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INTEGRATED DEVELOPMENT PLANNING

Lizette Dirker

IDP Coordination Business Unit

UMLALAZI STRATEGIC PLANNING

SESSION

INFORMANTS OF THE IDP

SOUTH AFRICAN PLANNING SYSTEMS

National Provincial Local

Vision 2030

National Development

Plan

National Planning

Commission

PGDS(Vision 2035)

PGDP

Provincial Planning

Commission

District wide DGDP

(Vision 2035)

IDP5 years

Municipal Council

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the World”

SDGs

WARD BASED PLANSS

DGs

Sustainable Development Goals

• Agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the next 50 years. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development

50 Year Vision

• Adopted in January 2015, in Addis Ababa, Ethiopia by the 24th African Union (AU) Assembly of Heads of State and Government

Adopted in January 2015

10 Year implementation cycle• Five ten year implementation plan – the first

plan 2014-2023

AGENDA 2063

1. A prosperous Africa based on inclusive growth and sustainable development

2. An integrated continent, politically united and based on the ideals of Pan-Africanism and the vision of Africa’s Renaissance

3. An Africa of good governance, democracy, respect for human rights, justice and the rule of law

4. A peaceful and secure Africa

5. An Africa with a strong cultural identity, common heritage, shared values and ethics

6. An Africa whose development is people-driven, relying on the potential of African people, especially its women and youth, and caring for children

7. Africa as a strong, united and influential global player and partner

National Development Plan (Vision 2030)

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the World”

KwaZulu-Natal will be a:

• prosperous Province;

• with a healthy, secure and skilled

population;

• living in dignity and harmony;

• acting as a gateway to Africa and the World

KZN VISION 2035

307

STRATEGIC GOALS

STRATEGIC GOALS

GOAL REVISIONS

JOB CREATION1

GOVERNANCE AND POLICY

6

RESPONSE TO CLIMATE CHANGE

5

STRATEGIC INFRASTRUCTURE

4

HUMAN RESOURCE DEVELOPMENT

2

SPATIAL EQUITY7

HUMAN &COMMUNITY DEVELOPMENT

3

INCLUSIVE ECONOMIC GROWTH




ENVIRONMENTAL SUSTAINABILITY


SPATIAL EQUITY

1

2

3

4

5

6

7

2016 PGDS STRATEGIC GOALS and OBJECTIVES

STRATEGIC GOAL

No STRATEGIC OBJECTIVE 2016

1INCLUSIVE ECONOMIC GROWTH

1.1 Develop and promote the agricultural potential of KZN

1.2Enhance sectoral development through tradeinvestment and business retention

1.3 Enhance spatial economic development

1.4Improve the efficiency, innovation and variety of government-ledjob creation programmes

1.5 Promote SMME and entrepreneurial development

1.6 Enhance the Knowledge Economy

2HUMAN

RESOURCE DEVELOPMENT

2.1Improve early childhood development, primary andsecondary education

2.2 Support skills development to economic growth

2.3 Enhance youth and adult skills development and life-long learning

3HUMAN AND COMMUNITY

DEVELOPMENT

3.1 Eradicate poverty and improve social welfare services

3.2 Enhance health of communities and citizens

3.3 Safeguard and enhance sustainable livelihoods and food security

3.4 Promote sustainable human settlements

3.5 Enhance safety and security

3.6 Advance social cohesion and social capital

3.7Promote youth, gender and disability advocacy and theadvancement of women

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2016 PGDS STRATEGIC GOALS and OBJECTIVESSTRATEGIC

GOALNo STRATEGIC OBJECTIVE 2016

4STRATEGIC

INFRASTRUCTURE

4.1 Development of seaports and airports

4.2 Develop road and rail networks

4.3 Develop ICT infrastructure

4.4Ensure availability and sustainable management of water and sanitation for all

