally, they should facilitate linkages between

settlements and serve as strategic areas for the location of public

facilities. They are also frequently used by agencies offering services

on mobile bases – and they assist to facilitate movements from one

settlement to the other.

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1.4.4. Rural Settlements as Primary Investment Areas

Rural settlements are the most deprived in terms of provision of

services and facilities. Thus a systematic approach is desirable when

provision of services is made to such areas. Investment in rural

settlements should be classified according to density and location as

a means to facilitate service delivery.

History and experience has proved that, strategically located higher

density settlements are much cheaper and easier to service with

piped water, roads and grid electricity compared to the dispersed and

low density settlements. Furthermore, they provide sufficient

thresholds to support public facilities within a short radius. To this

end, they do not generate enormous amount of travelling. Rural

housing projects can also be used a means to promote development

in these areas.

1.4.5. Protection of Arable Land

Within Imbabazane Local Municipality area, at most, three main

categories of agricultural land have been identified, and they inter-

alia include the following:

High potential agricultural land: Any form of land use that does

not promote agricultural development or may have negative

effect on the productivity of this land should be discouraged in

these areas.

Medium potential agricultural land: Within this area as well, it

is proposed that any form of development which will have huge

impact on the agricultural resources should be discouraged at all

levels.

Low agricultural potential land: Within this area, any proposed

development should be assessed, based on the impact it will have on

vulnerable and limited agricultural land. Should it have a high impact

on the limited productive land, it is proposed that, such development

shall not be allowed

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Map 3: Development Nodes

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Map 4: Agricultural Potential

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1.5. LAND COVER AND BROAD LAND USES The Land use pattern within ILM is such that it caters for the needs of

the community at varying levels and scale. Other land uses have

assumed a small scale orientation thus serving a narrow threshold

while others cater for a much wider threshold. Thus, in short, the land

uses found within the ILM can be grouped into five clusters which are

presented in the following manner (IDP Review: 2013/2014):

• Traditional settlements located mainly in areas administered

by traditional authorities. Some of the settlements are developed on

state land and or community owned land (e.g. Bhekuzulu)

• Agriculture, which accommodates land uses and buildings

associated with farming practices such as crop production, livestock

farming, forestry and horticulture. Agricultural land is mainly utilised

for subsistence purpose and this currently occurs on adhoc bases

without any unified approach.

• Civic and social land use category, which includes health,

traditional administration centers, educational, welfare, public

Buildings such as community halls and Multi-Purpose centres and

other uses associated with social development and public

administration.

• Industrial uses, which includes factories and other processing

plants. There are no known noxious industries in Imbabazane. A small

industrial complex is located in Loskop, and-

• Commercial land uses, which include shops, taverns, tuck

shops and other similar activities.

1.6. Land Ownership The majority of this land within the municipal area is owned by the

Ingonyama Trust Board. There are also a few patches of privately

owned land in the southern, central and northern part of the

Imbabazane Local Municipality. A combination of state land and

portions of unregistered land form the north-western part of

Imbabazane. (SDF; 2014/15:52)

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Map 5: Land Cover

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1.7. Land Reform Land Reform in Imbabazane has largely been based on redistribution

of state land. In the past the Amahlubi Traditional Authority area has

regained approximately 13000 ha of prime land through the land

reform programme. There are numerous claims still underway.

However, the current findings suggest that, there are a number of

restitution claims that have been recorded and gazetted in the ILM

area. Map 10 below illustrates the spatial location of the restitution

projects.

According to the ILM (2013/14) IDP there are three land claim

projects in the pipeline within Imbabazane LM and they are

illustrated in the table below.

Table 7Redistribution Claims

Project Name

Type Extent Status

Amahlubi Redistribution on State Land

8 600 Transferred

KwaNdaba Redistribution on State Land

675 Transferred

KwaDlamini Redistribution on State Land

495 Transferred

Etshengelele Redistribution on State Land

1 200 Transferred

Waayplants Redistribution on State Land

556 Transferred

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Map 6: Land Reform

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1.8. Environmental Analysis

1.8.1. Biodiversity The municipality has a broad and diverse biodiversity. This is due to

the varying landscape configuration. The great diversity in flora and

flauna calls for a more efficient and sensitive biodiversity

management system.

The majority of the area within ILM is composed of grassland and

valley bushveld is found on the eastern portion along the Bushman

River. Much of the land is also used for grazing cultivation of crops

and timber. Below is a range of grass types that can be found within

the municipal area:-

• Hyparrhenia- normally used for grazing

• Acacia species- Which is randomly spread throughout the

municipal area

• Podocarpus forests

• Cymbopogan

• Leucosidea Sericea

• Buddleja Salviifolia

• Yellow woods

• Temperate evergreen forests.

Much of the above mentioned flora types have diminished or have

ceased because of increased human interference and fires. The

Drakensberg area is an important centre for endemism (Martin,

1990). This is to say that the Drakensberg area has a particularly

ecological uniqueness that only certain plants and animals can

survive under. This further indicates the areas level of sensitivity.

An effective conservation of Imbabazane’s biodiversity would result

in the long-term survival and well-being of the people and of the

natural environment. Pressures on biodiversity show no sign of

lessening, yet resources for conservation action are limited. The ILM

needs to be strategic and need to focus efforts where they will have

the greatest impact.

Map 14 illustrates all the areas that have been formally protected.

ILM has a number of sensitive and important natural areas. These are

considered sensitive because of their geological and

geomorphological characteristics and their associated soils,

temperature regimes, slope, eco-systems and natural beauty.

Further, issues pertaining to the presence of endangered species or

plants and animals and their habitat requirements also form an

important component of areas of high sensitivity (ILM IDP, 2013/14).

Indicated on map 10 are some of the sensitive areas located within

the ILM-they include areas where threatened species occur, areas of

pristine and endemic vegetation, and wetland areas.

The majority of the sensitive areas fall within the jurisdiction of wards

1, 5, 10, 11, 12 and 13 which are located on the northern portion of

the municipality. Any development undertaken is these areas should

be done with due care and be subjected to strict environmental

procedures.

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Map 7: Conservation Areas

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1.8.2. Hydrology Within the Thukela District there is a complex river and wetland

system (see Map 13). The many tributaries draining from the main

Tugela River traverse through various conditions, landscapes and

altitudinal gradients. They exist in many forms such as mountain

tarns, small wetlands, marshes and vlies, streams and rivers.

The ILM has 7 small rivers which traverse through the municipality

(see Map 2), however of particular importance are two river systems

namely:-

The Injisuthi River

Bushman's River

There are many other rivers that traverse ILM and the district which

are important as they have become the source of water for the

Tugela-Vaal Transfer Scheme and primary source of water for

multiple water users within the province KZN.

There are a variety of wetlands (622) within ILM and they cover 7 135

ha which is approximately 8,6% of the municipal area. They are of

great significance for nature conservation and this is due to the

intricate ecological processes and systems associated with them.

Their natural communities contribute greatly to the efficiency of

ecosystems. The Motane Belt Wetlands, plays an important role in

the hydrological cycle of the Tugela catchment area and of particular

significance for the maintenance of regular stream flow patterns and

acceptable water quality levels.

The hydro-morphic areas associated with rivers and wetlands need

to be protected, managed and used correctly. These are

environmentally sensitive areas which are sensitive to erosion and

provide links between areas thereby providing natural pathways for

the movement of animals and plants.

1.8.3. Air Quality Due to the rural nature of ILM the air quality is generally good. The

dispersed housing and many plantations found in and around the

area allow for a good oxygen carbon dioxide cycle. Thus the only air

pollution that could endanger the livelihoods of the inhabitants

would be the burning of sugar cane, fuel wood and fugitive dust

emissions generated from unpaved roads.

1.8.4. Climate Change Climate change scenarios predict major changes in biome

distribution in South Africa. Individual species and ecosystems will

respond differently to climate change, some potentially increasing in

abundance or range, others declining or contracting. Ecosystems will

experience changes in their species mix, and these changes may

increase their vulnerability to further change or to climate extremes.

Models indicate that climate change impacts will largely consist of

latitudinal and altitudinal shifts in potential species' distributions

while others suggest that the complete disappearance of critical

climate types and dependent species are possible. Climate change

will affect not only the survivorship of particular species, but also

fragment the landscape and affect the natural resources that species

have adapted to use in their natural environment. Species are thus

marginalised and forced to move elsewhere to find places to live and

food to eat. The impact of climate change will therefore increase the

risk of species extinction and impact on biodiversity integrity.

On a provincial scale, the biophysical gradient is more pronounced in

the uThukela District Municipality as compared to all other

municipalities in KwaZulu-Natal, which highlights the critical role that

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this municipality is likely to perform in biodiversity conservation in

response to climate change. The NSBA also concluded that this

District includes areas of biome resilience, where the current biome

may persist in the face of climate change, under different climate

change scenarios.

1.8.5. Strategic Environmental Assessment The prevailing environmental governance system in the ILM has the

potential to create change and undesirable outcomes for the people

and the environment.

Environmental governance is defined as “the exercising of authority

over the use and management of natural resources, and the

environment. It is essentially about making decisions and about who

makes decisions. It includes rules, processes and behaviours that

affect the manner in which decisions are made. These decisions

ultimately determine whether the environment is harmed or

improved” (DAEARD, 2010).

Good Governance is identified in the ILM as one of the five Key

Performance Indicators. ILM has prioritised this KPI and through good

governance, the municipality aims to ensure efficient and effective

public participation processes; ensure cooperative governance with

the district, neighbouring municipalities and other stakeholders and

ensure a highly effective internal audit function. According to the IDP,

these objectives are to be achieved through the implementation of

community outreach programmes, of the communication strategy,

through participating in IGR structures and will be achieved by

addressing staff needs

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1.9. CROSS CUTTING: SWOT ANALYSIS STRENGTH WEAKNESSES

Strategic geographical location- close proximity to the

historical Ukhahlamba Drakensberg Mountains.

Agricultural Potential

Manufacturing

Potential for growth of SMME'S

Well integrated with the Provincial road access patterns

Weather Conditions

Tourism Potential

Unstructured settlement pattern difficult to establish efficient

hierarchy of centers.

Lack of a defined central business district contributes to leakage of

income and therefore low economic base

Area is subjected to the economic and social influences of Escort

region.

Lack of tourism infrastructure

Internal linkages, are weak and almost non-existent,(SW)

Service delivery backlog and poor maintenance of infrastructure

OPPORTUNITIES THREATS

Agriculture

Tourism

Abundance Natural Resources

Enhance commercial and Subsistence Farming

Water Resources : under utilised

Its location in relation to the Drakensberg Mountains

Scattered settlements

Outmigration

Shortage of land development

Unfavorable changes in the economy

HIV/Aids

Increasing crime rate

Topography- rugged terrain

Soil Erosion

Human activity

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Wetlands

1.10. Disaster Management

1.10.1. Municipal institutional capacity The Municipal Systems Act No. 32 of 2000 requires that municipal IDP

to reflect an applicable Disaster Management Sector Plan (DMSP).

Furthermore, Section 53 (2) (a) of Disaster Management Act No. 57

of 2002 stipulates that a disaster management sector plan for a

municipal area must form an integral part of the municipality’s IDP.

The Disaster Management Plan is a core component of the IDP.

Disaster Management is a schedule 4 A function in terms of the

Constitution. Fire Brigade Services are listed as a Schedule 4 B

function which allocates responsibility to local municipalities. The

challenge for Municipalities is to facilitate and manage the process of

participation, internally and externally, in disaster risk management

on an ongoing basis.

1.10.2. Risk Assessment The municipality is in the process of developing its disaster

management plan. The development of the plan is still at its early

stages and will be finalized within the month of September. The table

below depicts the process of to be undertaken to develop the

municipal disaster management plan.

Figure 3: Emergency Services organogram

GENERAL MANAGER:SOCIAL & ECONOMIC

DEVELOPMENTZM NDLELA

MANAGER:ERMEGENCY SERVICES

MM DLADLA

DISASTER COORDINATOR

Vacant

4 FIRE FIGHTERS

DW DLADLA; NC HADEBE; TM HADEBE; NN XABA

2 TRAFFIC OFFICERS

MH DLAMINI

SI MADONDO

TRAFFIC CLERK

Vacant

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Table 8: Disaster Management Plan Schedule

Item No:

Task Responsible Party

Apr May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

1 Planning meeting on the support to Develop DM Plan for Imbabazane LM

uTDM; PDMC & LM

9

1.1 Develop Action Plan and Schedule LM, uTDM &

PDMC 9

1.2 Establish Institutional Arrangements (Support Team) to assist

the LM in the development of DM Plans LM, uTDM & PDMC

9

2 Development of Disaster Management Plan for

Imbabazane LM

2.2 Identification of stakeholders LM & uTDM

2.3 Confirmation of disaster risk assessment/baseline LM, Stakeholders,

uTDM & PDMC

2.4 Mapping of the Disaster Risk Profile LM GIS 2.5 Identification & development of disaster Risk Reduction

Programs LM, Stakeholders, uTDM & PDMC

2.6 Commence the development of Disaster Management Plan for Imbabazane LM

LM, uTDM & PDMC

2.6

Presentation of Draft Plan and comments LM, Stakeholders, uTDM & PDMC

2.7 Adoption of the Plan LM

1.10.3. Risk Reduction & Prevention The current situation within the municipality is that there is no plan

in place the process is underway to develop the plan. Even though

there is no plan in place disaster management is a very critical role of

the municipality. There are awareness campaigns conducted by the

municipality to communities and schools, working together with

traditional leaders to reduce the impact of human activities on the

land.

Part of environmental management the municipality has also

initiated waste management awareness campaigns in schools so that

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we keep our area clean and therefore reducing the risk of human

aggravated disasters.

1.10.4. Response & Recovery The municipality’s disaster management unit is housed under the

Social and Economic Development Department which is led by the

General Manager Social and Economic Development. The disaster

management function falls under the management of the Manager

Emergency Services the unit is currently staffed with seven

employees namely; Manager emergency services; four (4) fire

fighters; two (2) traffic officers. The positions of the disaster

coordinator and traffic clerk are currently vacant.

The unit has one rapid intervention vehicle. There are nine (9)

lightning conductors installed throughout the municipality in

different wards; namely Wards 1, 8, 9 10, 11 and 12. These are the

areas where lightning is prevalent.

1.10.5. Training &Awareness Imbabazane local municipality works very close with all its

stakeholders and has established a very strong relationship with the

traditional leadership, councilors and volunteers. Awareness

campaigns are conducted in schools and communities alike. Working

together with initiatives like Operation Sukuma Sakhe and the

involvement of the Local Task Team to develop the municipals

disaster management plan, will afford the municipality the

opportunity to develop a plan that meets the needs of the

communities.

1.10.6. Funding Arrangements Imbabazane is small municipality with very little revenue generated

and therefore depend on grant funding. The budget that the unit

receives may not be enough to cover the cost when disasters struck

as it is impossible to predict how many or the impact of natural

disasters during the budgeting stage. However education to the

public is very crucial and it is a priority in terms of risk reduction and

mitigation

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1.10.7. Disaster Management SWOT Analysis Strengths Weaknesses

Traditional use practices in communities

Mountainous areas

population

Less pollution

Vast vegetation good for soil erosion

Human resources to respond to incidences

Lack of tools

Reduction in indigenous practices

Limited equipment

Large geographic area

Opportunities Threats

Environmental management studies by KZN Wildlife

Accessing various grant funding

Development of a disaster management plan and other policy frameworks

Physical event

Emergency health response and facilities not available

Lack Land use or regulations and zoning

Environmental impact (Global warming)

Escalation of disaster

2. DEMOGRAPHIC CHARACTERISTICS

2.1. Demographic Indicators Figure 7 below compares population trends within UThukela District

Municipality, and accordingly indicates that municipalities within the

district has had variable population trends and significant population

decline over the last decade.

The population has declined from 119 925 in 2001 down to 113 073

in 2011 this is a growth rate of -0.65%. The 2007 community survey

had indicated a substantial increase of approximately 20 820 from

the 2001 figures to 140 745 in 2007.

Estcourt is the closest urban centre to Imbabazane, and serves as a

regional shopping and service centre offering specialist services

including medical, education and manufacturing.

Many of the government departments serving Imbabazane have

regional offices located in Estcourt. Ladysmith is the main regional

shopping and services centre and boasts a healthy industrial centre

that continues to expand. Estcourt and Ladysmith are the main

employment centres for Imbabazane.

Figure 7: Population Distribution within uThukela District Municipality

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Figure 4: Population Distribution within Uthukela District

Population decline is not unique to the ILM, but it is a common

phenomenon in most rural municipalities in the KwaZulu-Natal

Province. It is often attributed to migration to urban areas in search

of employment opportunities and better living conditions. However,

there is also a fair amount of circular migration with the majority of

the urban migrants retaining their links with their rural places of

origin

eMnambithioKhahlamb

aiMbabazane iNdaka uMtshezi

2001 225,459 137,525 119,925 113,644 59,921

2007 236,748 151,441 140,745 101,557 83,906

2011 237,437 132,068 113,073 103,116 83,153

0

50,000

100,000

150,000

200,000

250,000

Population Distribution within uThukela District Municipality

2001 2007 2011

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47

Population Distribution

Source: Census 2011

As indicated on Figure 7 above, population is spread unevenly among

the 13 municipal wards with the majority of wards showing net

population decline between 2001 and 2011. Wards 4 and 7 are the

only municipal wards that experienced net population increase

during this period. Ward 13 was only introduced after the 2011 local

government elections.

2.2. Population Groups The majority of the population is composed of Black Africans. They

form 99, 5% of the population while the rest of the population groups

form the minority- approximately 0,2 % each. According to Statistics

SA Africans and Whites in Imbabazane have been identified as the

two declining population groups between 2001 and 2011. Indians

and Coloured have increased. This decrease and increase in particular

population groups can be attributed to various factors of which

include migration out of the municipality in search of a better quality

of life and could be attributed to the effects of the HIV/AIDS

pandemic. The re-structuring of population groups does not only

have political ramifications but also has implications for development

and planning related issues.

2.3. Gender Profile 53.3% of the population of Imbabazane are females while males

account for the remaining 46.7%. The analysis of gender distribution

within the municipality is vital and this is because the statistics

portray the status of women compared to men and therefore serves

as a mechanism to measuring progress towards gender equality and

women empowerment. The need for gender equality and women

empowerment programmes is critical within the municipality so

gender issues can be addressed. These programmes should be

formulated and aligned with the National Programs directed at

gender equality.

2.4. Age Structure The population of Imbabazane Local Municipality is generally

youthful with the majority being below 35 years of age.

Representation of age groups decreases gradually from age 20

upwards. The aged is among the smallest age groups in the ILM.

Relatively high representation of the youth has serious implications

for development planning including need for employment

opportunities, public facilities and various community development

programmes designed to build the capacity of the youth and

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000 W

ard

1

War

d 2

War

d 3

War

d 4

War

d 5

War

d 6

War

d 7

War

d 8

War

d 9

War

d 1

0

War

d 1

1

War

d 1

2

War

d 1

3

Population Distribution

2001

2011

Figure 5: Population Distribution within Imbabazane LM

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48

empower them to make a meaningful contribution to the

development of the area.

2.5. Employment Profile 2.5.1. Employment Status

The graph below indicates that Imbabazane Local Municipality has a

very high unemployment rate. The majority of the population is not

economical active and have not been since 2001. In fact, there has

been an increase in the number of people who are not economically

active.

According to the uThukela LED Strategy (2013), the unemployment

rate in the municipality decreased from 48% in 2001 to 36% in 2011

and level of unemployment in the municipality is well above the

average of the district, which was 32% in 2001 and 22% in 2011.

The bulk of people are employed in the formal sector within the

municipality, with 73% being formally employed in 2011. According

to the LED Strategy, the number of people employed in the informal

sector has doubled between 2001 and 2011, whilst the number of

people in formal employment has remained relatively stable with an

increase of 15% over the 10-year period.

2.6. Employment Trends The unemployment rate in the municipality decreased from 48% in

2001 to 36% in 2011. The level of unemployment in the municipality

is well above the average of the district, which was 32% in 2001 and

22% in 2011

Figure 7: Employment Trends

2.6.1. Employment by Occupation and Sector One third of the population is employed in elementary occupations

within Imbabazane, followed by craft and related trades workers at

Figure 6: Age Structure

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15%. Technicians, professionals, legislators, senior officials and

managers combined account for 19% of employment in the

municipality. This is well below the district average of 27% for these

occupations and is attributed to the rural nature of the municipality.

The main source of employment within the municipality in 2011 was

wholesale and retail trade, catering and accommodation at 30%. This

was followed by manufacturing at 15%; then community, social and

personal services at 14%; and then general government at 12%). The

strong tourism asset base of the municipality explains the biasness

towards wholesale and retail trade, catering and accommodation

employment levels.

2.7. Income Profile

2.7.1. 2.6.1. Household Income Figure 10 illustrates individual monthly income in Imbabazane Local

Municipality. From the above graph, it is evident that the majority of

the population in Imbabazane does not earn an income. Between

2001 and 2011 there has been a slight decrease in the number of

people not earning an income and a significant increase in those

earning between R1-R400 and between R801 and R1600. This is an

indication of improved income conditions, however the overall

income status municipality is low and illustrates that the majority of

the population is indigent and poverty is prevalent.

Figure 8: Income Profile

Source: Census 2011

2.8. Education Profile Education plays a pivotal role on community development. It

provides a set of basic skills for development, creativity and

innovative abilities of individuals within the communities. The IDP

states that access to education facilities within Imbabazane are very

poor reflecting the lack of development in the area. The impact of

this phenomenon is indicated in the literacy levels among the

potential labour force and number of school going population that is

0 10,000 20,000 30,000 40,000 50,000 60,000

No income

R1 - R400

R401 - R800

R801 - R1 600

R1 601 - R3 200

R3 201 - R6 400

R6 401 - R12 800

R12 801 - R25 600

R25 601 - R51 200

R51 201 - R102 400

R102 401 - R204 800

R204 801 or more

Unspecified

Not applicable

2011 2001

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50

actually attending school. As indicated on the table below, in 2001

32.3% of the adult population was considered completely illiterate as

they had not received any formal education.

2.9. Key Findings Based on the information above the Imbabazane Local Municipality

is faced with challenges that are prevalent in most of South African

rural municipalities. These are high level of unemployment and

immense level of social grant dependency with a figure of

Dependency ratio 72.7%.

These factors have a huge impact in the municipal functionality, it

result in the municipality to have no revenue base and large

population rely or are categorised as under the indigent sector within

the municipality.

The level of higher education of the age group 20 years and above is

at 3.4% in the municipality. The municipality has difficulty in

attracting the skills back to the munucipal jurisdiction and therefore

a large population is underskilled and can only work on elemenrtary

jobs thus earn minimal wages that has an effect in the economic

sustainability of the municipality due to limited disposable income in

many household.

The youthful nature of the municipality provides for the opportunity

of the area to grow both in the level of skills thus influence the level

of employment of the population. But it also means that the

municipality should devise the strategy of up skilling the school

leavers within its jurisdiction. This will help the municipality not to

lose the critical skills while growing its labor base for future

development.

Currently general unemployment rate is at 48.6% (2011 stats) and

this figure was 73.1% in 2001. The youth unemployment rate in 2001

was 81.3% and in 2011 census period was at 58.6%. During this period

there has been at least 22.7% difference and change in employment

status of the youth.

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3. MUNICIPAL TRANSFORMATION AND

INSTITUTIONAL DEVELOPMENT

3.1. Municipal Transformation Imbabazane municipality as the organ of state that is regulated by

within the framework of local governance has taken steps in

preparing the organization to be able to have enough capacity to

deliver on its mandate. The municipality has undergone a process of

developing the municipal turnaround strategy in order to facilitate

the process of readiness for its mandate.

The 2015/2016 IDP review marks the final five year period of the local

governance elected term. The year 2016 will see the local

government elections as well as the re-demarcation of municipal

boundaries. This is a national process and will be affecting

municipalities across the country. The Imbabazane Local Municipality

will be merging with the neighboring Umtshezi Local Municipality to

form one municipality. The number of wards will change for the ILM

from 13 wards to 23 wards.

Process are in place to ensure that the merger goes as smooth as

possible so that there is no negative effect on service delivery for our

people. The Change Management Committee has been meeting on a

regular basis and will continue to meet in order to ensure the best

possible transition between the two municipalities.

The merger does have its limitations as none of the two

municipalities can employ on a permanent basis any new positions

that need to be filled will be filled via contract posts.

3.2. Organizational Development

3.2.1. Institutional Arrangements The ILM system of governance consisting of municipal council,

Executive Committee (EXCO), Municipal Public Accounts Committee

(MPAC), Finance Portfolio Committee, corporate portfolio

committee, community services portfolio, planning, LED & Technical

Portfolio.

ILM council is the highest decision maker within the municipality the

chairperson of the council is the speaker of the municipality. All plans

and policies are adopted by full council including the IDP and Budget.

The council also delegates powers to the EXCO of the ILM which is

chaired by the municipal mayor and the speaker is a part of the

meeting as an ex-officio. The MPAC plays an oversight role and over

sees all municipal operations from financial management to

procedures followed in all municipal affairs.

The Audit committee is an independent advisory body established

in terms of Section 166(1) of the Municipal Finance Management

Act No. 52 of 2003. The audit committee advises council, political

office bearers, the accounting officer and the management staff of

the municipality on matters relating to:

Internal Financial Controls

Risk Management

Accounting policies

Adequacy, reliability and accuracy of financial reporting and

information

Performance management

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Effective governance

Compliance with the MFMA, the Annual Division of Revenue

Act and any other applicable legislations

Performance evaluation and

Any other issues referred to by the municipality or

municipal entity

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ORGANISATIONAL STRUCTURE –MUNICIPAL GOVERNANCE AND OVERSIGHT

MUNICIPAL COUNCIL

EXECUTIVE COMMITTEE

BUDGET & TREASURY PORTFOLIO COMMITTEE

CORPORATE SERVICES PORTFOLIO COMMITTEE

SOCIAL & ECONOMIC DEVELOPMENT PORTFOLIO COMMITTEE

TECHNICAL & INFRASTRUCTURE DEVELOPMENT

PORTFOLIO COMMITTEE

AUDIT

COMMITTEEMPAC

RULES & ETHICS COMMITTEE

APPEALS COMMITTEE

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3.2.2. Powers and Functions The powers and functions allocated to the municipality as opposed

to the other spheres of government in this regard are stipulated in

Part B of Schedule 4 and Part B of Schedule 5 of the Constitution as

follows:

Uthukela District Municipality Imbabazane Local Municipality

Municipal Health Services

Potable Water

Sanitation

Air Quality Management

Environmental Services

Storm Water Management

Systems

Trading Regulations

Billboards and the Display

of Advertisements in Public

Places

Cleansing

Control of Public Nuisances

Street Lighting

Traffic and Parking

Control of Undertakings

that Sell Liquor to the

Public

Fences and Fencing

Local Amenities

Local Sport Facilities

Noise Pollution

Pounds

Public Places

Street Trading

Fire Fighting Services

Local Tourism

Municipal Roads

Development Planning

Source: The Constitution of The Republic of South Africa, 1996

3.2.3. Organisational Structure/ Organogram The purpose of municipal Transformation and organizational

development is to develop a framework and drive a strategy that will

facilitate the optimal provision, organisation and development of the

municipality’s human resources so as to enable the organisation to

achieve its strategic goals and objectives set out in the integrated

development plan. This includes the development of institutional and

business systems and processes to support the ILM development

strategies and initiatives

Imbabazane municipality has five divisional departments that are

headed by general managers. These departments include the office

of the municipal manager. The departments have a council approved

organogram and the departments currently have the senior manager

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that leads them. There are two full time senior staff members in

Imbabazane and the rest are at acting capacity.

Office of the Municipal Manager Organogram

MUNICIPAL MANAGER

Mkhatshwa MR

RISK MANAGEMENT OFFICER

Mthembu SC

PERFORMANCE MANAGEMENT OFFICER

XP Ndumo

PA TO THE MUNICIPAL MANAGER

Mvelase NE INTERNAL AUDITORGwala ATM

MANAGER: SPECIAL PROGRAMMES

Sithebe ES

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Budget and Treasurer Office Organogram

CHIEF FINANCIAL OFFICER

Vacant

MANAGER: REVENUE

NZUZA LI

DEBTORS OFFICER

KHUMALO NP

BILLING OFFICER

MTHIYANE S

MANAGER: EXPENDITURE

XIMBA GS

SALARIES OFFICER

MABASO MP

CREDITORS OFFICER

MADINANE LD

MANAGER: SCM

MBATHA VJZ

SCM PRACTITIONER:

DEMAND & ACQUISITION

MAZIBUKO LDE

FLEET CONTROL OFFICER

MBHELE BLS

MANAGER: BUDGET & REPORTING

Vacant

ASSET & DISPOSAL OFFICER

KHUMALO TA

PA TO CFO

Vacant

ASSISTANT CFO

DUBE SMI

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Corporate Services Department Organogram

GENERAL MANAGER:

CORPORATE SERVICES

NE DLAMINI

MANAGER:

SECRETARIAT & ADMIN SERVICES

MOSIA SP

GENERAL ADMIN OFFICER

Vacant

RECEPTIONIST

BP MADONDO

MESSENGER

MC MALINGA

6 GENERAL ASSISTANTS

MT BHENGU; BF ZONDI; MZ MAZIBUKO; NP MBATHA; ND

NDABA; RM DLAMINI

HANDYMAN

ME HADEBE

SATELLITE ADMIN CLERK

Vacant

RECORDS OFFICER

P SHABALALA

REGISTRY CLERK

P MFEKA

COMMITTEE OFFICER

TB MKHWANAZI

COMMITTEE CLERK

NP Ngubane

ICT OFFICER

NC NTSHALINTSHALI

COMMUNICATIONS OFFICER

ZP NGUBENI

3 PERSONAL ASSISTANTS:

SPEAKER'S PA

MAYOR'S PA & DEPUTY MAYOR'S PA

BS NDLAZI; BD MKHIZE; SM XABA

MANAGER: HR

DUBE MJS

HR OFFICER:

HRM & EMPLOYEE BENEFITS

NP DLAMINI

HR OFFICER:

SKILLS DEVELOPMENT

& LABOUR RELATIONS

CL SHABALALA

PA TO GM: CORPORATESERVICES

WN DUBAZANE

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Social and Economic Development Department Organogram

GENERAL MANAGER:SOCIAL & ECONOMIC

DEVELOPMENTZM NDLELA

MANAGER: SOCIAL SERVICES

SM DLAMINI

HIV/AIDS

CO-ORDINATOR

NP MCHUNU

2 YOUTH DEVELOPMENT

CO-ORDINATORS

Z NZUZA; 1 Vacant

LIBRARIAN

TA SHANDU

3 LIBRARY

ASSISTANTS

NE PHUNGULA

KG NTSHALINTSHALI

ZG ZIMU

2 CYBER CADETS

ZY MBHELE

PS HADEBE

MUNICIPAL FACILITIES

OFFICER

MA NSIMBINI

THUSONG CENTRE CLERK

S MLANGENI

MUNICIPAL FACILITIES

CARETAKER

Vacant

MANAGER:ERMEGENCY

SERVICESMM DLADLA

Mayoral Drivers x3

MJ KHUMALO

PM ZUMA

L MNGUNI

DISASTER COORDINATOR

Vacant

4 FIRE FIGHTERS

DW DLADLA; NC HADEBE; TM HADEBE; NN XABA

13 PROTECTION OFFICERS

FM NGCOBO PD MBATHA

NA MASANGO SC MABASO

ST MAZIBUKO CT MBHELE

TN MALEMBE MM SITHOLE

AR MAZIBUKO TS NDAWONDE

BP NDLOVU HJ MKHIZE PM ZUMA

2 TRAFFIC OFFICERS

MH DLAMINI

SI MADONDO

TRAFFIC CLERK

Vacant

MANAGER:DEVELOPMENT

PLANNINGBE MSIMANGO

LED OFFICER

SF SIKHAKHANE

TOURISM OFFICER

NC NHLABATHI

GIS OFFICER

TN ZAPHE

PA TO GM: S&ED

SFF CEBEKHULU

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Technical and Infrastructure Development Department Organogram

GENERAL MANAGER:TECHNICAL & INFRASTRUCTURE

DEVELOPMENTVacant

MANAGER:

PMU

Vacant

HUMAN SETTLEMENT OFFICER

SW KHESWA

PMU OFFICER

LT DLUDLA

MANAGER:

INFRASTRUCTURE MAINTENANCE

Vacant

TECHNICAL OFFICER:

INFRASTRUCTURE MAINTENANCE

VS THWALA

MECHANIC

ZP DLOMO

FOREMAN

ZDH MDAKANE

2 TIPPER TRUCK DRIVERS

SJ DUBAZANE

VS MNTAMBO

2 TLB OPERATORS

VM MKIZE

ZP MBONGWE

2 GRADER OPERATORS

NI ZWANE

1 Vacant

4 GENERAL WORKERS

MA NJOKWE; NN MKHIZE; TN KHUBISA;

ND NDABA

OPERATOR:

WATER CART

Vacant

OPERATOR:

ROLLER

Vacant

PA TO GM:TECHNICAL & INFRASTRUCTURE

DEVELOPMENTVacant

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3.2.4. Municipal Institutional Capacity and Status of Critical

Posts Currently the municipality has a total of five senior management

positions. The position of the Municipal Manager, General Manager

Social and Economic Development services as well as the General

Manager Corporate services positions have been filled. The position

of the Chief Financial Officer and the General Manager Technical

Services are vacant at the moment.

