EMNAMBITHI/LADYSMITH MUNICIPALITY
PURPOSE
To provide a well serviced, safe, healthy and economically viable environment that enables all residents to take action so that all communities can enjoy a high quality of life.
VISION
By 2021, Emnambithi/Ladysmith will be KZN’s vibrant, industrial, commercial, trade and tourism inter-link, where all residents enjoy a prosperous, caring, safe & secure environment which promotes cultural diversity.
INTEGRATED DEVELOPMENT PLAN
2007/2008
Compiled by : Department Economic Development and P lanning
2
TABLE OF CONTENTS
Pages
SECTION 1 : INTRODUCTION AND BACKGROUND
1.1 Mandate……………………………………………………………………………. 5
1.2 Background………………………………………………………………………… 5-6
1.3 Legislation and Policy…………………………………………………………….. 6
1.4 Process Plan Outline…………………………………………………………….. 6
1.5 Powers and Functions…………………………………………………………… 7
1.6 Locality……………………………………………………………………………. 8
1.7 Purpose Statement……………………………………………………………… 8
1.8 Vision…………………………………………………………………………….. 9
SECTION 2 : MUNICIPAL PROFILE
2.1 Population……………………………………………………………………… 10
2.2 Population, Group and Gender of Household Head………………………. 10
2.3 Population Age Group………………………………………………………… 11
2.4 Household Income…………………………………………………………….. 11
2.5 Educational…………………………………………………………………….. 11-12
2.6 Health…………………………………………………………………………… 12
2.7 Infrastructure………………………………………………………………….. 13
2.8 Water…………………………………………………………………………… 14
2.9 Sanitation………………………………………………………………………. 14
2.10 Telephone……………………………………………………………………… 15
2.11 Electricity……………………………………………………………………….. 15
2.12 Refuse…………………………………………………………………………… 16
2.13 Transport………………………………………………………………………… 16
2.14 Housing………………………………………………………………………….. 16
SECTION 3 : FINANCIAL OVERVIEW
3.1 Capital Budget…………………………………………………………………… 17
3.2 Operational Budget……………………………………………………………… 17
TABLE OF CONTENTS
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Pages SECTION 4 : PRIORITY AREAS FOR THE MUNICIPALITY
4.1 Service Delivery and Infrastructure Development 18
4.1.1 Roads………………………………………………………………….. 18
4.1.2 Electricity……………………………………………………………. 18
4.1.3 Soil Erosion…………………………………………………………. 18
4.1.4 Refuse Removal……………………………………………………. 18
4.1.5 Storm Water Drainage/Channelling………………………………. 19
4.1.6 Aesthetics…………………………………………………………… 19
4.1.7 Community Facilities………………………………………………. 19
4.1.8 Community Safety………………………………………………… 19
4.1.9 Water and Sanitation……………………………………………… 19
4.1.10 Bridges……………………………………………………………… 19
4.1.11 Housing…………………………………………………………….. 20
4.1.12 Plant and Equipment………………………………………………. 20
4.1.13 Expanded Public Works Programme…………………………….. 20
4.1.14 Environmental Impact Assessment………………………………. 20
4.1.15 Operation and Maintenance Plan…………………………………. 20
4.2 Transformation and Institutional Development 21
4.2.1 Equity Plan……………………………………………………………. 21
4.2.2 Youth Development……………………………………………….. 21
4.2.3 Support for the Disabled…………………………………………… 21
4.2.4 Gender Equity………………………………………………………. 21
4.2.5 Supply Chain Management……………………………………….. 21
4.2.6 Indigent Policy………………………………………………………. 21
4.2.7 HIV/Aids…………………………………………………………….. 22
4.2.8 Performance Management System…………………………….. 22
4.2.9 Citizens Commitment Charter…………………………………….. 22
4.3 Local Economic Development 22
4.3.1 Enterprise Development……………………………………………… 22
4.3.2 Skills Development…………………………………………………. 22
4.3.3 Social Partners……………………………………………………… 23
4.3.4 2010 Plan……………………………………………………………. 23
4.3.5 Poverty Alleviation/Employment……………………………………. 23
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Pages
4.4 Financial Viability and Management 23
4.4.1 Service Delivery Budget Implementation Plan……………………… 23
4.4.2 Revenue Management and Billing System……………………….. 23
4.4.3 Expenditure Reports………………………………………………… 24
4.4.4 Debt Recovery………………………………………………………. 24
4.4.5 Non Payment………………………………………………………… 24
4.4.6 Asset Register………………………………………………………. 24
4.4.7 Property Rates Act…………………………………………………. 24
4.5 Good Governance and Community Participation 24
4.5.1 Ward Committees………………………………………………….. 24
4.5.2 Standing Committees…………………………………………….. 25
4.5.3 Linkages with other Government Departments………………… 25
4.5.4 Annual Reporting………………………………………………….. 25
4.5.5 Organisational Structure…………………………………………. 25-26
SECTION 5 : SOCIO ECONOMIC AND SPATIAL DEVELOPMENT ISSUES 26
5.1 Economic Overview……………………………………………………….. 26
5.1.1 Economic Strategy…………………………………………………. 26
5.1.2 Economic Drivers…………………………………………………… 26
5.2 Spatial Development Issues…………………………………………….. 26-27
5.3 An Integrated Approach to Spatial Development and Land Use Management 27
5.3.1 An integrated approach to land use management …………….. 27
5.3.2 Land Reform………………………………………………………… 28
5.3.3 Environmental Management Areas………………………………. 28
5.3.4 Poverty Alleviation Areas………………………………………….. 28
5.3.5 Tourism and Recreation……………………………………………. 28-29
5.4 Alignment with Neighbouring Municipalities and District
Integrated Development Plans………………………………………….. 29
5.5 The Spatial Development Framework Designations 29
5.5.1 Existing Urban Areas……………………………………………… 29
5.5.2 Settlements………………………………………………………… 29
5.5.3 Restricted Settlements…………………………………………… 30
5.5.4 Tribal Land………………………………………………………… 30
5.5.5 Mixed Use………………………………………………………… 30
5.5.6 Opportunity Point…………………………………………………. 30
5.5.7 Infill Development………………………………………………….. 30
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Pages
5.5.8 Tourism Battlesites ……………………………………………….. 30
5.5.9 Mixture of Tourism and Future Residential…………………….. 31
5.5.10 High Potential Agricultural Area……………………………….. 31
5.5.11 Commercial Agriculture and Tourism…………………………. 31
5.5.12 Conservation Areas…………………………………………….. 32
5.5.13 Open Space System……………………………………………. 32
5.5.14 Area of Priority Spending……………………………………… 32
5.5.15 Rehabilitation of Dongas……………………………………… 32
5.6 Nodal Areas under Emnambithi/Ladysmith Local Municipality 32
5.6.1 Primary Node……………………………………………………. 32-33
5.6.2 Secondary Nodes………………………………………………. 33-38
5.6.3 Tertiary Nodes…………………………………………………… 38-39
5.6.4 Spatial Development Framework Map……………………….. 40
SECTION 6 : DEVELOPMENT STRATEGIES TO ADDRESS THE P RIORITY AREAS 41 6.1 Service Delivery and Infrastructure…………………………………. 41-43
6.2 Local Economic Development………………………………………. 44
6.3 Transformation and Institutional Development ………………….. 45
SECTION 7 : PROGRAMME OF ACTION 46 7.1 Governance and Institutional Arrangements………………………… 47-49
7.2 Finance and Economic Development……………………………….. 50-51
7.3 Infrastructure and Service Delivery………………………………….. 52-53
7.4 Health and Public Safety……………………………………………… 54
SECTION 8 : MUNICIPAL FUNDED THREE YEAR CAPITAL PLA N 55 Municipal Funded Three Year Capital Plan…………………………….. 55 SECTION 9 : PROGRESS HIGHLIGHTS 56 9.1 Infrastructure and Service Delivery………………………………….. 56
9.2 Economic Development………………………………………………. 57
SECTION 10 : CONCLUSION 58 Conclusion…………………………………………………………………… 58
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Section 1: INTRODUCTION AND BACKGROUND
1.1 MANDATE
All the Municipalities in South Africa are required by law to prepare and review annually the
Integrated Development Plans. Emnambithi/Ladysmith Local Municipality (ELM) has prepared
this IDP in line with Chapter 5, Section 25 of the Municipal Systems Act. For 2007/8 financial
year, ELM has developed the IDP that addresses the comments raised during the assessments in
the province as well as the comments made by the MEC of the Department of Housing, Local
Government and Traditional Affairs.
ELM has made tremendous progress regarding the shortcomings of the Integrated Development
Plan of the previous financial year as determined by the assessment committee. A number of
key areas were identified from the 2005/2006 Integrated Development Plan for urgent
consideration by each of the Municipalities in the District.