4.5Ensure access to affordable, reliable, sustainable and modern energy for all

4.6 Enhance KZN waste management capacity

5ENVIRONMENTAL SUSTAINABILITY

5.1 Enhance resilience of ecosystem services

5.2 Unlock the green economy

5.3 Adapt and respond climate change

6GOVERNANCE AND POLICY

6.1 Strengthen policy, strategy coordination and IGR

6.2 Build government capacity

6.3 Eradicate fraud and corruption

6.4 Promote participative, facilitative and accountable governance

7SPATIAL EQUITY

7.1Enhance the resilience of new and existing cities, towns and rural nodes, ensuring equitable access to resources, social and economic opportunities

7.2Ensure integrated land management use across the Province, ensuring equitable access to goods and services, attracting social and financial investment

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317

Vision2035

STRATEGIC GOALS

STRATEGIC OBJECTIVES

KZN PGDSSTRATEGIC FRAMEWORK

KwaZulu-Natal will be a

prosperousProvince with a healthy, secure

and skilled population,

living in dignity and harmony,

acting as a gateway to

Africa and the World

INCLUSIVE ECONOMIC GROWTH

1


6

ENVIRONMENTAL SUSTAINABILITY

5


4


2

SPATIAL EQUITY7


3

1. Develop and promote the agricultural potential of KZN 2. Enhance sectoral development through trade, investment &

business retention3. Enhance spatial economic development4. Improve the efficiency, innovation and variety of Government-

led job creation programmes 5. Promoting SMME, Entrepreneurial and Youth Development6. Enhance the Knowledge Economy

7. Early Childhood Development, Primary and Secondary Education

8. Skills alignment to Economic Growth9. Youth Skills Development & Life-Long Learning

10. Eradicate poverty & improve social welfare services11. Enhancing health of communities and citizens12. Safeguard and enhance sustainable household food security 13. Promote Sustainable Human Settlements14. Enhance safety & security15. Advance social cohesion and social capital16. Promote youth, gender and disability advocacy and the

advancement of women

17. Development of seaports and airports18. Develop road and rail networks 19. Develop ICT infrastructure 20. Ensure availability and sustainable management of water and

sanitation for all21. Ensure access to affordable, reliable, sustainable and modern

energy for all22. Enhance KZN waste management capacity

23. Enhance resilience of ecosystem services24. Expand application of green technologies 25. Adapt and respond to Climate Change

26. Strengthen policy and strategy co-ordination & IGR27. Building government capacity 28. Eradicating fraud & corruption29. Promote participative, facilitative & accountable

governance

30. Enhance the resilience of new and existing cities, towns and rural nodes, ensuring equitable access to resources, social and economic opportunities

31. Ensure integrated land management use across the Province, ensuring equitable access to goods and services, attracting social and financial investment

DISTRICT GROWTH AND DEVELOPMENT PLAN

VISION:

“By 2035 King Cetshwayo District Municipality will be a cohesive; economically viable district, with

sustainable strategic infrastructure; supporting job creation through radical economic transformation rural development and promotion of our heritage”


STRATEGIC GOALS:

GOAL 1: INCLUSIVE ECONOMIC GROWTH

GOAL 2: HUMAN RESOURCE DEVELOPMENT

GOAL 3: HUMAN AND COMMUNITY DEVELOPMENT

GOAL 4: STRATEGIC INFRASTRUCTURE

GOAL 5: ENVIRONMENTAL SUSTAINABILITY

GOAL 6: GOVERNANCE AND POLICY

GOAL 7: SPATIAL EQUITY


• STRATEGIC GOAL

• STRATEGIC OBJECTIVE

• STRATEGIC INTERVENTION– SPATIAL REFERENCE

• INDICATOR– BASELINE DATA

– PROPOSED TARGET

– SOURCE OF DATA

– FREQUENCY OF MONITORING

– RESPONSIBILITY


CATALYTIC PROJECTS:

“Catalytic projects are large-scale development projects, which directly stimulate and leverage much higher levels of development and initiation of further

projects. They usually require significant capital investment and infrastructure which lead to further

growth of a value chain and increased private investment.” -KZN PGDP.