3.2.5. Human Resource Development ILM has gone to great lengths in order to develop and ensure a well-

functioning organisation. Over the years there have been a number

of policies and strategies developed within the organisation to

ensure steady operations and provide a basis for a successful

organisation.

There is a Workplace Skills Plan (WSP) in place that is updated on an

annual basis which covers issues of employee development and

enhances skills where needed.

The employment equity policy is in place but it is not up to date. A lot

of the ILM policies have not been reviewed and do not contain the

latest information therefore are not in line with the changing

environment of the workplace, there are however plans to review the

policies so as to update and keep in line with the ever changing

environment.

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3.3. Organizational transformation and Institutional Development SWOT Analysis

STRENGTHS WEAKNESSES

Revival of functioning of governance structures giving rise

to accelerated decision making

Review of organisational structure and phased

implementation results in filling of critical positions

Dedicated employees who work under extreme pressure at

times

Accelerated recruitment process ushering in capacity in

strategic service delivery departments such as in the Social

& Economic Development Department

Good relationship with political leaders making it possible

for council structures to function

There are some good policies and systems already in place

Capacity building and training of councilors and employees is being fast tracked to enable service delivery

Skills shortage among employees is a setback for the municipality;

A number of important by-laws have not been formulated and

promulgated thus hampering service delivery and revenue collection;

pounds by-laws, business by-laws, etc.

Staff inadequacy in traffic section leads to the section not contributing to

revenue collection

There is no risk management exposing the municipality to litigation,

reputational damage and other harmful effects

The municipality lacks systems for ensuring that there is adequate and

effective oversight by politicians;

Organisational culture is lacking; absenteeism, late coming, slack

Lack of proper systems and processes, procedure manuals, operational

planning processes and performance assessment to oversee the linkage

of strategy and operations

No retention strategy to curb loss of skilled employees and reduce

employee turnover

Critical positions are left vacant for a long time without being filled

No monitoring mechanism in place to support the students who have

been provided with bursaries by the municipality and ensuring their

academic success and placement within the municipality to obtain value

for money.

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No mechanisms to assess the impact made in investing in employee

training

Transversal programs not mainstreamed internally, particularly the

municipality is lagging behind and has less that 2% of people with

disabilities in its employ

Core values of the organisation are not internalised and employees are

not committed to the values and to the municipality

Inability of the municipality to attract and retain competent and critical

skilled people

Inadequate human capital in all departments and political office bearers

offices to render services and provide support to local municipalities

Minimal sources of revenue and dependence on grants, thus financial

viability is not guaranteed

Lack of integrated systems (finance, HR, etc.) to achieve operational

efficiency

A fully fledged legal unit has not been established to provide legal support

to all departments,

Records management is weak and highlighted as a the weakest link by the

AG

Lack of and/or outdated policies in relevant departments

No HR strategy and HR management capacity

IGR within Uthukela is not functional and usually not knowing what the

district is planning in this KPA


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Office space has been resolved and will bring stability

Placement of employees will bring certainty among

employees thus improving work ethic and staff morale

Partnership and support from provincial departments

Benchmarking and developing strategic partnerships with high performing municipalities to learn on best practices

Financial sustainability is not guaranteed

High staff turnover and poaching of scarce and critical skilled employees

by other institutions leading to loss of institutional memory

Lack of information storage have led to loss of institutional memory

Exposure to hacking, fraud and loss of information due to limited ICT

infrastructure and governance framework

Litigation on labour issues leading to financial loss exposure and potential

instability in the municipality

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4. SERVICE DELIVERY AND INFRASTRUCTURE

ANALYSIS

4.1. WATER The figures suggest that equitable and sustainable access to water is

one of the major challenges facing Imbabazane Municipality. The use

of boreholes has increased. Other major sources of water include

springs, rain water from tanks (water harvesting) and rivers or

streams. Continued consumption of unpurified water exposes the

community to water borne diseases and poses a major health risk.

Imbabazane Local Municipality is not the Water Service Authority,

water and sanitation services fall under the powers and functions of

the UThukela District Municipality. As a Water Services Authority,

uThukela District Municipality has developed and adopted the Water

Services Development Plan (WSDP).

This plan was prepared in accordance with the Department of Water

Affairs and (DWA) preparation

guide. The WSDP is under review and it will be incorporated into the

adopted district's IDP Review. According to the adopted WSDP the

DM has a wealth of surface water resources, however much of the

dammed water is transferred to Gauteng Province as part of the

Tugela-Vaal scheme.

Most surface water is abstracted from the Tugela River or one of its

tributaries, such as the Klip, Little Tugela or Bushmans. The majority

of households with access to piped water are located south eastern

edge of the municipality and a few on the northern edges. It is further

seen that there is a lack of access to piped water on the western and

central sections of the municipality. The municipality has large

settlements that are situated within tribal authority areas. These

areas are those that are confronted by service provision challenges.

The Water Services Development Plan that is formulated by the

UThukela District Municipality is a legal requirement and is in

accordance with the Water Services Act. Department of Water Affairs

provides technical and financial support for these plans and forms

part of the development process.

Source Stats SA Census 2011

4.2. ACCESS TO SANITATION As indicated on the Figure 18, Pit Latrines remains the most common

form of sanitation in the Imbabazane Local Municipality. This reflects

02,0004,0006,0008,000

10,00012,00014,000

Main Water Supply

2001

2011

Figure 9: Main water Supply

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the rural character of the area and general lack of water borne

sanitation infrastructure.

Source: Census 2011

4.3. SOLID WASTE MANAGEMENT 4.3.1. REFUSE REMOVAL The Imbabazane municipality as one of the municipalities that were

established during the new dispensation, it is characterised by the

lack of suitable basic infrastructure that is associate with the refuse

removal. The municipality is rural and under the traditional

leadership and the community tend to use the traditional methods in

disposing their waste.

The below table provide the statistics of the area regarding the waste

management.

02000400060008000

1000012000140001600018000

Sanitation Facilities

2001 2011

Figure 10: Sanitation Figure 11: Sanitation

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REFUSE DISPOSAL

Removed by local authority once a week

Removed by local authority less often

Communal refuse dump

Own refuse dump

No rubbish disposal

Other

Ward 1 27 13 45 1,631 18 13

Ward 2 5 5 13 1,590 22 -

Ward 3 14 14 21 1,323 143 1

Ward 4 11 15 21 1,679 220 29

Ward 5 13 9 69 1,331 41 7

Ward 6 23 9 9 1,513 97 5

Ward 7 8 4 80 1,371 23 7

Ward 8 21 19 81 1,051 331 180

Ward 9 24 150 5 1,707 19 20

Ward 10 7 16 5 2,132 132 2

Ward 11 15 12 45 1,310 352 2

Ward 12 5 2 16 860 347 42

Ward 13 20 6 20 1,864 53 5 Figure 12: Refuse Removal

Source: Census 2011

The figure indicates that the majority of the population use their own

refuse dumps and that the municipality do not provide for the

removal of solid waste. According to the UThukela District

Municipality IDP, Imbabazane Local Municipality does not have an

approved and dully established existing landfill site. Local

communities relies on the traditional ways of disposing litter, which

includes digging a pit for dumping purpose in close proximity to

homesteads. Others have been disposing waste in the open without

any formal pattern. Access to refuse removal remains a problem in

the district, particularly in Imbabazane and Umtshezi. Refuse

collection therefore remains a serious environmental health issue.

The District municipality has finalized the Integrated Waste

Management Plan and is providing strategies in addressing the

backlogs in refuse collection, both at district and local level. Less

capacitated local municipalities are expected to initiate a community

based refuse collection service in order to address this challenge. The

municipality is also implementing the free basic solid waste for the

indigent.

Communities within the rural context have relied on the traditional

ways of disposing litter, which include digging a pit for dumping

purpose in close proximity to homesteads. Others have been

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disposing of waste in the open without any formal pattern. However,

it is encouraging that Imbabazane Local Municipality engaged in a

process of formulating a Waste Management Plan (WMP), which

shall address issues pertaining to refuse removal within its

jurisdiction.

4.4. TRANSPORTATION INFRASTRUCTURE Investment in transport and other infrastructure is considered to be

an important enabler of economic growth and poverty alleviation.

The municipality has intensified their endeavor to ensure delivery of

basic services to areas of need.

The Imbabazane Local Municipality plans to transform and

restructure the public transport system. The objective is to provide a

safe, reliable, effective, sustainable public transport system. This

includes implementing public transport plan developed by UThukela

District Municipality.

The Municipal Infrastructure Grant (MIG) is used to fund the roads

projects that have been identified through the comprehensive

infrastructure development plan and prioritised by Council for

implementation. Road Network.

The following roads provide linkages to various destination points

within the ILM:

The road from Injisuthi game reserve (P331) provides linkage

with eMangweni area

The road from eMangweni (P10-1) links the ILM with surrounding

areas such as Estcourt and the N3 on the eastern side of the ILM

while it also provides linkages with Okhahlamba on the north-

western side of Imbabazane Local Municipality

P29 serves as the gateway and link point with the town of

Estcourt on the eastern side of ILM. In fact this road is one of the

important routes for Imbabazane Local Municipality, and-

The road P28-1 provides linkages with surrounding areas on the

southern portion of ILM.

Further to the above, rural access roads require more attention, as

they are mostly un-surfaced and hence susceptible to erosion. The

municipality currently does not have storm water control measures

for rural areas.

Most of the drains for rural roads discharge into watercourses and

veldt, and this contribute to soil erosion. Strategic intervention need

to focus on storm water management and the monitoring of

settlement establishment on areas adjacent to rivers and streams.

A number of municipal gravel roads are constructed through MIG,

therefore there is a great need to continuously maintain the roads

Imbabazane does have existing plant to carry out the maintenance of

the new gravel infrastructure road. Bus companies and taxi operators

provide public transport services in the area.

Details of these services are required including the locations and

capacities of ranks and passenger collection points and details of

repair and maintenance facilities. UThukela District Municipality has

recently initiated a Public Transport Record Study intended to

generate this information.

4.5. ACCESS TO ELECTRICITY The 2011 Census data shows an alarming number of households

without access to electricity within ILM. According to the previous

ILM SDF (2012) areas mostly affected in this regard include wards 2,

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5, 8 and 10. wards 1, 3 and 6 to an extent ward 9 appear to be better

served with energy.

Table 10 below illustrates access to energy within ILM. Electricity

within ILM is supplied by Eskom. The table below illustrates the

various energy sources used within ILM for lighting, cooking and

heating. It is evident that the majority of households use wood for

heating (54%), electricity for lighting (69%) and wood for cooking

(49%).

It cannot entirely be assumed that the use of wood as an alternative

source of energy is due to the lack or limited access to electricity. It

should be considered that this may be a energy saving mechanism.

According to Stats SA, (2011) ward 8 is the most disadvantaged ward

as it has the least number of households with access to electricity for

cooking and heating.

Table 9: Energy Source

Source of Energy Heating Lighting Cooking

Electricity 5015 15 479 7821

Gas 381 179 860

Paraffin 1496 138 2162

Wood 13103 0 11 126

Coal 92 0 64

Animal Dung 241 0 195

Solar 52 77 34

Candles 0 6362 0

Other 12 0 37

None 1973 130 65

Unspecified 0 0 0

Not Applicable 0 0 0


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WARD AREA INFILLS

01 Hlathikhulu(Upper)

Hlathikhulu(Lower) incorporating Ephanekeni,

Mahlabathini,Enyokeni, emunywini and eMkhalanyoni

arears

120 House hold( New project) infills about 350 connection in all.

02 Emahendeni

Emahlutshini

Bhungane

KwaDlamini

120 connections(new project) 80 connections(infills) 79 connections) infills 88 connections(infills

03 Shiyendlele

Thwathwa

Shayamoya

De klerk area

80 connections,(New projects) 90 connections, (New project) 80 connections(infills) 220 connections( new projects)

04 De klerk area

Embangweni

Bhekabezayo

Dutch area

Ezimpandeni

KwaMshini

Nkukhemnyama

60 connections( infills) 40 connections(infills) 90 infills 100 connections(infills) 40 connections(infills) 70 connections(new project) 120 connections(new project) 60-connections(infills)

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Sobabili Main

5 Nkukhemnyama

Kwamshini

Sobabili

Goodhome

Emathamo

143 connections (new project) 89 connections (new project) 42 connections (infills) 36 connections (in fills) 20 connections (in fills)

06 Newlands

Zwelisha

Mdwebu

170 connections(New project) 70 connections(infills) 80 connections(infills)

07 Emhubheni

Shayamoya

50 connections (infills) 55 connections (infills)

08 Mandabeni phase 1&2 40 connections(infills)

9 Emoyeni

Mandbeni

56 connections (infills) 37 connections (infills)

10 Ngunjini-

Ngonyameni

Ngonyameni ext

Tatane

Thamela

30 connections 100 connections(infills) 40 connections(new project) (Railway line) 95 connections(infills) 50 connections(infills)

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11 Nkomokazini ext

Mqedandaba-

Shiyabazali

300 connections(new project) 70 connections(infills) 90 connections(new project

12 Tatane Extention

Tatane(lower

Rosedale Main

Lomode

80 connections(new projects) 45 connections(infills) 120 connections(New project) 40 connections(infill’s)

13 Ennerdale

Tshenilengele

Phangweni ext

Thokoza

Soul City

Phangweni

Bhekuzulu

15 connections(New project, farm community) 75 connection(new project former farm community) 70 connections(new projects) 100 connections(new project) 70 50 connections(infills)

60 onnections(infills)

4.6. ACCESS TO COMMUNITY FACILITIES Access to public facilities serves as an important social development

indicator. The level of access to facilities assists in building cohesive

and socially inclusive communties. However, as a result of past

planning practices which focused mainly on the provision of facilities

in certain areas and not others, a huge proportion of rural areas was

neglected and not provided with adequate social facilities. ILM is

largely rural and it fell outside of Former Natal, therfore, from this

perspective, it can be expected that access to social facilities might

be less adequate in certain parts of the municipality – which is a trend

that most areas that fell outside of former Natal have endured over

the years.

Public facilities that are discussed below are:-

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• Health Facilities

• Education Facilities

• Police Stations

• Sports and Recreation Facilities

• Community Halls/service centres

• Cemeteries

4.6.1. COMMUNITY HALLS A Community Services Centre has been established in Ntabamhlophe

one of the municipalities service points. This centre is well accessible

and offers various services such as government services, pension

paypoint etc. Another Community Services Centre will be built in

Bhekuzulu -Ward 13 in the 2013/2014 financial year which will be

servicing mainly the people from Loskop side.

4.6.2. CEMETERIES The ILM does not have a formal public cemetery. This is due to the

rural nature of the municipality. The majority of households practice

traditional burial methods and have their grave sites within the

dwelling. The absence of a formal cemetery is an indication of the

lack of formal planning and for future development sites for burial

will have to be considered.

4.7. Human Settlements

4.7.1. Housing Market Segments The income profile of the population residing in ILM provides

perspective into the extent of housing demand and need in the

municipality within each of the programmes available for delivery.

Table 6 indicates the income bands for individual that can qualify for

housing subsidies.

Table 10: Individual Income Categories

INDIVIDUAL MONTHLY INCOME 2001 2011

No income 102452 52875

R1 - R400 3874 32292

R401 - R800 9589 4091

R801 - R1 600 2165 11646

R1 601 - R3 200 1211 2893

R3 201 - R6 400 396 1265

R6 401 - R12 800 147 851

R12 801 - R25 600 21 509

R25 601 - R51 200 18 220

R51 201 - R102 400 21 27

R102 401 - R204 800 25 41

R204 801 or more 3 26

Unspecified 0 5880

Not applicable 0 458

Total 119921 113073

Source: Stats SA 2011

A large number of people fall within the low-income brackets that

can qualify for a housing subsidy (below R3500 per month).

However, there are much fewer people in the income bracket below

R7500 per month that can qualify for social housing subsidies.

4.7.2. Nature and Extent of Housing Need The number of households in ILM increased with 1529 between 2001

and 2007. It can thus be estimated that there was 270 households

living in informal dwellings in 2007.

Table 13: Households in formal and informal dwellings

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TYPE OF DWELLING 2001 2011

House or brick structure on a separate stand or yard

8980 11111

Traditional dwelling/hut/structure made of traditional materials

12156 9045

Flat in block of flats 1041 1324

Town/cluster/semi=detached house (simplex; duplex; triplex)

42 269

House/flat/room in back yard 260 344

Informal dwelling/shack in back yard 56 81

Informal dwelling/shack NOT in back yard

181 29

Room/flatlet not in back yard but on shared property

280 31

Caravan or tent 21 8

Other 3 123

Not applicable 256 0

Total 23276 22365

Source: Community Survey 2007

The table above indicates that the percentage of households living in

formal dwellings have decreased between 2001 and 2007, while the

percentage of households living in informal dwellings between 2001

and 2007 has increased.

Table 6 indicates the calculation of the housing demand, using 2001

Census data. The calculations are in terms of estimated labor tenant

applications, traditional dwellings, House/flat/room in back yard,

Informal dwelling/shack in back yard and Informal dwelling/shack not

in back yard.

Taking this data into account, the housing demand for ILM can thus

be estimated at 12 602. This information only provides a broad

indication of housing need in ILM.

4.7.3. Typology of Need The dominant rural nature of ILM, combined with the lack of any

formal established town, indicates that the typology of the need

revolves around rural housing. The majority of rural houses in ILM

are traditional and built from mud. However, there are also formal

houses that need not be replaced.

There are six Traditional Authorities in ILM, including the Amangwe

Tribal Authority, Mabaso Tribal Authority, Mhlungwini Tribal

Authority, Dlamini Tribal Authority, Hlubi Tribal Authority and

Abambo Tribal Authority. These areas consist of dispersed and

scattered settlements with no proper co-ordination with regard to

provision of services and associated social infrastructure.

The Government’s rural housing assistance programme has been

designed to complement the realisation of the objectives of the

Integrated and Sustainable Human Settlements. It focuses on areas

outside formalised townships where tenure options are not

registered in the Deeds Office but rather protected in terms of land

rights legislation - Interim Protection of Informal Land Rights Act,

1996 (Act No. 31 of 1996).

As opposed to registered individual ownership in formal towns, rural

households enjoy protected informal tenure rights and/or rental or

permission to occupy. The rural housing assistance programme is

needs or demand based and designed to provide housing and

infrastructure assistance within the specific circumstances.

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4.7.4. Planned Projects Future housing projects have been identified by the municipality and

the Imbabazane Planning & Infrastructure Committee, and have

been prioritised. This list has been submitted to DoHS in 2010. The

projects can be summarized in table 9 (a detailed list is provided in

section 12.4). The Department of Human Settlements has budgeted

for the following projects indicated in table 14.

In addition to the projects detailed in Table 16 above, there is an

additional block of State land that is under the control of the

Department of Rural Development and Land Reform (DRDLR) in

Pretoria. It is available for the establishment of small scale and

emerging commercial farmers making use of the Land Redistribution

for Agricultural Development (LRAD) grants to acquire the land. The

provision of infrastructure and services would become the

responsibility of the relevant local government structure. Additional

projects, which need attention, include:

The Empangweni Mission land (lot 7 Empangwene) which is

already densely settled. This project has huge potential if

managed properly

Bergvliet, is a redistribution/labour tenant project and is

currently active. It has also been allowed to become a settlement

and will be transferred to beneficiaries in due course

Iphangandlovu was done under the pro-active land acquisition

model and has been transferred to beneficiaries, and as part of

indigent relief. Pensions and welfare grants are making a

significant contribution to the local economy of Imbabazane,

which means that the majority of the people depend on grants.

4.8. Telecommunications Households poorly serviced with telecommunication facilities are

also evident throughout the municipality area, with the exception of

wards 1 and 12 respectively. In the current environment where

technology continues to play a meaningful role in the development

of communities and individuals alike, access to telecommunication

and associated infrastructure is essential. Map 12 shows spatial

distortions and hardship with regard to provision of

telecommunication facilities within ILM.

Households poorly serviced with telecommunication facilities are

also evident throughout the municipality area, with the exception of

wards 1 and 12 respectively. In the current environment where

technology continues to play a meaningful role in the development

of communities and individuals alike, access to telecommunication

and associated infrastructure is essential – the Map below of this

report shows spatial distortions and hardship with regard to

provision of telecommunication facilities within ILM

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4.9. Basic Service Delivery SWOT Analysis STRENGTH WEAKNESS

Land Availability

Established main routes

Availability of water resources

Potential to link to expanding the existing rudimentary

networks

Sparsely populated settlements

Lack of coordinated and integrated planning

Outdated SDF

Low economic base to support the maintenance of infrastructure

Reliance on sector departmental programmes

Lack of participation on district wide strategic planning

High dependency on grant funding

Lack of human resource capacity in Project management unit and

building inspectorate

OPPORTUNITY THREATS

Use of the existing networks to expand

Underutilised water sources

Rain water harvesting

Infrastructure backlogs exceeding available budget

PMU manager not yet appointed

Lack of staff in the unit

Shortage of Pland and Equipment for maintenance program

Typology of the area cuases a need for regular maintenance of road

infrastructure

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5. .LOCAL ECONOMIC AND SOCIAL DEVELOPMENT

5.1. LOCAL ECONOMIC DEVELOPMENT ANALYSIS The municipality has an LED strategy in place, which focuses strongly on

sustainable economic growth, job creation; human resource development

with emphasis on the development of skills and entrepreneurship, broad

based black economic empowerment and poverty reduction with

emphasis on supporting sustainable livelihoods. The LED Strategy is aligned

with various pieces of legislation and policies from different spheres of

government.

Imbabazane is rural in its entirety. Its heavy reliance on surrounding towns

like Estcourt and Ladysmith has economic and social disadvantages. One

possible initiative to address that is to formalise Ntabamhlophe and

eMangweni. The strategic location of these two areas offers great

opportunities for future development.

5.1.1. MUNICIPAL COMPARATIVE AND COMPETITIVE ADVANTAGE Imbabazane Municipality is located within the south-western quadrant of

uThukela District Municipality and at the foothills of the central

Drakensberg which is a World Heritage Site.

The development of bulk infrastructure throughout the area, including

local facilities for water supply, sanitation, transportation, solid waste

collection and disposal, energy, communications, and supporting facilities

for social services, is also recommended as a strategy (Imbabazane LED

Strategy, 2008; Imbabazane SDF, 2012).

The KZN Provincial Spatial Economic Development Strategy (“PSEDS”)

identifies the N3 as a multi-sector regional corridor and a small portion of

this route was incorporated within the north-eastern corner of the

municipality (Imbabazane SDF, 2012). The potential economic implications

of this demarcation have not yet been explored.

Imbabazane has initiated a tourism strategy to optimise on its locational

advantage with regard to the uKhahlamba Drakensberg Park. Mahlutshini

and Injisithi were identified as tourism development nodes. The

Imbabazane SDF (2012) notes that the location of the municipality at the

foothills of uKhahlamba World Heritage site has not yielded any major job

creation and economic benefits for the local communities.

Areas of agricultural potential within Imbabazane include land defined as

good agricultural land, covering approximately 46 175 ha, constituting

about 54% of the total land area of the municipality; moderate agricultural

land (17%) as well as land with restricted and very restricted potential

(29%).

It is estimated that 55% of the population in the municipality was below

the age of 20 years in 2011 and 56% of the total population in 2011 was

female.

From a health perspective, 15% of the population was living with HIV/AIDS

in 2001, increasing by 15% in 2006 where it remained until 2011. The

average infection rate in the municipality for 2001-2011 was 15% which is

in line with the district average of 15% for the same period

5.1.2. MAIN ECONOMIC CONTRIBUTORS The 2013 LED Strategy identified the following sectors as the main

economic drivers within the Imbabazane Local Municipality. Below is a list

of the main economic contributor found within the administrative

boundaries of Imbabazane.

Small Medium and Macro Enterprises (SMME’s)

Agriculture

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Tourism

Transportation

Manufacturing and Packaging

Table 11: Main Economic Contributors

Economic Sector 2001 2006 2011 Average annual growth 2001-2011

Agriculture, forestry and fishing

42 70 149 13%

Mining and quarrying 13 8 5 -9%

Manufacturing 208 279 309 4%

Electricity, gas and water 29 32 31 0%

Construction 24 26 35 7%

Wholesale and retail trade, catering and accommodation

98 178 296 12%

Transport, storage and communication

56 111 180 11%

Finance, insurance, real estate and business services

60 88 128 8%

Community, social and personal services

44 55 65 4%

General government 78 92 120 4%

Source: Quantic, 2012

Table 14 shows the GVA contribution per sector in constant prices for the

municipality from 2001-2011. The most significant sector in 2011 was

manufacturing; followed by wholesale and retail trade, catering and

accommodation; transport, storage and communication; and agriculture,

forestry and fishing.

From a growth perspective, agriculture grew at an average of 13% per

annum between 2001 and 2011, whilst the lowest growth was in mining

and quarrying which shrank by 9% per annum. The largest sector,

manufacturing, experienced a growth rate of 4%, whilst the second largest

sector, wholesale and retail trade, experienced a growth rate of 12% per

annum over the 2001-2011 period.

5.1.3. EMPLOYMENT AND INCOME LEVELS Table 15 presents a summary of the employment levels in Imbabazane. The

data indicate that the number of people who are not economically active

has been increasing, whilst the number of unemployed has been decrease

Table 12: Employment and Income Levels

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Total population

Population Working age

Total employed (formal & informal)

Unemployed Not economically active

Unemployment Rate

Labour Force Participation Rate

2001 120 486 63 686 10 029 9 417 44 240 48% 31%

2006 131 550 68 951 12 284 12 620 44 047 51% 37%

2011 146 805 77 690 13 022 7 266 57 402 36% 26%


5.1.3.1. FORMAL AND INFORMAL EMPLOYMENT

The bulk of people are employed in the formal sector within the

municipality, with 73% being formally employed in 2011. The number of

people employed in the informal sector has doubled between 2001 and

2011, whilst the number of people in formal employment has remained

relatively stable with an increase of 15% over the 10-year period

Figure 13: Formal and Informal Employment


5.1.3.2. EMPLOYMENT BY OCCUPATION

One third of the population is employed in elementary occupations within

Imbabazane, followed by craft and related trades workers at 15% (Figure

21). Technicians, professionals, legislators, senior officials and managers

combined account for 19% of employment in the municipality. This is well

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below the district average of 27% for these occupations and is attributed

to the rural nature of the municipality.

Figure 14: Employment by Occupation


5.1.4. MALL MEDIUM AND MICRO ENTERPRISES (SMME’s) One of the greatest challenges facing this country is high levels of

unemployment and poverty. Employment in the formal sector is shrinking

and the hope for job creation is through entrepreneurship development.

This will be achieved through tourism programme and agricultural

Initiatives.

There are a number of co-operatives and micro-businesses that operate

within Imbabazane. The municipality will assist its communities to

establish cooperatives and further equip them with relevant skills to

sustain such entities.

These survivalist emerging businesses face many challenges and some of

them have the potential to grow into small and medium operations.

Medium and large commercial and office related developments will only

take off once the towns (Ntabamhlophe and eMangweni) have reached a

sustainable size.

5.1.5. AGRICULTURE Agriculture contributed R149 million to the economy of Imbabazane in

2011 and employed 1 238 people. The sector had the highest average

annual growth rate in GVA of 13%. The sector contributed 11% to total GVA

and 10% to employment within the municipality in 2011.

The municipality’s agricultural sector contributed 16% to total agricultural

GVA of the district in 2011, up from 10% in 2001. Employment in

Imbabazane’s agricultural sector as a proportion of total agricultural

employment in the district also increased from 12% in 2001 to 16% in 2011.

According to the Imbabazane Agricultural Development Strategy (2007)

traditional cattle, farming is the main activity in the municipality with small

pockets of forestry plantations and commercial farming existing in the east.

Subsistence farming accounted for 67% of farming activities in the area in

2007.

The small area of commercial farming falling within the municipality

consists largely of corporate owned forestry plantations and commercial

farms. The agricultural sector has a huge potential for being developed and

to stimulate economic development within the area. The Agricultural

projects that have been identified in the Imbabazane IDP include the

following: Deciduous, Berry and Citrus fruit plantations, Large-scale

production of vegetables, sunflower production, and peanuts production,

Poultry farming, Goat Farming, Bee Keeping and Game Farming.

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The below map shows the agriculture potential of Imbabazane LM. The

degree of suitability varies from one place to another.

Map 1: Agricultural Potential

5.1.6. TOURISM Tourism is one of the world’s biggest contributors to economic and

employment growth, the tourism industry is also one of South Africa’s

fastest growing industries and is identified as one of the key growth sectors

for South Africa’s economy.

At a regional level, it could be argued that the Imbabazane Municipality

Area falls under the UKhahlamba – Drakensberg Provincial Precinct.

However, thus far, the tourism sector within this local authority has not

been developed to realise its full potential. It is still lacking behind at

varying levels which include infrastructure development, institutional

arrangement and human resource development.

While this trend is being noticed within the municipality, the tourism areas

that surround Imbabazane have developed and are flourishing. The North

and South Western parts of Imbabazane have the Drakensberg Mountain,

which is a ‘draw card’ for the tourists at all levels (i.e. foreign, domestic and

local).

The Central portion of the Drakensberg, which is adjacent to Imbabazane,

boasts of a number of nature based and eco-adventure tourism with

various outdoor activities, such as (hiking, bird – watching, wildlife drives,

walking trails, fly fishing, San rock art tour, picnicking and adventure sports

or events).

Tourism assets and facilities that exist include the nature reserves and the

accommodation facilities e.g. UKhahlamba Drakensberg Park (a declared

World Heritage Site). Based on a scan of the current information available

from KZN Wildlife Services and the Tourism Authority, Imbabazane has no

major tourism facilities at present apart from the hotel and conference

Centre at White Mountain. The gateway to two Drakensberg resorts

provides opportunity for further expansion of the tourism sector.

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The tourism strategy could capitalise also on the Estcourt-Winterton

railway line as a steam engine for international tourists. The line traverses

a number of “turn of the century” stations, which lend themselves to

conversion into craft markets, restaurants and overnight accommodation.

There are a number of important bio-diversity sites in Imbabazane, which,

if carefully protected, could become a “draw card” for specialist groups

such as birders to the wetlands, palaeontologists to the fossil beds, cultural

groups to historical sites and craft shoppers to markets on the main access

roads to Winterton and the Berg resorts.

5.1.7. MANUFACTURING Imbabazane has a very small manufacturing sector with small

manufacturing taking place for local consumption; however, a potential for

growth through SMMEs and a good marketing strategy exists. Currently

there is a functional factory: a large shoe factory located at Loskop (Ward

10), providing a number of jobs.

Manufacturing, which was the most significant economic sector,

contributed R309 million to the economy of Imbabazane in 2011 and

employed an estimated 1 928 people. The sector’s average annual growth

rate in GVA was 4% between 2001 and 2011, with employment growth at

-2% per annum. The sector contributed 23% to total GVA and 15% to

employment within the municipality in 2011. The municipality’s

manufacturing sector contributed 11% to total manufacturing GVA of the

district in 2011, the same as its contribution in 2001. Employment in the

municipality's' manufacturing sector as a proportion of total

manufacturing employment in the district increased from 11% in 2001 to

12% in 2011.

5.1.8. SERVICES In addition, a Community Services Centre has been established and

functional in Ntabamhlophe, where the community can easily access

government services. Another Community Services Centre will be built in

Bhekuzulu -Ward 13 in the 2013/2014 financial year which will be servicing

mainly the people from Loskop side.