The Process Plan for ELM was duly advertised for 21 days for public comments and approved by
Council on 28 September 2006. This informed progress made to date and all efforts were made
to meet deadlines as stipulated in this process plan.
1.2 BACKGROUND The IDP review process of 2006/2007 to a large extent informed the contents of the current
2007/2008 IDP. In order to address the shortfalls in the IDP, Councillors and Officials attended a
strategic workshop on 19 and 20 August 2006 to address these concerns. Johannesburg and
Durban Metro assisted with the facilitation and inputs to arrive at a revised program of action
which forms part of Section 7 of this document.
During the year 2006/7, the ELM decided to embark on a process of revisiting its development
strategies and assess the impact that the current services have on service delivery. The
Municipality decided on the clustering approach, which led to the division of the ELM wards into
three clusters in order of priority. This has, therefore, assisted ELM to conduct its integrated
planning, focussing its planning and service delivery processes on those wards grouped in the
first clusters, whilst providing basic services to the rest of the wards.
The ELM strongly believes that this approach will assist the Municipality to deliver on the ground
in a planned and coordinated manner. By 2010, most of the goals and the objectives of the
Municipality would have been achieved in line with the new purpose statement of ELM.
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In order for ELM to achieve the above, a number of sector plans have been developed that would
provide direction to the Municipality in as far as service delivery is concerned. These plans
include the following:
• Spatial Development Framework
• Disaster Management Plan
• Financial Plan
• Local Economic Development strategy
• Agricultural Development Plan
• Tourism Development Plan
• The Indigent Policy
• Housing Policy (under preparation)
However, there is still a great challenge facing this Municipality to further develop outstanding key
sector plans.
1.3 LEGISLATION AND POLICY
The IDP is guided by legislative mandates and policies that provide strategic direction for the
Municipalities when compiling the IDP. The following are some of the legislative imperatives
• The Municipal Systems Act (MSA) of 2000
• The Local Government: Municipal Systems Act No 32 of 2000
• the Development Facilitation Act (DFA)
• the Provincial Growth and Development Strategy (PGDS)
1.4 PROCESS PLAN OUTLINE The consultation process during the IDP formulation forms an integral part of arriving at a credible IDP and as a result the following engagements were held:
Consultation Group Place Date
Ward no 9,10.11 12. 13 , 20, 21, 22 25
Ladysmith Town Hall 25/March 2007
Ward no 1,2,3,4,5,6,7,8 Ezakheni C Section 15 April 2007 Ward no 14,15,16,17,18,19,23,24
Driefontein 14 April 2007
Emnambithi and Ladysmith Business Chamber
Council Chambers, Ladysmith
30 March 2007
IDP/Budget Workshop
Amakhosi Ladysmith Library 30 March 2007
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1.5 POWERS AND FUNCTIONS PER SCHEDULE 4 PART B In order to measure the performance of the Municipality, it is significant to acknowledge the
relevant and appropriate powers and functions conferred to this municipality and thereby confining
performance assessment in terms of the said functions. The following powers and functions are
within the competence of this Municipality :
1.5.1 Local Roads
1.5.2 Local Tourism
1.5.3 Electricity
1.5.4 Refuse Removal, refuse dumps and solid waste disposal
1.5.5 Municipal Parks and Recreation
1.5.6 Municipal Planning
1.5.7 Integrated Development Planning
1.5.8 Outdoor Advertising
1.5.9 Cemeteries and crematorium
1.5.10 Cleansing
1.5.11 Control of public nuisance
1.5.12 Facilities for accommodation, caring and burial of animals/pounds
1.5.13 Licensing of dogs
1.5.14 Licensing and control of undertakings that sell food to the Public
1.5.15 Local sports facilities
1.5.16 Noise pollution
1.5.17 Public Places
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1.6 LOCALITY
• Ladysmith is at a geographical advantage because it is located centrally between
Gauteng and the coast, the Battlefields and the Drakensberg. The ELM is easily
accessible from major national highways (N3 and N11).
• Van Reenen is the gateway to KZN from the Gauteng Province
• The ELM is located in close proximity to the Drakensberg and along the popular
Battlefields route.
1.7 PURPOSE STATEMENT
For the first time Emnambithi/Ladysmith Municipality developed a purpose statement which never featured in the previous Integrated Development Plans:
“The purpose of the Emnambithi/Ladysmith Municipali ty is to provide a well serviced,
safe, healthy and economically viable environment t hat enables all residents to take
action so that all communities enjoy a high quality of lif e”
This purpose statement has formed an integral part of all activities undertaken within the
Municipality. All major programmes and priority projects are aligned to the purpose statement.
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1.8 VISION
As part of the process of ensuring that the Municipality is responding appropriately to the
identified needs of the community, the vision of the Municipality was also revisited and a new one
formulated.
Existing Vision
“Emnambithi Municipality will be a municipality that:”:
� Is safe
� Is Prosperous (creates jobs for all and preserves capital)
� Has a rural feel with places of interest
� Provides affordable, adequate, and reliable services
� Provides accessible recreational facilities &
� Supports and respects different cultures “
New Vision
“By 2021, Emnambithi/Ladysmith will be KZN’s vibran t, industrial, commercial, trade and
tourism inter-link, where all residents enjoy a pro sperous, caring, safe and secure
environment which promotes cultural diversity “
The current vision and the mission statement of Emnambithi Local Municipality place
emphasis on providing the local communities with quality services that will contribute in improving
their quality of life. This is also linked to the type of projects that the Municipality has identified for
the 2007/8 financial year. In order for the Municipality to realize the aims and objectives
embodied in the above mentioned vision and mission statement, it has put emphasis on
partnerships that would attract investors to provide support on local economic development
projects, tourism, infrastructure development and other development projects that place great
emphasis on the principles of Accelerated Shared Growth and Development in South Africa as
well as the Expanded Public Works Programme.
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Section 2: MUNICIPAL PROFILE
The demographic information used to establish the status quo which is required to identify key
priority areas and developmental backlogs is drawn from the 2001 Census figures compiled by
Statistics South Africa.
2.1 POPULATION
The population growth rate and future projections is very important for planning purposes.
The total population for the area in the 1996 Census figures was estimated at approximately 178
500 whilst, the 2001 Census results estimate a total of 225 452. An increase of 46952 over the
two periods. In terms of the gender breakdown the majority of the population are females at
53.4% (120 486) and males at 46.6% (104 966). The racial breakdown is as follows; Black African
89.9% (202749); Coloured 1% (2241); Indian/Asian 5.1% (11505); and White 4% (8962).
The Black African population has the most number of households, a fairly large number of these
have more than 5 members per household. The majority of these households are in the rural
component of the municipality that lack social and infrastructure services with an extremely weak
economy.
2.2 POPULATION GROUP AND GENDER OF HOUSEHOLD HEAD
Male Female Total Black African 22216 23225 45441 Coloured 293 203 496 Indian or Asian 2306 768 3074 White 2226 637 2863 Total 27041 24833 51874
The age and gender composition of a population can have a considerable effect on demographics
for future and present planning. The Black African group is the biggest and needs to be to be
considered mostly in decision making process. This means taking into account issues such as
culture and language.
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2.3 POPULATION AGE GROUP
AGE-GROUP NUMBER OF PERSONS 0-1 10097 2-5 20038 6-14 47270 15-17 15934 18-35 70479 36-65 53300 66+ 8345
2.4 HOUSEHOLD INCOME
The levels of income determine the extent of welfare of an area. This is the ability to meet the
basic needs such as food, shelter, and basic amenities. The important indicator for poverty is the
number of people with an income below the minimum level of living, for instance in the case of
Ladysmith, income less than R1640 per household.
Monthly Income Households None - R 800 28 086 R 801 - R 3 200 14 508 R 3200 + 7935 Total 50 529
Priority : Groups earning between 0 and R 1640.00. Free basic services, job creation, welfare, skills development. The current council’s programme for free basic services should be guided by these figures for dependency.
2.5 EDUCATIONAL
Education and training satisfy the basic human need for knowledge and skills and therefore
increases the value of other forms of social and physical investment.
Educational Attendance of those aged 5 – 24 years
Persons Not Attending 30 720 Pre-School 2 701 School 66 813 College 498 Technikon 172 University 185 Adult ed. Centre 73 Other 140 Total 100 852
The number of people not attending school is of higher concern as it equates to 30 720 people
which could be attributed to a number of reasons.
Priority : Classrooms, training of educators to cater for educational requirements
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Higest Level of Education over 20+
Persons No Schooling 19 293 Some Primary 23 182 Complete Primary 8 108 Some Secondary 37 716 Std 10/ Grade 12 25 306 Higher 8 062 Total 121 667
Priority : Adult Basic Education for groups with no schooling to some primary education, skills training needs focus.