DISTRICT GROWTH AND DEVELOPMENT PLANCATALYTIC PROJECTS:

Project Description Source Value

Implementation of

Biogas Projects

throughout the

District.

To further roll out the bio-gas initiative currently piloted

within the District.

District

Service

Delivery Plan

TBD

Establishment of

the SEZ

The Richards Bay IDZ to be converted to a SEZ to

influence the whole district.

PGDP TBD

Richards Bay Port

expansion

The extension of the Richards Bay Harbour. PGDP TBD

Richards Bay

Airport

The upgrading and expansion of the Richards Bay Airport. PSDF TBD

Small Town

Regeneration

The regeneration of the following small Towns within the

KING CETSHWAYO District:

o Melmoth

o Kwambonambi

o Eshowe

o Nkandla

o Etc

PSDF TBD

DISTRICT GROWTH AND DEVELOPMENT PLANCATALYTIC PROJECTS:


KING

CETSHWAYO

Fresh Produce

Market

The establishment of the KING CETSHWAYO Fresh

Produce Market.

District Service

Delivery Plan

TBD

KZN Broadband KZN Broadband: To roll out backbone and access

networks broadband infrastructure to all 51 municipalities

of the province so that broadband services are available

to all parts of the province

PSDF &

District Service

Delivery Plan

TBD

Nodal

Development of

the R 66 Route

District Service

Delivery Plan

TBD

Establishment of

Industrial Precinct

among Primary

Nodes across the

District

District Service

Delivery Plan

TBD


CATALYTIC PROJECTS:


Mthunzini

Shopping

Complex

uMlalazi LM TBD

Siza Garage

Shopping

Complex

uMlalazi LM TBD

Heatonville

Business Hub

uMlalazi LM TBD

Nature Based

Tourism

The establishment of nature based tourism activities within

the District

PSDF & District

Service

Delivery Plan

TBD

Public Maritime

School

To establish a public maritime school in the district and thus

benefiting from the “blue economy”.

Stakeholder

Workshop.

TBD

Mtunzini Mixed

Use Development

uMlalazi LM TBD


CATALYTIC PROJECTS:


Gingindlovu

Industrial

Development

uMlalazi LM TBD

Eshowe Industrial

Extension

uMlalazi LM TBD

Rutledge Park

Middle Income

Housing

uMlalazi LM TBD

Mpushini park

Housing

Development

uMlalazi LM TBD

Eshowe CBD

Revitalisation and

Extension

uMlalazi LM TBD

KDS shopping

Centre

uMlalazi LM TBD


CATALYTIC PROJECTS:Project Description Source Value

Strategic Corridor

Development Plan

For The N2

Corridor From

Durban To

Richards Bay

TBD

Eskom

Substations

A number of substations are planned for the district:

Sokhulu SS Est.

Empembeni SS Est.

(Customer Supply)

Ngoye SS Est.

Mangethe SS Est.

Mbongolwane SS Est.

ESKOM TBD

Rural Service

Centers

The establishment of rural services centres throughout the

district

PSDF TBD

ECD Centre

Development (600

- 50/DC & 100

Metro)

The construction of 50 ECD centres throughout the district. PSDF TBD


CATALYTIC PROJECTS:


Centres for the

Disabled

The construction of a centre focusing on the need of the

disabled community residing within the district.

PSDF TBD

Centres for Senior

Citizens(12 - 1/DC

& 2/Metro)

The construction of a centre catering for the needs of senior

citizens.

PSDF TBD

Substance abuse

Rehabilitation

Centres(12 - 1/DC

& 2/Metro)

The construction of a substance abuse rehabilitation centre. PSDF TBD

School Greening

(600 - 50/DC &

100 Metro)

The greening of existing schools within the district PSDF TBD

Establishment of a

Land Committee

This committee will assist with issues regarding land

ownership and making land available for investment.