5.1.9. MINING Imbabazane municipality has a vast agricultural land. There is also a

network of rivers that traverse the municipality. The municipality is

therefore susceptible to the illegal sand mining especially to those areas

that are found along the rivers.

The community block making projects are found in few areas of

Imbabazane. These project rely quite heavily on river sands that is

extracted from the local river system. It is not yet clear as to whether the

companies that are conducting the river sand mining have proper mining

permits or licences for this operation.

If this activity goes on unchecked it could lead to disastrous consequences

for the local environment and its bio diversity.

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5.1.10. Current proposed projects

Project Name Area/ Beneficiaries Estimated Budget Funding Source Current Status Aim of the project:

Mazibuye Cultural Village

Ward 4 Mazivuye Community Development Trust

12 million National Department of Environmental Affairs and Tourism

The project is currently awaiting response from the department in terms of EIA approval, heritage impact study together with the visual impact study has been conducted and concluded.

the aim of the project is to take advantage of tourism potential and opportunities in the area since the municipality is a part of the world heritage site, the project will foster tourism development as create job opportunities for local people

Fresh Produce Pack house

Ward 10 Local Co-operatives within Imbabazane

2.3 million still required

there is no funding yet for the project (CoGTA)

The project is still in its early stages a feasibility study is currently under way

is to establish a fresh produce pack house where all the fresh vegetables produced from different wards in Imbabazane will be delivered and packed

Abambo Poultry Project

Ward 1 5.2 million Abambo Community Trust

Funding is still needed (CoGTA & Dept of AGR.)

currently developing the business plan, CoGTA has been requested to avail funding for the EIA processes

production of poultry products and development of an abattoir, the project will be implemented in phases, the first being the production of poultry products and the second being the development of the

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abattoir for production.

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5.1.11. LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS

STRENGTH WEAKNESSES

Availability of Land

High Agricultural Potential Land

Strategic Location in relation to Ukhahlamba Drakensberg Park (UDP).

Abundance of Labor

Public Participation and Local Support

An Enabling Environment

Availability of Water Resources

Service Backlog

Lack of a Well Defined Urban Area

Poor Linkages

Institutional Issues

Leakage of Income

Unemployment, Poverty and Illiteracy


Tourism Development

Maloti-Drakensberg Transfonteir Initiative

Infrastructure Development Programs

Agricultural Development

Developing the Retail Sector

HIV/AIDS

Accessibility of Programmes

Adverse Weather Condition

Out-Migration of Skilled Human Resources

Crime

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5.2. SOCIAL DEVELOPMENT ANALYSIS

5.2.1. BROAD BASED COMMUNITY NEEDS Table 13: Broad Based Community Needs

WARDS PROJECT DESCRIPTION

1 Electricity

Network (Vodacom and MTN)

Low cost housing

2 Electricity (new project at Emahendeni)

Water (Scheme upgrade)

Cell phone network

3 Access roads

Low cost housing

Sanitation

Clinic- Eldar Zitha

4 Low Cost Housing

Access Road

Crèche Emfeneni Hall

5 Water

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Tar on main road

Access road maintenance

6 Low cost housing

Water

Sanitation

7 Low cost housing in Mhubheni, Dalton, Ezidikini, Bush area: 2500 units

Tar: D138 road

Electricity infill in the ward

8 Clinic

Low cost housing

Skills development centre

9 Low cost housing

LED projects

10 Electricity

Low cost housing

Roads

11 Water Scheme

Access road maintenance

Clinic

12 Water

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Led projects

Electricity

13 Water

Housing

Bhekuzulu Community Service Centre

5.2.2. Education There are 24 high schools, 38 primary schools and 4 Combined

Schools and 1 Private School within Imbabazane. The analysis of

schools in terms of education parameters is considered elsewhere in

this IDP.

A summary of the data shows the following deficiencies at schools in

the area as requested by the bodies concern to the municipality is

listed below. However the department of education uThukela District

has provided the information regarding the plans of infrastructure

upgrading for the year 2014-15

Deficiency No. of Schools

No Toilets 55

No water All

Buildings require attention 03

Not wired for electricity 03

No telephone all

Maintenance and the provision of infrastructure inside school

property boundaries is the responsibility of the Department of

Education and the Boards of Governors of the schools. The Local

Municipality however would be responsible for the provision of bulk

supplies and for access roads.

5.2.3. Health There are five clinics and two mobile clinic vehicles for the

Imbabazane Local Municipality. All the clinics in the area are

supported through the Estcourt District Hospital. Essentially people

residing within Imbabazane either use Escourt District Hospital

situated approximately 30km or Emmuas District Hospital

approximately 45km away. These two hospitals along with the

Ladysmith and La Vena Regional Hospitals provide a regional health

service. They service the entire region and areas beyond.

According to the ILM IDP (2013/14) the recorded priority status for

each clinic is high and provisions have been made for construction

and staffing of the clinics by The Department of Health. Even though

there are plans to improve the health services it needs to be

highlighted that there are still significant sectors of the population of

the ILM that do not have access to primary health care services within

a 5km raduis. People still need to travel long distances to access

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health care and this should be considered when undertaking spatial

planning in ILM.

5.2.4. Safety and Security Imbabazane Local Municipality area is serviced by 3 police stations,

Ntabamhlophe and Estcourt police station. These stations service

Phangweni, Bhekuzulu and Rosedale.

Amangwe Police station which is not easily accessible to most

communities through public transport, however strangely it is mostly

used, by 90% of the Imbabazane community. This may be due to

levels of efficiency and capacity at the Amangwe Police Station.

Statistics from the Ntabamhlophe Police Station indicate that there

has been 609-reported crime in 2012. It is indicated that the most

common crime incidences in Imbabazane include victimisation of

tourists, theft, burglary and stock theft. Community policing forums

have also been established in different communities to work closely

with the police in fighting crime. The high levels of poverty and

unemployment have potential to lead to an increase in crime rates.

5.2.5. Nation Building and Social Cohesion SPORTS AND RECREATION FACILITIES

The responsibility for the provision of facilities for sport and

recreation rests with the Local Municipality. Currently there are four

sports fields developed by the Department of Sport and

Recreation namely:-

• KwaMswane sport field

• Injisuti sport field

• Ntabamhlophe sport field

• uMdwebu sports field).

5.2.6. COMMUNITY DEVELOPMENT WITH PARTICULAR FOCUS

ON VULNERABLE GROUPS

5.2.6.1. YOUTH DEVELOPMENT

The approach to youth development is not coordinated, a strategy

needs to be developed in order to address youth development in

terms of all transversal issues e.g. Health, Sports, Arts and Culture,

Skills Development and Empowerment and Economic Development

Initiatives. The youth council of Imbabazane has been established.

5.2.6.2. MAINSTREAMING OF THE PEOPLE WITH DISABILITIES

A Disability District Team has been constituted to provide services to

the disabled. This Team has been constituted from service providers

including the Therapist, Therapy Assistants, and Social workers from

the Association for the Physically Disabled, Community Doctors and

Primary Health Care Co-ordinators.

The Disability District Team deals with disability awareness,

education, and support of families of the disabled. All Government

Departments have been made aware through the office of the

Premier, of the needs of the disabled sector of the community. This

has helped to change the attitude of staff towards the disabled.

Imbabazane needs to embark on People Living with Disabilities

Programmes where these people will be empowered to participate

in programmes and projects that will contribute to their employment

and economic growth of the municipality.

5.2.6.3. MAINSTREAMING OF THE ELDERLY ISSUES

There is a new program developed for the care of the elderly in

Imbabazane which will be done in partnership with Department of

Social Development and Meals on Wheels Non- Governmental

Organisation operating within Imbabazane. The municipality has also

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embarked on assisting the elderly people who are participating in

sports programs called Golden Games.

5.2.6.4. MAINSTREAMING OF WOMEN ISSUES

The municipality has started several programs that deals with women

empowerment and job creation initiatives that will accommodate

rural women. It is also encourage through the Supply Chain Policies

that women in business be given preferential points when they are

trading with the municipality.

5.2.6.5. MAINSTREAMING OF PEOPLE AFFECTED BY CRIME,

HIV/AIDS, DRUGS, ETC.

The highest prevalence of HIV infections is observed among mostly

pregnant women in the age groups of 25 to 29 years (42,6%),

followed by the age group of 20 to 24 years and 30 to 34 years.

The risk for women being infected at a younger age compared to their

male counterparts is greater. The rate of infection is generally higher

among people between 24 and 35 years of age.

HIV/AIDS will lead to a slow population growth and even population

decline thus affect sustainability of projects that are based on certain

population projections. Households will suffer a loss of income when

the economically active members die of AIDS, and a large number of

households will plunge into poverty. The number of orphans will

increase thus placing large demands on the Department of Health,

Department of Social Development and Imbabazane Municipality.

The municipality has developed HIV and AIDS strategy mainly

focusing on preventative methods, counselling and living positive life.

We further intent to intensify our efforts in collaborating with other

stakeholders in addressing the challenges of education and health.

Other areas of collaboration include supply of water and sanitation

to our citizens to address diseases before they start. With the help of

the province, no fee schools will continue to be implemented,

allocate bursaries to the deserving, initiate nutrition and very

importantly implement HIV and AIDS projects. We will also

implement campaigns against the use of drugs.

5.2.6.6. EARLY CHILDHOOD DEVELOPMENT

Imbabazabe municipality works with the department of social

development to facilitate the best care for children within the

municipality. The department of social development currently render

the service and support to a number of NPO and NGO within the

municipality.

The supported institutions render the service of taking care of the

childrens that comes from diffrent background. This is done through

child care services that includes but not limited to Day Care facilities,

Soup kitchens and Susteinable livelyhood programmes

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6. FINANCIAL VIABILITY

6.1. CAPABILITY OF THE MUNICIPALITY TO EXECUTE

CAPITAL PROJECTS The Municipality service delivery priorities were reviewed as part of

this year’s planning and budget process. Where appropriate, funds

were transferred from low- to high-priority programmes so as to

maintain sound financial stewardship. The Municipality has

embarked on implementing a range of revenue collection strategies

to optimize the collection of debt owed by consumers. Furthermore,

the Municipality has undertaken various customer care initiatives to

ensure the municipality truly involves all citizens in the process of

ensuring a people lead government.

The last three years budget allocated for capital projects has been

optimally utilized (scoring 100%). It is projected that during the

2015/16 financial year the budget for capital projects will be utilised

demonstrating the municipality's capabilities.

6.2. INDIGENT SUPPORT (INCLUDING FREE BASIC

SERVICES) The social package assists households that are poor or face other

circumstances that limit their ability to pay for services. To receive

these free services the households are required to register in terms

of the Municipality Indigent Policy. The target is to register 27 000 or

more indigent households during the 2015/16 financial year, a

process reviewed annually. Detail relating to free services, cost of

free basis services, revenue lost owing to free basic services as well

as basic service delivery measurement is contained in Table MBRR

A10 (Basic Service Delivery Measurement).

The cost of the social package of the registered indigent households

is largely financed by national government through the local

government equitable share received in terms of the annual Division

of Revenue Act.

6.3. REVENUE ENHANCEMENT AND PROTECTION

STRATEGIES The Imbabazane Local Municipality has developed and adopted the

municipal revenue enhancement strategy. It has been identified that

the biggest debtors to the municipality are government departments

which are located within the jurisdiction of the municipality.

Strategies are in place to ensure that these departments settle their

rates.

Businesses and farmers within the area also contribute to the

revenue base of the municipality even though they are few due to

the rural nature of the municipality and not having any formalised

town. As a part of the strategy generating revenue from community

facilities in order to address issues of maintenance and sustainability

of the facilities.

ILM mostly depends on grant for funding these grants include:

Equitable share.

Local Government Financial Management.

Municipal System Improvement Grant.

Extended Public Works Programme

Municipal Infrastructure Grants for capital project

The equitable share is received in three trenches the first being in

July, the second in November and the final trench is received in

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March. The equitable share is utilized mainly to fund working capital

requirements of the municipality.

6.4. Grants and Subsidies It will be noted that Imbabazane LM has a high percentage of the

population dependant on pensions and welfare grants and these

making a significant contribution to the local economy of

Imbabazane. It is estimated that grant funding contributed about R38

857 800 to the local annual per capita income in 2013-14 financial

year. While this is appreciated, it creates dependency and does not

provide opportunities for advancement.

6.5. Municipal Infrastructure Assets and maintenance

(Q&M) Currently the Imbabazane Local Municipality has not developed

infrastructure asset and maintenance plan; however this has been

identified as a strategic objective to achieve a financially sound and a

municipality with assets that are well maintained.

6.6. Current Planned Borrowings The municipality does not plan to borrow any funds within the

2015/2016 financial year.

6.7. Municipal Credit Rating ILM has no credit rating

6.8. Supply Chain Management Supply chain management unit operates under the supervision of the

Manager Supply Chain Manager, The unit has to ensure that the

resources required by the municipality support its operational

commitments. This will include planning and management process to

ensure that all goods and services required by the municipality are

quantified, budgeted for and timely and effectively delivered at the

appropriate delivery date and are of the appropriate quality and

quantity.

All municipal officials including bid committee members completed

the declaration of interest form for each and every bid under

consideration. Supply chain management officials also sign a code of

conduct form as they are involved with the procurement of goods

and services.

The supply chain management unit is governed by the supply chain

management policy which is in line with the relevant supply chain

management prescripts as provided by the National Treasury.

There are different procurement processes and thresholds that the

supply chain management unit must adhere to these range from

written or verbal quotations for procurement transaction value of up

to R2 000.

Formal written price quotation for procurement transaction value

over R2 000 up to R200 000. These quotations must be obtained from

at least three different providers, whose name appear on the list of

accredited municipal providers. The supply chain management unit

is also encouraged to source quotation on a rotational basis to

promote competition among service providers.

No award above R30 000 may be made to a person whose tax matters

have not been declared by the South African Revenue Services to be

in order. Competitive bidding process for procurement transaction

value of more than R200 000 and the procurement of long term

contracts. Sometime petty cash may be utilized to pay for item for

which the value does not exceed R1 000.

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For the competitive bidding process to be effective the accounting

officer has appointed bid committee members which are properly

constituted. There is a bid specification committee which compiles

the specification for each procurement of goods and services of the

municipality. This committee is chaired by an official from supply

chain management unit supported by officials from Technical,

Planning and Development.

There is also a bid evaluation committee which evaluates the bids

according to specification and also the bidder’s ability to execute the

contract. This committee is also chaired by an official from supply

chain and supported by other senior official from the municipality.

Once this committee has finalized it evaluation it then submits to the

adjudication committee a report and recommendations regarding

the award of the bid or any other related matter. The adjudication

committee is chaired by the acting CFO and supported by the other

heads of departments

The bid adjudication committee then considers the report and

recommendations of the bid evaluation committee and either make

a final award or a recommendation to the accounting officer to make

an award or make another recommendation to the accounting officer

how to proceed with the relevant procurement.

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7. GOOD GOVERNANCE

7.1. National and Provincial Programs Rolled Out at

Municipal Level

7.1.1. Operation Sukuma Sakhe The municipality is implementing Operation Sukuma Sakhe (OSS)

under the guidance of the Premier’s Office. There are 13 war rooms

one in each ward where Ward Task Team (WTT) meetings are held

monthly. Local Task Team (LTT) meets monthly to consolidate WTT

reports and evaluate interventions needed. Yearly OSS activity plan

that is implemented in each ward. This includes awareness

campaigns.

7.1.2. Intergovernmental Relations The intergovernmental relations (IGR) structures within the District

have been established. There are two structures that have been

established in terms of the IGR framework namely

Mayoral Forum which is chaired by the District Mayor. In the sitting

of this committee is where all mayors of the District meet to advance

development.

The Municipal manager's forum is an advisory committee to the

mayoral forum. It is chaired by the District Manager. There is a MOU

currently in place to forge synergistic partnership between the

Municipality and the Institution of Traditional Leadership in order to

co-ordinate development within the municipality.

7.2. Municipal Governance Structures

7.2.1. Municipal Council Imbabazane has 25 councillors that constitute council with the seats

spread as follows:

The African National Congress (ANC) is the majority party with 12

seats.

The Inkatha Freedom Party (IFP) has 5 seats.

The National Freedom Party (NFP) has 7 seats.

Democratic Alliance Party (DA) has 1 seat.

Council is the final decision-making body for the municipality.

7.2.2. Executive Committee and Portfolio Committees The Executive Committee (EXCO) is responsible for the day-to-day

running of the organization, and decision making. Ideally, EXCO

should meet at least once a month, but this has not been strictly

followed resulting in poor governance. EXCO is supported by the

following portfolio committees:

Community services.

Planning, LED and Technical Services.

Finance Committee

Corporate Services Committee

Portfolio Committees are appointed in terms of Section 80 of the

Municipal Structures act but are not fully functional. Portfolio

committees are in place but do not meet regularly. Reporting format

to and by the portfolio committees not structured and standardized.

7.2.3. Audit Committee The Audit Committee was established in the 2012/13 financial year

in accordance with section 166 of the Municipal Finance

Management Act. It is also important to mention that due to the

geographic location of the Municipality it has been difficult to attract

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suitable candidates to serve in the Audit committee. The functioning

of the committee is also affected by untimely resignation and

inconsistent attendance of meetings.

7.2.3.1. Internal Auditors

The Internal Audit function has been outsourced to Price Waterhouse

Coopers in the last financial year for the next two years. The internal

auditor’s coverage plan for 2012/13 has been implemented

accordingly.

7.2.3.2. Municipal Public Accounts Committee

The Imbabazane Municipality Public Account Committee (MPAC) was

established in 2012/13 and performs its functions accordingly. The

Municipal MPAC plays an oversight role in the compilation of the

annual report, presentation to both EXCO and Council, conducts

public participation in the four clusters, incorporated comments from

the public and submits the report to Council for adoption and later to

the province.

7.2.4. 9.1.5. Status of Municipal Policies

7.2.4.1. Record Management System

The municipality has established a registry unit and entrusted it with

record keeping and maintenance. The unit needs to be strengthened

through the introduction of a system that creates institutional

memory. This is critically important given a relatively high staff

turnover in Imbabazane.

7.2.4.2. Management Policies

The municipality has developed and adopted various management

policies across the board. However, the challenge is to ensure that

policies are implemented aggressively and procedures are followed

accordingly. Current policies include the following:

Human Resource Management Policies

Financial management policies.

Skills Development Plan.

Employment Equity Plan.

Supply Chain Management.

Performance Management System still needs to be developed in line

with the national framework and provincial guidelines.

7.2.4.3. Integrated Financial Management System

The municipality has introduced an Integrated Financial

Management System (IMFS) as part of the rebuilding process.

However, there is a need to develop sufficient capacity to operate

the system and manipulate data in a manner that enables the

production of statutory reports for submission to council and

treasury.

7.2.4.4. Geographical Information Systems

The Municipality has developed Geographic Information System (GIS)

capacity within the planning unit. GIS provides service and support to

all departments within the municipality and members of the public.

A number of service providers have worked in the area generating

valuable data sets, but this has not been collected and consolidated

into a comprehensive GIS for the municipality

7.2.4.5. Municipal Property Rates

The municipality has developed a Municipal Property Rates Policy in

line with the Municipal Property Rates Act. However, the full

implementation of this policy requires the undertaking a land audit.

Implementation of this policy and introduction of this system is

critical for revenue generation and enhancement.

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7.2.5. Municipal Risk Management The municipality has initiated a process to establish a risk

management unit that will be entrusted with the responsibility to

undertake risk assessment and management.

7.2.6. Municipal Bylaws The municipality has not developed municipal by-laws except council

the rules and orders. COGTA has developed standard by-laws which

will be customised to suite the unique situation of Imbabazane

Municipality.

7.3. Participation Analysis Public participation is important to determine the exact needs that

exist in the communities in relation to the developmental priorities

during the public meetings and information gathering. Imbabazane

Municipality is utilizing the following mechanisms for public

participation when developing and implementing the IDP.

IDP Representative Forum (IDP RF): This forum represents all

stakeholders and key interested and affected parties. This includes

the ward committees, Traditional Councils, Non-Governmental

Organizations (NGOs), Community Based Organizations (CBOs), etc.

Media: Local newspapers are used to inform the public about

progress with the IDP and to invite comments on the process plan,

draft IDP and final adoption of the IDP.

Radio Slots: The community radio station is used to make public

announcements where necessary.

UThukela and Imbabazane Website: UThukela DM’s website will

also be utilized to communicate and inform the community. Copies

of the IDP and Budget will be placed on the website for people and

service providers to download.

Ward Committees: Imbabazane Municipality has adopted the Ward

Committee policy which has resulted to the establishment of ward

committees. The municipality considers ward committees as one of

the institutional bodies to fast-track service delivery. They are

represented in the IDP RF meetings and their input is always

considered. They are also being used to disseminate the information

about the development agenda of the municipality.

The Municipality has 13 wards, and each ward has a Ward

Committee. In line with the requirements of Outcome 9, all of these

wards combined at a municipal wide level. A public Participation unit

supports the Speaker, and is responsible to ensure that the ward

committees are functional in line with an approved IDP and Budget.

The IDP preparation process involved extensive stakeholder and

public participation as required in terms of the MSA. IDP

Representative Forum meetings were held, each coinciding with a

distinct phase in the process. In addition, two Budget/IDP Road

shows meetings were held in Ward 12 accommodating (Ward

8,9,10,11,12 and 13) and in Ward 2 accommodating (Ward

1,2,3,4,5,6 and 7) establish community development needs and

consult communities on municipal business generally and also

provided a valuable input into the process. The review of the IDP over

the next four years will also follow the same process.

There is no procurement plan.

The above findings have been corrected accordingly except the

procurement plan.

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8. GOOD GOVERNANCE: SWOT ANALYSIS Table 14: Good Governance SWOT Analysis

STRENGTHS WEAKNESS

Impact of intervention on poverty alleviation

Brings together difference departments to achieve one goal

Addresses many problems in one go

Enhances public participation

Strengthen relationship between community and municipality

War room functionality where ward councilors are not taking

championship roles seriously

Not all destitute families go to the war room (therefore not cases

not reported)

Shortage of funds for ward committees and public participation

Ward committees not sitting regularly

Ward committees may sit in meetings but do not discuss relevant

issues

Ward committee members may be politically aligned therefore not

willing to work with others

Non sitting of portfolio meeting


OSS is able to address many issues simultaneously

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9. COMBINED SWOT ANALYSIS Table 15: Combined Swot Analysis

STRENGTHS WEAKNESSES

SPATIAL PLANNING AND ENVIRONMENTAL MANAGEMENT

• Strategic geographic location

• Agricultural potential

• Available water resources

• Manufacturing

• Existing road network

• Climate

Mapping of protected areas

Geographic Spatial referenced Data

Lack of Land use management Systems

Out of date Sector plans

Agricultural land under utilized

Water Resources under utilized

INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

Revival of functioning of governance structures giving rise to

accelerated decision making

Review of organisational structure and phased implementation

results in filling of critical positions

Dedicated employees who work under extreme pressure at

times

Skills shortage among employees is a setback for the municipality;

There are gaps in the implementation of resolutions of council

structures and there is no accountability for failure to implement

A number of important by-laws have not been formulated and

promulgated thus hampering service delivery and revenue

collection; pounds by-laws, business by-laws, etc.

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Accelerated recruitment process ushering in capacity in strategic

service delivery departments such as in the Social & Economic

Development Department

Good relationship with political leaders making it possible for

council structures to function

There are some good policies and systems already in place

Capacity building and training of councillors and employees is being

fast tracked to enable service delivery

ICT governance has no strategic direction and framework and

identified as a weak link in the municipalities

Staff inadequacy in traffic section leads to the section not

contributing to revenue collection

There is no risk management exposing the municipality to

litigation, reputational damage and other harmful effects

The municipality lacks systems for ensuring that there is adequate

and effective oversight by politicians;

Organisational culture is lacking; absenteeism, late coming, slack

Lack of proper systems and processes, procedure manuals,

operational planning processes and performance assessment to

oversee the linkage of strategy and operations

No retention strategy to curb loss of skilled employees and reduce

employee turnover

Critical positions are left vacant for a long time without being filled

No monitoring mechanism in place to support the students who

have been provided with bursaries by the municipality and

ensuring their academic success and placement within the

municipality to obtain value for money.

No mechanisms to assess the impact made in investing in

employee training

Transversal programmes not mainstreamed internally, particularly

the municipality is lagging behind and has less that 2% of people

with disabilities in its employ

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Core values of the organisation are not internalised and employees

are not committed to the values and to the municipality

Inability of the municipality to attract and retain competent and

critical skilled people

Inadequate human capital in all departments and political office

bearers offices to render services and provide support to local

municipalities

Minimal sources of revenue and dependence on grants, thus

financial viability is not guaranteed

Lack of integrated systems (finance, HR, etc.) to achieve

operational efficiency

A fully fledged legal unit has not been established to provide legal

support to all departments,

Records management is weak and highlighted as a the weakest link

by the AG

Lack of and/or outdated policies in relevant departments

No HR strategy and HR management capacity

IGR within Uthukela is not functional and usually not knowing what

the district is planning in this KPA

BASIC SERVICE DELIVERY AND INFRASTRUCTURE

Land Availability

Established main routes

Sparsely populated settlements

Lack of coordinated and integrated planning

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0

Availability of water resources

Potential to link to expanding the existing rudimentary

networks

Outdated SDF

Low economic base to support the maintenance of

infrastructure

Reliance on sector departmental programmes

Lack of participation on district wide strategic planning

High dependency on grant funding

Lack of human resource capacity in Project management unit

and building inspectorate

LOCAL ECONOMIC DEVELOPMENT

Availability of Land

High Agricultural Potential Land

Strategic Location in relation to Ukhahlamba Drakensberg Park

(UDP).

Abundance of Labor

Public Participation and Local Support

An Enabling Environment

Availability of Water Resources

Service Backlog

Lack of a Well Defined Urban Area

Poor Linkages

Institutional Issues

Leakage of Income

Unemployment, Poverty and Illiteracy

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

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1

Impact of intervention on poverty alleviation

Brings together difference departments to achieve one goal

Addresses many problems in one go

Enhances public participation

Strengthen relationship between community and municipality

War room functionality where ward councilors are not taking

championship roles seriously

Not all destitute families go to the war room (therefore not cases

not reported)

Shortage of funds for ward committees and public participation

Ward committees not sitting regularly

Ward committees may sit in meetings but do not discuss relevant

issues

Ward committee members may be politically aligned therefore not

willing to work with others

Non sitting of portfolio meeting

FINANCIAL VIABILITY

Compliance with financial legislation

Proper SCM procedures are in place

Payments are made within 30days of receipt of invoice

Complaints with conditional grants

Vacant positions

Grant dependant

Under spending on budget

Policies not reviewed

Implementation of strategies

Aging infrastructure impacting on limited municipal budget


SPATIAL PLANNING AND ENVIRONMENTAL MANAGEMENT

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2

Existing Tourist attractions sites, world heritage site

Existing environmental studies and provincial environmental

plans

Abundance of Natural Resources.

Location- Close Proximity to Drakensberg Mountains

Non-existence of designated environmental unit

Lack of municipal Environmental Management Plans

Dongas/environmental degradation

Land ownership

Unregulated human activity

Wetlands degradation

Topography-Rugged Terrain

INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

Office space has been resolved and will bring stability

Placement of employees will bring certainty among employees

thus improving work ethic and staff morale

Partnership and support from provincial departments

Benchmarking and developing strategic partnerships with high

performing municipalities to learn on best practices

Financial sustainability is not guaranteed

High staff turnover and poaching of scarce and critical skilled

employees by other institutions leading to loss of institutional

memory

Lack of information storage have led to loss of institutional memory

Exposure to hacking, fraud and loss of information due to limited

ICT infrastructure and governance framework

Litigation on labour issues leading to financial loss exposure and

potential instability in the municipality

BASIC SERVICE DELIVERY AND INFRASTRUCTURE

Use of the existing networks to expand Infrastructure backlogs exceeding available budget

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3

Underutilised water sources

Rain water harvesting

PMU manager not yet appointed

Lack of staff in the unit

Shortage of Pland and Equipment for maintenance program

Typology of the area cuases a need for regular maintenance of

road infrastructure


Tourism Development

Maloti-Drakensberg Transfonteir Initiative

Infrastructure Development Programs

Agricultural Development

Developing the Retail Sector

HIV/AIDS

Accessibility of Programmes

Adverse Weather Condition

Out-Migration of Skilled Human Resources

Crime

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

OSS is able to address many issues simultaneously

FINANCIAL VIABILITY

Implementation of revenue enhancement strategy

Tourism development

Low Revenue base

High dependence on government grants (external community)

limiting rates base

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4

Privately owned land (revenue generation)

Manufacturing industries

SECTION D

10. Development Goals, Strategies and

Objectives

10.1. Developmental Local Government Development strategy for Imbabazane Municipality is based on the

notion of developmental local government as introduced in the

Constitution, and given effect in terms of various pieces of legislation

establishing local government structures. This mandate could be

summarised as follows:

Social development, which includes promoting access to social

services, addressing vulnerability, discrimination and poverty,

and broadening access to the assets base for the poor.

Economic development geared towards creating opportunities

for employment and sustainable livelihoods.

Infrastructure development as a means to address service

backlogs and create opportunities for economic development.

Institutional transformation focusing mainly on democratization,

shift from control to governance, etc

Establishment of legal and financial management systems as a

means to enable efficient allocation of scarce resources.

Integrated development and concern with sustainability issues

serves as supporting and guiding principles for the

implementation of the development strategy and the IDP

generally.

10.2. Strategy Context Imbabazane development strategy is designed to fit-in and give

effect to the intention of both the national and provincial

development strategies. This includes at a national development plan

(Vision 2030) and various government programs. The Imbabazane

IDP also fits within the provincial development framework as set out

in the PGDS, and covers the following:

Strategic fit (alignment with national and provincial strategic

frameworks)

Vision statement

Mission statement

Core values or organizational culture

Long term goals

Strategies, objectives and action plans

The strategy will serve as a road map for service delivery,

governance and democratisation

[Dat

e]


10

5

10.3. Strategic Fit Performance monitoring requires that appropriate action should be

taken when it becomes evident that a specific performance target is

not going to be achieved. It is recommended that the Managers

should track performance trends against set targets on a monthly

basis, as a means to identify performance related problems early and

take appropriate remedial action.

10.4. Desired Growth Pattern The Rural Service System or Model is generally premised on three

spatial components, namely; “Service Hub (in the case of ILM this will

be treated as a primary node)”, Service Satellites (secondary nodes)”

and Physical and Communication Infrastructure (this being primary

and secondary corridors), these act as connection points. Based on

this theoretical planning model, it is recommended that the elements

of Imbabazane Spatial Development Framework should also be based

on the afore-mentioned model and be categorized in the following

manner.

10.5. Long Term Development Vision and Goals VISION STATEMENT

[Dat

e]


10

6

[Dat

e]


10

7

10.6. WHAT IS IMBABAZANE LOCAL MUNICIPALITY GOING TO DO TO UNLOCK AND ADDRESS KEY CHALLENGES Imbabazane local municipality has identified the key areas that will need the special attention and therefore more effort will be built around

addressing the below mentioned areas.

KEY PERFORMANCE AREA CHALLENGES

MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

Municipal internal functions Human resource development Records management Information technology Employee wellness

BASIC SERVICE DELIVERY

Construction and maintenance of community infrastructure Ensure effective and efficient communication Optimum access to community facilities Ensure sustainable human settlements


Tourism development Development of SMMEs and cooperative development Advancing in agriculture Cooperative development

MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT

Municipal budgeting /spending Supply chain management Municipal assets Debt collection Municipal financial reporting

GOOD GOVERNANCE

Municipal public participation Batho Pele Special programs Youth development Social cohesion

[Dat

e]


10

8

CROSS CUTTING INTERVENTION

Updating environmental plans Land use management plans Spatial development frameworks Preparation of wall to wall scheme Geographic referencing (GIS) Implementation of Spatial Planning and Land use Management Act

No. 13 of 2013 Planning and Development Act No. 06 of 2008

10.7. What to Expect From Imbabazane Local Municipality 1. KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

GOAL STRATEGIC OBJECTIVE (S) STRATEGY (IES)

• Build an efficient

governance model.

• To become a transparent

and accountable local

government.