2.6 HEALTH
Improving the health status of the population has great benefits for the region. A poor
health status reduces the ability of people to be productive, earn proper income and
escape the poverty cycle. Absence from work and treatment for the sickly is costly.
Health status is also good indicator for factors such as life expectancy, infant mortality,
and immunization. This state of affairs increases the need for hospital beds, clinics
doctors, nurses etc.
(Health Department to provide latest stats pertaining to HIV for KZ232.)
Although this is not projections for Ladysmith, inference can be drawn from both the
Provincial and National Trends for HIV prevalence.
Priorities : Care facilities for the sick and orphans, clinics, awareness programmes, staff.
7.6
10.4
14.216
22.8
14.4
18.219.9
26.8
32.5
0
5
10
15
20
25
30
35
1994 1995 1996 1997 1998Calender Year
Per
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age
SOUTH AFRICA
KWA ZULU-NATAL
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0
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% A ccess toW ater
% A ccess toS an ita tion
% A ccess toR e fuse
% A ccess toT e lephones
% F orm a l D w ellings
2.7 INFRASTRUCTURE
The provision of infrastructure such as water, transport, electricity and telecommunications
represents a precondition for improved economic growth, welfare, quality of life and productivity of
people.
The table below indicates and compares on a regional average distribution of services and within
this context EMLS is placed above the District in terms of infrastructure development. The
implication for this is that more people in the region would relocate to EMLS to have better access
to services. Emnambithi/Ladysmith Municipality should therefore be alert to challenges that can
be brought about by this trend in development and pressures to existing infrastructure.
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2.8 WATER
For planning purposes and prioritization, the following definition will be used :
Key: Below basic means water carrier, tanker, well, dam, river, stream, spring and other.
Basic means tap
Intermediate means piped water on site
Full means water in the dwelling
2.9 SANITATION
Households Flush toilet (connected to sewerage system) 23303 Flush toilet (with septic tank) 608 Chemical toilet 1463 Pit latrine with ventilation (VIP) 4601 Pit latrine without ventilation 16718 Bucket latrine 525 None 4662 Total 51881
Key: Below basic means bucket or other
Basic : Pit latrine
Intermediate/Full : flush toilet or chemical
Although water and sanitation are functions of the Uthukela District Municipality
Emnambithi/Ladysmith Municipality has a responsibility within its area of jurisdiction to
ensure that the services are brought to its residents in a suitable manner and should
contribute towards the development plan prepared by the District.
Households Piped water inside dwelling 16834 Piped water inside yard 12064 Piped water on community stand: distance less than 200m. from dwelling 5173 Piped water on community stand: distance greater than 200m. from dwelling 7746 Borehole 4268 Spring 1775 Rain-water tank 248 Dam/pool/stagnant water 1033 River/stream 1743 Water vendor 314 Other 683 Total 51881
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2.10 TELEPHONES
Households Telephone in dwelling and cell-phone 5179 Telephone in dwelling only 4162 Cell-phone only 10419 At a neighbour nearby 3313 At a public telephone nearby 21908 At another location nearby 2235 At another location; not nearby 2010 No access to a telephone 2656 Total 51881
Below basic : means no access to or within the proximity or unspecified.
Basic means : telephone at neighbour, public phone ,
Intermediate means : telephone in dwelling cellphone.
2.11 ELECTRICITY
Within the Municipality Eskom and EMLS are responsible for electricity provision. EMLS
being responsible for the urban whilst Eskom is responsible for the rural component. The
slow pace in infrastructure provision in the rural areas has led to a municipal programme for
free basic alternative energy (Pilot) being provided to 2100 households living in the rural
areas earning less than R1 400 per month.
Households Electricity 35235 Gas 231 Paraffin 1039 Candles 15117 Solar 69 Other 189 Total 51881
Below basic : means paraffin, candles ,gas, and other
Basic means : electricity from other source
Intermediate means : electricity directly supplied by the authority
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2.12 REFUSE
Refuse Removal Service is provided to all residing within the urban areas. The challenge is
to make provision for residents of rural areas which consists of 13 wards from a total of 25
wards. The Municipality has however completed a study into the alternative means of
providing this service to the rural component in an effective manner.
Households Removed by local authority at least once a week 27425 Removed by local authority less often 183 Communal refuse dump 435 Own refuse dump 18346 No rubbish disposal 5491 Total 51881
2.13 TRANSPORT
Persons Not applicable 115487 On foot 64924 By bicycle 686 By motorcycle 442 By car as a driver 7109 By car as a passenger 8834 By minibus/taxi 20600 By bus 6752 By train 329 Other 301 Total 225464
2.14 HOUSING
Households
House or brick structure on a separate stand or yard 28328 Traditional dwelling/hut/structure made of traditional materials 15166 Flat in block of flats 2058 Town/cluster/semi=detached house (simplex; duplex; triplex) 520 House/flat/room in back yard 1158 Informal dwelling/shack in back yard 687 Informal dwelling/shack NOT in back yard 1885 Room/flatlet not in back yard but on shared property 647 Caravan or tent 72 Private ship/boat 9 Not applicable (living quarters is not housing unit) 1351 Total 51881
A housing plan for Emnambithi/Ladysmith Municipality is underway with the focus falling on areas where there is need for housing development and expansion.
Priority : Removal of Shacks through the provision of Formal Housing.
The SDF Currently being refined will assist in indicating areas for expansion and suitable housing development.
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SECTION 3: FINANCIAL OVERVIEW
3.1 CAPITAL BUDGET
Over the past two (2) financial years the Municipality has budgeted a staggering R 90 million
for capital projects which has and is being spent in critical areas such as rural roads,
community facilities in areas where they are lacking, electrification of new housing areas,
much needed upgrade of electrical supply and purchase of plant and equipment to enable
improved service delivery. This year’s budget will continue the focus on infrastructure
development.
The allocations for our capital budget are drawn from the priorities identified in the extensive
community consultation meetings undertaken in 2006. A total of R 14.1 million has been
allocated to the capital programme for 2007/2008.
Funding sources for the capital programme are as follows :
• R 9.8 million from the Municipal Infrastructure Grant (MIG)
• R 3.2 million form the National Electricity Programme
• R 1.1 million from Provincial Government
3.2 OPERATIONAL BUDGET
The estimated operational budget for 2007/2008 is R 273 056 233.00.
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SECTION 4: PRIORITY AREAS FOR THE MUNICIPALITY
In terms of the Community consultation programme undertaken in 2006 as well as the
assessment report undertaken nationally, the following key priority areas were identified :
4.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
4.1.1 ROADS
Approximately two thirds of Emnambithi/Ladysmith Municipality is of rural nature.
Besides the already existing Provincial Roads there still exists a backlog in respect of
access routes to schools, households, cemeteries and linking routes within settlements.
While the Municipality spares no effort in developing new roads, torrential rains washing
away existing infrastructure, which remains a big challenge, further worsening the
compelling need for maintenance. The existing tarred roads in the urban areas also
require urgent attention for refurbishment.
4.1.2 ELECTRICITY
Electricity supply remains a basic need for our society’s development and survival. There
is adequate provision for electricity within the municipal licensed areas. However, a
bigger challenge and backlog exists largely in rural areas serviced by Eskom.
4.1.3 SOIL EROSION
The challenge here is the rehabilitation of dongas, which occur due to flooding and
environmental mismanagement.
4.1.4 REFUSE REMOVAL
Illegal dumping remains a major challenge with some community members deliberately
dumping refuse where they are not supposed to. The other major challenge is to relocate
the existing landfill site to a new one. Attempts are being made to identify suitable land
for this purpose in compliance with all the environmental requirements.
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4.1.5 STORM-WATER DRAINAGE/CHANNELING
The natural landscape and terrain of this area is very uneven and results in heavy
flooding even after minor rainfalls. Damage and disaster normally occur around informal
areas. Storm water channeling in the urban areas still needs to be addressed.
4.1.6 AESTHETICS
It is a concern and a priority amongst residents that the Municipal area and its
environment remain clean and appealing. Grass cutting, parks and upkeep of old
dilapidated buildings in certain quarters still remain a challenge. Grass cutting in vacant
privately owned properties are a major area of concern.
4.1.7 COMMUNITY FACILITIES
Community facilities include sports fields, community halls, cemeteries, and community
centres amongst others. There is a great need for speeding up delivery in this regard.
4.1.8 COMMUNITY SAFETY
Although crime is not as bad as in other bigger cities in South Africa, however, on
relative terms the safety of our residents remains a key issue in order to grow the
economy.