PSC Meeting

recommendatio

ns

TBD

2017/2018

MEC PANEL IDP ASSESSMENT RESULTS

Municipal Transformation & Institutional Development

Positive comments Gaps / To be improved

HR Strategy in place. Indicate adoption status and implementation progress of HRS, WSP and EEP.

Workplace Skills Plan (WSP) in place. • Fill critical vacancies of Section 56.• Report progress.

Employment Equity Plan (EEP) in place. Enhance MT SWOT analysis by identifying and adding more issues to Opportunities andThreats components.

Council approved organogram.

2016 2017

4.4 3.8

88% 76%

Local Economic Development & Social Development

Positive comments Gaps / To be improved

Informal Economy Policy is in place. Develop new 5yr LED Strategy.

LED unit in place. Review Informal Economy Policy.

• Budget for LED programs in place.• Budget for LED research and

development.

• Develop/review and implement relevant LED policies.

• Incorporate relevant information from these policies into the LED Strategy and the IDP.

Functional LED Forum. Develop SMME database.

M&E plan to track and record the effectiveness of LED programmes.

Include explanation of model that was used to quantify number of jobs to be created in response to NDP/PGDP targets.

Social development section well articulated. Develop Municipal Safety Plan.

2016 2017

2.21 2.6

44% 52%

Basic Service DeliveryPositive comments Gaps / To be improved

Adopted Integrated Waste Management Plan (IWMP).

Include supporting mapping for:• Water and sanitation projects• Waste removal backlogs• Waste removal collections

Section on access to community facilities addressed.

Reflect rail networks in the transport network map.

Section on telecommunication addressed. Utilise existing IGR structures to coordinate with the District the water and sanitation information and O&M Plan.

Section on provision of infrastructure projects related to National and LG elections addressed.

Strengthen relations with ESKOM including electrification project information, provided by ESKOM, in the IDP.

Attach Integrated Local Transport Plan (ILTP).

Consider establishing a Housing Forum to address human settlement issues.

IDP to indicate human settlement backlogs per settlement.

2016 2017

4.3 3.8

86% 76%

Financial Viability & ManagementPositive comments Gaps / To be improved

Capital funding and expenditure to address service delivery section addressed.

• Indicate number of Indigents provided with FBS.• Attach Indigent Register.

Revenue raising strategies section addressed. Indicate outstanding debt for the past 3 years, as well indicating aging of debtors.

Expenditure management section addressed. Under SCM: indicate all deviations with the supporting reasons.

Section on AG’s opinion addressed. • Provide information on Budget and Treasury Office.• For Technical Services Unit: need staff structure,

vacancies, impact of vacancies on achieving Municipal objectives.

• Indicate lines of communication between BTO and TS.• Indicate use of financial consultants and the cost

implications thereof.

Financial Plan is in place. Include financial ratios for the past 3 years, with calculations.

Include budget % for repairs and maintenance to property, plant and equipment.

Indicate on the Financial Plan the MTEF allocation inclusive of Sector Departments’ allocations, as well as a table on budget assumptions.

2016 2017

4.63 2.65

93% 53%

Good Governance & Public ParticipationPositive comments Gaps / To be improved

Batho Pele Policy and Service Delivery Charter and Standards have been developed.

Report on status, functionality and membership of Risk Management Committee.

Reported on establishment and functionality of various committees.

Report in more detail on Enterprise Risk Management.

Council adopted policies and bylaws in place.

• Adopt and implement Batho Pele Policy and Service Delivery Charter and Standards.

• Develop and adopt Service Delivery Improvement Plan (SDIP).

Report on participation status of Amakhosiin Council meetings ito Section 81 of MSA.

• Participate in IGR structures . • As a Family to implement the IGR TOR.

Enhance GG SWOT analysis by identifying and adding more issues to Strengths and Opportunities components.