To run a functional organisational

performance management system

(OPMS)

Develop OPMS Framework and Policy

Develop Performance Agreements for Section 54&56 Managers

Compiling and submission of quarterly and annual reports

To Ensure Sustainable

Institutional capacity and

Management

To improve organisational and

institutional capacity

Building an efficient governance model

Implementing an ICT Framework

Developing an efficient information management and archiving

system

Developing and implementing municipal by-laws and policies

Improve customer service

[Dat

e]


10

9

Advance transformation through employment equity and

affirmative action

Implementation of revised organogram

Developing and implementing an effective HR Strategy and plan

Skills Development and capacity building

Developing and implementing standard operating procedures

2. KPA: BASIC SERVICE DELIVERY


To eradicate service backlogs and

facilitate equitable access to

services

To advance access to Basic Services facilitate provision of water and sanitation to minimum standard

Construct municipal access road

plan for a long term development and maintenance

infrastructure

Facilitate the construction Provincial Roads

facilitate provision of reliable source of energy to each household

provide public facilities in line with recommended standards

To advance access to Basic Services transform rural & urban settlement into integrated & sustainable

human settlement

implementing planed MIG projects

3. KPA: LOCAL ECONOMIC DEVELOPMENT


To promote tourism development

[Dat

e]


11

0

To improve the standard of living

and eradicate poverty and attract

the investment and grow the

local economy

To promote economic growth and

development

To solidify partnerships in tourism

strengthening of agricultural businesses

Support and promote SMME programmes

support and support Co-operative development

To increase Job creation Implementation of LED initiatives

4. KPA: MUNICIPAL FINANCIAL VIABILITY & MANAGEMENT


To develop sound financial

management systems

To improve municipal financial and

administrative capability

Tabling and adoption of municipal original budget, adjustment

budget

Improve on in-year monitoring

Improve on S(52) d reporting

Improve on S (66) reporting

Expenditure Control

Revenue management enhancement and capacity

Effectively and efficient use of supply chain procurement and

procedure

Asset management

5. KPA: GOOD GOVERNANCE


Mitigation of disaster incidents To improve response to Disasters Response to Disaster incidents reported

[Dat

e]


11

1

Municipal Readiness on Disasters

To become a transparent and

accountable local government

To advance effective Public

Participation

Community involvement in planning/ budgeting and monitoring

of municipal affairs

Annual scheduling of ward committee meetings

To promote social upliftment of

vulnerable groups

To promote social cohesion Youth ports development

Facilitation of youth development programs

Facilitation of the KHA-RI-GUDE campaign

Facilitation of youth development strategy

Special Programmes senior citizen health and well being

Implementation of people living with disabilities programme

HIV/AIDS programmes implemented programmes

Prevention campaigns

NGO Support

To facilitate communication Develop and implement a media strategy

Expedite media communication thru radio slots & newsletters

Implementation of the Communication Strategy

6. KPA: CROSS CUTTING INTERVENTION


To ensure a safe and sustainable

environment for all

To promote efficient and credible

strategic and spatial municipal

planning

Strategic land use management and environmental conservation

Spatial Geographic referencing

[Dat

e]


11

2

10.8. How Progress Will Be Measured The Municipal Finance Management Act (MFMA) No. 56 of 2003

requires that municipalities prepare a Service Delivery and Budget

Implementation Plan (SDBIP) as a strategic financial management

tool to ensure that budgetary decisions that are adopted by

municipalities for the financial year and are also aligned with their

Integrated Development Plan Strategies.

Section 1 of the MFMA defines the “service delivery and budget

implementation plan” as the detailed plan approved by the mayor of

the municipality in terms of Section 53 (1) (c) (ii) for implementing

the municipality’s delivery of municipal services and its annual

budget and which must include the following:-

a) Projections of each month of-

i. revenue to be collected, by source; and

ii. operational and capital expenditure, by vote;

b) Service delivery targets and performance indicators for each

quarter; and

c) Any other matters that may be prescribed, and includes any

revisions of such plan by the mayor in terms of section 54(1)(c).

In terms of Section 53 (i)(c)(ii) of the MFMA, the SDBIP must be

approved by the Mayor of a municipality within 28 days of the

approval of the budget.

According to Section 53(c)(ii) of the Municipal Finance Management

Act, the Mayor is expected to approve the Service Delivery Budget

Implementation Plan within 28 days after the approval of the budget

In addition, the Mayor must ensure that the revenue and expenditure

projections for each month and the service delivery targets and

performance indicators as set out in the Service Delivery Budget

Implementation Plan are made public within 14 days after their

approval.

As per Municipal Finance Management Act Circular No 13, National

Treasury currently prefers not to prescribe other matters to be

included in the Service Delivery Budget and Implementation Plan.

This is to ensure good governance and accountability on the part of

Municipalities. However, there are five minimum requirements that

the National Treasury requires to form part of the Service Delivery

Budget and Implementation Plan (Municipal Finance Management

Act Circular No. 13). These are outlined below:

1. Monthly projections of revenue to be collected by source;

2. Monthly projections of expenditure (operating and capital) and

revenue for each vote;

3. Quarterly projections of service delivery targets and performance

indicators for each vote;

4. Ward information for expenditure and service delivery; and

5. Detailed capital works plan broken down by ward over a 3-year

period.

In terms of the Municipal Finance Management Act, a Vote is a

Department or a functional area of a Municipality and represents the

various levels at which the Council approves the budget.

As indicated by the National Treasury in Municipal Finance

Management Act Circular No 13, the biggest challenge for

Municipalities is to develop meaningful non-financial service delivery

targets and indicators.

[Dat

e]


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3

The Service Delivery and Budget Implementation Plan is a

consolidated document, which incorporates and takes into account

information contained in the Integrated Development Plan of the

Municipality, Operational Plans for each Department and the budget

statements for each Department within the Municipality.

Resultantly, the completion of the Service Delivery and Budget

Implementation Plan hinges on the finalisation of the above

documentation.

The Imbabazane Local Municipality began its budgeting process

during the 2015 year, in which input into the Departments’ strategic

objectives and outputs for the 2015//2016 budget year were

gathered and formed the basis of the individual Departmental

scorecards.

Assigned to these strategic objectives and outputs were a set of

targets, which the Municipal Officials viewed as vital to achieve in

order to meet the service delivery requirements of the Imbabazane

Local Community.

With all the relevant information needed for the Service Delivery and

Budget Implementation Plan, work began to fullfil the requirements

of Section 53 of the Municipal Finance Management Act. Initially,

meetings were held with the relevant Departmental heads and staff,

in which their scorecards and budget statements for 2015/2016 year

were discussed. These discussions facilitated the alignment of the

strategic objectives and outputs to the budget statements, allowing

for expenditure to be projected across the 2015/2016 year in terms

of the service delivery targets set for the strategic objectives and

outputs.

A Three year detailed Capital Works Plan was also compiled, which is

a fair projection of capital expenditure to be incurred by the

Municipality. Once complete, the above information was

consolidated into the Service Delivery and Budget Implementation

Plan.

[Dat

e]


11

4

AG Comments on latest Audited Financial Statements The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with the South African

Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Local Government: Municipal Finance

Management Act of South Africa, 2003 (Act No. 56 of 2003) (MFMA) and the Division of Revenue Act of South Africa, 2013 (Act No. 2 of 2013)

(DoRA), and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are

free from material misstatement, whether due to fraud or error.

The Auditor Generals responsibility is to express an opinion on the financial statements based on my audit. I conducted my audit in accordance

with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), the general notice issued in terms thereof and International Standards

on Auditing. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance

about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures

selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether

due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the municipality’s preparation and fair

presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of

expressing an opinion on the effectiveness of the municipality’s internal control. An audit also includes evaluating the appropriateness of

accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of

the financial statements.

Responses & Actions thereto Below is our assessment of the implementation of the drivers of internal control, based on significant deficiencies identified during our audit of

the financial statements, the annual performance report and compliance with legislation. Significant deficiencies occur when internal controls do

not exist, are not appropriately designed to address the risk, or are not implemented, which either had or could cause the financial statements

or the annual performance report to be materially misstated and material instances of non-compliance with legislation to occur.

When the required preventative or detective controls are in place, it is assessed with a ; when progress on the implementation of such

controls was made but improvement is still required or where actions taken are not sustainable, it is assessed with a ; while indicates that

internal controls are not in place and intervention is required to design and implement appropriate controls. The movement in the status of the

drivers from the previous year-end to the current year-end is indicated collectively for each of the three audit dimensions (namely financial

statements, performance reporting, and compliance with legislation) under the three fundamentals of internal control (namely leadership,

financial and performance management, and governance), with (improved), (unchanged) or (regressed).

[Dat

e]


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5

Financial statements Performance reporting Compliance with

legislation

Current year Prior year Current year Prior year Current year Prior year

Leadership

Overall movement from previous assessment

• Provide effective leadership based on a culture of honesty,

ethical business practices and good governance,

protecting and enhancing the best interests of the entity

• Exercise oversight responsibility regarding financial and

performance reporting and compliance as well as related

internal controls

• Implement effective human resource management to

ensure that adequate and sufficiently skilled resources

are in place and that performance is monitored

• Establish and communicate policies and procedures to

enable and support the understanding and execution of

internal control objectives, processes and responsibilities

• Develop and monitor the implementation of action plans to

address internal control deficiencies

[Dat

e]


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6


legislation


• Establish an information technology governance framework

that supports and enables the business, delivers value

and improves performance

Financial and performance management


• Implement proper record keeping in a timely manner to

ensure that complete, relevant and accurate information

is accessible and available to support financial and

performance reporting

• Implement controls over daily and monthly processing and

reconciling of transactions

• Prepare regular, accurate and complete financial and

performance reports that are supported and evidenced

by reliable information

• Review and monitor compliance with applicable legislation

[Dat

e]


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7


legislation


• Design and implement formal controls over information

technology systems to ensure the reliability of the

systems and the availability, accuracy and protection of

information

Governance


• Implement appropriate risk management activities to

ensure that regular risk assessments, including the

consideration of information technology risks and fraud

prevention, are conducted and that a risk strategy to

address the risks is developed and monitored

• Ensure that there is an adequately resourced and

functioning internal audit unit that identifies internal

control deficiencies and recommends corrective action

effectively

[Dat

e]


11

8


legislation


• Ensure that the audit committee promotes accountability

and service delivery through evaluating and monitoring

responses to risks and overseeing the effectiveness of the

internal control environment, including financial and

performance reporting and compliance with legislation

[Dat

e]


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9

SECTION E.

11. IMPLEMENTATION PLAN INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

To

improve

institutio

nal and

organisa

tional

capacity

Council

Adopted

IDP by the

30 June

2016

30 June

2015

Credible

IDP

adopted

by

Council

with 10

critical

services

identifie

d and

included

and

aligned

to

outcome

9 by 20

June

2016

Adoption

of the IDP

Budget

Process

Plan

Develop

ment of

the

Situation

al

Analysis

and

Desktop

Analysis

Strategic

Planning and

adoption of

the first Draft

by Council

Final

draft

adopte

d by

Counci

l and

submit

ted to

the

MEC

within

10

days

Counci

l

Resolu

tion

adopti

ng IDP

N/A

To run a

function

al

Organis

ational

Perform

ance

Manage

ment

Develop

Performan

ce

Agreement

s for

Section

54/56

Managers

Signing of

Performan

ce

Agreemen

ts by

Section

54/56

Managers

31 July

2014

All

Performa

nce

Agreeme

nts to be

signed

by 31

July

2016

R0 N/A All

Performa

nce

Agreeme

nts to be

signed by

31 July

2016

N/A N/A N/A Signed

Perfor

mance

Agree

ments

N/A

Compiling

and

Submissio

n of

Number of

Performan

ce

Reports

4

Reports

4

Performa

nce

Reports

R0 N/A 1

Performa

nce

Reports

1

Performa

nce

Reports

1

Performance

Reports

submitted to

1

Perfor

mance

Report

Report

s

N/A

[Dat

e]


12

0

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

System

(OPMS)

Performan

ce Reports

submitted

to the MM

and P/AC

submitte

d to the

MM and

P/AC

submitte

d to the

MM and

P/AC

submitte

d to the

MM and

P/AC

the MM and

P/AC

s

submit

ted to

the MM

and

P/AC

To

Improve

organisa

tional

and

Institutio

Institution

al

Governanc

e model

with clear

roles and

Number of

Council

meetings

convened

4

meetings

4

Council

meetings

convene

d

R0 N/A 1 Council

meetings

convene

d

1

Council

meetings

convene

d

1 Council

meetings

convened

1

Counci

l

meetin

gs

conven

ed

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

EXCO

meetings

convened

12

meetings

12 EXCO

meetings

convene

d

R0 N/A 3 EXCO

meetings

convene

d

3 EXCO

meetings

convene

d

3 EXCO

meetings

convened

3

EXCO

meetin

gs

conven

ed

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

Corporate

Services

Portfolio

meetings

convened

4

meetings

4

meetings

convene

d

R0 N/A 1 meeting

convene

d by 30

Sep 2015

1

meeting

convene

d by 31

Dec 2015

1 meeting

convened by

31 Jan 2016

1

meetin

g

conven

ed by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

Social and

Economic

4

meetings

4

meetings

R0 N/A 1 meeting

convene

1

meeting

convene

1 meeting

convened by

31 Jan 2016

1

meetin

g

Minute

s of the

meetin

N/A

[Dat

e]


12

1

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

nal

capacity

responsibi

lities and

delegation

s

Developm

ent

Portfolio

meetings

convened

convene

d

d by 30

Sep 2015

d by 31

Dec 2015

conven

ed by

30 Jun

2016

g,

Signed

Attend

ance

Regist

er

Number of

Technical

and

Infrastruct

ure

Portfolio

meetings

convened

4

meetings

4

meetings

convene

d

R0 N/A 1 meeting

convene

d by 30

Sep 2015

1

meeting

convene

d by 31

Dec 2015

1 meeting

convened by

31 Jan 2016

1

meetin

g

conven

ed by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

Budget

and

Treasury

Portfolio

meetings

convened

4

meetings

4

meetings

convene

d

R0 N/A 1 meeting

convene

d by 30

Sep 2015

1

meeting

convene

d by 31

Dec 2015

1 meeting

convened by

31 Jan 2016

1

meetin

g

conven

ed by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

Local

Labour

Forum

meetings

held

N/A 4

meetings

R0 N/A 1 meeting

convene

d by 30

Sep 2015

1

meeting

convene

d by 31

Dec 2015

1 meeting

convened by

31 Jan 2016

1

meetin

g

conven

ed by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Number of

CMC

N/A 4

meetings

attended

1 meeting

attended

1

meeting

attended

1 meeting

attended by

31 Jan 2016

1

meetin

g

Minute

s of the

meetin

N/A

[Dat

e]


12

2

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

meeting

attended

by 30 Sep

2015

by 31

Dec 2015

attende

d by 30

Jun

2016

g,

Signed

Attend

ance

Regist

er

Number of

SALGA

HR Forum

attended

N/A 4

meetings

attended

1 meeting

attended

by 30 Sep

2015

1

meeting

attended

by 31

Dec 2015

1 meeting

attended by

31 Jan 2016

1

meetin

g

attende

d by 30

Jun

2016

Signed

Attend

ance

Regist

er

N/A

Developm

ent and

Implement

ation of

By-laws

and Policy

Developm

ent and

adopt

Injury On

Duty

Policy

N/A Develop

ment and

adopt

Injury On

Duty

Policy by

30 June

2016

N/A N/A N/A Adopte

d Injury

On

Duty

Policy

Counci

l

Resolu

tion,

Copy

of a

Policy

N/A

To

improve

returns

on

investm

ents in

human

capital

and

employe

e loyalty

index

rating

Filling of

critical

positions

Number of

senior

managers

posts

(S56) filled

3 Posts 2 Posts

to be

filled

R0 N/A N/A N/A N/A 2 Posts

to be

filled

Appoin

tment

Letters

N/A

Capacity

building

Percentag

e of

municipali

ty’s

budget

actually

spent on

implement

ing its

100%

100% 25% 50% 75% 100% Mun-

soft

Printou

ts

N/A

[Dat

e]


12

3

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

workplace

skills plan

(LGSETA)

KPA 2: BASIC SERVICE DELIVERY

Facilitate

provision

of water

and

sanitation

to

minimum

standard

Number of

meetings

held with

uThukela

District

Municipali

ty

4

meetings

4

meetings

with

uThukela

District

Municipa

lity

R0 N/A 1st

meeting

with

uThukela

District

Municipal

ity

2nd

meeting

with

uThukela

District

Municipa

lity

3rd meeting

with

uThukela

District

Municipality

4th

meetin

g with

uThuke

la

District

Munici

pality

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Construct

municipal

access

road

Paying out

Retention

of

Mbangeni

(Sobabili)

Gravel

Road

Rehabilita

tion

N/A R

90 889

,40

MIG Paying

out

Retention

N/A N/A N/A Compl

etion

Certific

ate

Wa

rd 5

Number of

km

construct

ed at

Donsame

hlo Gravel

Road

Rehabilita

tion

4,8km’s

to be

construc

ted

R

2 404

078,31

MIG Construc

tion in

progress

Practical

Completi

on

N/A N/A Compl

etion

Certific

ate

Wa

rd

10

Number of

km

construct

ed at

Emandabe

2km’s

construc

ted

R

1 501

445,50

MIG Construc

tion in

progress

Practical

Completi

on

N/A N/A Compl

etion

Certific

ate

Wa

rd 9

[Dat

e]


12

4

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

advance

access

to Basic

Services

ni Gravel

Road

rehabilitati

on

9.5km Number of

km

construct

ed at

Mbanjwa

(Dutch)

Gravel

Road

rehabilitati

on

5km’s to

construc

ted

R

2 231

552,54

MIG Construc

tion in

progress

Practical

Completi

on

N/A N/A Compl

etion

Certific

ate

Wa

rd 4

Provide

Pedestrian

and

Vehicle

Bridge

Constructi

on of

Mdwebu-

Sobabili

Pedestria

n Bridge

2

Pedestri

an

Bridges

Complet

e 1

Pedestri

an

Bridge

R

946 82

4,96

MIG Construc

tion in

progress

Practical

Completi

on

N/A N/A Compl

etion

Certific

ate

Wa

rd 6

Constructi

on of

Mbangeni

Vehicle

Bridge

N/A Complet

e 1

Vehicle

Bridge

R

1 323

589,41

MIG Practical

Completi

on

N/A N/A N/A Compl

etion

Certific

ate

Wa

rd 5

Plan for

long term

developme

nt and

maintenan

ce

Infrastuctu

re

Number of

Km

maintaine

d (MIG

Roads)

54.5km Maintain

68,5

km’s of

MIG

Roads

R

2 500

000,00

744

235

008

18 km’s

to be

maintain

ed (

Phangwe

ni,

MaHlubi

mangwe,

Jikelaza

&

Scelukwe

13 km’s

to be

maintain

ed (

Thamela,

Cwaka,

Maguban

e &

Dodoci

Raod)

17 km’s to be

maintained

(Mthabeni,

Dayimane,M

ahlabathini &

Rosedale

Road)

20,5

km’s to

be

maintai

ned (

Msima

ng,

Zakwe,

Ngcob

o &

Zwelis

Report

s from

Superv

isor

All

Wa

rds

[Dat

e]


12

5

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

dlula

Road)

ha

Road)

Facilitate

the

constructi

on of

Provincial

Roads

Number of

meetings

held with

Departme

nt of

Transport

(DoT)

4

meetings

4

meetings

held with

Departm

ent of

Transpor

t (DoT)

R0 N/A 1st

meeting

held with

Departme

nt of

Transpor

t (DoT)

2nd

meeting

held with

Departm

ent of

Transpor

t (DoT)

3rd meeting

held with

Department

of Transport

(DoT)

4th

meetin

g held

with

Depart

ment of

Transp

ort

(DoT)

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Provide

public

facilities in

line with

recommen

ded

standards

Paying out

Retention

of

Enhlano-

Mkhize

Communit

y

Hall/Crech

e

4

Commun

ity

Halls/Cre

che

Construc

ted

Paying

out

Retentio

n of

Enhlano-

Mkhize

Commun

ity

Hall/Crec

he

R

105 63

1,24

MIG N/A N/A Paying out of

retention

N/A Compl

etion

Certific

ate

Wa

rd 1

Paying out

Retention

of

Mphopho

meni

Communit

y Hall/

Creche

Paying

out

Retentio

n of

Mphoph

omeni

Commun

ity Hall/

Creche

R

88 412

,61

MIG N/A N/A Paying out of

retention

N/A Compl

etion

Certific

ate

Wa

rd 8

Constructi

on of

Ephangwe

ni

Communit

y

Completi

on of

Ephang

weni

Commun

ity

R

3 345

871,26

MIG Tender

advert

Construc

tion in

progress

Construction

in progress

Practic

al

Compl

etion

Compl

etion

Certific

ate

Wa

rd

13

[Dat

e]


12

6

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Hall/Crech

e

Hall/Crec

he

Constructi

on of

Bhungane

(Rosedale

)

Communit

y

Hall/Crech

e

Completi

on of

Bhungan

e

(Rosedal

e)

Commun

ity

Hall/Crec

he

R

3 229

729,63

MIG Tender

advert

Construc

tion in

progress

Construction

in progress

Practic

al

Compl

etion

Compl

etion

Certific

ate

Wa

rd

12

Constructi

on of

Madazane

Communit

y

Hall/Crech

e

Completi

on of

Madazan

e

Commun

ity

Hall/Crec

he

R

3 317

230,93

MIG Tender

advert

Construc

tion in

progress

Construction

in progress

Practic

al

Compl

etion

Compl

etion

Certific

ate

Wa

rd 3

Constructi

on of

Mqedanda

ba

Communit

y

Hall/Crech

e

Completi

on of

Mqedand

aba

Commun

ity

Hall/Crec

he

R

3 120

458,62

MIG Tender

advert &

Construc

tion

Construc

tion in

progress

Practical

Completion

N/A Compl

etion

Certific

ate

Wa

rd

11

Paying out

Retention

of

Thwathwa

(Kwandab

a)

Communit

Paying

out

Retentio

n of

Thwathw

a

(Kwanda

R

365 18

3,04

MIG N/A N/A N/A Paying

out of

retenti

on

Compl

etion

Certific

ate

Wa

rd 3

[Dat

e]


12

7

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

y

Hall/Crech

e

ba)

Commun

ity

Hall/Crec

he

Paying out

Retention

of

Maziyane

Communit

y

Hall/Crech

e

Paying

out

Retentio

n of

Maziyan

e

Commun

ity

Hall/Crec

he

R

1 379

862,55

MIG N/A N/A N/A Paying

out of

retenti

on

Compl

etion

Certific

ate

Wa

rd 2

Transform

rural &

urban

settlement

into

integrated

&

sustainabl

e human

settlement

Number of

Units

completed

400 Units 272 Units

to be

complete

d by 30

June

2016

DoHS N/A 68 Units 68 Units 68 Units 68

Units

Happy

letters

signed

by

Benefi

ciary

N/A

Implementi

ng planned

MIG

projects

Number of

Reports to

Portfolio

Committe

e, EXCO

and

Council

4

Reports

4

Reports

to be

prepared

and

submitte

d

R0 N/A 1st report

prepared

and

submitte

d

2nd

report

prepared

and

submitte

d

3rd report

prepared and

submitted

4th

report

prepar

ed and

submit

ted

Report

s

N/A

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Tourism

awarenes

Hosting

of

Tourism

Hosting

of

Tourism

[Dat

e]


12

8

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

Promote

Economi

c growth

and

Develop

ment

To

promote

tourism

developme

nt

s

campaign

Hosting

of

Tourism

Awarene

ss &

develop

ment of a

Brochur

e

Awarene

ss

Campaig

n

R

200 00

0,00

747

260

081

awarene

ss

Developm

ent,

Marketing

and

Distributio

n of

Tourism

Brochures

20 000

Tourism

Brochur

es

Develop

ed,

Marketed

and

Distribut

ed

Tourism

Brochure

Develop

ment and

Distributi

ng and

Marketin

g of 5000

Tourism

Brochure

s

Distributi

on and

Marketin

g of 5000

Brochur

es

Distribution

and

Marketing of

5000

Brochures

Distrib

ution

and

Marketi

ng of

5000

Brochu

res

Touris

m

Brochu

res and

Distrib

ution

List

All

Wa

rds

Tourism

School

Outreach

Program

N/A 16

Schools

to be

visited

4

Schools

to be

visited

4

Schools

to be

visited

4 Schools to

be visited

4

School

s to be

visited

Attend

ance

Regist

ers

All

Wa

rds

To solidify

partnershi

p in

tourism

4 Local

Tourism

Forum to

be held by

30 June

2016

4 Local

Tourism

Forum

4 Local

Tourism

Forum to

be held

R0 N/A 1st Local

Tourism

Forum

2nd

Local

Tourism

Forum

3rd Local

Tourism

Forum

4th

Local

Touris

m

Forum

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Strengthen

ing of

Facilitate

of

Imbabaza

ne white

maize

imput(

Poverty

Alleviation

150ha of

land

150 of

land to

be

planted

R

1 000

000,00

NE

W

VOT

E

land

identifica

tion,

preparati

on and

appointm

ent of

pre-

emergen

cy spray,

planting

and post

emergen

cy spray

monitoring project

close

out

Project

Close

out

report

All

Wa

rds

[Dat

e]


12

9

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

agricultura

l

businesse

s

Projects

Revival)

service

provider

Facilitatio

n of

Communit

y gardens

Resuscit

ation of

commun

ity

gardens

through

seeds

and

seedling

distributi

on

Resuscit

ation of

commun

ity

gardens

through

seeds

and

seedling

distributi

on

R

200 00

0,00

NE

W

VOT

E

Identifica

tion of

communi

ty

gardens

and

distributi

on of

seeds

and

monitorin

g

purchasi

ng and

distributi

on of

seeds

monitoring N/A Distrib

ution

List of

benefic

iaries

All

Wa

rds

Goats

project

13 Goats

Projects

assisted

13 Goats

Projects

assisted

R

200 00

0,00

NE

W

VOT

E

13 Goats

Projects

Assisted

N/A N/A N/A All

Wa

rds

Farmers

day event

Hosting

of

Farmers

Day

Hosting

of

Farmers

Day

event

R

200 00

0,00

747

260

091

N/A Hosting

of

Farmers

Day

Event

N/A N/A Signed

attend

ance

Regist

er &

List of

Famer

s

N/A

Support

and

promote

SMME

programm

es

Number of

SMME’s

20

SMME’s

20

SMME’s

to be

supporte

d

R0 N/A 5 SMME’s

supporte

d

10

SMME’s

supporte

d

15 SMME’s

supported

20

SMME’

s

suppor

ted

List of

SMME’

s

benefit

ed

from

ILM

All

Wa

rds

[Dat

e]


13

0

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Facilitate

and

Promote

Co-

operative

developme

nt

Promotion

and

facilitation

of all co-

operatives

Assistin

g of all

Co-

operativ

es

Assistin

g of all

co-

operativ

es

R0 N/A co-

operative

assistanc

e

provided

co-

operativ

e

assistan

ce

provided

co-operative

assistance

provided

co-

operati

ve

assista

nce

provid

ed

List of

co-

operati

ves

assiste

d

All

Wa

rds

Imbabaza

ne Food

for waste

Waste to

be

collected

three

times a

week in

all

municipa

l wards

Waste to

be

collected

three

times a

week in

all

municipa

l wards

R

850 00

0,00

NE

W

VOT

E

Waste to

be

collected

three

times a

week in

all

municipa

l wards

Waste to

be

collected

three

times a

week in

all

municipa

l wards

Waste to be

collected

three times a

week in all

municipal

wards

Waste

to be

collect

ed

three

times a

week in

all

munici

pal

wards

Attend

ance

Regist

er

All

Wa

rds

Number of

jobs

created

through

EPWP

152 Jobs

created

under

EPWP

program

160 Jobs

created

under

EPWP

program

R

1 409

000,00

747

260

067

160

People

employe

d through

EPWP

program

me

N/A N/A N/A Contra

ct of all

people

employ

ed

All

Wa

rds

Timeous

processin

g of

business

licences

Busines

s

licenses

processe

d within

14 days

of

receipt

Busines

s

licenses

processe

d within

14 days

of

receipt

R0 N/A Business

licenses

processe

d within

14 days

of receipt

Busines

s

licenses

processe

d within

14 days

of

receipt

Business

licenses

processed

within 14

days of

receipt

Busine

ss

license

s

proces

sed

within

14

days of

receipt

Busine

ss

Licens

es

Approv

ed

N/A

KPA 4: GOOD GOVERNANCE

[Dat

e]


13

1

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

Facilitat

e

Commu

nication

Functional

Municipal

Public

Accounts

Committee

(MPAC)

Number of

MPAC

meetings

4

meetings

4 MPAC

meetings

to be

held by

30 June

2016

R0 N/A 1st MPAC

meeting

to be held

by 30 Sep

2015

2nd

MPAC

meeting

to be

held by

31 Dec

2015

3rd MPAC

meeting to

be held by 31

Mar 2016

4th

MPAC

meetin

g to be

held by

30

June

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Expedite

media

communic

ation

through

radio slots

&

newsletter

Number of

Radio

Slots done

by the

Mayor

4 radio

slots

4 radio

slots to

be done

R

400 00

0,00

?