4.1.9 WATER AND SANITATION
Although water and sanitation is now a competency of the District Council, it still remains
a responsibility of this Council to give support and provide information to the District
Council in order to address these needs. It is in this case very important for the District to
involve local municipalities in the formulation of a water services plan in order to address
the backlogs. Rural areas are mostly served by the borehole system for water supply as
well as VIP latrines for sanitation purposes. Despite this not all rural residents have
access to these services.
4.1.10 BRIDGES
Bridges became the second highest requirement from the community after roads. These
feature prominently in the rural areas as rivers cut the link between communities and
amenities such as schools and other community facilities. During rainy seasons, most
streams become impassable.
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4.1.11 HOUSING
Ladysmith is a prominent town within the Uthukela District and more people see it as an
area for opportunity. This factor therefore places pressure constantly on the municipal
infrastructure which leads to people migrating to the Town. The statistics in Section 2 of
this document is outdated and will soon be placed in perspective once the Housing plan
is completed within the next 6 months.
4.1.12 PLANT AND EQUIPMENT
Council cannot adequately address infrastructure backlogs without proper provision for
support tools. During 2006/2007 financial year, Council spent about R 10 million on
purchasing equipment alone for construction of roads. There is still need for additional
plant and equipment to fast track service delivery and address issues of maintenance as
well as refuse removal and managing the landfill site.
4.1.13 EXPANDED PUBLIC WORKS PROGRAMME
All Municipal infrastructure grant funded and capital development programmes are
implemented in compliance with the principles of the Public Works Programme and
making sure that intensive labour methods of construction are utilized to maximize job
opportunities for the unemployed.
4.1.14 ENVIRONMENTAL IMPACT ASSESSMENT
The spatial development framework makes reference to environmental sensitive areas to
be preserved in the process of implementing municipal programmes. In addition to this
basic framework each project is subject to an environmental impact assessment prior to
its approval and implementation by Council.
4.1.15 OPERATION AND MAINTENANCE PLAN
The operation and maintenance plan is key to sustaining existing infrastructure and
expansion of its life span. In terms of budgetary reforms and other compliance
requirement such as GRAB and GAMAP, Council is now required to budget for
depreciation amongst other reforms brought about by the Municipal Management
Finance Act.
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4.2. TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
4.2.1 EQUITY PLAN
The Municipal equity plan is in place and requires constant annual review and adoption
by Council.
4.2.2 YOUTH DEVELOPMENT
A youth desk has been established and funding in partnership with Umsombomvu Youth
Development Fund. Offices and computer equipment provided for Youth Development.
4.2.3 SUPPORT FOR THE DISABLED
The Youth, Gender and Disabled portfolio committee has formally been established to
promote these functions within the Municipality
4.2.4 GENDER EQUITY
The Youth, Gender and Disabled portfolio committee has formally been established to
promote these functions within the Municipality
4.2.5 SUPPLY CHAIN MANAGEMENT
Supply Chain Management Policy was adopted by this Council in 2005 and is being
complied with, for all procurement purposes. The same policy is currently undergoing
review in view of a number of gaps that have been noticed . National Treasury has also
been approached to further expose municipal officials to the supply chain management
framework. To this end , approximately forty officials received three days formal training.
4.2.6 INDIGENT POLICY
The indigency policy is in place. The income threshold for qualifying beneficiaries is R
1650 per household. The Municipality has also created a register for free basic
alternative energy targeting 5500 households located in the rural areas. Currently around
13 000 poor households receive 100% relief on their rate accounts at an estimated R 13
million, free basic electricity in the amount of 50Kwh per month at R 2.8 million and free
refuse service valued at R 4.1 million
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4.2.7 HIV / AIDS
HIV/AIDS remains a huge challenge to society at large. This Council has a responsibility
to increase awareness efforts to educate residents about how they should respond to
challenges brought about HIV/AIDS. A sector plan needs to be formulated in order to
address this challenge.
4.2.8 PERFORMANCE MANAGEMENT SYSTEM
Performance Management System forms integral part of our management system for
service delivery and implementation of the integrated development plan. The Manager of
Performance is seated in the office of the Municipal Manager responsible for
implementation of PMS. All Managers reporting to directly to the Municipal Manager
have all signed performance agreements.
4.2.9 CITIZENS COMMITMENT CHARTER
During the month of May 2007, her Worship the Mayor of Emnambithi/Ladysmith
launched a citizen commitment charter affirming our commitment to service delivery as
well as service excellence.
4.3 LOCAL ECONOMIC DEVELOPMENT
4.3.1 ENTERPRISE DEVELOPMENT
An Incentive Scheme in place to attract and expand businesses. Office space offered by
the municipality to support Provincial Department of Economic Development and SEDA.
4.3.2 SKILLS DEVELOPMENT
.The skills development plan is in place, and further skills development is done on an
ad hoc basis in conjunction with the Department of Labour and the relevant SETA. This
Council does provide skills to the wider members of the public through its job creation
program with an amount of over a million rand budget annually for this purpose. The
Municipality through SETA has also provided experiential training 25 local economic
development officers in the previous financial year. Council also approved a policy
whereby College and University students looking for experiential training are
accommodated in order to fulfill the requirements for their qualifications. This plan needs
to be reviewed and adopted by council on annually.
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4.3.3 SOCIAL PARTNERS
On going consultations with the Departments: Agriculture and Environmental Affairs,
Social Welfare and Population Development, Labour, Chambers of Commerce, SEDA,
Economic Development – Provincial, Gijima KZN, and the District Municipality are in
place to promote Economic Development.
4.3.4 2010 PLAN
Local municipally has signed an agreement with a developer to develop a stadium for
practicing by of the teams participating in the 2010 Soccer World Cup. A Call Center,
apartments, hotel suited for sports needs and a shopping mall will also be developed
along side the proposed stadium.
4.3.5 POVERTY ALLEVIATION/ EMPLOYMENT
Employment opportunities are very scarce in this region and worsened by the gradual
reduction in production, activities and retrenchments by major local textile factories that
used to be a major source of employment. Currently Council’s indigent list is growing
unabatedly. One of Council’s strategies is the supply of alternative energy to 5500
households with incomes less than R 1680.00 per month, the purchasing of two tractors
recently to assist with the ploughing of community gardens. But, these initiatives need
augmentation in the form of formal job opportunities being created. There is also section
in the department of economic development that specifically drives poverty alleviation in
the form of small scale projects such as community gardens and purchase of two
tractors responsible for ploughing these gardens for the poorest.
4.4. FINANCIAL VIABILITY AND MANAGEMENT
4.4.1 SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN (ANNEXURE A)
The SDBIP’s forms part of the Municipalities Action Plan for the implementation of the
IDP and is a guiding document for budget implementation as well as informing the
Performance Management System.
4.4.2 REVENUE MANAGEMENT AND BILLING SYSTEM
A proper billing system for all consumers in town is in place and is being updating
progressively in order to ensure improved and accurate billing system which is a pre
requisite for financial viability .
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4.4.3 EXPENDITURE REPORTS
Quarterly reports on expenditure incurred serve before Council and National Treasury as
required by Section71 of the MFMA . A fully-fledged budget office is in place to ensure
compliance.
4.4.4 DEBT RECOVERY
Strict measures for debt recovery are in place. Weekly Credit Control monitoring is
ongoing to ensure recovery. The Credit Control section has implemented a fully
functional collection plan which targets debtors to best enforce the credit control policy.
4.4.5 NON PAYMENT
The municipality is being owed millions of rands predominantly from certain parts of the
community due to non-payment for utilities. This situation is bad as it deprives the poor
of an opportunity to receive basic services so desperately needed. However this is being
addressed through credit control to improve the historical debt collections
4.4.6 ASSET REGISTER
Municipality is in the process of updating its asset register and a management policy will
soon be established that will enhance linkage between departmental registers with the
main register .
4.4.7 PROPERTY RATES ACT
With the new property rates act coming into operation soon, a great deal of awareness
campaigns are necessary to enlighten rate payers about the implications brought about
by this Act, although consultations have taken place, there still remains need to further
explain its ramifications to the residents at large.
4.5 GOOD GOVERNANCE AND COMMUNITY PARTICIPATION
4.5.1 WARD COMMITTEES
100% ward committees have been established and all fully operational. Municipal
support in the form of monthly official meetings facilitated by Development facilitators
and Community development Workers (CDW)
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4.5.2 STANDING COMMITTEES
Standing Committees are in place and established in line with the municipal key
performance areas.
4.5.3 LINKAGES WITH OTHER GOVERNMENT DEPARTMENTS
Formal linkages are very critical for service delivery. There is need to enter into service
level agreements for all services rendered by government departments within the
municipal area.