2016 2017

4.45 3.65

89% 73%

Implementation of Operation Sukuma SakhePositive comments Gaps / To be improved

Good progress made with roll out of OSS in Municipality.

-

Reported on background, status, OSSstakeholders, functionality of Local Task Team (LTT), functionality of War Rooms, intervention programs and challenges.

Mentorship program to support functionality of War Rooms.

Cross Cutting Interventions

2016 2017

2.22 1.88

44% 38%

Strategic Thrust of 6 KPAsPositive comments Gaps / To be improved

Descriptive long term vision. Challenges are only listed. Need clear explanation of each key challenge.

Well defined goals, objectives and strategies aligned to National priorities and KPAs.

Goals and objectives to address each of the key challenges.

Clear indicators and targets that resulted in achievement of goals, objectives and strategies.

Ensure that baselines from APR of previous year are taken into account when setting targets for the next FY.

Clear explanation of how OPMS is applied in the Municipality.

Ensure that corrective actions from the APR of the previous year are taken into account when setting targets for the next FY.

Implementation Plan has been developed in line with guidelines.

Attach departmental level SDBIP.

Indicate if departmental indicators are linked to the organisational indicators.

Ensure alignment between the goals, objectives, strategies and the SDBIP.

Fill Section 54/56 vacancies and sign Performance Agreements within the legislative timeframe.

Back to BasicsPositive comments Gaps / To be improved

Incorporated B2B in strategic planning processes.

To adopt SDIP and align it to B2B Support Plan.

OPMS is aligned to B2B pillars. To finalise and adopt 2017/18 B2B Support Plan.

Current Support Plan is adopted and being implemented.

Credibility ranking and score

2016 2017

Rankedno. 10

Ranked No. 26

Credibility rating:74.03%

Credibility rating:61.27%

Provincial average:66.02%

Provincialaverage:

61.9%

4TH GENERATION IDP (2017/18 – 2021/22)

& AREAS FOR IMPROVEMENT

4TH GENERATION IDP

• New 5yr IDP (2017/2018 – 2021/2022);

• New Council term of office with new priorities;

• Comprehensive IDP in Yr 1;

• Simplified IDP reviews Yr 2 – 5;

• Review key Sector Plan and integrate information in IDP;

• Obtain funding and technical support from Sector Departments to develop Sector Plans;

• PGDS/PGDP review informed DGDP review;

• DGDP review to inform IDP formulation;

• Obtain funding to implement catalytic projects;

• Use IDP Credibility Assessment Criteria and Guidelines as checklist.

AREAS FOR IMPROVEMENT

• Implement actions, with timeframes and responsibilities as per the adopted Process Plan;

• Address the key elements for IDP formulation as identified in the adopted Process Plan;

• New Council term of office - new priorities to be identified;

• Strategic Planning Session;

• Address MEC assessment gaps (MEC letter & assessment criteria table)

– COGTA Business Units, Sector Departments & State Owned Enterprises to support;

– Municipal Departments & HODs to support;

AREAS FOR IMPROVEMENT

• Functional IDP Steering Committee (attendance, participation, share information);

• Information exist, just need to be included;

• HODs to use IDP Assessment Criteria and Guidelines as checklist (criteria to be reviewed);

• Review key sector plans and integrate information into IDP (HODs and Sector Depts);

• PGDS/PGDP review informed the DGDP review; DGDP review to inform IDP formulation;

• Align plans and processes with those of District Municipality;

• Functional IDP Representative Forum;

• IGR, participation and consultation.

WARD BASED PLANS GUIDELINES


• Situational analysis / ward profile– Demographics

– Socio-economic

– Infrastructure

• Spatial orientation

• Community needs analysis

• Community needs prioritisation

• Development strategies– Vision

– Strategies aligned to PGDS Goals and IDP


• Maps

• Implementation plan– Strategy

– Program

– Projects

– Location

– Time frames

– Support needed from LM and from Stakeholders

Thank You

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