1st Radio

slot

2nd

Radio

slot

3rd Radio

slot

4th

Radio

slot

Payme

nt

Certific

ate

N/A

Number of

Newsletter

’s printed

4

Newslett

ers

printed

4

Newslett

ers

printed

1st

Newslett

er printed

2nd

Newslett

er

printed

3rd

Newsletter

printed

4th

Newsle

tter

printed

Copy

of

Newsle

tter

N/A

The

progress

made with

Number of

Audit

quarterly

Reports

Submitted

to MM and

P/AC

4

Reports

4 Audit

quarterly

Reports

Submitte

d to MM

and P/AC

R0 N/A 1st Audit

quarterly

Report

Submitte

d to MM

and P/AC

2nd

Audit

quarterly

Report

Submitte

d to MM

and P/AC

3rd Audit

quarterly

Report

Submitted to

MM and P/AC

4th

Audit

quarter

ly

Report

Submit

ted to

MM

and

P/AC

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Prepared

and

submissio

n of

Annual &

Annual

Performan

N/A Prepared

and

submissi

on of

Annual &

Annual

Performa

R0 N/A Prepared

and

submissi

on of

Annual &

Annual

Performa

N/A N/A N/A Proof

of

submis

sion

N/A

[Dat

e]


13

2

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

ensure

Credible

Reportin

g

the

functionali

ty of the

Internal

Auditors

and

Performan

ce

Manageme

nt System

ce Report

2014/2015

to AG

nce

Report

2014/201

5 to AG

by 28

Aug 2016

nce

Report

2014/201

5 to AG

by 28 Aug

2016

Prepared

and

submissio

n of Mid-

Year

Performan

ce

assessme

nt to

Council

and

Relevant

Departme

nts

N/A Prepared

and

submissi

on of

Mid-Year

Performa

nce

assessm

ent to

Council

and

Relevant

Departm

ents by

25 Jan

2016

R0 N/A N/A N/A Prepared and

submission

of Mid-Year

Performance

assessment

to Council

and Relevant

Departments

by 25 Jan

2016

N/A Counci

l

Resolu

tion &

Proof

of

submis

sion

N/A

Prepared

and

submissio

n of

Oversight

Report

2014/2015

to Council

and

relevant

Departme

nts

N/A Prepared

and

submissi

on of

Oversigh

t Report

2014/201

5 to

Council

and

relevant

Departm

ents by

31 Mar

2016

R0 N/A N/A N/A Prepared and

submission

of Oversight

Report

2014/2015 to

Council and

relevant

Departments

by 31 Mar

2016

N/A Counci

l

Resolu

tion &

Proof

of

submis

sion

N/A

[Dat

e]


13

3

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

ensure

function

al

Perform

ance/

Audit

Committ

ee

Progress

made with

the

functionali

ty of the

Performan

ce /Audit

Committee

Number of

Performan

ce/Audit

Committe

e

meetings

convened

4 P/AC

meetings

4 P/AC

meetings

R0 N/A 1st P/AC

meeting

2nd P/AC

meeting

3rd P/AC

meeting

4th

P/AC

meetin

g

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

To

ensure

municip

ality has

effective

Risk

Manage

ment

Functional

Risk

Manageme

nt

Committee

Number of

Risk

Committe

e

meetings

convened

by the end

of June

2016

4 Risk

Committ

ee

meetings

4 Risk

Committ

ee

meetings

R0 N/A 1st Risk

Committe

e meeting

2nd Risk

Committ

ee

meeting

3rd Risk

Committee

meeting

4th

Risk

Commi

ttee

meetin

g

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Quarterly

updates

Risk

Registers

submitted

to Office

of the

Municipal

Manager

2

Updated

Risk

Report

4

Updated

Risk

Report

by 30

June

2016

R0 N/A 1st

Updated

Risk

Report by

30 Sep

2015

2nd

Updated

Risk

Report

by 31

Dec 2015

3rd Updated

Risk Report

by 31 Mar

2016

4th

Update

d Risk

Report

by 30

Jun

2016

Update

d Risk

Regist

er

N/A

Response

to Disaster

Timeous

response

to disaster

incidents

reported

72 hour

respons

e time to

disasters

reported

72 hour

respons

e time to

disasters

reported

72 hour

response

time to

disasters

reported

72 hour

respons

e time to

disasters

reported

72 hour

response

time to

disasters

reported

72 hour

respon

se time

to

disaste

rs

reporte

d

Assess

ment

Report

&

Disast

er

inciden

ts

reports

All

Wa

rds

[Dat

e]


13

4

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

improve

respons

e to

Disaster

s

incidents

reported

Number of

Disaster

Advisory

committee

meetings

conducted

4

meetings

conduct

ed

4 DAC

meetings

conduct

ed

R

1 000

000,00

747

260

011

1st DAC

meetings

conducte

d by 30

Sep 2015

2nd DAC

meetings

conduct

ed by 31

Dec 2015

3rd DAC

meetings

conducted

by 31 Mar

2016

4th

DAC

meetin

gs

conduc

ted by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Municipal

Readiness

on

Disaster

Number of

awarenes

s

campaign

s and

Trainings

conducted

4

awarene

ss

campaig

n

R 200

0000,

00

4

Disaster

awarene

ss

campaig

ns and

trainings

conduct

ed

R200 0

00,00

NE

W

VOT

E

1st

Disaster

awarenes

s

campaig

ns and

trainings

conducte

d by 30

Sep 2015

2nd

Disaster

awarene

ss

campaig

ns and

trainings

conduct

ed by 31

Dec 2015

3rd Disaster

awareness

campaigns

and trainings

conducted

by 31 Mar

2016

4th

Disaste

r

awaren

ess

campai

gns

and

trainin

gs

conduc

ted by

30 Jun

2016

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

N/A

Municipal

Facilities

Functioni

ng of

Thusong

Centre

300

Custome

rs

200

Statistic

s of

custome

rs uses

Thusong

Centre

R0 N/A 50

Custome

rs uses

Thusong

Centre

50

Custome

rs uses

Thusong

Centre

50

Customers

uses

Thusong

Centre

50

Custo

mers

uses

Thuso

ng

Centre

Regist

er of

Custo

mers

N/A

Number of

NGO’s

supported

by the

Municipali

ty

13

NGO’s

Supporte

d

13

NGO’s

Supporte

d in all

Municipa

l Wards

R200 0

00,00

13 NGO’s

Supporte

d in all

Municipal

Wards

13

NGO’s

Supporte

d in all

Municipa

l Wards

13 NGO’s

Supported in

all Municipal

Wards

13

NGO’s

Suppor

ted in

all

Munici

Regist

er of

NGO’s

suppor

ted

All

Wa

rds

[Dat

e]


13

5

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

NGO

Support

pal

Wards

Promotion

of

Heritage

1

Heritage

program

conduct

ed

Heritage

program

conduct

ed

(imigubh

o

yamakho

si)

R

200 00

0,00

747

260

058

N/A Heritage

program

conduct

ed

(imigubh

o

yamakho

si)

N/A N/A Signed

Attend

ance

registe

r,

Progra

m of

the

Day

Arts and

Culture

Developm

ent

Indlamu

and

Isicatha

miya

competit

ion

2

Indlamu

and 2

Isicatha

miya

competit

ion

R

200 00

0,00

747

260

072

N/A 2

Indlamu

and 2

Isicatha

miya

competit

ion

N/A N/A Photos

,

Progra

m of

the

Day

To

promote

effective

Public

Participa

tion

Communit

y

involveme

nt in

planning/b

udgeting

and

monitoring

of

municipal

affairs

Number of

Mayoral

Izimbizo’s

held

2

Mayoral

Izimbizo’

s

2

Mayoral

Izimbizo’

s

conduct

ed by 31

Decemb

er 2015

R

600 00

0,00

747

260

068

N/A Hosting

of 2

Mayoral

Izimbizo

N/A N/A Signed

Attend

ance

registe

r,

Progra

m of

the

Day

Number of

IBP/Budge

t

roadshow

s

conducted

2

IDP/Bud

get

Roadsho

ws

2

IDP/Bud

get Road

Shows

conduct

ed

N/A N/A N/A Hostin

g of 2

IDP/Bu

dget

Roads

hows

Signed

Attend

ance

registe

r,

Progra

m of

the

Day

[Dat

e]


13

6

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Functional

of Ward

Committee

structures

Number of

Ward

Committe

e

meetings

52

Meetings

52 Ward

Committ

ee

meetings

conduct

ed in all

Municipa

l Wards

R

780 00

0,00

747

260

062

13 Ward

Committe

e

meetings

conducte

d in all

Municipal

Wards

13 Ward

Committ

ee

meetings

conduct

ed in all

Municipa

l Wards

13 Ward

Committee

meetings

conducted in

all Municipal

Wards

13

Ward

Commi

ttee

meetin

gs

conduc

ted in

all

Munici

pal

Wards

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

All

Wa

rds

Number of

Communit

y Based

Plans

developed

13 CBP’s

adopted

by

council

by 30

June

2015

13 CBP’s

adopted

by

council

by 30

June

2016

Counci

l

Resolu

tion &

Final

13

CBP’s

Ward

Committe

e trainings

on Module

3

ward

committ

ee

training

Ward

committ

ee

trainings

conduct

ed on

Module 3

R

200 00

0,00

747

260

040

N/A Ward

committ

ee

trainings

conduct

ed on

Module 3

N/A N/A Signed

Attend

ance

Regist

er

N/A

Number of

Library

outreach

programm

es

4 Library

outreach

Program

mes

Library

outreach

program

mes to

be

conduct

ed

R

50 000

,00

747

260

076

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

[Dat

e]


13

7

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

promote

Social

Cohesio

n

To

promote

Sports

Developm

ent

To

participate

in

KwaNalog

a Games

Promotin

g of all

sporting

codes

Promotin

g all

sports

codes by

participa

ting in

KwaNalo

ga

Games

R

600 00

0,00

747

260

019

N/A Promotin

g all

sports

codes by

participa

ting in

KwaNalo

ga

Games

N/A N/A Photos

,

Progra

m of

the

Day

N/A

Hosting

Mayoral

Cup

Hosting

Mayoral

Cup

Hosting

Mayoral

Cup

R

350 00

0,00

747

260

056

N/A Hosting

Mayoral

Cup

N/A N/A Photos

,

Progra

m of

the

Day

Inter-

school

sports

tourname

nts

Inter-

school

sports

tournam

ents

Hosting

inter-

school

tournam

ents

R

200 00

0,00

NE

W

VOT

E

Hosting

inter-

school

tourname

nts

N/A N/A N/A Photos

,

Progra

m of

the

Day

Number of

Youth

Developm

ent

Programs

3 Youth

develop

ment

program

mes

2 Youth

Develop

ment

program

mes

conduct

ed

R

400 00

0,00

747

260

042

N/A N/A N/A 2

Youth

Develo

pment

progra

mmes

conduc

ted

Signed

Attend

ance

Regist

er, List

of

benefic

iaries

Commem

oration of

Women’s

Day

celebratio

n

Hosting

of

Women’

s day

event

and

Women

Hosting

of

Women’

s day

event

and

Women

R

500 00

0,00

NE

W

VOT

E

Hosting

of

Women’s

day event

and

Women

N/A N/A N/A Signed

Attend

ance

registe

r,

Progra

m of

[Dat

e]


13

8

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Facilitation

of Youth

Developm

ent

Program

s

Program

s

Program

s

the

Day

Hosting of

16 days of

activism

16 days

of

activism

Hosting

of 16

days of

Activism

N/A Hosting

of 16

days of

Activism

N/A N/A Signed

Attend

ance

registe

r,

Progra

m of

the

Day

Number of

men’s

dialogue

conducted

One

men’s

dialogue

Hosting

of One’s

Men

dialogue

R

200 00

0,00

747

260

092

Hosting

of One’s

Men

dialogue

N/A N/A N/A Signed

Attend

ance

registe

r,

Progra

m of

the

Day

Senior

citizen

health and

well being

Number of

Functional

Luncheon

Clubs

13

Function

al

luncheo

n clubs

13

Function

al

Luncheo

n Clubs

supporte

d

R

200 00

0,00

747

260

078

13

Function

al

Luncheo

n Clubs

supporte

d

13

Function

al

Luncheo

n Clubs

supporte

d

13

Functional

Luncheon

Clubs

supported

13

Functi

onal

Lunche

on

Clubs

suppor

ted

NPO

Certific

ate &

List of

all

lunche

on

Clubs

All

Wa

rds

Golden

Games

Participa

ting in

District

Golden

Games

Participa

tion in

District

Golden

Games

Recruitm

ent and

selection

of

players

Participa

tion in

District

Golden

Games

N/A N/A Photos

,

Progra

m of

the

Day

All

Wa

rds

Hosting of

the

Hosting

of

Hosting

of

N/A Hosting

of

N/A N/A Attend

ance

[Dat

e]


13

9

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Special

Program

me

Disability

Programs

Disability

Day

Disabilit

y Day

Disabilit

y Day

R

400 00

0,00

747

260

088

Disabilit

y Day

Regist

er,

Progra

m of

the

Day

Number of

Disability

Meetings

Held

4

Disabilit

y

meetings

4

Disabilit

y Forum

meetings

conduct

ed

1st

Disability

meeting

conducte

d

2nd

Disabilit

y

meeting

conduct

ed

3rd Disability

meeting

conducted

4th

Disabili

ty

meetin

g

conduc

ted

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

HIV/AIDS

Programm

es

Commem

oration of

World

AIDS Day

World

Aids Day

commem

oration

World

Aids Day

commem

oration

R

200 00

0,00

747

260

016

N/A World

Aids Day

commem

oration

N/A N/A Photos

,

Progra

m of

the

Day

Number of

Local

AIDS

Council

Meetings

and

Trainings

4 LAC

meetings

and

trainings

4 LAC

meetings

and

trainings

conduct

ed

1st LAC

meeting

conducte

d

2nd LAC

meeting

conduct

ed

3rd LAC

meeting

conducted

4th

LAC

meetin

g

conduc

ted

Minute

s of the

meetin

g,

Signed

Attend

ance

Regist

er

Participati

ng in Reed

Dance

Imbizo

Participa

te in

Reed

Dance

Participa

ting in

Reed

dance

Participat

ing in

Reed

dance

N/A N/A N/A Photos

,

Progra

m of

the

Day &

[Dat

e]


14

0

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Attend

ance

registe

r

Facilitatio

n of

Circumcis

ion Day

Hosting

of

circumci

sion

awarene

ss

Hosting

of

circumci

sion

awarene

ss

Hosting

of

circumci

sion

awarenes

s

N/A N/A N/A Progra

m of

the

Day &

Attend

ance

registe

r

Crime

Prevention

Number of

Campaign

s

conducted

1 crime

awarene

ss

One

crime

awarene

ss

campaig

n

R

200 00

0,00

747

260

093

N/A One

crime

awarene

ss

campaig

n

N/A N/A Photos

,

Progra

m of

the

Day

Operation

Sukuma

Sakhe

Number of

Activities

Conducte

d

12

activities

conduct

ed

12 OSS

Activitie

s

conduct

ed

R

1 200

000,00

747

260

057

3

Activities

conducte

d

3

Activitie

s

conduct

ed

3 Activities

conducted

3

Activiti

es

conduc

ted

Photos

,

Progra

m of

the

Day &

Attend

ance

registe

r

N/A

Number of

LTT

conducted

12

meetings

held

12 LTT

Meetings

held

3

meetings

conducte

d

3

meetings

conduct

ed

3 meetings

conducted

3

meetin

gs

conduc

ted

Minute

s of the

meetin

g,

Signed

Attend

ance

N/A

[Dat

e]


14

1

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

Regist

er

Poverty

Alleviation

Number of

Poverty

alleviation

projects

assisted

in

Imbabaza

ne

Communit

ies

13

projects

assisted

13

Projects

assisted

in all

Municipa

l Wards

R

200 00

0,00

747

260

089

13

Projects

assisted

in all

Municipal

Wards

13

Projects

assisted

in all

Municipa

l Wards

13 Projects

assisted in

all Municipal

Wards

13

Project

s

assiste

d in all

Munici

pal

Wards

Applic

ation

approv

al

Signed

Attend

ance

Regist

er

All

Wa

rds

KPA 5: CROSS CUTTING INTERVENTION

To

promote

efficient

and

credible

strategic

and

spatial

municip

al

planning

Strategic

land use

manageme

nt and

environme

ntal

conservati

on

Wall to

wall

Planning

Scheme

adopted

by council

by 30 June

2016

Wall to

wall

scheme

adopted

by

council

Wall to

Wall

scheme

adopted

by

council

by 30

June

2016

terms of

reference

ad

appointm

ent of

service

provider

status

quo

report

draft scheme

adopted by

council

final

schem

e

adopte

d by

council

Counci

l

resolut

ion,

Final

wall to

wall

schem

e

N/A

Credible

Spatial

developm

ent

Framewor

k(SDF)

adopted

by council

by 30 June

2016

N/A

Credible

SDF

adopted

by

council

by 30

June

2016

Preparati

on of the

SDF

Process

Plan and

TOR

Stakehol

der

engagem

ent and

Desktop

Analysis

1st Draft

Adopted by

Council

Final

Draft

Adopte

d by

Counci

l

Counci

l

resolut

ion,

Final

SDF

N/A

Timeous

processin

g of all

PDA’s

PDA

applicati

on

finalised

PDA

applicati

on

finalised

R0 N/A PDA

applicati

on

finalised

PDA

applicati

on

finalised

PDA

application

finalised

within 90

PDA

applica

tion

finalise

PDA

applica

tion

N/A

[Dat

e]


14

2

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

applicatio

n

submitted

within 90

days of

receipt

within 90

days of

receipt

within 90

days of

receipt

within 90

days of

receipt

days of

receipt

d

within

90

days of

receipt

registe

r

Spatial

Geographi

c

Referencin

g

Regular

Updating

of spatial

informatio

n and

verificatio

n

Data

update

and

verificati

on

Data

update

and

verificati

on

R

100 00

0,00

747

235

011

Data up

date and

verificati

on

Data up

date and

verificati

on

Data up date

and

verification

Data

up date

and

verifica

tion

Ward

profile

s

Review of

the GIS

Policy

Reviewe

d GIS

Policy

adopted

by

Council

by 30

June

2016

R

150 00

0,00

747

260

060

N/A N/A N/A Review

ed GIS

Policy

adopte

d by

Counci

l by 30

June

2016

Counci

l

Resolu

tion,

Review

ed

policy

KPA 6: FINANCIAL VIABILITY AND MANAGEMENT

Tabling

and

adoption

of

Municipal

Original

Budget

and

Adjustmen

t Budget

Preparatio

ns and

submissio

n of

Adjustme

nt Budget

2015/2016

N/A Preparati

ons and

submissi

on of

Adjustm

ent

Budget

2015/201

6 by 28

Feb 2016

R0 N/A N/A N/A Preparations

and

submission

of

Adjustment

Budget

2015/2016 by

28 Feb 2016

N/A Counci

l

resolut

ion,

Copy

of

Adjust

ment

Budget

N/A

Tabling

and

Submit

2016/2017

N/A Tabling

and

Submit

2016/201

R0 N/A N/A N/A Tabling and

Submit

2016/2017

Draft Budget

N/A Counci

l

resolut

ion,

N/A

[Dat

e]


14

3

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

To

improve

Municip

al

Financia

Draft

Budget to

Council

7 Draft

Budget

to

Council

by 30

Mar 2016

to Council by

30 Mar 2016

Copy

of Daft

Budget

Adoption

of

2016/2017

Final

Budget by

Council

N/A Adoption

of

2016/201

7 Final

Budget

by

Council

by 31

May 2016

R0 N/A N/A N/A N/A Adopti

on of

2016/2

017

Final

Budget

by

Counci

l by 31

May

2016

Counci

l

resolut

ion,

Copy

of Final

Budget

N/A

Submissio

n of in-year

monitoring

Number of

Section 71

Report

Prepared

and

submitted

to

Provincial

Treasury

12

Reports

12

Section

71

Reports

Prepared

and

submitte

d to ? by

30 June

2016

R0 N/A 3 Section

71

Reports

Prepared

and

submitte

d to

Provincia

l

Treasury

by 30 Sep

2015

3 Section

71

Reports

Prepared

and

submitte

d to

Treasury

by 31Dec

2015

3 Section 71

Reports

Prepared and

submitted to

Treasury by

31 Mar 2016

3

Sectio

n 71

Report

s

Prepar

ed and

submit

ted to

Treasu

ry by

30

June

2016

Sectio

n 71

reports

N/A

Number of

Quarterly

Section

52(d)

Report

Prepared

4

Reports

4

Quarterl

y Section

52

Reports

Prepared

R0 N/A 1st

Quarterly

Section

52 Report

Prepared

and

2nd

Quarterl

y Section

52

Report

Prepared

3rd Quarterly

Section 52

Report

Prepared and

submitted to

4

Quarte

rly

Sectio

n 52

Report

Sectio

n 52

reports

N/A

[Dat

e]


14

4

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

l and

Administ

rative

Capacity

and

submitted

to Council

and

submitte

d to ? By

30 June

2016

submitte

d to

Council

By 30 Sep

2015

and

submitte

d to

Council

By 31

Dec 2015

Council By

31 Mar 2016

Prepar

ed and

submit

ted to

Counci

l By 30

Jun

2016

Number of

Section 66

Report

Prepared

and

submitted

to Council

4

Reports

4 Section

66

Reports

Prepared

and

submitte

d to

Council

by 30

June

2016

R0 N/A 1st

Section

66 Report

Prepared

and

submitte

d to

Council

by 30 Sep

2015

2nd

Section

66

Report

Prepared

and

submitte

d to

Council

by 31

Sep 2015

3rdSection

66 Report

Prepared and

submitted to

Council by

31 Mar 2016

4th

Sectio

n 66

Report

Prepar

ed and

submit

ted to

Counci

l by 30

June

2016

Sectio

n 66

reports

N/A

Expenditur

e Controls

Number of

Creditors

Age

Analysis

Reports

Prepared

12

Reports

12

Creditor

s Age

Analysis

Reports

Prepared

by 30

June

2016

R0 N/A 3

Creditors

Age

Analysis

Reports

Prepared

by 30 Sep

2015

3

Creditor

s Age

Analysis

Reports

Prepared

by 31

Dec 2015

3 Creditors

Age Analysis

Reports

Prepared by

31 Mar 2016

3

Credito

rs Age

Analysi

s

Report

s

Prepar

ed by

30 Jun

2016

Credito

rs age-

analysi

s

N/A

Revenue

Manageme

nt

Debt

coverage

Ratio:

Total

4

Reports

2

Reports

prepared

on Debt

coverage

Ratio:

R0 N/A N/A 1st

Report

prepared

on Debt

coverage

Ratio:

N/A 2nd

Report

prepar

ed on

Debt

covera

Debt

covera

ge

Ratio

N/A

[Dat

e]


14

5

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

enhancem

ent and

capacity

operation

al revenue

less

operation

al grants/

debt

service

payment

due within

the

financial

year

Total

operatio

nal

revenue

less

operatio

nal

grants/

debt

service

payment

due

within

the

financial

year by

30 June

2016

Total

operatio

nal

revenue

less

operatio

nal

grants/

debt

service

payment

due

within

the

financial

year by

31 Dec

2015

ge

Ratio:

Total

operati

onal

revenu

e

less

operati

onal

grants/

debt

service

payme

nt due

within

the

financi

al year

by 30

Jun

2016

Report

s

Effectively

and

efficient

use of

Supply

Chain

Manageme

nt,

Procument

and

Procedure

Review Of

Procumen

t Plan

2

Reviews

by June

2015

2 Review

Of

Procume

nt Plan

by 30

June

2016

R0 N/A N/A 1st

Review

Of

Procume

nt Plan

by 31

Dec 2016

N/A 2nd

Review

Of

Procu

ment

Plan by

30

June

2016

Credibl

e

Procu

ment

plan

N/A

Submissio

n of

Quarterly

Acquisitio

n

/Procume

4

Reports

Submiss

ion of 4

Quarterl

y

Acquisiti

on

R0 N/A Submissi

on of 1st

Quarterly

Acquisiti

on

/Procume

Submiss

ion of

2nd

Quarterl

y

Acquisiti

Submission

of 3rd

Quarterly

Acquisition

Submi

ssion

of 4th

Quarte

rly

Acquis

Acquis

ition

Report

s

N/A

[Dat

e]


14

6

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

nt Report

<

R100 000,

00

/Procum

ent

Reports

< R

100 000,

00

nt Report

< R

100 000,0

0

on

/Procum

ent

Report <

R

100 000,

00

/Procument

Report

ition

/Procu

ment

Report

Assessme

nt of

Service

Providers

2

assessm

ent of

Service

provider

s

2

Assessm

ent of

Service

Provider

s by 30

June

2016

R0 N/A N/A 1st

Assessm

ent of

Service

Provider

s by 31

Dec 2015

N/A 2nd

Assess

ment of

Service

Provid

ers by

30

June

2016

Assess

ment

Report

N/A

Asset

Manageme

nt

Update of

Assets

Register

2

updates

by June

2015

2 Update

of

Assets

Register

by 30

June

2016

R0 N/A N/A 1st

Update

of

Assets

Register

by 31

Dec 2015

N/A Update

of

Assets

Regist

er by

30

June

2016

Credibl

e

Assets

Regist

er

N/A

Disposal

of assets

1

Disposal

of

Assets

to be

conduct

ed

Disposal

of assets

to be

conduct

ed by 30

June

2016

R0 N/A N/A N/A N/A Dispos

al of

assets

to be

conduc

ted by

30

June

2016

Counci

l

resolut

ion &

Report

N/A

The

percentag

e of

100%

100% R0 N/A 100% 100% 100% 100% Mun-

soft

print

N/A

[Dat

e]


14

7

INDIC

ATOR

NUMB

ER

OBJECT

IVES

STRATEGI

ES

PERFORM

ANCE

INDICATO

R

2014/2015 ANNUAL

TARGET

ANNU

AL

BUDG

ET

LIN

E

ITE

M

QUARTE

R 1

TARGET

QUARTE

R 2

TARGET

QUARTER 3

TARGET

QUART

ER 4

TARGE

T

BLOC

KAGE

CORRE

CTIVE

MEASU

RE

PORTF

OLIO

OF

EVIDE

NCE

WA

RD DEMAND BASE

LINE

BAC

KLO

G

household

s earning

less than

R2000 per

month

with

access to

free basic

services

out of

benefic

iaries

Percentag

e of a

municipali

ty's capital

budget

actually

spent on

capital

projects

identified

in the IDP

100% 100% R0 N/A 25% 50% 75% 100% Quarte

rly

Financi

al

Statem

ents

N/A

[Dat

e]


1

Projects Table 27: MIG Funded Projects

Imbabazane Local Municipality ALLOCATION & COMMITMENT SUMMARY

IMPLEMENTATION OF MIG PROJECTS 3-year Cash flow Financial year 2014/15 2015/16

Financial year: 2014/15 Total MIG Allocation 22,787,000.00 23,709,000.00

Reporting Month: Sunday, March 15, 2015 Total Committed 22,787,000.00 23,709,000.00

Compiled by: J Bierman - 'iMbokodo' Total Variance 0.00 0.00

AGENT PROVINCIAL REFERENCE

NUMBER

PROJECT TITLE (AS PER MIG 1 FORM) PROJECT STATUS BUDGET

2015/16

KZ236 2013MIGFK236215017 Enhlano-Mkize Community Hall / Creche Facility

(Ward 1)

Construction 105,631.24

Retention

KZ236 2013MIGFK236215021 Mbangeni (Sobabili) Gravel Road Rehabilitation

(Ward 5)


Retention

KZ236 2013MIGFK236215024 Mpophomeni Community Hall / Creche Facility

(Ward 8)


Retention

KZ236 2014MIGFK236223592 Ephangweni Community Hall/Creche Facility (Ward

13)

Design & Tender 3,345,871.26

KZ236 2014MIGFK236223591 Bhungane (Rosedale) Community Hall/Creche

Facility (Ward 12)


KZ236 2014MIGFK236218660 Madazane Community Hall/Creche Facility (Ward 3) Design & Tender 3,317,230.93

KZ236 2014MIGFK236218654 Mqedandaba Community Hall/Creche Facility

(Ward 11)


[Dat

e]


2

KZ236 2014MIGFK236218062 Mdwebu-Sobabili Pedestrian Bridge (Ward 6) Design & Tender 946,824.96

KZ236 2014MIGFK236215026 Donsamehlo Gravel Road Rehabilitation (Ward 10) Construction 2,404,078.31

KZ236 2014MIGFK236215025 Emandabeni Gravel Road Rehabilitation (Ward 9) Design & Tender 1,501,445.50

KZ236 2014MIGFK236215022 Mbangeni (Sobabili) Vehicle Bridge (Ward 5) Construction 1,323,589.41

KZ236 2014MIGFK236215020 Mbanjwa (Dutch) Gravel Road Rehabilitation (Ward

4)

Construction 2,231,552.54

KZ236 2014MIGFK236215019 Thwathwa (kwaNdabe) Community Hall/Creche

Facility


KZ236 2014MIGFK236215018 Maziyane Community Hall/Creche Facility (Ward 2) Construction 1,379,862.55

Department of human settlements: current housing Projects in Progress 2014/15 – 2015/16

Project Name Local Municipality Project Type Project Status Total Units

Budget

Ephangweni Imbabazane KZ236 ISU Planning 1000 R478 000

Ngonyameni Imbabazane KZ236 RURAL (ITB) Planning 1000 R2 127 000

Shayamoya Imbabazane KZ236 RURAL (ITB) Planning 1000 R2 097 000

[Dat

e]


3

Department of human settlements 2016/2017 projects

Project Name Local Municipality Project Type Project Status Total Units Budget

Mhlungwini Imbabazane KZ236 RURAL (ITB) Feasibility 1000 R2 800 000

Mnyangweni Imbabazane KZ236 RURAL (ITB) Feasibility 1000 R2 800 000

Department of rural development and land reform

NAME OF PROJECT WARD VILLAGE ENTERPRISE TYPE BACKGROUND

Sobabili Agricultural

Cooperative

5 Sobabili Vegetable production Sobabili Agricultural cooperative limited was established and

registered in 2013 for job creation purposes. The project is

situated in ward 5 Ntabamhlophe area under Imbabazane

Local Municipality and comprises of 5 members. The total

extent of land where the members operate is 45 hectares of

land. However, only 11 hectares is currently being used to

plant potatoes and members intend to expand their business

and utilize the remaining 25 hectares that is not cultivated at

the moment due to the shortage of resources. For 2014/2015

the Department has supported them with implements.

[Dat

e]


4

Intandela

Multipurpose &

Projects Primary

Cooperative

4 Intandela Piggery Intandela Multipurpose and Projects Primary Co-operative

Limited are doing pig production on a small scale at the

moment but saw an opportunity of growing into a commercial

farming. The project plan is to start with a 40 sow unit in their

new allocated land at Ntabamhlophe area under IMbabazane

Local municipality which will then expand at a later stage as

business grows. The intention is that the project produces

weaners that will be grown at a specific weight before it is

sent to the market, then as the business grows the production

will be produced as per owner’s interest (i.e. baconers,

porkers, weaners, sausages

Imbabazane 11 Sithokozile

Agricultural

Cooperative

Vegetable The project comprises of NARYSEC youth from different

Wards but the project site will be at Nkomokazini, Loskop.

They plan to plant vegetables on their land and have

requested the Department for assistance. One of their

members went on an educational China Tour which was

organised by the Department. For 2015/2016 the Department

will assist them with development of a business plan.

Department of Transport Rehab & Reseal Projects

ACTIVITIES PROJECT NAME START KM END KM LOCATION BUDGET

Rehab P28-1 2 7.9 Draycott - Gladstone'S Nose 22,567,500

P29 32 34.085 Estcourt - Ntabamhlope 7,400,000

P391 10 11.267 Giant'S Castle Game Reserve

Road

3,306,870

Reseal D1241 0 0.966 Mdwebu - Sobabili 353,073

[Dat

e]


5

OBJECTIVE PROJECT NO. START KM END KM LOCATION 2015/16 BUDGET

Up grading roads D1251 0 2.762 Mqedandaba/Estcourt 1,800,000

Mqedandaba/Estcourt 9,700,000

D1252 0 1.9 Mqedandaba/Estcourt 16,000,000

3.94 Mqedandaba/Estcourt 1,900,000

1.9 3.94 Mqedandaba/Estcourt 13,000,000

3 3 Mqedandaba/Estcourt 5,000,000

Mqedandaba/Estcourt 2,700,000

D69 0 0.2 Zwelisha/Estcourt 200,000

2,100,000

OBJECTIVE PROJECT NO. START KM END KM LOCATION 2015/16 BUDGET

D751 0 1.965 MAIN ROAD 10 - EMPHANGWENI, LINKS TO L2136

17,700,000

Draycott Roads 0 0.94 Draycott Roads - Estcourt 2,000,000

[Dat

e]


6

1.51 Draycott Roads - Estcourt 2,000,000

2.5 Draycott Roads - Estcourt 850,000



5 Draycott Roads - Estcourt 170,000



1.5 2.5 Draycott Roads - Estcourt 181,732

[Dat

e]


7

SECTION F

12. FINANCIAL PLAN

Revenue Budget by Source INCOME IDP REF No ESTIMATE FINANCE CORPORATE TECHNICAL COMMUNITY EXECUTIVE

2015/16

GRANTS (94,347,000)

(10,478,931)

(12,816,825)

(16,079,898)

(30,186,412) (14,184,933)

Local Government Equitable Share

(84,471,000) (8,348,931) (12,616,825) (13,079,898) (25,840,412) (13,984,933)

Finance Management

(1,800,000) (1,800,000)

Municipal Systems Improvement

(930,000)

(330,000)

(200,000)

(200,000)

(200,000)

National Electrification Programme

(3,000,000)

(3,000,000)

Municipal Demarcation Transition

(1,860,000)

(1,860,000)

EPWP Incentive

(1,409,000)

(1,409,000)

COGTA - IDP -

Department of Art & Culture

(707,000)

(707,000)

[Dat

e]


8

Department of Art & Culture

-

(170,000)

(170,000)

BILLABLE REVENUE

(12,136,684)

(12,064,247)

-

-

(72,438)

-

RATES INCOME

(12,064,247)

(12,064,247)

RENTAL MTN -

-

RENTAL MPCC

(72,438)

(72,438)

Operating Expenditure by Vote INCOME IDP REF No ESTIMATE FINANCE CORPORATE TECHNICAL COMMUNITY EXECUTIVE

REPAIRS AND MAINTENANCE

9,389,646

1,815,586

1,435,722

6,059,441

78,896

-

BUILDINGS OFFICES

1,199,033

1,199,033

OFFICE FURNITURE AND EQUIPMENT

78,896

78,896

IT MAINTANENCE

157,793

157,793

VEHICLES 1,500,000

1,500,000

[Dat

e]


9

ROADS 2,587,030

2,587,030

HALLS & RANKS

- -

LABOUR INTENSIVE PROGRAMMES

1,972,411

1,972,411

VALUATION MAINTANANCE

315,586

315,586

PLANT Hire 1,500,000

1,500,000

GIS MAINTANANCE

78,896

78,896

SPORT FIELDS - -

Operating Expenditure by Nature INCOME IDP REF No ESTIMATE FINANCE CORPORATE TECHNICAL COMMUNITY EXECUTIVE

GENERAL EXPENSES

37,490,930

5,680,000

4,205,000

19,730,000

3,752,000

4,123,930

ADVERTISEMENTS

200,000

100,000

100,000

AUDIT FEES 1,300,000

1,300,000

AUDIT COMITEE 180,000

180,000

INTERNAL AUDIT 743,930

743,930

[Dat

e]


10

LICENCE RENEWALS

250,000

250,000

-

BUDGET / PUBLIC PARTICIPATION

1,600,000

1,000,000

600,000

BY-LAWS GAZETTE

50,000

50,000

CLEANING MATERIAL & SERVICES

300,000

300,000

Demarcation cost 1,860,000

1,860,000

INFORMATION STORAGE & ARCHIVING

50,000

50,000

CONFERENCE AND SEMINARS

280,000

280,000

CONSULTATION FEES

500,000

400,000

100,000

ELECTRICITY 400,000

400,000

ENTERTAINMENT 370,000

50,000

200,000

30,000

30,000

60,000

ELECTRIFICATION PROGRAMMES

18,000,000

18,000,000

GIS 150,000

150,000

FUEL AND LUBRICANTS

1,500,000

1,500,000

INSURANCES 450,000

450,000

LIBRARY 707,000

707,000

[Dat

e]


11

LEGAL COSTS 1,000,000

1,000,000

CICS MAINTANANCE

480,000

480,000

TRAINING ON FINANCIAL SYSTEM

400,000

400,000

VALUATION MAINTANANCE

200,000

200,000

LOOSE TOOLS 150,000

150,000

ADMIN SUPPORT 15,000

15,000

MEETINGS SUBS. AND TRAVELLING

1,570,000

300,000

250,000

120,000

400,000

500,000

MEMBERSHIP FEES

1,100,000

1,025,000

10,000

5,000

60,000

POSTAGES 5,000

5,000

PRINTING AND STATIONERY

500,000

- 500,000

- -

RECRUITMENT OF STAFF

10,000

10,000

SCOA 500,000

500,000

HANDOVER OF PROJECTS

70,000

70,000

TELEPHONE 800,000

800,000

FINANCIAL MANAGEMENT SUPPORT

1,800,000

1,800,000

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Capital Expenditure by Category CAPITAL EXPENDITURE

IDP REF No ESTIMATE FINANCE CORPORATE TECHNICAL COMMUNITY EXECUTIVE

Internal Funded Capital

4,832,595

80,000

170,000

2,862,595

60,000

1,660,000

OFFICE CABLING

20,000

20,000

OFFICE FURNITURE .