4.5.4 ANNUAL REPORTING
The municipality has always complied with MFMA requirements for reporting purposes.
4.6 ORGANIZATIONAL STRUCTURE
In order for the Municipality to address the above priorities, an organizational structure
linked to the identified key performance areas was workshopped and finally adopted by
Council as follows :
Posts filled : Municipal Manager, Executive Manager Infrastructure and Services,
Executive Manager Economic Development, Executive Manager Finance (CFO),
Executive Manager Governance and Transformation, Manager Engineering Services,
Manager Public Safety, Manager Corporate Services, Manager Economic Development
and Planning, Manager Finance.
Municipal Manager
Infrastructure & Services
Electrical Engineering Departments
Engineers Department
Social Services
Protection Services
Department
Health Services
Department
Economic Development
Development and Planning
Democracy & Governance
Democracy & Governance Department
Financial Management
Finance Department
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Vacant posts : Most of these posts occur at a lower level of the organisational structure
and is compensated by means of engaging operational staff on short term contract basis.
SECTION 5: SOCIO-ECONOMIC AND SPATIAL DEVELOPMENT I SSUES
5.1 ECONOMIC OVERVIEW
5.1.1 Economic Strategy
In 2006 this municipality approved an economic strategy, which began to ask questions
such as why our local economy was not growing and stagnated and to explore the
competitive advantages for growth.
Secondly, a dedicated economic unit was established in the same year to develop and
implement a series of economic development initiatives flowing from the economic
strategy.
5.1.2 Economic Drivers
The main economic drivers for EMNAMBITHI area are:
� Retail and commercial
� Industry due to its developed infrastructure
� Freight and logistics because of its location
� Tourism mainly due to being situated near the berg, surrounding game farms,
battlefields route, world renowned siege museum and the Ladysmith Black Mambazo
� Banking sector due to being a district economic hub
5.2 SPATIAL DEVELOPMENT ISSUES
The spatial development issues in Emnambithi include;
� The strategic location of the towns (Ladysmith, Ezakheni, and Colenso) along and
on the main access routes (ie; N3 & N11) makes them highly accessible;
� The number of roads dissecting the area creates strong linkages with major urban
centres and adjacent municipalities, as well as provinces;
� High potential agricultural land to the north;
� A number of areas of historical and heritage importance, including Platrand and
Lombardskop;
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� The strategic location of a major tourist attraction such as Drakensberg and the
battlefields;
� High quality potential recreation resources (eg; Qedusizi Dam, Windsor Dam etc.);
� Relatively low levels of access to urban services and facilities for some rural
communities; and
� Extensive area of watercourses requiring careful environmental management.
The refined Spatial Development Framework Map has been prepared depicting spatially
all key projects and development proposals for future development.
5.3 AN INTEGRATED APPROACH TO SPATIAL DEVELOPMENT AND LAND
USE MANAGEMENT
Specific areas will require targeted intervention to assist and guide development.
The objectives set out below can also serve as guidelines for the municipality’s Land Use
Management System.
5.3.1 An Integrated Approach to Land Use Management
� To create more efficient urban form by:
- Densifying existing urban nodes in appropriate locations
- Strengthening secondary service centers
- Identifying and implementing development corridors
� Ensure more efficient use of infrastructure
� Promoting a more appropriate land use mix
� Giving preference to those land uses that will assist in achieving the
Municipality’s Vision and particularly the local economic development and
environmental objectives.
� Preserving high quality agricultural land
� Promoting diversity in land use, especially in and around the nodes
� Ensuring that environmental objectives are taken in to account in the
formulation and adjudication of development proposals
� Creating an environment conducive to small entrepreneurs
� Optimizing the inherent tourism and recreation potential of the area
The Municipality is in the process of finalizing the Land Use Management
Plan and is at an advanced stage of development.
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5.3.2 Land Reform
New land reform projects on appropriately located land should be identified, in particular
those associated with commercial agriculture in order to prevent the loss of productive
agricultural land to non-agricultural uses, and to facilitate the managed transition of
tenure for farm worker communities. The Municipality is working in close corporation
with the Department of Land Affairs in ensuring that the above is achieved and one
example of this cooperation has resulted in a successful pilot project at Besters. The
housing plan, which is currently being prepared by the Municipality, will promote the
above objectives.
5.3.3 Environmental Management Areas
The value of landscape forms in the municipality should be conserved. In terms of land
use management, the specific ecosystems and vegetation communities that require
specific environmental management are wetlands and grasslands, which contain the
habitats of important species. The spatial development framework has identified a layer
of environmentally sensitive areas for restricted development. The need for developing
a separate and detailed environmental management plan has been identified as one of
the priorities and needs to be commenced with this financial year in order to guide the
location of identified projects for development.
5.3.4 Poverty Alleviation Areas
• Provision of support for LED initiatives such as SMME’s, small-scale
agriculture and tourism.
• Provision of access to municipal, social and economic services
• An LED strategy has been developed and a number of key strategic
projects are being investigated and some already under implementation
phase.
5.3.5 Tourism and Recreation
To develop recreation and tourism in order to support LED and tourism initiatives and
diversify agriculture, the following areas have been identified:
• Commercial Agriculture and Tourism
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• Recreation
• A Tourism Strategy has been developed and a number of key projects
such as the development of an Airport, Music Hub and branding of the
Municipality as a product are currently underway
5.4 ALIGNMENT WITH NEIGHBOURING MUNICIPALITIES AND DISTRICT
INTEGRATED DEVELOPMENT PLANS
Alignment is being co-ordinate at District level through its IDP Alignment programme.
The IDP has highlighted the importance of strengthening linkages between
municipalities, namely; N3, N11, R103 and R74. The IDP Program alignment was also
identified as an area that needs attention in particular those projects which have a cross-
border influence, such a tourism projects (ie; battlefields route) etc.
5.5 THE SPATIAL DEVELOPMENT FRAMEWORK DESIGNATIONS
The following is a broad description of the general intention of the different zones or
designations applied inside the primary and secondary nodes. It must be stressed that
the SDF does not assign any legal development rights to land – it is a broad identification
of the preferred future development pattern to guide public and private investment and
development related decisions. It is only through the Planning Scheme, which is to be
formulated as part of the LUMS that legal rights are awarded through the zoning of land.
5.5.1 Existing Urban Areas
These are formalized urban areas, which are covered by a Town Planning Scheme.
These areas have an urban setting usually with a concentration of economic and
administration activities, that accommodates the municipal offices, major schools, main
police station and magistrates court as well as a large variety of commercial, industrial,
and retail outlets.
5.5.2 Settlements
The following definition is based on indigenous and customary practices and shall apply
in settlement areas:
Household’s social allocation of land for residential purposes and all other uses
necessary for the household’s survival. This includes subsistence agriculture and limited
commercial activities, eg. Spaza shop.
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5.5.3 Restricted Settlements
These are existing settlements that are on environmentally sensitive land as a result of
poor or no formal planning. Such settlements should be restricted to the current uses
and no further development should be permitted.
5.5.4 Tribal Land
Tribal land refers to areas in the ownership of Ingonyama Trust and is administered by
Amakhosi in terms of the KwaZulu Land Affairs Act.
5.5.5 Mixed Use
These areas occur mainly along major transport routes and proposed development
corridors in which a wide range of land uses will be encouraged, namely commercial,
light industrial and office complexes and residential development. The proposed uses
need to complement each other, and comply with environmental requirements. More
detailed master planning is therefore required for these areas.
5.5.6 Opportunity Point
Socio-economic development opportunities are to be encouraged at these points, as well
as creating employment opportunities which may take place at a higher density than in
other areas. Servicing is, however, to be thoroughly investigated and agreed to before
any development is permitted.
5.5.7 Infill Development
Formal developments should be encouraged at strategic locations where good
agricultural land is not threatened and where housing, trade and transportation can
develop to the social and economic benefit of the community.
5.5.8 Tourism Battlesites
These are areas of historical importance where famous and historic battles took place.
These areas form part of the Province’s Battlesite Route, which runs from Zululand,
through Amajuba, Umzinyathi, to Uthukela Districts and is recognized as a important
tourism route.
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5.5.9 Mixture of Tourism and Future Residential
This designation includes all types of tourism, including eco-tourism. Self-standing resort
developments, with recreational and other facilities such as golf courses, residential
estates, amusement parks, and conference venues are encouraged. These areas occur
adjacent to mixed use / existing urban development area.
5.5.10 High Potential Agricultural Area
The municipal area is generally characterized by good potential agricultural land that
needs to be preserved and used solely for food production purposes. This is also in line
with government’s policy to preserve such areas.