175,000

- - 75,000

- 100,000

COMPUTER AND PRINTERS

250,000

80,000

50,000

60,000

60,000

COMPUTER SOFTWARE

- -

IT SYSTEM UPGRADE

100,000

100,000

PARK HOMES - -

VEHICLES 1,500,000

- 1,500,000

BUILDINGS OFFICES

287,595

287,595

LEGACY PROJECTS

-

PLANT AND EQUIPMENT

2,500,000

2,500,000

MIG Projects 23,517,000

- - 23,517,000

88,413

-

COMMUNITY HALLS

88,413

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ROADS, BRIDGES AND STORMS WATER

23,517,000

23,517,000

ELETRIFICATION PROJECTS

TOTAL CAPITAL EXPENDITURE

28,349,595

80,000

170,000

26,379,595

148,413

1,660,000

IDP REF No ESTIMATE FINANCE CORPORATE TECHNICAL COMMUNITY

EXECUTIVE

SPECIAL PROGRAMMES & PROJECTS

20,199,000

610,000

1,600,000

280,000

16,989,000

720,000

ANNUAL REPORT 150,000

150,000

ART AND CULTURE PROGRAMMES

200,000

200,000

CRIME AWARENESS CAMPAIGN

200,000

200,000

CAREER EXHIBITION 200,000

200,000

COMMUNITY OUTREACH 300,000

300,000

YOUTH GENDER 400,000

400,000

SCHOOL SPORT ACTIVITIES 200,000

200,000

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INDIGENT IMPLEMENTATION 100,000

100,000

DISASTER RELIEF PLAN AND PROGRAMMES

1,000,000

1,000,000

EMPLOYEES ASSISTANCE PROGRAMME

20,000

20,000

FARMS DAY EVENT 200,000

200,000

FIRE FIGHTING SERVICE 50,000

50,000

GOATS PROJECT 200,000

200,000

HERTIGE PROGRAMME 200,000

200,000

HIV AIDS AWARENESS 200,000

200,000

HOUSING CONSUMER EDUCATION

50,000

50,000

KWANALOGA GAMES 600,000

600,000

LIBRARY OUTREACH PROGRAMMES

50,000

50,000

MAYORAL CUP 350,000

350,000

MAYORAL FLAGSHIP PROJECTS

500,000

500,000

MUNICIPAL DEMARCATION TRANSITION

1,860,000

1,860,000

MUN. SYSTEM IMPROVE 930,000

330,000

200,000

200,000

200,000

OPERATION SUKUMA SAKHE 1,200,000

1,200,000

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FEES AND PAUPER BURIAL 200,000

200,000

PEOPLE LIVING WITH DISABILITIES

400,000

400,000

POVERTY ALLEVIATION 200,000

200,000

PROMOTION 700,000

400,000

300,000

TERTIATY REGISTRATION SUPPORT

250,000

250,000

SPORTS DEVELOPMENT 200,000

200,000

LUNCHEON CLUBS PROGRAMMES

200,000

200,000

MUNICIPAL FACILITIES MANAGEMEN

200,000

200,000

STAFF UNIFORM 200,000

200,000

-

-

STUDY GRANT 450,000

450,000

TEAM BUILDING 180,000

30,000

30,000

30,000

70,000

20,000

TOURISM AWARENESS 200,000

200,000

TRAINING AND DEVELOPMENT

300,000

300,000

HOUSING SECTOR PLAN 200,000

200,000

JOB CREATION PROGRAMME 1,000,000

1,000,000

WARD COMMITTEE 780,000

780,000

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WOMAN DEVELOPMENT FUND

500,000

500,000

COMMUNITY GARDENS FENCING

200,000

200,000

CLIMATE CHANGE AWARENESS

250,000

250,000

CYBER CADET 170,000

170,000

NGO'S SUPPORT 200,000

200,000

GENDER ISSUES PROGRAMME

200,000

200,000

DISASTER MANAGEMENT CAMPAIGNS AND TRAINING

200,000

200,000

BACK TO SCHOOL CAMPAIGN 200,000

200,000

MAIZE INPUT 1,000,000

1,000,000

SEEDS AND SEEDLINGS 200,000

200,000

FOOD FOR WASTE 850,000

850,000

EPWP 1,409,000

1,409,000

57,689,930

6,290,000

5,805,000

20,010,000

20,741,000

4,843,930

TOTAL OPERATING EXPENDITURE

128,010,132

28,794,383

15,668,201

30,829,039

37,805,286

14,913,223

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Summary of Total Salaries and Allowances IDP REF No ESTIMATE

SALARIES AND ALLOWANCES 35,309,723

H O D AND MUNICIPAL MANAGER 4,212,326

SALARIES AND WAGES 23,611,241

SALGA BC AGENCY 8,867

UIF 189,547

PENSION 1,182,954

MEDICAL AID 908,441

GROUP 144,381

HOUSING 112,752

CAR ALLOWANCE 1,401,478

OVERTIME 96,000

SCARCE SKILLS 141,600

STANDBY ALLOWANCE 252,000

LEAVE PAY 771,450

BONUS 1,632,451

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CELLPHONE ALLOWANCE 366,000

SKILLS DEVELOPMENT 278,236

[Dat

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Annexure A

Spatial Development Framework

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SPATIAL DEVELOPMENT FRAMEWORK

The long-term spatial development vision for Imbabazane

Municipality gives effect to the long-term strategic intent and short

to medium development program as outlined in the IDP. It presents

the desired future spatial situation and outlines the strategic

interventions for its attainment. It serves as a platform from which

the desired spatial pattern will be developed.

STRATEGIC FIT

The Imbabazane Municipality SDF provides a spatial translation of

the development vision and program as outlined in the IDP. It is a

policy statement that guides and informs land development and

management, and as such it:

Gives effect to principles contained in National Planning policies such

as the Spatial Planning and Land Use Management Act (Act No,

16 of 2013) , NEMA and other relevant policies;

Gives effect to spatial principles and objectives of Provincial

directives such as the KZN PDA;

Sets out spatial objectives and provides spatial strategies that

indicate desired patterns of land use, address spatial

transformation, and provide decision making processes relating

to the nature and location of development;

Provide basic guidelines for a Land Use Management System;

Align with neighbouring SDFs and the Harry Gwala District

Municipality SDF;

Provides visual representation of desired spatial form.

The SDF is not a spatial plan, but a framework which spells out broad

spatial vision, and outlines principles for decision making.

SPATIAL PLANNING PRINCIPLES

The following normative principles have been extracted from various

sources and are considered appropriate to guide the preparation,

review and implementation of the SDF. The objective of the

principles and norms is to influence directly the substantive

outcomes of planning decisions, whether they relate to spatial

development frameworks or decisions on land use change or

development applications. The guiding principles are as follows:

Promote Sustainability: a situation where the people, economy and

environment of Imbabazane LM thrive. The emphasis is that

sustainable social and economic development depends on the

quality of the environment.

Good Governance: The SDF will serve as the basis for the

development of robust systems and procedures for spatial

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transformation and land use management as envisaged in this

document.

Densification: Essentially refers to developments that promote

higher density development within defined spaces including

both rural and urban spaces through infill and/or

redevelopment.

Integrated Development: The SDF will promote land use and spatial

integration as a means to create an efficient and spatial

structure.

Convenience: This refers to the creation of environments that

facilitates convenient walking distances to public and social

facilities.

Equitable Development: The people of Imbabazane LM should enjoy

equitable access to development, resources and opportunities.

Efficiency: Dealing mainly with, the creation of efficiently functioning

environments scaled to the needs of the local people and role-

players.

Compaction: Imbabazane Municipality will implement spatial

development programmes that discourage outward expansion

of residential and associated development.

Take into account the fiscal, institutional and administrative

capacities of role players, the needs of communities and the

environment;

Channel resources to areas of greatest need and development

potential, thereby redressing the inequitable historical

treatment of marginalized areas;

The principles and norms collectively form a vision for land use and

planning in Imbabazane. They constitute a single point of reference,

and an overarching coherent set of policy guides to direct and steer

land development, planning and decision-making in land use so that

outcomes thereof are consistent with the development objectives as

outlined in the IDP. In addition, also provide a set of guidelines that

could be used monitor and evaluate the impact of the SDF in

achieving its objectives and contributing to the attainment of the

Provincial and National spatial development agenda.

MUNICIPAL SPATIAL DEVELOPMENT VISION AND MISSION

STATEMENT

The Imbabazane LM development vision was developed as part of

the Integrated Development Planning process in line with the

requirements of the Municipal Systems Act.

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Imbabazane Local Municipality recently reviewed its vision as part of

the strategic planning process. The recently adopted municpal

development vision commits the municipality to economic

development, infrastructure provision and striving for social

development, and it reads as follow:

The vision commits the municipality to champion economic and

social development within the key sectors that characterises

Imbabazane as municipal area. It also entrusts the municipality with

the responsibility of delivering basic affordable services. The

attainment of this vision requires the municipality to facilitate the

development of a spatial system that promotes social, economic,

financial, institutional and environmental sustainability. The

municipalities development vision sensures that:-

Investments are directed towards nodes in order to strengthen their

sustainability and impact rather than in areas where less of an

impact will be made

Settlements are contained within urban edges to reduce the cost of

services and optimise capital investment

Enhances economic development opportunities;

Enhances the quality of the environment and harmonises with

human development;

Facilitates non-discriminate access to a range of services and

development opportunities; develops sustainable human

settlements where residents can lead enriched, healthy and

convenient lives;

In its quest to turn the above mentioned vision into a reality, the

Spatial Development Framework (SDF) will be central to all

initiatives. It will assist the municipality to plan accordingly and to

ensure that all projects are undertaken in desirable areas – since

most projects have a spatial imperative. Given its spatial imperative,

the SDF will assist to develop a framework of growth through

"BY 2030, IMBABAZANE LOCAL MUNICIPALITY WILL

HAVE BEEN TRANSFORMED INTO A ECONOMICALLY

FUNCTIONAL AREA WITH SPATIALLY INTEGRATED

SUSTAINABLE HUMAN SETTLEMENTS"

THROUGH PUBLIC PARTICIPATION IMBABAZANE SHALL

BE A DEMOCRATIC, SUSTAINABLE, COMPETITIVE

INSTITUTION WHICH PROVIDES OPPORTUNITIES TO ITS

ENTIRE RESIDENT TO GROW AND PROSPER

ECONOMICALLY AND SOCIALLY WITHIN A FRAMEWORK

OF GOOD GOVERNANCE.

ILM VISION

MISSION

STATEMENT

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identification of potential investment areas where available public

and private sector funding should be prioritised. This should occur

within a framework of acceptable spatial planning principles which

inter-alia include but not limited to the following; sustainability:

ensuring that projects occur in spatially desirable areas; efficiency:

this refers to using land in a manner that is beneficial to the

municipality and its constituency; integration: this refers to ensure

projects unfold in a holistic manner in order to avoid ineffective use

of municipal scarce resources, etc.

The Imbabazane Municipality will achieve this, inter alia, through

the implementation of a “new development approach” that

facilitates integrated development planning and proper co-

ordination, and ensuring the fair and just allocation and distribution

of resources within the municipality.

AIMS AND OBJECTIVES

The primary aim of the SDF is to facilitate the transformation of ILM

into an integrated and sustainable spatial system. Its objectives are

as follows:

To give a spatial expression to the development vision, strategy and

multi-sectoral projects as outlined in the IDP.

To promote the spatial integration of social, economic and physical

aspects of development.

Identifying areas where development should or should not go.

To facilitate sustainable and efficient utilisation of land.

Promoting sustainable utilization of the natural resources.

To guide private and public investment to the most appropriate

areas in support of the municipal spatial development vision;

To facilitate the transformation of unevenly scattered low density

sprawling rural settlements into sustainable compact human

settlements.

To provide a visual representation of the desired spatial form of the

municipality.

Providing a framework for detailed and area specific spatial planning,

and formulation of a wall-to-wall scheme.

The ILM SDF seeks to influence the substantive outcomes of planning

decisions at different levels and to achieve planning outcomes that:

Facilitates correction of spatial distortions of the apartheid past;

channel resources to areas of greatest need and development

potential; take into account the fiscal, institutional and

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administrative capacities of role players, the needs of

communities and the environment;

Stimulate economic development opportunities in rural areas;

protects and enhances the quality of both the physical and

natural environments; and promote an inherent value of the

natural and built environment.

The SDF will also serve as a framework for the introduction of a wall-

to-wall land use scheme as required in terms of the Planning and

Development Act (PDA). Its impact will be determined in terms of

the spatial planning principles as outlined above, but will include

development of an efficient spatial systems in terms of cost effective

delivery and use of services, movement, equitable access to

opportunities and social facilities, etc.

THE SPATIAL PLANNING APPROACH

Any development that is taking place around ILM (regional context)

impacts and influences the broader rural development processes of

ILM. Similarly, environmental processes taking place will influence

broader processes. As such, it is crucial for the area to be regarded

as a single system of development with a number of sub-systems

operating within it. The emphasis of the SDF is not so much on

defining and interpreting the manner of operation of the entire

system, but is on re-enforing/strengthening linkages and

interdependence between constituents, clearly articulating the role

of each part and providing for feedback. An efficiently functioning

spatial system would perform in line with the spatial development

norms and standards, and would generate predictable outcomes. As

such, the ILM Municipality spatial system can be understood to

comprise the following main components:

Rural service centres with varying levels of impact and spheres of

influence. These already exist and should be allowed to evolve

and develop further

Transport route which also serve as development corridors whose

role is mainly defined in terms of the associated economic

development sectors, land use pattern and role in the sub-

regional economy;

Settlements located rural areas;

Agricultural land which needs to be preserved while also unlocking

opportunities for tourism and other economic development

initiatives; and

Environmental management areas given the sensitive

environmental issues that may exist within the area.

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Each of these components should be considered and dealt with

individually as they play an essential role in the functioning of ILM's

spatial system.

SPATIAL PLANNING CONCEPTS

A number of spatial structuring elements or devices can be used to

direct development investment and to guide development actions.

These elements form a spatial structuring and spatial development

management system that can be used by all municipal departments

in their planning endeavours as well as system is useful in defining

how an area works and functions as well as assesses its performance

as a living environment for people.

Figure 15. Spatial Planning Concepts

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APPLICATION OF SPATIAL PLANNING CONCEPTS

DEVELOPMENT CORRIDORS-ENHANCING ACCESS AND MOBILITY

Corridors are links between identified

nodes (See figure 24 ), along which an

increased intensity of development will be

attracted and should be encouraged. They

tend to concentrate at points of high

accessibility and along public

transportation routes, where residential,

commercial, institutional and recreational

activities occur in close proximity. Similar

to development nodes they improve access

to opportunities, integrate communities

and activities with service provision, while

also fulfilling a range of economic and

social needs.

Regional facilities and other economic

activities/services should gravitate towards

the identified nodal points. Furthermore

upgrade and road maintenance projects on

development corridors should be

prioritized as this will encourage investment, improve accessibility and enhance mobility. This

principle supports the phased approach to development, targeting areas of greatest potential

first. Development corridors are effective in linking infrastructure and economic development

as towns and structures connect to each other in a functionally effective manner.

FIGURE 16. KEY CORNERSTONES IN CORRIDOR DEVELOPMENT

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FIGURE 17. CORRIDOR DEVELOPMENT IN ILM

SERVICE CENTRES/DEVELOPMENT NODES

Development nodes refer to areas that are identified and planned

for the clustering of a range of land uses, particularly public facilities

and commercial uses as a means to improve access to the services

provided therein. They are areas where a higher intensity of land

uses and activities will be supported and promoted (see figure

below).

The allocation of investment in such focus areas would need to be

appropriate to the needs and development thrust proposed for that

area (sub-regional/ cluster/settlement).

In most cases, investment in basic infrastructure and social services

would be required to achieve compact and formalised human

settlements in accordance with constitutional principles.

The ordering and location of services and facilities, in a manner that

promotes accessibility and efficiency in service delivery, is required.

This is critical for the performance of the municipal area as a whole

and land use integration. As such, the clustering of various activities

Figure 18. Morphology of a Node

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at appropriate and accessible nodal locations provides the ILM with

a network/system of opportunity centres.

A large portion of ILM is rural and therefore the identified rural

service centres are largely located in previously disadvantaged areas

such as Loskop/Emangweni and Ntabamhlophe, which have suffered

from institutionalised neglect. Although the these service centres

may have contrasting characters, profiles and management issues,

they cumulatively accommodate the majority of economic activity

and public facilities.

As such, the strength and feasibility of the nodal points is directly

linked to the functioning and health of their catchment areas. The

concentration of activities in and around these areas will stimulate

further development of higher order activities.

DEVELOPING SUSTAINABLE HUMAN SETTLEMENTS

A large part of ILM Municipality has not benefitted from spatial

planning-the rural communities. As such, they are low density and

are scattered in space. This is mainly due to the past exclusionary

approaches to spatial planning. Settlements are informally organised

and grouped into Izigodi, which are not surveyed. These areas are

seen as settlement webs held together by social identity, settlement

pattern and sense of community. Social and public facilities serve as

integrators among these sub-communities.

This pattern is not sustainable and renders service delivery and

development ineffective. While this is critical in defining the

structure and behaviour of settlements, it has given rise to a

continuum of rural settlement that range from low density remotely

located agrarian communities to centrally located relatively high-

density rural towns.

A detailed consideration of the settlement pattern reveals a high

level of disintegration and fragmentation. Higher density

settlements should be located along the main transportation routes

and held together by a web of local access roads and public facilities.

At a regional level, they should be knit together by a system of

regional access routes. However, settlements are also not static.

They respond to change and are continuously in the process of

transformation. The key challenge is to turn them from being

creations and remnants of the apartheid regime into sustainable

human settlements. This has serious implications for detailed

planning and development of these settlements:

Centrally located settlement should provide improved access to

higher order public facilities, intensive agriculture and other

urban services.

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They should generate a wide range of opportunities. Sparsely

populated settlements are opportunity areas for agricultural

development such as crop production and livestock farming.

A convenient settlement improves the level of choice, encourages

creativity and investment while a less convenient settlement

imposes a lifestyle on people and results in unnecessary

expenses.

Settlements should be equitable in the sense that they should

provide a reasonable access to opportunities and facilities to all.

It is neither possible nor desirable for settlements to be

homogenous hence an emphasis on choice.

COMPACT DEVELOPMENT

Compact settlements will be achieved through the maintenance of

the “edge” as a means to discourage development expanding into

prime agricultural land and other natural resource areas. The

setlement edge on the other hand will also be used to manage any

investments and characteristics of infrastructure levels according to

the needs of communities and economic activities. This will

encourage efficient use of underutilised land and resources. This

requires detailed planning at a settlement level and could best be

sustained through the coding or integration of the existing

community rules into a land use management system.

MANAGEMENT OF THE NATURAL ENVIRONMENT AND

CONSERVATION AREAS

Bio-diversity corridors are intended to conserve and integrate the

core biodiversity areas (wetlands, flood plains, steep slopes and

special sensitive bio-diversity areas). These are areas where either

no development should take place or where development should be

monitored closely taking into account the environmental sensitivity

of these areas. They link the core areas together. These assets

perform a substantial and significant role in conserving biodiversity

as well protecting the quality of life of the residents of Imbabazane

LM.

Land development within ILM should be undertaken in an

economically, socially and environmentally sustainable manner. The

following should be acknowledged as key interventions for spatial

transformation:

Protection and enhancement of the environmentally sensitive areas;

Protection and optimal utilization of good agricultural land;

Creation of an integrated open space system in an urban context;

and

Enhancement of the aesthetic quality of the environment.

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PROTECTION OF AGRICULTURAL LAND

A sizeable amount of land in ILM is generally classified as having high

to good potential for agriculture. It is important to note that high

potential agricultural land has become a scarce and an ever-

dwindling resource. Its protection is high on the agenda for the

Department of Agriculture, Environmental Affairs and Rural

Development. Encroachment of development onto agricultural land

poses a number of challenges, namely:

Low density urban sprawl which encourages development of

inefficient urban spatial systems;

Declining performance and contribution of agriculture into the

district and provincial economy;

Reduction of land available for food production and against the

increasing problem of food shortages and increase in food prices;

and

Need to target high production potential land for the settlement of

small and emerging framers in terms of the land redistribution

program.

Sub-division and change of land use on agricultural land is governed

in terms of the Sub-division of agricultural Land Act (SALA), Act No.

70 of 1970, and is administered nationally. At present, there is no

coherent provincial policy that guides assessment of Act 70 of 70

applications. As such, it is critically important for ILM to develop its

own guidelines (as part of the SDF) for managing development on

agricultural land.

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OBJECTIVE: To develop Rural Service Centres/ Activity Nodes

STRATEGY 1: Promoting and Enhancing mixed land use development at

strategic points/points of access.

SPATIAL DEVELOPMENT STRATEGY

Addressing the negative spatial implications arising from growth

drivers and development trends identified in Chapter 6 above, The

ILM SDF considers the local economy, land use planning and

transportation in an integrated manner. As such, the municipality

will promote land use intensification along the accessibility grid

and at strategic intersections to facilitate and reinforce the

emergence of the multi-directional grid and ensure that

opportunities can be accessed by a broader range of people.

Within this context, accessibility is a primary spatial informant

to land use planning, serving to drive the economy, through

which land use distribution is determined. The improved levels of

accessibility which can be provided by a functional and systematic

grid will facilitate the emergence of the multi-directional accessibility

grid.

The process of land use intensification refers to achieving a

greater spectrum of mixed uses (commercial, industrial and

residential) through the increased use of space, both

horizontally and vertically, in accessible, high-opportunity locations.

Employment-generating activities, retail, social facilities, public

institutions and intensive mixed-use and residential development

should be encouraged on and adjacent to the accessibility

grid, particularly the primary accessibility grid.

The spatial organisation of development in the areas of land

use intensification can take a variety of forms, including

development corridors, strip development, urban nodes and civic

precincts.

DEVELOPMENT OF A HIERARCHY OF NODES

Activity nodes are important structuring elements within the built up

areas. They serve as points within the spatial system where potential

access to a range of opportunities is greatest. They are generally

places of high accessibility onto which both public and private

investments tend to concentrate. An activity node offers the

opportunity to locate a range of activities, from small to large

enterprises, often associated with mixed-use development. They are

generally located along or at the cross section of development

corridors. Activity nodes have the potential to be an important sub-

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regional structuring device. They serve as points in the spatial

structure where potentially access to a range of opportunities is

greatest, where networks of association create diversity and where

people are able to satisfy the broadest range of their day to day

needs. Being points of maximum economic, social and infrastructure

investment, as well as representing established patterns of

settlement and accessibility, these nodes must be regarded as

primary devices on which to anchor the structure of the sub-regional

spatial system.

The identification and development of nodes is to ensure that the

spatial structure is sufficiently robust and allows for these

opportunity areas to adapt to market and demographic changes.

In general terms, nodes have the following fundamental characteristics:

Clustering of activities to achieve economic efficiency

Accessibility via public and private transport

Nodes may accommodate a single land use (e.g. industrial or

commercial) or a mix of uses. These may include a range of public

facilities (e.g. hospitals, municipal offices, libraries) depending on

the node’s role and function within the City.

There is a recognisable centre or core, which supports a pedestrian

environment and public spaces, but does not necessarily exclude

vehicular traffic.

The Rural Service System or Model is generally premised on three

spatial components, namely; “Service Hub (in the case of ILM this will

be treated as a primary node)”, Service Satellites (secondary nodes)”

and Physical and Communication Infrastructure (this being primary

and secondary corridors), these act as connection points. Based on

this theoretical planning model, it is recommended that the

elements of Imbabazane Spatial Development Framework should

also be based on the afore-mentioned model and be categorized in

the following manner:

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TABLE 15. NODES, FUNCTIONS AND TYPES OF SERVICES

Type of Planning Areas Functions Examples Location criteria Examples

Primary Node- In case

of Imbabazane "Service

Hub"

Distribution and

coordination point

Higher order level of

goods and services

Police Station, Hospital, Welfare

Office, Schools, Community Hall,

Post Office, Bank, Court,

Comprehensive sport facility,

Developed Economic Centre,

Information Service Centre,

Emergency Service Centre,

The main dominant area

with higher densities

compared to other areas.

Highly accessible with

certain administrative

centres

Ntabamhlophe

Secondary Node

"Service Satellite"

Lower order level of

goods and services as

compared to primary

node

Police Satellite Station, 24hr clinic,

Weekly Welfare Mobile Services,

Schools, MPCC, Weekly Information

Mobile Services, Post Net, Mobile

Bank Services, , Basic Sport Facility

Traditional Authority Court

Areas identified to having

potential to develop

through existing

initiatives either in a form

of social facilities and

economic activities.

Loskop/Emangweni

Tertiary Nodes Serve to provide a

convenient service to

the village community

Mobile service

coordination

Social and support

Mobile Clinic, Schools determined

by population density, Community

Halls, Postal Services determined

by population density, Basic Sport

Facility

The most accessible

location within a

particular rural

community

Engodini

Enyezane

Draycott

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The following need to be applied to inform nodal development

throughout ILM:

The size (geographic spread) of the node is determined by the node’s

function in the municipality, its proximity to and the role of

neighbouring nodes. The catchment area for users is relative to

the node’s size and the types of services offered.

Density and intensity of development within a node is determined

by the mixture of land use activities, the supporting transport

infrastructure, public facilities and services infrastructure.

The relationship between transportation routes / facilities and land

uses are major structuring elements of nodes, which in turn

structure the City.

From the management perspective, the main issues pertaining to a

particular node relate to:

Size, Scale and Significance in relation to the municipal area-

described in terms of it having neighbourhood, municipal, district

and regional importance,

Physical configuration/ Classification- type of nodes e.g. Point, strip,

activity street

Nodal cycle phase- Nodes/activity points go through phases where

points can grow and become strips or nodes. The growth or

decline of nodes depends on their location, their linkage to

transport systems, infrastructure capacity, proximity to other

nodes, the character of the area as well as need and desirability.

These phases need to be considered and understood as it affects

the manner in which they are managed.

Relationship to road Network- Activity cannot be detached from

movement in rural or urban systems

PRIMARY NODE

NTABAMHLOPHE

Generally, a Service Hub/Primary Node is located within an area

which indicates growth potential and it performs a coordinating role

amongst a range of service satellites within a certain radius or

threshold.

According to the uThukela District SDF, (2013/14) Ntabamhlophe IS

Identified as a secondary adminitrative centre, which is situated on

the eastern central part of ILM. Thus far, its role has mainly been

confined to an administrative one, serving almost the entire

municipal area.

It consist most of the higher order facilities, which include the

municipality offices, the multipurpose centre, the library, etc. From

this perspective, it should then be used as a Service

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Hub/Administrative Centre. In determining Ntabamhlophe as the

main Service Hub/Primary Node, the following criteria were

employed:

It’s potential to stimulate economic growth within Imbabazane

Local Municipality area

Level of existing public services provided

Availability of land for development

Accessibility and its strategic location

Level of infrastructure available, and-

Linkages with surrounding areas within the ILM.

Below are some uses that are found within Ntabamhlophe:-

RESIDENTIAL / SETTLEMENT

The Ntabamhlophe area is accessible via the main corridor the P29

from Estcourt Town. There is a relatively good road network that link

Ntabamhlophe with surround areas. The road network system

consists of tarred roads which need to maintained as potholes have

become a common feature. The area is also facilitated with local

access road however again their maintenance needs attention. The

road network within this area, in fact the entire municipality has

played a significant role in spatial organisation as most settlements

have formed along main transport routes.

The residential component of Ntabamhlophe area is mainly based on

traditional settlement (imizi), which are scatter unevenly in space.

Housing typology found within this area directly reflects the income

status. Generally the entire municipality is characterised by poverty

as some houses have made use of traditional materials to build

them.

FIGURE 19. NTABAMHLOPHE SETTLEMENT

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COMMERCIAL ACTIVITIES

A number of economic activities have their presence in the

Ntabamhlophe area. These occur at a localised scale and cater for

the needs of local residents – they range from agricultural related

activities in a form of poultry production to taverns, spaza/tuck

shops.

INDUSTRIAL ACTIVITIES

Industrial development is not of a major scale within the

Ntabamhlophe area. In fact, there is only one activity that could be

linked to industrial operation. This comes in a form of an block

manufacturing operation which is located along the eastern part of

the main road.

However the area has vast tracts of vacant land which present an

opportunity for small enterprise development and this may entail

the development of small business shelters and other Small Medium

Micro Enterprise initiatives. Provision should therefore be made for

industrial space, through a mixed-use zone concept (ILM SDF, 2012)

SOCIAL ACTIVITIES

The Ntabamhlophe area appear to be well served with social

amenities. Some of the social amenities which are found in the

subject area include a library, a crèche, a clinic and a high school, etc.

GOVERNMENT AND INSTITUTIONS

The observation made seem to indicate that the Ntabamhlophe area

is emerging unhurriedly mainly as an administrative centre, serving

the need of surrounding communities. A number of government

offices exists within Ntabamhlophe area, which include the offices of

Imbabazane Local Municipality, the Thusong Centre, the

Multipurpose Community Centre (which incorporates other

essential offices such as home affairs, department of social welfare

etc). Also found within the Ntabamhlophe area, is the Traditional

Authority office of the local traditional council which administers

traditional related issues.

RECREATIONAL ACTIVITIES

One of the striking features of Ntabamhlophe area is relative short

supply of recreational facilities. There are two sport fields that exist

in the vicinity – baring taverns and similar activities, the sports field

are the main form of entertainment in the area. Thus, there is a need

to broaden the choice of entertainment facilities within the

Ntabamhlophe area taking into cognisance its envisaged role as a

Secondary development node within the regional context.

AGRICULTURE

Within the context of rural areas of Kwa-Zulu Natal, the growing

trend is premised on the notion of emerging towns emerging side by

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side with agricultural development – and the Ntabamhlophe area is

no exception. Within Ntabamhlophe a considerable number of plots

are being utilized for crop production by small scale farmers.

Crops produced in these plots are in a form of maize and other dry

land crops - the production is geared towards subsistence with little

commercial orientation. However, the agricultural strategy has been

developed by ILM and seeks to harness all the potential that exists

in the area from an agricultural perspective. Its main thrust is to use

natural resources as a catalyst for economic development and job

creation.

DESIRED SPATIAL FORM: NTAMBAMHLOPHE

The Ntabamhlophe area has number of under-utilised and vacant

tracts. The vacant and underutilised tracts of land present an

opportunity for future development- the bulk of under-utilised land

along P29 should be considered for economic and perhaps

Figure 20. Ntambanhlophe spatial features

Imizi

School

Informal Taxi Rank

Shops

Municipal Building

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manufacturing uses. This would fuel for local economic growth and

would further establish Ntabamhlophe as a functional node within

ILM. Of particular importance is the type and nature of development

that should be advocated along the main route -the P29. Any future

development within this area should essentially be based on a mixed

use pattern thus enabling multiple land uses to occur

simultaneously. This may include education facilities, a shopping

complex which may include but not limited to a petrol station, formal

taxi rank, banking facilities, office development, etc. In short, the

available tracts of vacant should in all intents and purposes be

utilised for providing high order level of services in line with the role

of Ntabamhlophe as a Primary development node.