In general, the subdivision of prime agricultural land is discouraged and the
development of this land for non-agricultural purposes should only be allowed if:
• The land has already been subdivided to such an extent that it is no
longer agriculturally viable
• The land has already been developed for non-agricultural purposes
• The proposed development does not compromise the primary agricultural
activity of the property;
• It will facilitate the implementation of the Land Reform Programme and
Labour Tennant Projects. This needs to be monitored very carefully, so
that prime agricultural land is not compromised for non-agricultural
purposes.
5.5.11 Commercial Agriculture and Tourism
The main objective of this designation is to maintain and enhance the existing character
of commercial agriculture whilst encouraging a full range of tourism related land uses.
Land subdivision will not be supported if it will jeopardize the agricultural viability of
existing farming operations. The maximum suggested density for accommodation units
would be within a range of 1 unit per 3 to 5 ha, depending on the development capability
of the specific site.
Such a designation makes it possible for the land owner to have secondary activities to
supplement their income.
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5.5.12 Conservation Areas
This refers to the use of land for the conservation of natural resources and the
wilderness qualities associated with these areas for low intensity tourism; maintaining
biodiversity and sustainable catchments functioning
5.5.13 Open Space System
The banks of the Tugela River are yet another important asset of this area, which needs
to be preserved. These areas also include undeveloped areas within a sensitive
environmental area that should be preserved.
In terms of the draft norms and standards for wetlands and rivers, it is stipulated that a
predominantly vegetated buffer of at least 20m wide be included between a stormwater
outflow and the outer boundary of the wetland (Department of Agriculture and
Environmental Affairs, 2004).
5.5.14 Area of Priority Spending
This is an area characterized by high population density, low level of basic services and
facilities, and unemployment. The objective of this designation is to identify an area that
is extremely desperate for social and economic upliftment with higher number of people.
5.5.15 Rehabilitation of Dongas
These are areas badly degraded as result of soil erosion through flooding or
environmental mismanagement. These areas need to be rehabilitated through proper
environmental management.
5.6 NODAL AREAS UNDER EMNAMBITHI/LADYSMITH LOCAL MU NICIPALITY
5.6.1 Primary Node
Ladysmith / Ezakheni
The Ladysmith/Ezakheni Complex is the major urban node within the municipality. This
area has an urban setting with a concentration of economic and administration activities,
it accommodates the municipal offices, major schools, main police station and
magistrates court as well as a large variety of commercial, industrial, and retail outlets.
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The area is dissected by a Primary Transportation Route (N11), which makes it highly
accessible to other centers. The Mixed Use Areas include Pieter’s Industrial area and
Steadville within the former TLC area. These areas include a mixture of land uses
namely; commercial, administration, industrial and residential. The proposed uses need
to complement each other and comply with environmental requirements.
5.6.2 Secondary Nodes
The Driefontein Complex, Matiwaneskop Complex, Colenso Complex, and Van Reenen
Complex have been identified as Secondary Nodes.
5.6.2.1 Driefontein Complex
The Driefontein Complex is the largest of the four Secondary Nodes and is one that is
densely populated. Driefontein Complex is commonly known as the Abantungwa Kholwa
Complex and includes, Watersmeet, Burford, and Driefontein areas.
This complex has been identified as an area of Priority Spending however, such an area
of spending should not only be limited to Driefontein as there other rural areas that have
been socially and economically deprived.
The complex has all three types of access routes namely; primary, secondary, and
tertiary access routes. An opportunity point has been identified at the Jononoskop/
Driefontein intersection. It is at this point where the first multi-purpose center is being
built.
An environmental sensitive area has been identified northwest of the complex and it is
proposed that this area be conserved. There are other donga areas which should be
rehabilitated. There are also areas identified for infill development, as well as areas
where restricted settlements are proposed. The remaining area was identified for
agricultural purposes.
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5.6.2.2 Matiwaneskop Complex
The Matiwaneskop Complex is also very densely populated, areas of infill and restricted
development have been identified. The area has all three types of access routes. There
are no environmentally sensitive areas identified except for donga areas that require
rehabilitation. The northeast and southwest portion of the complex is within an area of
high agricultural potential in terms of soil fertility.
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5.6.2.3 Colenso Complex
The cutting down of ESKOMs operations in Colenso saw this complex becoming a
typical dying town. Its entire infrastructure is still in place, with the rail infrastructure as
one of the main defining features.
Settlements areas identified include the currently settled areas as well as areas of
restricted development. Areas adjacent to Nkanyezi Township, as well as an area at the
southern tip of Colenso have been identified for infill development.
Commercial activities are encouraged along the main road which is currently used for
this purpose whilst, mixed uses mainly in the form of light industry are encouraged along
the railway line.
An urban open space system is proposed along the Tugela River, as well as areas within
the complex identified as being environmentally sensitive. Urban agriculture is proposed
along the southern portions of the complex.
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5.6.2.4 Roosboom Complex
The Roosboom Complex is one of the smallest in terms of population concentration.
Areas currently settled, as well as areas where development is restricted have been
identified.
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5.6.2.4 Van Reenen Complex
The Van Reenen Complex has been identified as a Tourism Complex. It is accessible via
the N3 which is a major link between Gauteng and Durban with its associated high traffic
volumes. This is the smallest of all the complexes.
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An area to the west which currently falls under the Okhahlamba Municipality has been
earmarked for a Polo Estate development. Negotiations between Emnambithi
Municipality, Okhahlamba Municipality, and the Demarcation Board are being ongoing.
This area is not heavily settled however a low cost housing development has recently
been completed with further developments in the pipeline.
5.6.3 TERTIARY NODES
Areas identified as Tertiary Nodes include; Droogwaal, Lucitania, Roosboom Complex
Blue Bank, and St Joseph’s Mission.
Typical services / facilities within each of the orders are tabled out below:
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PRIMARY NODE SECONDARY NODE TERTIARY NODE
Municipal Offices
Hospital
Welfare Offices
Primary - High Schools
Tertiary Training Facility
Permanent Information Centre
Post Office and Post Boxes
Banks
Bus and Taxi Terminals
Police Station
Magistrates Court
Home Affairs Offices
Municipal Hall
Wholesalers / Stores / Shops
Satellite Police Station
Clinic
Primary - High Schools
Tribal Court (Where Applicable)
Rural Service Information Centre
Post Boxes
Regular Bus Service
Community Halls
Stores / Shops
Routine Police Patrol
Weekly Mobile Clinic
Primary - Secondary Schools
Weekly Mobile Welfare
Services
Regular Bus Service
Post Boxes
Meeting Places
Shops
Below, the Spatial Development Framework (Draft) map indicating the above settlements
and information guidelines for agricultural development, future CBD expansion, restricted
areas, infill housing development, existing settlements, environmental sensitive areas
and other information necessary for guiding future development decisions :
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SECTION 6: DEVELOPMENT STRATEGIES TO ADDRESS THE PR IORITY AREAS
The strategic framework below highlights objectives relevant to the priorities identified earlier on and develops objectives, indicators and targets
to serve as the basis for performance management system which is aligned to the IDP.
THE STRATEGIC FRAMEWORK
6.1 NATIONAL KPA : SERVICE DELIVERY AND INFRASTRUCT URE
NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR
6.1.1 HOUSING
To improve access to quality affordable
housing
• Number of new houses handed over to targeted recipients
of low income housing
• Percentage of rental units where ownership has been
transferred to tenants
• Housing development plan in place
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NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR
6.1.2 ROADS 2.1 To improve the road network system and
provide well maintained all weather community
access roads.
2.2 To coordinate work between Transport
Forums and the Municipality.
2.3 Clarify roles and responsibilities for
different road classes.
2.4 To maintain and expand existing storm-
water systems.
2.5 To improve road infrastructure and provide
bridges where necessary.
Number of urban households in the Service Authority Area, that did
not have direct access to at least a gravel or graded road.
Municipal Representative serving on the Transport Forum.
List of roads falling within the municipal authority.
Quantified storm water backlog.
Number of bridges constructed.
6.1.3 SPATIAL
PLANNING
6.1.3.1 To implement Environmental
Management Policies through Pollution
Management, Erosion Management,
Conservation Management, Eco-enhancement
and Environmental Rehabilitation.
6.1.3.2 To implement recommendations of the
SDF.
Spatial Development Plan for both urban and rural in place.
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NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR
6.1.4 COMMUNITY
FACILITIES
6.1.4.1 To reduce backlog of community
facilities.
6.1.4.2 To improve access to and management
of community facilities.
6.1.4.3 To ensure access to sports and
recreational facilities.
No of Community Facilities provided to address the backlogs.
Quantified list of backlogs.
6.1.5 SAFETY AND
SECURITY
6.1.5.1 Strengthening of Policing Services and
encourage public visible policing.