SECONDARY NODE

EMANGWENI/LOSKOP SECONDARY NODE

Secondary development nodes are generally the reflection of the

development potential in any given area. This means that, they

should be located in areas where there is scope for growth and

development. Cordially so, for these areas to develop, they require

an unequivocal intervention which would harness their potential.

Of particular importance is that, they should ensure linkage with

surrounding areas and exploit their local comparative advantages in

terms of providing job opportunities and contributing towards local

economic development (ILM IDP, 2013/14)

The Loskop area already serves as the satellite municipality office

and is home to a number of important services. It has great potential

to play a dual role which include economic development and

administration matters to surrounding communities. From an

efficiency perspective, both Ntabamhlophe and Loskop should work

as a single integrated system as opposed to the current separate or

distinct approach. Within this area, there is scope for the creation

of more employment opportunities oriented towards small to

medium enterprises. Some of the existing uses within the area

include the following:

Administrative Use- Traditional Court (Amangwe)

Commercial

Industrial

ECONOMIC ACTIVITIES

The Loskop area consists of a number of commercial activities. They

range from well a established centre (catering for local needs),

shops, general dealer shops catering for day to day needs of local

residents, public phones operated mainly in containers and informal

trading which constitute selling of vegetables and fruits along the

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road pavement. These activities are indeed an indication of the

entrepreneurship spirit indicated by the unemployed local residents

(ILM SDF, 2012). These activities are also an indication of the

potential that area has in establishing itself as a functional node. The

development of economic infrastructure should be encouraged and

programmes through which residents can access capital and the

support of SMME's should be considered.

SOCIAL ACTIVITIES

Social facilities that are found within Loskop include:-

several schools,

a crèche,

a clinic and a

taxi rank which is not currently being used.

RURAL SETTLEMENT (IMIZI)

Most settlements in Imbabazane Local Municipality are rural. Their

character and structure is very similar. However within Loskop there

seem s to be evident of some sort of planning- Housing projects. Like

in most areas within ILM, the settlement pattern in the Loskop area

has followed the movement pattern. Dense settlements are located

along the main movement routes mainly for access purposes –

showing the importance of roads in any given area.

GOVERNMENT INSTITUTIONS

Loskop is not well endowed with a range of institutions. The only

institution is the Amangwe traditional court or traditional office

which services the surrounding communities. Some of the services

that are offered at the court include a satellite banking facility from

ABSA and the municipality satellite office. Furthermore, another

important land use found in this area is in a form of a ‘children's

village’.

INDUSTRIAL ACTIVITIES

The only area with some form of industrial activity within

Imbabazane Local Municipality is Loskop. This area can be affirmed

as the key manufacturing spot, since it is home to two key

manufacturing industries within ILM. Both firms (KwaZulu Shoe and

Industrial Braiding) are located at Loskop and they offer employment

opportunities to local patrons. They form a number of important

land uses located along the P10-1 road which is identified as the

primary development corridor. For the spatial distribution of both

industries.

ROAD NETWORK

Loskop is accessible via the P10-1 which is a black top road and is in

a relatively good condition. On a broader level, the road network

resembles the Ntabamhlophe scenario. The road network is evident

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at a local connector and distributor level, and beyond this, especially

within the settlements, the road network is poor to non existence,

and the subject area is no exception.

DESIRED SPATIAL FORM: LOSKOP/EMANGWENI

Loskop has relatively high density settlements as it is facilitated

with various activities and therefore attracting households. Within

Loskop the levels of erosion of high (land susceptible to erosion) and

therefore much of it cannot be developed. It therefore presents a

spatial structure with less vacant tracts of land then Ntabamhlophe.

This suggests that development should be undertaken in a compact

manner and it should be based on a bottom up approach. This

implies that any development within this area should be in line with

the needs and demands of the local residents

.

Figure 21. Loskop: spatial Features

Injisuthi Clinic

Shop

Amangwe Traditional

Court

P10-1

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TERTIARY NODES

There are three (3) tertiary nodes which have been identified, they

include:-

Engodini

Enyezane

Draycott

Tertiary development nodes should be established in ILM because

they provide lower order services and facilities for communities

which may find the distance to Emangweni/Loskop beyond their

daily reach. According to the IDP, 2013/14 Engodini and Enyezane

areas are identified as tertiary nodes within the municipality. These

areas are those that have the potential to serve as tertiary nodes.

Both areas consist of a number of activities such as shops, schools,

which are currently used as pension pay points.

Draycott is a rural remote settlement that is located at the close to

Loskop and Bhekuzulu settlements on the north western portion of

the municipality. This settlement has potential to serve as a satellite

as it is accessible via the P10-1 . It is also facilitated with various

important facilities and services. These services and activities should

be harnessed to effectively meet the daily requirements of the

surrounding residents.

Loskop/Bhekuzulu

Areas

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MAP 2. DEVELOPMENT NODES

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TOURISM NODE

The ILM is strategically located in a region with

outstanding beauty. It falls under the Northern

Sub-region part of the Maloti-Drakensberg

Corridor (see Map 17).The Maloti-Drakensberg

corridor adjoins the eastern border of the Maloti-

Drakensberg Park World Heritage Site which is a

transnational frontier park with Lesotho and

extends from the Free State and the Golden Gate

National Park in the North through the highlands

of KwaZulu-Natal and South into the Eastern cape

(see Map 16).

A regional spatial framework has been developed

for the Maloti-Drakensberg by the KwaZulu-Natal

Department of Co-operative Governance and

Traditional Affairs. This framework considers this

corridor as a primary regional tourism asset from

which the local economy can benefit.

SOURCE: THE MALOTI-DRAKENSBERG REGIONAL SPATIAL FRAMEWORK PLAN

Map3. The Maloti-Drakenberg- Provincial context

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Amongst many other features, this region is a home to a large

variety of endemic and globally threatened species of flora and

fauna- aquatic and terrestrial. Further it has more than of historical

value but also cultural value. The region has rock art which has been

preserved. This rock art is the largest group in Africa and as a world-

wide significance in terms of diversity and quality. Evidently this

region is an area of great potential and tourism interest however is

confronted by various challenges such as:-

Unfilled Economic potential

Institutional weakness

Settlement sprawl

This ILM SDF should align its development intent of this region to the

existing regional spatial framework and should support and

encourage similar proposed potential land uses. Development

within this region should consider protected areas and major

ecological corridors. Future growth and development should be

steered towards areas with low biodiversity potential, major

transport routes. Land around the nodal areas should be identified

for intensive small farmer production which would reinforce the

settlement edge (Dewar and Louw, 2013) and development along

movement corridors could include the provision for rural

development. This would result in improved levels of services and

accessibility in the rural villages.

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OBJECTIVE: To Encourage Corridor Type of Development

STRATEGY 1: Enhance Access and Movement and promote

development along transport routes and at points of high accessibility

CORRIDOR

TYPE

DEVELOPMENT

Corridor-type

development

is

characterised

by intense

bands of high-

density urban

development

and

settlements,

which tends to

concentrate at

Map 4. The Maloti-Drakensberg Corridor- Northern Sub-Region

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points of high accessibility and along public transportation

routes, where residential, commercial, industrial, institutional and

recreational activities occur in close proximity.

This approach will improve access to opportunities, and integrate

communities with service provision, while also fulfilling a range of

economic and social needs. Corridor development is associated

with a system of transport facilities on key routes that work

together as an integrated system to facilitate ease of movement.

Each route tends to exhibit a different function, with some

routes combining route functionality in terms of accessibility and

mobility.

The system of corridor developments in Imbabazane LM has been

developed on the basis of the levels of mobility and access routes,

intensity of use and role in the regional spatial economy. Figure 20

above summarizes the relationship between these two concepts and

provides a framework for the three levels of corridors in the

Imbabazane Municipality.

THE NATIONAL DEVELOPMENT CORRIDOR

At both national and provincial level, the N3 is identified one of the

important routes that needs to be harnessed in order to deliver on

its development potential. A small portion of the N3 runs in the

north-eastern section of ILM. The character of the area where the

N3 cut through the ILM is of a moderate agricultural potential -both

sides of the N3 are regarded as having a moderate agricultural

potential. Also, the bulk of the land ownership in the vicinity of the

area where the N3 runs has assumed largely a private ownership

approach. The N3 carries high volume of traffic (mainly travelling

between Durban and Johannesburg).

From a Provincial, Regional, District and Local perspective, the N3

presents an opportunity for ILM to be integrated with National and

Provincial initiatives. Furthermore, the N3 is highly utilised by the

tourists travelling from other major hubs such as Gauteng and

Durban who frequently commute to and from KwaZulu Natal’s major

Figure 22. Classification of Corridors

Links Major Towns in and

beyond the District

Links Major Towns

Within the District

Links different

settlements in ILM

PRIMARY MOVEMENT

Located along Regional Routes

SECONDARY MOVEMENT

Located along District Routes

TERTIARY MOVEMENT

Located along District and Local Access

Routes

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tourist destination areas such as the Drakensberg mountains. (which

is close to ILM).

Therefore, the N3 should be considered somewhat an anchor from

which major development initiative are based. The ILM should

advocate and facilitate for the type of development that strengthen

linkages between the N3 and other nodal areas in ILM.

PRIMARY CORRIDORS

P10-1

The P10-1 runs along the north western portion of the municipality

and connects Loskop to Estcout town. This road is considered a

primary road because it carries relatively high volumes of traffic as it

connects directly to the N3. This route also serves as a connector

with adjoining municipalities on the north-western (Okhahlamba)

and north-eastern (uMtshezi) part of Imbabazane Local Municipality.

At a community level it connects various settlements which are

situated alongside it. It could be developed into being a highly

functional activity spine.

P29

The P29 is also of great significance. It connects Ntabamhlophe to

Escourt town. The other important route is P29, which is also

identified as an important local development corridor. The 29 is of

significance because it links various settlements such as Sobabili,

Boschi, Shayamoya, Emdwebu and Goodhome. This road directly

connects the ILM with the town of Escourt and further connects to

the R103 a main corridor within Estcourt . Therefore the P29 is

significant as it has an economic role and facilitates for service

delivery for traditional authority areas situated along it.

P379

The third primary corridor is the road linking Ntabamhlophe and

Mahlutshini (P379). This road engraves through dense settlements

of KwaNdaba and KwaDlamini which are characterised by few

economic development initiatives.

All development initiated along any of the above mentioned primary

corridors will have a positive economic and social impact to the local

communities and further serve to integrate the entire ILM area as

one system. Any development proposed should be aligned with

polices and regulations introduced by the South African National

Roads Agency (SANRAL) (ILM, SDF 2012).

SECONDARY CORRIDORS

Secondary corridors are premised on the notion that, they link the

primary centre to the secondary centres. Thus within Imbabazane

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Local Municipality there are three (3) identified secondary corridors,

they include:-

The road from the southern portion of ILM P28-1 linking with the

Hlathikhulu area. This road is in good condition and should be

used as a secondary development corridor to facilitate service

provision to surrounding communities in the Mkhize area. This

road is also utilised by the tourist visiting Giant Castle

The road from Ntabamhlophe Lodge linking with Dlamini area should

be identified as a secondary development corridor. This is due

to a few scattered settlements located along this road.

The P331 could be considered a tertiary corridor as it connects

Loskop/Emangweni areas to the Injisuthi Nature Reserve which

is a significant tourism node. Alongside this corridor there are

various clusters of settlements ranging from medium to

relatively high densities.

TERTIARY CORRIDORS

Tertiary corridors link service satellites in the sub-district and

provides access to public and commercial facilities at a community

level. They generally serve to connect various communities. These

corridors should be developed so to serve communities with services

offered on a mobile base e.g. pension points, mobile clinic etc. A

number of these tertiary corridors are gravel in nature and therefore

currently access to the various communities becomes problematic.

Figure 23. Gravel District Road

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MAP 5. DEVELOPMENT CORRIDORS

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WAY FORWARD: FOSTERING FOR NEW LINKAGES

Linkages within the ILM especially between the north, central, east and western parts are poorly developed to non-existent. In dealing with this

situation, a proposed link was made within the previous SDF, 2012,which comes off P33-1 and link with the road from Ntabamhlophe to

Emangweni. It was intended that this proposed route reduce travelling time between Ntabamhlophe and eMangweni and would further open

economic and social opportunities for surrounding local communities. Development corridors identified on Map 19 form a simple system of

linkages between north, east and western part of the ILM.

The importance of creating linkages between various nodes within the municipality cannot be emphasized. Roads are channels through which

goods, service and people move, they also facilitate economic and social development in various areas. To this end, the subject municipality is

highly encouraged to develop strong linkages in various areas thus opening economic opportunities which hitherto did not exist.

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MAP 6. LINKAGES BETWEEN NODES

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OBJECTIVE: To develop Sustainable Human Settlements

STRATEGY 2: Promote Integrated Development and Facilitate the

Transformation of Unevenly Scattered Low Density Sprawling

DEVELOPMENT OF SUSTAINABLE HUMAN SETTLEMENTS

The 1976 Vancouver Declaration defined human settlement as:

"the totality of the human community - whether city,

town or village - with all the social, material,

organizational, spiritual and cultural elements that

sustain it. The fabric of human settlements consists of

physical elements and services to which these elements

provide the material support"

The concept of sustainable human settlements has been developed

further into a strategic framework for overall socio-economic

development. Human settlements are the spatial dimension as well

as the physical expression of economic and social activity. The

creation of sustainable human settlements is inevitably an objective

for social development as it defines and determines the relationship

between where people live, play and work on the one hand and how

this occurs within the confines of the natural environment. It is one

of the most visible and quantifiable indicators of the society’s ability

to meet one of its basic needs - shelter, and a pre-requisite for

sustainable human development and economic growth.

LAND RELEASE

Land identification exercise should be undertaken to identify, map

and assess all strategically located land that is suitable for housing

development. This is in addition to the land that is subject of the

current and planned housing projects. The exercise should be based

on the following criteria:

Ownership of land.

Restrictive conditions of title and other encumbrances.

Current land use and existing zoning.

Size and potential yield for different housing products.

Availability of services within the ILM.

Location in relation to employment and other urban opportunities.

Market value of the land as determined by the municipality for rating

purposes.

Geotechnical, topographical and other environmental conditions.

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The use of the land for housing purposes should be in accordance

with IDP and the associated sector plans.

This exercise should be supported by a land release policy clearly

stating the manner in which the municipality will acquire, allocate

land and release it for development. In some instances, this may

include entering into collaborative initiatives with the private sector

(e.g. private public partnerships).

HOUSING DELIVERY

A comprehensive housing strategy should be followed in the

development of sustainable human settlements. Particular focus in

the rural areas should be paid to the eradication of inadequate

housing and slums and release of land for the establishment of new

settlements and delivery of a range of housing products within the

rural context of ILM. Rural settlements should be prioritised for the

development of human settlements through the rural housing

subsidy scheme.

SLUMS CLEARANCE

The following spatial planning directives will be applied in the

implementation of slums clearance projects:

Identify all informal settlements and quantify housing need and

demand.

Mapping and assessment of informal settlements to establish

whether they can be upgraded insitu or requires relocation.

Develop and introduce a land invasion policy as a means to prevent

development of new and expansion of the existing informal

settlements.

RURAL HOUSING

The Government’s rural housing assistance programme has been

designed to complement the realisation of the objectives of

Integrated and Sustainable Human Settlements. It focuses on areas

outside formalised townships where tenure options are not

registered in the Deeds Office but rather protected in terms of land

rights legislation - Interim Protection of Informal Land Rights Act,

1996 (Act No. 31 of 1996). As opposed to registered individual

ownership in formal towns, rural households enjoy protected

informal tenure rights and/or rental or permission to occupy. The

rural housing assistance programme is needs or demand based and

designed to provide housing and infrastructure assistance within the

specific circumstances. Dense rural settlements will be for prioritized

rural housing.

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OBJECTIVE: Compact Development

STRATEGY 3: Promote Spatial Integration of Social, Economic and

Physical Aspects of Development

BREAKING NEW GROUND/ RURAL HOUSING PROJECTS

The ILM developed a Housing Sector Plan (2006). The Housing Sector

Plan estimates the housing backlog to 12 602 units calculated on the

basis of the 2001 census data, informal dwellings (shacks),

Traditional dwellings, informal dwellings in backyard and backyard

rooms. Naturally, since the municipality is mainly rural and has a high

percentage of unemployment, the greater percentage of the housing

need is for affordable housing units (ILM, IDP 2013/14) .

COMPACT DEVELOPMENT

The ILM is predominantly rural in character. As such, exclusive use of

development nodes as key spatial structuring elements has potential

to undermine the significance of rural parts of the municipal area

and relegate rural settlements into sub-sets of mostly urban nodes.

The SDF facilitates the evolution of a settlement pattern that reflects

strong functional linkages between rural and the major ton

identified, and the continuum of settlements ranging from deep

rural to formal planned settlements. This pattern has a number of

benefits, including:

Maximizing choice of lifestyle and where people want to live.

Providing a good framework for the delivery of services and

application of service standards based on character of the area.

Enhancing economic development potential at different scales thus

providing remote rural areas to realize their agricultural

economic development potential.

Improving economic performance of the region.

RURAL SETTLEMENTS AS PRIMARY INVESTMENT POINTS

Rural settlements are the most deprived in terms of provision of

services and facilities. Thus a systematic approach is desirable when

provision of services is made to such areas. Investment in rural

settlements should be classified according to density and location as

a means to facilitate service delivery. History and experience has

proved that, strategically located higher density settlements are

more cost effective and easier to service with regards to piped water,

roads and grid electricity compared to the dispersed and low density

settlements. Furthermore, they provide sufficient thresholds to

support public facilities within a short radius. To this end, they do not

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generate enormous amount of travelling. Rural housing projects can

also be used a means to promote development in these areas.

DENSE RURAL SETTLEMENTS

Dense rural settlements are an old phenomenon in the rural

landscape of Imbabazane Municipality and the uThukela District

generally. These settlements have emerged as a result of forced

removals in the commercial farmlands, apartheid based land

ownership patterns and shack farming that became an alternative to

farming given the low production potential of the land. These areas

include but not limited to:-

Loskop

Ntabamhlophe

Draycott etc

These areas should be prioritized for settlement planning as a means

to prevent them from degenerating into rural slums. This should

entail the following:

Mobilization of land owners and traditional councils (where

applicable) in support of settlement planning initiative.

Formalization of institutional arrangements and clarification of roles

and responsibilities and cooperation between the municipality

and land owners in respect of land allocation and land use

management.

Preparation of settlements plans indicating spaces where different

land uses may be located and areas where settlement should be

discouraged.

Delineation of settlement edge indicating the land required to

accommodate further expansion and social development needs

over a defined period of time (five to ten years). The urban edge

also promotes compaction.

Introduction and application of planning standards including average

site size.

Efficient land management in these areas is critical to deal with

challenges of socio-economic change. Spatial planning interventions

in these areas should focus on the formalization of these settlements

through land tenure upgrading, provision of services, development

of a range of housing products and improving access to public

facilities.

SCATTERED RURAL SETTLEMENTS

Within ILM the following can be considered as scattered

settlements:-

KwaDlamini

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KwaMkhize

Maqedandaba

Bhekuzulu

Sobabili

KwaNdaba etc.

Further expansion of small scattered rural settlements should be

discouraged in the short to medium term with an intention to enable

them to develop into settlements with a strong agricultural

character. Spatial planning interventions in respect of these

settlements should focus on the following:

Agricultural development particularly protection of agricultural land

from settlement.

Management of grazing land including introduction of strategies

such as rotational grazing.

Consolidation of settlements as a means to create service

thresholds.

COMPACT DEVELOPMENT

Establishing dense settlements on well-located areas, within the

rural context and settlement will promote efficient use of existing

infrastructure and help create the necessary threshold for public

facilities.

The municipality should seek to create housing opportunities for the

poor in areas that improve access to opportunities including

employment, access to basic services, etc. This includes a drive to

develop sustainable human settlements and to ensure that people

live in harmony with the environment.

The municipality will to achieve this by:

Limiting and containing the development footprint within the

settlement edge.

Promoting higher “net” residential/development densities in

strategically located areas within core areas, new growth areas

and areas prioritised for infrastructure development.

Creating new residential development opportunities that connect

fragmented areas and consolidate urban form around high

accessibility routes and nodes.

SETTLEMENT EDGE

One of the major challenges facing the ILM is the outwards

expansion of rural and mostly isolated settlements. Unless this

situation is arrested at this stage, the government will continue to

battle to provide services efficiently and effectively in these areas. It

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will also be difficult to turn them into sustainable human

settlements. The municipality will therefore work with the land

owners, traditional leaders and other relevant authorities to contain

further outward expansion of these areas. In particular, the following

activities should be undertaken in this regard:

Delineation of settlement edges (outer boundary) beyond which

residential and other physical development will be discouraged.

Each boundary will be negotiated with relevant stakeholders.

Working with those responsible for land allocation to formulate

standards, develop settlement plans and identify potential sites

for future residential use, public facilities, etc.

Clear identification of land reserved for agricultural purposes, public

facilities, public open spaces (active and passive) and other state

domestic uses.

The level of service will depend on the density of each settlement

and whether it is earmarked for densification or not. Dense rural

settlements will be prioritised for upgrading, delivery of bulk services

and provision of public facilities.

DENSIFICATION

Densification is one of the key elements of compact development

and a drive towards building an integrated and efficient spatial form.

This can be achieved by limiting outward expansion, by promoting

higher densities, infill and re-development activity nodes and by the

promotion of mixed use activity corridors linking otherwise isolated

and non-functional areas with a focus of public transport.

The densification to be adopted is dependent on the spatial context

of development, the site specific characteristics, the capacity of

existing infrastructure and what the impact of that the development

will have on the environment. The municipality should formulate a

densification strategy, in which it is acknowledged that there has to

be a balance between compactness and the retention of significant

open space to satisfy other social and environmental needs.

The objectives of densification and compaction in the ILM are as

follows:

Minimising/Reducing the Footprint of the built up areas: Settlement

(both rural and urban) transform natural land and alter the

ecosystems in which they are located in a magnitude of ways.

This in itself warrants a concerted effort to limit the impact on

the affected area of land, as well as the ecosystems involved.

Preventing the Destruction of Agricultural Land: Outward expansion

of settlement occurs at the expense of high-value, very well

located agricultural land in close proximity to urban markets. .

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This resource should be protected from settlement intrusion and

should be set aside for productive agriculture.

Improving the Use of Public Transport and Facilitating Pedestrian

movement: One of the key means of improving the use of public

transport is increasing residential densities in nodes and along

public transport corridors, which has major implications for the

way in which areas are built and managed. The other is greater

integration between the various entities involved in land use and

transport planning.

Improving the Efficiency of Urban Areas: More compact settlements

increase general accessibility, the level of convenience with

which people can conduct their daily lives and reduces costs in

terms of time, money and opportunity cost, both for local

government as well as for its citizens. More compact settlements

in which infrastructure investment is planned are more efficient

than those in which this is not the case.

Reducing Inequality: One of the objectives of intervening in the form

and density of development of settlements is to ensure greater

access of all, especially the poor, to the benefits and

opportunities of urban living – something that the current

fragmented, separated spatial structure works against.

To adhere to legislative directives: A wide range of acts and policies

have been brought forward by national government urging local

authorities to address the issue of sprawl and urban form.

However, in practice, very little has been done to address these

legislative directives.

DENSIFICATION STRATEGIES

The different methods for achieving densification can occur through:

New development on vacant or under-utilized land at higher

densities.

Subdivision of large pieces of land to encourage higher densities

Infill development on vacant or underutilized parcels of land at

higher densities. A range of infill processes may include transfer

of development rights, land swops, land consolidation, public

housing projects and so forth.

Cluster development on large parcels of land through a consolidation

process

Redevelopment of poorly functional and underdeveloped areas to

encourage and facilitate infill.

Introduction of a range of housing products/typologies to meet the

densification requirements.

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OBJECTIVE: Development of Biodiversity/Green Corridors

STRATEGY 4: Promote Environmental Awareness and Facilitate For

Efficient Management Procedures.

MANAGEMENT OF THE NATURAL ENVIRONMENT AND RESOURCES.

The human-centred approach adopted emphasises that a central

purpose of planning is to ensure that the developmental needs and

activities of people living in settlements are catered for and, in

particular, that opportunities for people to achieve their full

potential through their own efforts are maximised (sustainability).

This approach, rather than being purely cost or technologically-

driven, is people-driven and democratic. The nature-centred

approach recognises that natural systems interact in highly

synergistic ways, which must be respected if breakdowns in them are

to be prevented. Human actions on the landscape, such as

settlement-making, must thus be sensitive to ecological processes.

Therefore, rather than imposing settlement development on the

environment, this approach emphasises co-existence, thereby

creating synergy between man-made and ecological systems. The

presently unmanaged growth of rural settlements has potential to:

Contribute to the degradation of environmental resources such as

the water and plants,

Contribute to malfunction of waste management systems,

Overload the transport system, and

Negatively affect the overall deterioration in the living conditions of

Imbabazane LM residents.

The growth in the local economy of ILM and surrounding areas,

invariably contributes to an exponential increase in water use, waste

generation and energy use in the residential and commercial sectors.

If not properly managed, the growth can lead to degradation, some

of which is not reversible.

RANGE MANAGEMENT

The ILM should work with the Department of Agriculture to

determine the appropriate grazing capacity of the area. There are

standard methods for doing this, and they are essential for range

management. Importantly, this process must involve participation

by the communities in question to ensure that local dynamics are

accounted for. A rotational grazing system must be designed and

implemented for these areas to ensure that sufficient rest is granted

to the rangelands. Each targeted community should have the

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equivalent of a farm management plan that guides all agricultural

development and management for a five year period.

ALIEN PLANT MANAGEMENT

This intervention has two primary aims, firstly, the conversion of

certain alien plant infestations (which are a liability) into an

economic opportunity (charcoal, bio fuel, poles, firewood, etc), and

in so doing provide an economic vehicle for SMME's / local micro

enterprises to generate income through value adding activities. This

is an ambitious but possible intervention, requiring excellent

technical and management skills, and well structured partnerships

between role players, including the private sector, the District, and

relevant government departments. There are other such projects

elsewhere in South Africa and KwaZulu-Natal which have been

successful. Secondly, the control of existing alien tree infestations

where they do not present an economic opportunity.

CONSERVATION THROUGH PRODUCTION

There are no fundamental physical differences between the rural

settlements and commercial farmlands. They are both located in the

same biophysical area, with the same rainfall, similar soils, and can

support similar plant and animal species. However, the major

difference is the management style and land tenure system.

Breakdown of co-operative communal land management has led to

extensive overgrazing by wandering livestock, which has bared much

of the soil in the surrounding area. Biodiversity loss is severe,

livestock are often starving during winter and early spring due to

insufficient biomass and nutrition, and most wildlife has disappeared

as a result of poaching. The EMF should advocate for the adoption

of the ‘conservation through production’ concept with its central

tenet being increasing agricultural production while reducing the

vulnerability of rural livelihoods to drought and soil erosion.

CONSERVING THE NATURAL RESOURCES

Natural resource within Imbabazane are scarce and therefore they

should be treated with due care since they are primary assets. These

natural resources range from heritage resources, eco-tourism sites

and agricultural land. According to the ILM, SDF (2012), these natural

resources serve as the municipalities economic pillar as it is where

the majority of the local economy is generated.

Therefore, their importance draws attention to the river systems,

valley lines, nature reserves, wetlands and arable agricultural land

that should as far as possible be protected and kept as investment

opportunities areas. In cases where development has occurred,

management overlays should be developed and communities be

educated on the need to protect environmental sensitive areas

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PROTECTED AREA DEVELOPMENT

The Priority Environmental Areas can be used as the basis to

identifying new protected areas. Large portions of untransformed

land within these areas have potential for protection, assuming

there is a willing community or owner. Potential areas for

exploration and proclamation under the Protected Areas Act should

be identified. All should have high aesthetic appeal and considerable

potential for agriculture, tourism, and should be located in close

proximity to the Tugela catchment which is important for water

security.

WETLAND MANAGEMENT

Wetlands play a critical role in the ecosystem water management

and biodiversity conservation. As such, they deemed to be no-go

areas in terms of development on site. In the interim the following

will serve as guidelines for an effective management of wetlands:

No activity that will result in the transformation of wetlands is

recommended. Wetlands should be retained for the ecosystem

goods and services they supply, therefore only rehabilitation and

conservation activities are proposed within the zone.

In cases where wetland impacts cannot altogether be avoided or

acceptably mitigated on-site, consideration must be given to

establishing off-site wetland offsets that would result in positive

impacts for wetland management in the region.

Buffers should be established around each wetland are as on-site

delineation of wetlands has not been undertaken.

BIODIVERSITY MANAGEMENT ZONES

PROTECTED AREAS

Areas of high biodiversity are important for their intrinsic value in

the ecosystem. These areas have very high development constraint

and care should be taken to ensure that large scale transformation

does not occur and that the ecological functioning of these sites is

not lost. These areas are afforded legal protection in terms of

environmental management legislation. Any development within

protected areas is subject to an EIA and will require extensive

consultation with all interested and affected parties.

BIODIVERSITY CONSTRAINT AREAS

Any development proposed within this zone must be subject to a

pre-feasibility assessment which must include all necessary specialist

biodiversity investigations and the consideration of alternatives and

mitigation. If the site is confirmed to be highly sensitive and the

proposed activity is expected to result in the potential net loss of

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OBJECTIVE: Protection of Agricultural Land.

STRATEGY 5: Ensure Efficient Planning Regulations so to Protect and

Enhance Agricultural Practices.

critical biodiversity elements, then the development should be

considered fatally flawed from a biodiversity perspective and should

not proceed.

Activities that are compatible with biodiversity management

objectives and that would result in a net increase in biodiversity

should be supported. In cases where biodiversity impacts cannot

altogether be avoided or acceptably mitigated on-site, consideration

must be given to establishing suitable off-site biodiversity offsets

that would result in positive impacts for biodiversity in the region.

PROTECTION OF ARABLE LAND

Agriculture and farmland are an integral part of the Imbabazane LM

economy, environment, and overall quality of life. Appropriately,

managed agricultural lands can provide groundwater recharge,

wastewater infiltration, flood prevention, and habitat protection.

Agricultural land enhances the quality of life for citizens within the

community by offering scenic landscapes, open space, and a variety

of outdoor recreational activities. While some conversions are

inevitable, communities can manage the impact of conversion by

implementing one or more regulatory and incentive based farmland

protection strategies. Two primary planning goals are to provide

locations for necessary settlement development and to protect

natural resources, such as good agricultural soils. If growth is

properly directed, the two rarely come into conflict. If it is not,

neither goal can be achieved. Therefore, programmes for the

preservation of agricultural land should be integrated with the

general growth management programs.

IDENTIFICATION AND MAPPING OF HIGH POTENTIAL

AGRICULTURAL LAND

An assessment of land quality in terms of its suitability for agriculture

is clearly essential if policies to protect such land are to be

implemented. Good quality agricultural land could be defined as

Land capable of sustainable use for crop or animal production, with

a reasonable level of inputs, without causing degradation of land or

other natural resources. Agricultural land considered to be of good

quality would be:

Suitable for, and capable of, sustainable agricultural use;

Important for agricultural activities of State or regional significance;

and

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Available for agricultural use.

Land evaluation and the determining of land capability play an

important role in land use management and the identifying of

agricultural land. The ILM has a lot of high to good potential

agricultural land (see Agricultural section). It is therefore important

to ensure that such land is identified, protected and set aside for

agricultural purposes only. High potential agricultural land is

identified based on the inherent potential for cultivation based on

soil type, slope and climatic conditions of the area. In areas of high

agricultural potential that also have high biodiversity value it will be

important to attempt to identify land uses that may achieve both

objectives such as grazing or less intensive cultivation that include

areas to be set aside for biodiversity management. High potential

agricultural land located within existing settlements but is too small

or lack the appropriate infrastructure to become viable agricultural

areas could be considered for small scale or intensive food

production.