6.1.5.2 The eradication of crime which has
affected business confidence levels and
tourism.
Strategy for crime prevention.
Number of fines issued for traffic offences.
6.1.6 ELECTRICITY To reduce electricity service backlog by
improving existing electricity network to meet
current and future needs.
• Number of households in the electricity service authority area
that were part of the backlog but were provided for the first
time with a legal electricity connection.
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6.2 NATIONAL KPA : LOCAL ECONOMIC DEVELOPMENT
NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE INDICATOR
6.2.1 ECONOMIC
DEVELOPMENT
To promote Job Creation and local economic
development largely based on agriculture
industry, SMME development and tourism
Number of jobs created by Municipal LED activities.
Number of jobs created by Municipal capital projects
6.2.2 FINANCIAL
VIABILITY
To improve the Municipality’s rate base by
implementing appropriate policies.
To ensure that the Municipality is financially
viable and to recover outstanding debts.
Outstanding customer debt in debtor days (total outstanding debt/billed
revenue for FY) x365.
Debt coverage (total revenue – grants). Debt service payments.
Salaries (incl. Benefits) budget/total operating budget.
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6.3 NATIONAL KPA : TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE INDICATOR
6.3.1 ORGANISATIONAL
DEVELOPMENT
6.4.1.1 To ensure institutional equity through
capacity building initiatives.
6.4.1.2 To improve internal skills level and
capacitation.
6.4.1.3 To address issues of HIV/AIDS in the
workplace.
• % of the top three levels of management staff classified as Black
(inclusive of African, Asian and Coloured)
• % of (out of total number of staff) staff in the municipality are
women.
• % of staff in Municipality that are disabled.
• Workplace skills development strategy
• % of skills levy received in rebate from SETA for last financial
year.
6.3.2 PUPLIC
PARTICIPATION
To encourage and ensure the involvement of
communities in the affairs of the Municipality.
• Community communication strategy
• % of wards that have established ward committee structures
• Average number of ward committee meetings with a quorum for
all wards with ward committees.
6.3.3 CO-OPERATIVE
GOVERNANCE
6.4.3.1 To ensure that the institution operates
in line with appropriate legislation.
6.4.3.2 To encourage inter governmental
relationships.
• Financial Audit Committee functional
• Participation in the Intergovernmental Forums
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SECTION 7: PROGRAMME OF ACTION
This section deals with an action programme that was tabled and agreed upon during the Growth and Development summit, held on the 1-2
February 2007, to address the above priority area and strategies. This programme of action also emanates from an extensive community
participation process as well as the IDP engagement initiative jointly by DPLG and DLGTA. An intensive workshop attended by Municipal
Officials and Councillors agreed on the following programme of action in order to address the above challenges:
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7.1 GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS
WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO
WHO WILL DO IT
WHEN WILL IT BE
DONE STATUS
Lack of more effective
communication and interaction within
departments, between government
departments, districts and
municipalities, as well as
communities?
Excellent communication Develop and
implement a
communication
strategy
PM & MMO Development : End
of November 2006
Implementation :
Ongoing
Policy document prepared and
approved
by Council and implemented through
ward committees
Lack of understanding of the
Integrated Development Plan, which
is a strategic
program for the entire Municipality.
Well communicated and
understood IDP
Summarize the IDP
document and
develop
a user friendly
translated
IDP
EMED & MED End September
2006
Once all staff and ward committees
have access to IDP summary
Lack of comprehensive, integrated
strategies that respond to HIV/AIDS
pandemic.
Comprehensive,
integrated
strategies that respond to
HIV/AIDS pandemic.
Prepare
comprehensive,
integrated
strategies that
respond to
HIV/AIDS
pandemic.
MCS End November 2006 When document is adopted by Council
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WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL DO IT WHEN WILL IT BE
DONE
STATUS
Lack of skills development and
retention of skills
Active skills development
and retention of skills
To draft a policy
and
strategy on skills
development and
retention of skills
CPS End September
2006
When document is adopted by Council
Lack of responsive restructuring that
addresses key functions
Responsive restructuring
that addresses key
functions
Restructuring plan
to be prepared
MM End October 2006 When document is adopted by Council
Lack of "Change Management"
(mindsets, managing change, etc)
Effective change
management
Develop a change
management policy
MM End October 2006 When document is adopted by Council
Technologically-challenged systems Technologically-
advanced systems
Report from IT
section to be drawn
up. Need an
analysis on
computer
compliance.
MCS End October 2006 When document is adopted by Council
Lack of appraisal system Effective and continuous
appraisal system
Develop and
appraisal system
PM End August 2006 When document is adopted by Council
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WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL DO
IT
WHEN WILL IT BE
DONE
STATUS
Lack of incentives and financial
rewards for excellence
Incentives and financial
rewards for excellence
Develop
incentives and
financial rewards
strategy (link to
Mayoral incentive
awards)
PM & MMO End October 2006 When document is adopted
by Council
Lack of full integrated
Geographical
Information System
Fully integrated and
accessible Geographical
Information System to
all other departments
Development of
effective GIS
operational plan
MED End November 2006 When document is adopted
by Council
Lack of coordination between
portfolio
committees.
Effective coordination of
portfolio committees
in all departments
Effective
coordination of
portfolio
committees
MGA End September 2006 When document is
adopted by Council
Lack of employment equity
strategy
Fully implementable
employment equity
strategy
Fully
implementable
employment
equity strategy
MCS End October 2006 When document is
adopted by Council
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51
7.2 FINANCE AND ECONOMIC DEVELOPMENT
WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL
DO IT
WHEN WILL IT
BE DONE
STATUS
The lack of "creative and
innovative" capacity and
understanding to develop,
review and implement local
economic plans and alignment
thereof with other municipal
functions (measurement)
Creative and innovative
capacity and understanding
to develop, review and
implement local economic
plans and alignment thereof
with other municipal
functions.
Develop a creative and
innovative capacity and
understanding to develop,
review and implement
local economic plans and
alignment thereof with
other municipal functions.
EMED End October
2006
Plan approved
Lack of efficient commitment and
capacity for operating systems
around improved billing,
management, revenue protection
strategies and systems.
Total commitment and
capacity for operating
systems around improved
billing, management,
revenue protection strategies
and systems.
Provide efficient capacity
and inculcate commitment
for operating systems
around improved billing,
management
revenue protection
strategies
and systems.
CFO &
MCS
End January
2007
Plan approved
Lack of targeted assistance and
support to align with programs
such as Accelerated and Shared
Growth Initiative of South Africa
(ASGISA) and Joint Initiative of
Priority Skills Acquisition (JIPSA),
Provincial Growth and
Targeted assistance and
support to align with
programs such as
Accelerated and Shared
Growth Initiative of South
Africa ASGISA) and Joint
Initiative of Priority Skills
Develop targeted
assistance and support to
align with programs such
as Accelerated and Shared
Growth Initiative of South
Africa ASGISA) and Joint
Initiative of Priority Skills
MED End October
2006
When document is
adopted by Council
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52
Development Strategy (PGDS) Acquisition (JIPSA),
Provincial Growth and
Development Strategy
(PGDS)
Acquisition (JIPSA),
Provincial Growth and
Development Strategy
(PGDS)
Bylaws are not sensitive to
economic transformation
Sensitive bylaws for
economic
transformation
Review of all bylaws that
are not
sensitive to economic
transformation
SLA End March 2007 Draft to be presented
to Council
Lack of promotion of Broad Based
Black Economic Empowerment
and targeted, vulnerable groups.
Give effect to Broad Based
Black Economic
Empowerment and targeted,
vulnerable groups.
Implement BBBEE
(incorporated within the
supply chain management
policy)
CFO End March 2007 Monthly reports to
Council
Lack of innovative strategy to
attract potential and retain existing
investors.
Identify innovative strategies
to attract potential and retain
existing investors.
Develop an innovative
strategy
to attract potential and
retain existing investors.
EMED &
CFO
End October
2006
When document is
adopted by Council
Lack of identification of Public
Private Partnership initiatives.
Identification of Public
Private
Partnership strategy
Provide a guide of
identifying and
develop a strategy for PPP
opportunities.
MED End November
2006
Approval by Council
Lack of poverty
alleviation/eradication programs
Identity poverty alleviation/
eradication programs
Develop poverty
alleviation/
eradication programs
MED End November
2006
Adopted by Council
Lack of SMME Development
Strategy
Develop SMME Strategy Develop SMME Strategy MED End October
2006
Adopted by Council
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53
7.3 INFRASTRUCTURE AND SERVICE DELIVERY
WHAT TO CHANGE WHAT TO CHANGE
TO
WHAT TO DO WHO WILL
DO IT
WHEN WILL IT
BE DONE
STATUS
Lack of quantifies base line information
regarding back k logs in order to
establish the status quo.
Quantified base line
information regarding
back logs in order
to establish the status
quo
Survey quantifying base
line information regarding
back logs in order to
establish the status quo
MM End November
2006
With 1st draft of IDP
Lack of developing and linking
investment plans to address backlog
needs and meeting local and national
service delivery targets.
A well developed and
linked investment plan
to address backlog
needs to meet local
and national service
delivery targets.
Develop and link
investment plans to
address backlog needs to
meet local and national
service delivery targets.
MM End March 2007 Budget and IDP
Process
Lack of operations and maintenance
needs to be catered for in order to
refurbish infrastructure.
Operations and
maintenance
needs are catered for
in order to refurbish
infrastructure.
Develop a financial plan for
operations and
maintenance needs.
CFO End of November
2006/
March 2007
Approval By Council
Lack of certain Sector Plans
(Infrastructure Plans i.e. : service
delivery, health services,
etc)
Well developed Sector
Plans (Infrastructure
Plans i.e. : service
delivery, health
services, etc)
Develop Sector Plans
(Infrastructure Plans i.e. :
service
delivery, health services,
etc)
MM End November
2006
Approved by Council
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54
Lack of prioritization of infrastructure
projects in conjunction with sector,
provincial and national departments
(linked to 4.4)
Prioritized
infrastructure
projects in conjunction
with sector, provincial
and national
departments
Prioritize infrastructure
projects in conjunction with
sector, provincial and
national departments
MED End October
2006
Approval By Council
Lack of Job Creation strategies linked to
capital development projects.
Developed Job
Creation strategies that
are linked to capital
development projects.
Develop Job Creation
strategies that are linked to
capital development
projects.
MES,
MEES,
MGA
End October
2006
Approval By Council
Insufficient free basic and alternative
services supply and monitoring among
the indigent population.
Sufficient free basic
and alternative
services supply and
monitoring among the
indigent population
Update database for
indigents to cater for free
basic and alternative
services
CFO End October
2006
Approval By Council
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55
7.4 HEALTH AND PUBLIC SAFETY
WHAT TO CHANGE WHAT TO CHANGE
TO
WHAT TO DO WHO WILL
DO IT
WHEN WILL IT BE DONE HOW WILL WE
MEASURE IT
Inadequate visible policing Adequate visible
policing
Crime prevention strategy MPS End November 2006 Plan approved by
Council
No scholar patrols in rural areas Adequate scholar
patrols in rural,
urban and township
areas
Process request for
scholar patrols
MPS Within three months after
request has been received
from the Community
Approval of scholar
patrol by Province
Inadequate operational plans by
stakeholder (Army, SAPS, Justice)
Adequate operational
plans by stakeholders
(Army, SAPS,
Justice)
Develop operational plans
for Stakeholders (Army,
SAPS, Justice)
MPS End October 2006 Service Level
Standards
Lack of internal Disaster
Management Plan
Developed internal
Disaster Management
Plan
Develop internal Disaster
Management Plan
MPS &
MED End November 2006 Approval plan
Insufficient information and road
signage
Sufficient information
and road signage
Provide sufficient
information backlog on
road signage MPS End October 2006
Policy resubmitted to
Council
Lack of policy of traffic calming
measures
Developed policy for
traffic calming
measures
Developed a policy for
traffic calming measures MPS End October 2006
Policy to be
resubmitted to
Council
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56
SECTION 8: MUNICIPAL FUNDED THREE YEAR CAPITAL DEVE LOPMENT PLAN
In order to address the backlogs in infrastructure development the Municipality approved a medium term financial programme of which the first
year commenced in 2006. The first year of this programme saw adherence to the programme with minor deviations from the projected
amounts, however, the second year (2007/2008) will be more challenging due to the fact that Council has decided on cash backed budget as
opposed to taking loans to finance its capital programme.
It therefore remains for this Council to focus on financial viability in terms of rate based expansion and innovative/improved debt collection
strategies in order to continue to fund its capital programme. Council is still committed to put this medium term financial programme into action.
Below, a draft Capital Financial projected expenditure for 2006/2007 – 2008/2009
ITEM DESCRIPTION 2006/2007 2007/2008 2008/2009
OWN FUNDING Plant and Equipment 10 000 000.00 7 000 000.00 18 000 000.00
Low Water Crossings 7 000 000.00
Rural Roads 11 000 000.00 MIG FUNDING
Pedestrian Bridge 4 000 000.00
INEP 2 500 000.00
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57
SECTION 9: PROGRESS HIGHLIGHTS
9.1 Infrastructure and Service Delivery
Listed below are projects currently underway to demonstrate progress being made by this Municipality to address its priority backlogs as per the Medium Term Financial Programme :
ITEM NO PROJECT NAME PROJECT SCOPE LOCALITY BUDGET
1. Pedestrian Bridge (Matondwane to Watersmeet) 1.6m wide reinforced concreted pedestrian bridge linking Matondwane to Watersmeet.
Watersmeet Mtateni
R 945 000.00
2. Pedestrian/Vehicular Bridge (Watershed to Driefontein) 4.5m wide reinforced concrete pedestrian bridge over Tatane River
Kleinfontein Mtateni
R 700 000.00
3. Pedestrian/Vehicular Bridge (across Mbababatu River) 3.0m wide reinforced concreted pedestrian bridge, Mbabantu River
Driefontein R 560 000.00
4. Cove Crescent Development Housing Development Cove Crescent R 346 255.62
5. Construction of Emakhuwini Community Hall Construction of 350 seater community hall Driefontein R
6. Construction of low water crossings Construction of new vehicle crossing utilizing precast culverts.
Roosboom Ezakheni Peacetwon St Chads Watersmeet Pieters Burford
R 1 500 000.00
7. Hunter Road and Murchison Street Upgrade of Hunter Road and Murchison Street Hunter Road Murchison Street
R 1 850 000.00
8. Pension Pay Points Construction of pension pay points in rural areas Blue Bank Kleinfontein Driefontein Baldaskraal Mtateni Watersmeet Peacetown Burford Jonoskop Mcitscheni St Chads Roosboom
R 1 200 000.00
9. Plant R 10 Million
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58
9.2 ECONOMIC DEVELOPMENT CATALYST PROJECTS
ITEM NO PROJECT NAME DESCRIPTION STATUS
1 Ladysmith Airport To upgrade the existing aerodrome into a regional
airport which has the potential to serve both the tourism
and business sectors in region of Uthukela
Feasibility study into the expansion is currently being
considered. Private investment required into the running and
operating of airport.
2 Agricultural Development
Units along the Klipriver
and Uthukela River
In order to alleviate poverty, Council made available
land along Uthukela and Klip Rivers for the development
of viable agricultural units.
Feasibility studies undertaken and business plans by Lima
Rural Development. This investment opportunity is for the
private sector to partner with the emerging farmers to realize
this development.
3 Pecan Nut Project The pecan nut project has been identified to address
poverty alleviation by planting pecan nuts trees and a
processing plant.
Feasibility studies completed as well as business plans.
Awaiting private sector investment. The estimated minimum
required investment is approximately R4 million
4 Logistic Hub This project emphasizes the position of Ladysmith as a
strategic located town that can serve as a distribution
centre for goods in the Country. This is supported by the
available rail infrastructure that is unsurpassed by any in
this region and surrounds.
Feasibility underway and buy-in from Provincial and National
Stakeholders required.
5 Ladysmith Music Hub Ladysmith Black Mambazo has become a brand name
and in honour of this the Municipality together with
Province initiated a school for Traditional Music to be
built in Ladysmith.
Feasibility study completed. Business plan completed. In the
process of appointing Directors for a Section 21 Company.
Funding for implementation required.
6 Aloe and Berg Tea Ladysmith like many other parts of the Province is
blessed with large populations of wild aloes. The project
is also an initiative to alleviate poverty.
20 rural members are directly benefiting from this imitative
and has been boosted further by Gijima KZN with funding in
excess of R 1 million to establish a processing plant and to
export the product.
7 Commercial Development More than 60 hectares of commercial land has been set
aside for development of a stadium, hotels and other
commercial activities in Town and Ezakheni Areas.
Two (2) developers have been appointed by Council to drive
the commercial development initiatives.
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59
10. CONCLUSION
Emnambithi/Ladysmith Municipality has the potential for economic growth and social upliftment in view of its location, heritage and
its developed infrastructure services that can be expanded to accommodate future development needs. This Municipality also has
an advantage for being the district, economic and industrial hub within Uthukela District and has a significant role to play in the
upliftment of the economy of the entire district.
However, a number of key challenges have also been identified in this document which need to be addressed prior to this
Municipality claiming its rightful position within the district and province at large.
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