COMPREHENSIVE OR AGRICULTURAL PROTECTION PLANS

Comprehensive planning that includes growth management and

more direct farmland protection activities should be the foundation

of agricultural land protection efforts. Comprehensive planning will

help ILM to identify lands with valuable natural resources, economic

development potential, and environmental importance. Effective

management of agricultural resources will require the community’s

recognition of agricultural activity as an important multi-faceted

resource and/or activity. Communities can include detailed data

regarding agricultural land and the specific associated economic

activities. Agricultural activities can vary widely in terms of the

intensity and potential conflict with other uses. Once identified, the

current resources should be analyzed with respect to the expected

pressure for development in coming years, the effectiveness of

current management practices, and trends in agricultural

production. Based on this information, planners can work with the

public to establish goals, objectives, and policies for the plan, and

then suggest alternative, more suitable locations for expected

growth or qualitative changes in the types of growth allowed. Less

direct, comprehensive plans also may identify areas where

development and redevelopment can be encouraged.

LOCAL LAND USE REGULATIONS

The alienation of some productive agricultural land will inevitably

occur as a consequence of development, but the municipality should

not support such alienation when equally viable alternatives exist,

particularly where developments that do not have very specific

locational requirements (for example, ‘rural residential') are

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OBJECTIVE: Local Economic Development

STRATEGY 6: Enhance, Stimulate and Identify Economic Development

Potential

involved. When preparing, reviewing or amending planning

schemes, the municipality should make provisions for protecting

good quality agricultural land, regardless of the effect of market

fluctuations on its viability.

The preparation of planning schemes should include an evaluation

of alternative forms of development, and significant weight should

be given to those strategies, which minimise the impacts on good

quality agricultural land. Zoning and subdivision regulations are local

regulatory tools that can be used to reduce the impact of

development on agricultural lands. A number of specific techniques

are available, including:

Restricting or excluding residential and commercial development

and incompatible land uses and activities.

Restricting the density of residential development.

Requiring special exception or conditional use permits for

development or for more intense agricultural uses.

Requiring cluster subdivisions or planned unit developments that

cluster residential lots outside areas of concern or minimize the

consumption of farmland.

Utilizing an overlay zone to establish additional specialized land use

regulations.

AGRICULTURAL POTENTIAL LOST DUE TO TRANSFORMATION

Areas within this zone may have previously exhibited high

agricultural potential. Due to land use changes in the past, the

potential for agricultural production has been lost. Activities within

this zone are not constrained by the agricultural potential.

Opportunities for urban agriculture and vegetable gardening should

be encouraged.

DEVELOPMENTAL LAND AND AGRARIAN REFORM

A significant amount of land restitution claims in ILM includes either

developed or high potential agricultural land. Settlement of these

land restitution claims should be undertaken in a manner that

enhances the productive value of the land and generates economic

benefits for the beneficiary communities. Land reform beneficiaries

should be provided with agricultural development support including

assistance with productive and sustainable land use, infrastructure

support, agricultural inputs, and strategic linkages with the markets.

In the case of Imbabazane , where most of agricultural land is under

either crop production or live stock , such linkages should be

developed with the meat other relevant companies.


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The ILM IDP identifies local economic development (LED) as one of

the key performance areas (KPAs), and a strategic area for

intervention. Investigations undertaken towards a comprehensive

LED strategy and implementation plan suggests that the area has for

Local Economic Development.

The LED Vision Reads:

The above vision commits the municipality to stimulating economic

growth through the efficient use of local resources and by expanding

economic sectors with potential for growth.

The economy of ILM is mainly dominated by the community service

sector, which comprises mainly of government departments and to

a certain extent the agricultural sector as well. This implies an urgent

need to promote the development of other sectors, more especially

growth orientated sectors. In this regard, there is great opportunity

in agriculture, tourism and construction sectors (ILM LED Strategy

Plan, 2008).

TOURISM

According to ILM LED Plan (2008) , the municipality has potential for

tourism development which is derived from a range of attractive

features such as, scenic features, cultural diversity and rich bio-

diversity. Tourism development should be promoted in the following

areas:

Nature based tourism perhaps towards the infamous Drakensberg

Mountains.

Rural villages where there is an opportunity to celebrate the culture

of the local communities.

In areas with historical significance e.g. Giants Castle etc

Agro-tourism on commercial farms subject to impact on agricultural

land.

Township tourism should also be encouraged.

AGRICULTURE

Agricultural development should be promoted based on potential

with high production land being reserved mainly for agricultural

To develop and grow the local economy of ILM using local

resources, working in partnerships with relevant

stakeholders and other development programmes so as to

provide an enabling entrepreneurial environment which

will stimulate economic growth, contribute to job creation

thus meeting the objective of poverty alleviation.

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OBJECTIVE: Bulk Infrastructure Development

STRATEGY 2: Facilitate and Fast Track Service Delivery within

Imbabazane LM

purposes. The following agricultural activities are prevalent in the

area:

Forestry- The focus is on expanding the manufacturing sector.

Focusing on bi-products from existing forestry/timber industries.

Crop and livestock farming should be promoted, particularly in

commercial agricultural areas, but grazing land management

programmes should also be introduced to address the increasing

problem of soil erosion.

Farms should be considered for the establishment of smallholdings

where limited processing of agricultural products and tourism

facilities should be allowed. The same applies to farms located

immediately along development corridors. Sub-division of these

properties into agricultural should be promoted.

COMMERCE AND INDUSTRY

The nodal areas should be prioritised for commercial and industrial

developments, depending on the size of the threshold, role of the

node in the local and regional space economy, and availability of

suitable land parcels. Ntabamhlophe and Loskop have great

potential given their sphere of influence and strategic location in

relation to district and regional movement and trade routes. These

areas have a semi-developed physical infrastructure and is endowed

with strategically located vacant and/or underutilised land for

further expansion.

Commercial and industrial development should resonate with the

role of these areas as primary centres supporting clusters of

settlements in their vicinity. Neighbourhood and community centres

should be located in nodes that serve a cluster of settlements.

PROVISION OF BULK INFRASTRUCTURE

Provision of bulk services is the responsibility of uThukela District

Municipality. Sector plans have been prepared for some of the

services. The recommendations thereof that have implications for

Imbabazane Municipality have been integrated into the SDF for

alignment and integration purposes.

SANITATION

The ILM IDP (2013/14) indicates that the ILM has a huge sanitation

backlog. Packaging of sanitation programs should be based on

settlement clusters and be integrated with the drive towards the

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transformation of rural settlements into sustainable human

settlements. The following spatial planning standards should be

applied in all sanitation projects:

Giving priority to settlements located within priority environmental

areas.

Providing settlements located within a 100m of wetlands with lined

ventilated pit latrines at the minimum.

WATER

Like many areas in South Africa, the Imbabazane municipal area has

inherited the historical legacy of a large backlog of water and

sanitation service infrastructure. This situation is clearly intolerable

and therefore the efficient and adequate supply of water services for

domestic consumption and for economic development is one of the

most important challenges facing the uThukela District Municipality,

in its capacity as the Water Services Authority for both ILM and the

other local municipalities located within its boundaries. The

uThukela District should consider the following:-

Additional sustainable water sources

Bulk water supply system where rural schemes can just be “plugged

in”.

Bulk water supply to the settlement clusters.

Raw water supply for Agricultural irrigation.

Identification of supply zones should be based on the cluster of

settlements defined in terms of quaternary catchments. The

following spatial planning standards should be implemented in all

water supply schemes:

rural settlements should ideally be supplied with water on site or at

least within a 200m from each household.

Dense rural settlements should be provided with water at least

within 200m from each household.

Scattered rural settlements should be prioritized for spring

protection, source water from the rivers and where possible

boreholes.

IMPROVING ACCESS TO SOCIAL FACILITIES

Different communities have different priorities in terms of social

facilities, and different types of facilities will work efficiently in

certain communities. Large facilities with a municipal wide threshold

such as hospitals may not be located in a small poorly accessible

settlement. The important issue is not to predetermine the form of

all facilities, but rather the positioning of social institutions valued by

the community. The precise nature and form of many of these

facilities can be determined over time by the community itself.

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Community facilities are important place-making elements and they

should be used, in combination with public space, to make

memorable places. They are dependent upon public support and

play an important integrating function in and between

communities/settlements. They should therefore be located in

places of high accessibility, for the local and surrounding

communities. In this way, they bring together people from a number

of local areas and are not tied to the dynamics of any one

community.

HEALTH

Equitable access to health facilities and services is one element of

sustainable human settlements. The area has four clinics located at

the Mahlutshini, Ntabamhlophe, Craig A and Loskop areas. The

spatial distribution of clinics’ could be improved to achieve a target

of a clinic for every 6000 households or a clinic within a 6km radius.

This could be achieved through the location of clinics in secondary

and tertiary nodes where the concentration of public facilities is

recommended.

GATHERING/MEETING PLACES

Both open-air public spaces and enclosed spaces such as community

halls are important parts of social infrastructure. Halls should be

located in association with public spaces as this will allow for events

in one to spill over into the other, or provide alternatives in case of

weather changes. Halls should also be associated with other public

facilities, such as schools and libraries. Given the limited number of

public facilities which can be provided in any one settlement, it

makes sense to concentrate these to create a limited number of

special places, which become the symbolic parts of the settlement.

The number and location of meeting places cannot simply be

numerically derived. Rather, it is necessary to create “forum” places,

which over time assume a symbolic significance outstripping their

purely functional role.

EDUCATIONAL FACILITIES

The creation of environments which promote learning forms an

integral part of the settlement-making process. Learning has both

formal and informal dimensions. Schooling relates to the formal

dimension of education. Informal learning stems from exposing

people to experiences outside the formal learning environment,

such as experiencing nature and social events. In this respect, the

informal part of the learning experience can be enhanced by

integrating educational facilities with the broader settlement

structure. This can be achieved by locating schools, colleges,

universities of technology and adult education centres close to

places of intensive urban activities.

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The concept of the specialised self-contained school, accommodated

on a spatially discrete site and serving only its pupil population,

needs a rethink. Schools should be seen as resources serving both

pupils and the broader community. In this regard schools can

accommodate the school population during the day and, where

possible, adult education during the evenings. Similarly, halls and

libraries can serve the school population during the day and the

broader community during the evening, ensuring 18-hour usage of

facilities.

The need for informal school play areas can be supplemented by

public space adjacent to which the school is located. Formal sports

fields can serve both the school and the broader community. In

terms of their location, schools should be part of an accessible,

settlement-wide system of education facilities. Accordingly, they

should be located close to continuous public transport routes. This

will make schools sustainable over a longer period, since they will

draw pupils from a larger area, thus becoming less susceptible to

fluctuations in the local population.

Provision of education facilities should be based on established

planning standards of a primary school for every 600 households and

a secondary school for every 1200 households. Future school sites

should be located and be integrated into the existing spatial fabric

and logic. Secondary facilities could be located in areas where they

can be shared between or among settlements thus forming the basis

of emerging nodes.

FACILITATING EFFICIENT MOVEMENT AND PUBLIC TRANSPORT

Movement should not be seen as a separate element but as an

activity which occurs within a social space. The degree to which it

dominates space varies significantly depending on the type of

settlement. In ILM , equal emphasis should be placed on both spaces

which are entirely pedestrian dominated and those which are

entirely vehicle dominated. The situation is completely different in

rural settlements where pedestrian and public are the dominant

modes of transport. Public transport is essential in areas that are

characterised by low levels of car ownership. As far as possible,

transformation of rural settlements into sustainable human

settlements should support public transport. Well located and highly

accessible settlements should be allowed to expand and increase in

density in order to create sufficient thresholds to support public

transport and public facilities.

Higher densities in areas such as Loskop and Ntabamhlophe will

increase the viability of public transport and should be encouraged

along public transport routes. This is critically important as it

promotes concentration of activities and gives effect to the notion

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OBJECTIVE: Integrated Sustainable Spatial Planning System

STRATEGY 2: Ensure Formal Planning Through The Development of

Strategic Planning Tools.

of nodal development. There is a strong ordering dimension to

movement. At all scales, it is necessary to maximise continuities of

movement, as this promotes choice and integration. Land uses

should be able to respond freely to movement patterns as this

encourages diversity and a mix of activities. The proposed system of

corridors and nodes supports the concept of an integrated public

transport system, with most of the corridors serving as public

transport routes.

EFFICIENT SPATIAL PLANNING SYSTEM

With the exception of broad high level spatial planning in the form

of Spatial Development Frameworks, ILM has not benefitted from

formal spatial planning processes. Rural settlements have evolved to

their current state because of traditional land allocation system. The

Imbabazane municipality should develop and implement an

integrated sustainable planning system as a means to introduce

formal planning and integrate traditional land allocation processes

into the planning system.

HIERARCHY OF PLANS

The ILM SDF outlines the spatial development strategy and

introduces principles for the transformation of rural settlements into

sustainable human settlements. The SDF will be refined and

developed further through the formulation of a series of plans with

varying degrees of detail and flexibility.

LOCAL AREA PLAN

Local Area Plans (LAPs) should be prepared for each of the ward

clusters with the priority being put on areas that are currently

experiencing development pressure. Local Area Plans (LAP) are

developed to provide locally focused planning guidance for local

areas. Their aim is to achieve the following:

Establish a shared vision for the local area;

Address key local planning issues and capitalise on opportunities;

Establish an integrated approach to local planning; and

Sensibly manage future development outcomes.

LAPs should deal mainly with the following issues:

Land use zoning and density

Public open space

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Private open space

Provision of infrastructure

Conservation of built heritage

Conservation of natural environment

Provision of traveller accommodation

Community facilities

Design and development standards.

The results of local area planning will be integrated and used to

refine the SDF. They will also inform the preparation and

introduction of the Land Use Management Schemes (LUMS).

PRECINCT PLANS

Precinct plans should be prepared for each of the development

nodes. These plans should establish spatial structures and provide

more detail on the land use proposals. Particular attention will be

paid on the following:

Housing typology and yields;

Local transport and movement networks;

Open space system;

Development parameters; and

Nature and character of land use.

The precinct plans should be incorporated into the local planning

scheme to guide the use and development of land in the precinct

over the long term. Precinct plans should:

Meet the state and municipal planning policy objectives and resolve

competing issues;

Create a structure for nodal development that will deliver practical

outcomes;

Provide the framework for statutory planning controls, including

specific implementation provisions; and

Give local communities, developers and other investor’s greater

certainty and confidence about future development in the

growth areas.

SETTLEMENT PLANS

Fragmented development has high infrastructure costs and should

be highly discouraged. Future environmental, economic and social

sustainability settlements should be planned to be able to

demonstrate self-reliance and an ability to maximize infrastructure

efficiency and service provision. Planning for settlement purposes

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should identify the constraints and opportunities of the land, and

seek to achieve a carefully planned community, enhance the quality

of the environmental, and avoid resource and hazard issues. As such:

Settlements should be located on land that is suitable for this land

use and capable of supporting all of its aspects;

Isolated settlements should not be promoted if residents would

dependent heavily upon public transport to access basic social

and services infrastructure;

Development of settlements should avoid areas of natural

significance, economic resource, high landscape and areas with

cultural heritage value, and potential increased risk associated

with impacts of climate change; and

Development of settlements on areas adjoining land with the above

values should incorporate buffers as necessary to help protect

those values and to avoid future land use conflict.

INTEGRATION OF TRADITIONAL LAND ALLOCATION PROCESSES

WITH MUNICIPAL SPATIAL

Traditional leaders are responsible for the allocation of land for

different land uses within their areas of jurisdiction. In some

instances, these uses compete for the same space. Most common

land uses in traditional council areas include settlement (imizi),

grazing, limited agriculture, and limited commercial and community

facilities. Although this practice has shown resilience and is practised

widely through the Province, it can be improved through strategic

integration with municipal spatial planning activities.

MAPPING OF IZIGODI

Spatial planning in traditional authority areas should start with the

recognition of the social and management structure, and the

manner in which social groups have organised themselves in space.

Each traditional council area is divided into izigodi. The boundaries

for izigodi are known to the local communities and traditional

leaders, and often run along natural features such as rivers, plateau

and hills. Identification and mapping of these areas will help planners

to understand the spatial structure of rural areas and the spatial

dynamics or functional relationship between and among different

izigodi. It will generate new spatial data, improve GIS system and

enable the municipality to undertake area based spatial and

development planning. This exercise should be undertaken with full

participation of the traditional leaders and its results will be ratified

by the traditional councils concerned.

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MAPPING OF SETTLEMENTS

Each isigodi is made up of different settlements distributed unevenly

in space. Settlements in ILM have evolved because of a number of

factors ranging from access to natural resources in the past to access

to basic services and public transport. Like izigodi, spatial

identification of settlements will help planners to understand how

rural communities have organised themselves in space, functional

relationship and movement patterns between different settlements.

It will also provide planners with an opportunity to update the

existing settlements data including place names.

THE CONSOLIDATED SPATIAL DEVELOPMENT FRAMEWORK

As indicated in the section above, the Spatial Development Strategy

has been formulated in response to a number of objectives, which

include the development of an efficient and well-structured spatial

system and the meeting of needs for land for settlement, as well as

for different social and economic purposes, in a sustainable manner.

This SDF seeks a number of strategic initiatives, particularly the

following:

Enhancing Access and Movement

Establishing and developing a system of development corridors

operating at different levels but connecting local areas with the

centre and integrating Imbabazane into the district and regional

economy.

A system of development nodes providing services and access to

facilities at different scales

Focusing development in strategically located areas as a means to

unlock the economic opportunities and facilitate spatial

integration.

Protection and Management of Agricultural Land

Environmental Management

Promote rural development.

These objectives relate directly to the core concerns of creating

sustainable human settlements and the proposed framework is seen

to contribute positively towards the creation and management of a

built and natural environment within which the needs of the most

disadvantaged members of ILM residents may in future be met.

In this regard, the Spatial Development Framework (SDF) seeks to

facilitate the development over time of a spatial system within which

levels of access to upgraded infrastructure, social facilities and

supportive institutions for marginalized residents, those afflicted

with disabilities, and illness is improved the rural environments. The

SDF discourages the continued outward expansion of various

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settlements and recommends containment thereof. As such, it

advocates for a densification, compaction and transformation of

remote rural settlements into sustainable human settlements and

development of Imbabazane as a regional service, administrative

and commercial regional centre.

Within the overall conceptual framework described above, certain

local areas and roads of potential (or existing) developmental

importance have been identified and assigned broad land use

categorisations.

Land use management guidelines and other spatial planning tools

required for the realisation of the spatial vision as presented in this

SDF are included in the implementation framework that follows.

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MAP 7. CONSOLIDATED SDF MAP

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IMPLEMENTATION FRAMEWORK

ALIGNMENT WITH OTHER NEIGHBOURING LOCAL MUNICIPALITIES

Imbabazane Local Municipality is part of a larger system of local

governance and regional economy in the form of the uThukela

District. It shares municipal boundaries with three (3) other local

Municipalities namely:-

uMtshezi Local Municipality situated towards the east of ILM within

uThukela District Municipality

Okhahlamba Local Municipality situated on the northern edge of

Imbabazane within the administrative boundaries of uThukela

District Municipality

Mooi Mpofana Local Municipality towards the southern edge of ILM

in uMgungundlovu District Municipality

Imbabazane is influenced and it influences development within the

neighbouring local municipalities. Therefore it is critically important

to maintain alignment with spatial planning for the neighbouring

municipalities in a manner that facilitates cross-boundary planning

and development. Cross-border planning issues have become more

prevalent and significant. The main focus is on strategic or shared

development issues that would benefit from a joint approach, and

engaging with the prevalent neighbouring authorities to explore

joint working potential and mutually beneficial opportunities.

UTHUKELA DISTRICT MUNICIPALITY

Significant cross-boundary issues between the UThukela District

Municipality and the ILM are as follows:

Both SDFs identifies Ladysmith town as the primary/main economic

node or commercial and administrative hub of the region.

The significance of the N3 and as the national/provincial corridor

that runs through the district and the ILM.

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SOURCE: UTDM, 2012

Agricultural land of varying potential which

is under threat from settlement,

unsustainable land reform practices,

land degradation, etc. Given the

scarcity of agricultural land and relative

decline of the agricultural sector in the

district economy, there is a need for a

comprehensive strategy for an

effective management of agricultural

land.

The Environmental Management

Framework that is being developed for

the district will provide an overarching

framework for effective environmental

management, catchment

management, green corridors and

balance between development and

environmental management.

mAP 8. uThukela SDF, 2012

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OKHAHLAMBA LOCAL MUNICIPALITY

SOURCE: OKHAHLAMBA SDF, 2013

Okhahlamba Local Municipality is located

within the uThukela District Municipality,

which is one of the ten district

municipalities in the Province of KwaZulu-

Natal. It was established during the 2000

transformation of local government and is

located along the eastern boundary of the

province bordering the Free-State and

Lesotho . This municipality is characterised

by the Drakensberg Mountains which are

an international heritage site which serves

as a barrier between KZN and Lesotho.

Okhahlamba and Imbabazane share

municipal borders to the northwest of

Imbabazane. There are significant cross

boundaries between Imbabazane and

Okhahlamba and they are as follows:

The Drakensburg Mountains serve as the

main tourist attraction site for both

Municipalities, from which both

municipalities may benefit.

Map 9. Okhahlamba SDF

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The Cathkin Park and Babangibone are

considered as tourist nodes which also

serve as Imbabazanes' tourist

attraction areas which are nearby.

The Bergville node serves as Imbabazane

other optional economic centre or hub.

The N3 national route, which runs along

the Eastern part of Okhahlamba

boundary provides access through

Imbabazane to Mooi River and other

urban centres. It also provides social

and economic interaction.

On a regional scale, Winterton is

considered a secondary node that may

serve areas as far out as ILM and

Okhahlamba.

Catchment management with some of the

rivers that runs through the ILM rising

from the mountains in the OLM.

UMTSHEZI LOCAL MUNICIPALITY

Map 10. Umtshezi SDF

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uMtshezi Local Municipality is the smallest of the uThukela District

with an average population density is 56 people /km², ranging from

23 people /km². The area forms part of the Tugela River Catchments

that extends from the high-lying Okhahlamba-Drakensberg

Mountains and Free State Province in the west of the Indian Ocean

in the east. This municipality is found to the North East of the

Imbabazane Local Municipality and the strategic cross-boundary

spatial planning issues are as follows:-

Both Municipalities consist of commercial farmlands and vast

farming and forestry which contributes as their major source of

income.

Both Municipalities are fighting quite dire poverty within the

uThukela District jurisdiction.

Both areas identity the N3 route as a significant development

corridor along which good and services are transported. Both

Municipalities should exploit and strengthen connectivity to

other functional areas along this corridor.

Both Municipalities have the Okhahlamba-Drakensburg Mountains

as their main tourist attraction site. Imbabazane Municipality is

located at the foothills of Drakensberg (World Heritage Site), and

is situated between Okhahlamba, uMtshezi and Mpofana

Municipalities. An integrated and collective approach to the

Drakensberg must be adopted especially in light of the World

Heritage status.

Estcourt serves as the major primary node for Imbabazane providing

economic and service hubs for the lacking municipality

Estcourt/Wembezi is the second largest urban area in the

district. Its threshold extends beyond uMtshezi Municipal

boundaries to include almost the whole of Imbabazane

Municipality and portions of Okhahlamba Municipality.

P179 runs from Loskop road through Wembezi to Wagendrift Dam

and the surrounding proposed conservation areas. This route is

considered a development corridor in both SDF's.

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MPOFANA LOCAL MUNICIPALITY

SOURCE: MOOI MPOFANA, IDP 2-13/14

Mooi Mpofana Local Municipality, found

more to the South of Imbabazane. Mooi

Mpofana Municipality has a population of

38 103, and is steady increasing due to the

vigorous attempts by the Government to

fight poverty and disease. However the

strategic cross-boundary spatial planning

issues between Imbabazane and Moo

Mpofana Local Municipalities include:-

Both SDF’s identify the N3 (National Level)

as a primary corridor into both the

uThukela and uMgungundlovu

Districts. The N3 national route enables

access to Imbabazane from the eastern

serves as a transport interchange and

links major urban centres such as

Pietermaritzburg, Durban and Escourt.

At a Regional scale Mooi River which is

found within the Mooi Mpofana Local

Municipality is recognised as the main

service centre and economic hub for

Map 11. mooi Mpofana, SDF

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both the Mooi Mpofana and Imbabazane jurisdiction.

Catchment Management particularly with the major Mooi River

which has its tributaries running through Imbabazane.

The R103 is considered a development and mobility corridor which

links Imbabazane uMtshezi and also links Mooi – River and

uMtshezi.

LAND USE MANAGEMENT SYSTEM

The Planning and Development Act, (Act No. 6 of 2008) (PDA)

requires the municipality to develop, adopt and implement a wall-

to-wall scheme for its area of jurisdiction. Such a scheme must be in

place within five years from the date on which the provisions of the

Act that deals with schemes were promulgated.

LAND USE MANAGEMENT SYSTEM

A Land Use Management System (LUMS) refers to all the tools,

systems and procedures a municipality requires in order to manage

land and its use effectively. The SDF and the scheme are some of the

critical components of the LUMS. The following are important

elements of a Land Use Management System

Strategic plans such as sector plans dealing with land development.

Valuation and rating system

Property registration (land audit), ownership and tenure

Geographic information systems (GIS)

DEFINITION AND PURPOSE OF SCHEME

The KwaZulu-Natal Guidelines for the Preparation of Schemes

defines a scheme as:

" a tool used by a municipality to guide and manage

development according to the vision, strategies and

policies of the Integrated Development Plan and Spatial

Development Framework, and in the interest of the

general public to promote sustainable development and

quality of life".

Further to the guidelines, the primary aim of the Imbabazane

Municipality Scheme should be to create coordinated, harmonious

and sustainable development, in a way that promotes health, safety,

order, amenity convenience and general welfare, as well as

efficiency and economy in the process of development.

As indicated above, the scheme divides a municipal area into zones

and regulates the use of land and buildings on the one hand, and the

nature, extent and texture of development on the other.

The Imbabazane Municipality scheme should therefore:

Indicate what may or may not occur on particular areas of land.

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Provide land use certainty and boost investor confidence.

Promote amenity, efficient land use practice and reserve land for

essential services.

Resolve conflict between different land uses and control negative

externalities.

Enable mix of convenient land usage, efficient movement processes

and promote economic development.

Protect natural and cultural resources and land with high agricultural

production potential.

Provide for public involvement in land management decision

processes.

Provide for sound local regulation and enforcement procedures.

Accord recognition to indigenous and local spatial knowledge, land

use practices land allocation practices.

Facilitate social justice and equitable regulation of contested spaces.

Reserve land for future uses where the need for location and extent

is not certain at present.

The scheme will establish a single regulatory land use management

systems that can be applied uniformly throughout the municipality.

It will give effect to the spatial development framework and the

integrated development plan of a municipality.

SCHEME APPROACH

ILM is not such a complex spatial system with many land uses. The

most prominent use is Rural settlements (Imizi), Agricultural, and

Commercial Farmlands. A wall-to-wall scheme should cover all these

areas, and provide certainty to land users and land development

applicants irrespective of location. The municipality will develop a

comprehensive scheme with a range of zones, some of which may

not apply in less developed areas. The following broad categories will

be used in developing the scheme:

Areas that are subject to the Sub-division of Agricultural Land Act,

Act No. 70 of 1970.

Rural settlements located on communal land, state land and/or

privately owned land.

Land use policies will be developed to guide land use management

on agricultural land and rural settlements. This process should be

completed by next year, 2015.

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LAND USE PROPOSALS AND USE ZONES

TABLE 16. LAND USE PROPOSALS AND ZONES

LAND USE TYPE

DESCRIPTION POTENTIAL ZONES SPATIAL LOCATION

Industry This zone will be used to designate and manage a range of industrial activities – from light industrial with limited impact on surrounding land uses to hazardous or noxious industry with high-impact and must be separated from other uses. This set of zones would include agricultural industry.

Light Industry

Service Industry

General Industry

Extractive industry

Noxious industry

Existing industrial areas.

Development nodes

Mixed land use corridors. Extractive and noxious industries are high impact uses and should be located away from residential and commercial areas

Residential Used to designate the full spectrum of residential options ranging from areas that are almost entirely residential to areas having a mix of residential and other compatible land uses, yet the predominant land use is residential.

Residential only

Residential medium impact

Residential high impact

Small-holdings

Rapid urbanisation management area

Hotel

Resort

Lodge

Settlement

Residential areas.

Mixed use such as development nodes and corridors.

Hotel, resort and lodge are associated with tourism and could also be located on agricultural land. Settlements includes areas such as Engodini, Ntabamhlophe, Bhekuzulu, Sobabili etc

Commercial Areas that provide for a range of business, commercial and office uses; and may include residential with varying degrees of mix. Uses are compatible and generally do not breach the level of amenity contemplated by the zone.

Mixed use

Multi-purpose retail

Office

Service station

Business park

Warehousing and logistics

Identified Development nodes. i.e. Ntabamhlophe and Loskop/Emangweni

Civic and Social

This group of zones covers a variety of uses designed to facilitate delivery of services to the public and the surrounding communities.

Education

Care facilities

Rural Service Centres

Administrative Centres

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Places of safety

Library

Hall/place of assembly

Place of worship

Municipal and government offices

Health institution

Open Space Areas that provide an important environmental, recreational and social service; proclaimed parks, view sheds, open spaces, conservation areas, sports fields, golf courses, play lots and parks, areas around dams, coastal management and areas of biodiversity.

Active open space

Passive open space

Conservation

Nature reserve

Rural Residential Areas.

Vacant and unused land

Nature conservation areas

Transport and Access

Areas set aside for the development of public transport facilities and terminals.

Road reserves.

Railway line

Landing strip

Bus and taxi rank

Railway station

Public parking

Residential areas.

Development Nodes

Agriculture Agricultural land in urban or rural areas. Agriculture only

Urban agriculture

Forestry

Agriculture traditional

Rural areas

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ZONING AND MANAGEMENT OVERLAYS

Each zoning and Management area will identify by way of a

statement of intent the following in order to ensure that it is linked

back to the IDP and the Spatial Development Framework:

A detailed statement of its intention and even for specified areas

(transitions area, CBD, etc.);

Type and intensity of development that shall be permitted or

encouraged, and even for a particular area;

Determines how any current or future development shall be phased;

and

Provides for the inclusion of specific urban design criteria.

Management areas are areas that are considered to require a level

of special treatment (additional development controls and/or

providing of guidance) over and above that provided by an

underlying zoning. These areas will be indicated as an overlay to the

land use scheme map, with area boundaries clearly demarcated.

Management areas can also refer to single properties.

They usually require the imposition of a further set of development

controls for existing zonings (management plans), in addition to the

normal controls for the relevant zoning. Management Area Plans will

contain the fine detail of how a management area will be developed

and implemented. These may include the following:

Vision and/ or policy statements

General and/or generic guidelines

Specific schematic plans

Detail plan/ Master Plan/ Micro Spatial Frameworks.

Figure 24,. Scheme and Overlay

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In the above regard, management plans can indicate areas of

economic development such as development corridors, tourism

routes, industrial development zones, areas around dams and rivers,

historical precincts, areas of environmental importance, informal

trading areas etc.

DEVELOPMENT PARAMETERS / SCHEME CONTROLS

The Municipality will manage development within each zone

through a series of development parameters or Scheme controls

relating to each zone. Conventionally, development parameters set

out the maximum development permitted on a site. However, they

may also be used to set out the desirable or minimum development

allowed. The development parameters set out the uses within each

zone that are:

Freely permitted: This category includes land uses that are

considered compatible with the surrounding land uses and which

may be permitted by the ILM . A building plan is often sufficient

in this regard.

Development Permit: This category includes compatible and/or

ancillary uses considered low impact uses that require limited

procedural mechanisms for consideration. The procedure usually

involves obtaining written consent from the neighbours or

community consent. If a municipality considers that the impact

of the proposed use may have a significant impact on the

surrounding area, Special Consent Use Permit may be required.

The ILM may impose conditions in granting a Development

Permit.

Special Consent (Permit) Use: This category includes ancillary uses

that might have a more intrusive impact and may require special

conditions to protect the amenity of the area or mitigate the

impact of the proposed use.

Prohibited Uses: This category includes land uses which are

incompatible with the surrounding land uses, and which a

municipality is precluded from considering.

CAPACITY TO IMPLEMENT THE SDF

The implementation of the SDF is the responsibility of the Technical

and Infrastructure Development Department headed by the Director

of Development Planning. It will be located specifically within the

Town Planning Unit, and falls within land use and spatial planning.

The unit include GIS and statutory planning.

The unit will be supported in its spatial planning activities by the

Development Planning Shared Services in terms of the agreement

among the participating municipalities within the district.

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