HIBISCUS COAST MUNICIPALITY 2011 – 2012 IDP REVIEW

1 HCM - IDP REVIEW 2011-2012

HIBISCUS COAST MUNICIPALITY

2011 – 2012 IDP REVIEW


CONTENTS PAGE PAGE NO.

OUTLINE OF THE DOCUMENT 3 HERWORSHIP THE MAYOR ’S FOREWORD 4 MUNICIPAL MANAGER’S REMARKS 5 SECTION A: EXECUTIVE SUMMARY 6 – 11 SECTION B: KEY PERFORMANCE AREAS Basic services and infrastructure 12 – 36 Local Economic development 37– 45 Spatial Planning 46 – 48 Institutional development and transformation 49 - 58 Financial viability and management 59 – 79 Good governance and public participation 80 - 96

SECTION C: SITUATIONAL ANALYSIS 97 - 130 SECTION D: DEVELOPMENT STRATEGIES 131 - 161 SECTION E: SECTOR INVOLVEMENT 162 - 166 SECTION F: IMPLEMENTATION PLAN: 167 - 190 SECTION G: PROJECTS 191 - 225 SECTION H: FINANCIAL PLAN 226 - 246 SECTION I: SPATIAL DEVELOPMENT FRAMEWORK 247 - 251 SECTION J: OPMS 252 – 257 Acroynms 258 - 264

Annexure A: OrganogramAnnexure B: LED strategy


OUTLINE OF THE DOCUMENT

Section A: Executive summary outlines the overview of the municipality, current service delivery and backlog status quo

Section B: Six local government Key Performance Areas

Section C: Situational analysis outlines in great details of the status quo of the municipality by aligning to the five Key Performance Areas.

Section D: Development Strategies outlines the long and short term developmental goals in line with the MTSF

Section E: Sector Involvement gives highlights on the participation and commitment of stakeholders to IDP forum meetings.

Section F: Implementation Plan: deals with the three year implementation plan with committee human and financial resources.

Section G: Projects detailed operational plan for 2011/2012 that will be translated into SDBIP.

Section H: Financial Plan covers the financial management aspects of the municipality including strategies and policies to maintain sound financial management.

Section I: Spatial Development Planning covers the high level overview of the municipal spatial planning, environment and land use management.

Section J: Organisational Performance management systems give an outline of the performance information including KPI and quarterly targets per department.

Acronyms


HERWORSHIP THE MAYOR’S FOREWORD

In line with Chapter 5 of the Municipal Systems Act No. 32 of 2000, the municipality has developed a five year IDP which will be reviewed on an annual basis. The local government legislation stipulates that municipalities an IDP which is informed by the community needs. The municipality is humbled by the achievement of the last IDP Review however there is still a room for improvement.

In preparation for the new IDP, the municipality held seven public consultation / Izimbizo in November 2010. The municipality is still faced with service backlog, insufficient and lack of cooperation. The leadership of Council commits to finding amicable ways to address the challenges. The Inter-governmental Relations structures and the IDP forum will be utilised to support planning processes.

The municipality will work hard to address the comments of the MEC of Cooperative Governance and Traditional Affairs in the 2010/2011 IDP Review and fully address the Municipal Turnaround outstanding issues. Yet again the municipality has developed a credible IDP Adequate resources will be deployed to fast track services delivery challenges and ensure that the municipality meets its legislative mandate.

Thank you MAYOR - COUNCILLOR N.F. SHUSHA


MUNICIPAL MANAGER’S FOREWORD

The administration of the municipality is committed in improving internal systems to effective and efficiently responds to service delivery challenges facing the municipality. The year has seen a renewed commitment to address the challenges the municipality has faced. The municipality remains committed to developing a credible IDP and adequately address the MEC findings on the 2010/2011 IDP. Support and resources will be channeled to support internal departments including the IDP office.

The municipality is repositioning itself and will take full advantage of its strategic location in unlocking the economic potential of the municipality. IDP forum meetings will be held on quarterly basis and stakeholders are encouraged to attend these meeting enhance development programmes alignment, support and avoid duplication of resources. The IDP cluster meetings will feed into the planning processes. Internal departments will focus on their departmental functions which are linked to the powers and functions and capacity of the municipality

The planning processes feed into the performance management of the municipality and the performance targets are contained in the document. The Organizational Performance Management should be cascaded to other levels and be utilised to measure and gauge the performance of the municipality.

The municipality encourage all stakeholders and members of the public to participate in the strategic planning and performance management processes

Thank you.

Mr. SW. MkhizeMUNICIPAL MANAGER


SECTION A: EXECUTIVE SUMMARY

Hibiscus Coast Municipality is one of the six local municipalities under the Ugu district municipality

in the province of KwaZulu-Natal. It is a subtropical region of lush and well-watered scenic valleys

and blue flag beaches with its gigantic rivers running into its all the year-round warm Indian Ocean.

Hibiscus Coast Municipality is the economic hub if the district and has the highest population

numbers compared to the other local municipalities within the Ugu District Municipality. The

municipality is strategically located between Durban and the Eastern Cape Province and has well

established infrastructure along the urban strip.

Composition Hibiscus Coast Municipality (KZN216) is a B category municipality in the Ugu District (DC21) in the Province of KwaZulu Natal. The municipal area is approximately 837 square kilometers. The municipality consists of five previous traditional local authorities (TLCs) and six traditional authority areas. Towns are located along the urban strip and the traditional areas are located in the hinterland or the south western side of the municipality.

The Hibiscus Coast Municipality’s coastline runs from Hibberdene to Port Edward. The municipality’s geographic location is 30º 22 seconds and 30 minutes East and 30º 45 seconds 0 minutes south. The municipality’s population is projected at 292 891, refer to Map 1 overleaf indicating the municipal location.

Traditional Local Councils:

• Port Shepstone• Umtamvuna / Port Edward• Margate• Hibberdene• Impenjati / Southbroom

HCM comprises of the following traditional areas: • KwaXolo• KwaNzimakwe• KwaNdwalane• KwaMadlala• KwaMavundla and• KwaLushaba

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Powers and Functions

The Municipal Structures Act of 1998 (as amended) makes provision for the division of

powers and functions between the district and local municipalities. It assigns the district

wide functions to the district municipalities and most day to day service delivery functions

to the local municipalities. The provincial MEC's adjust these powers and functions

according to the capacity of the municipalities to deliver services. Local municipalit ies

are responsible for planning and provision of basic services, waste removal services,

disaster management, air pollution, environmental management, integration of services,

municipal services, raising rates and revenue, etc.

Powers & Functions (List)

Status in performing the power

and function)

Service Provider /municipality performing these Powers and

Functions

Air pollution S Ugu District MunicipalityBuilding Regulations Y HCMChild Care facilities S Ugu District MunicipalityElectricity Reticulation S EskomFire prevention and control Y HCMLocal Tourism S Ugu & Tourism AssocMunicipal Airports S HCM & service ProviderMunicipal Planning Y HCMMunicipal Health Services X Ugu District MunicipalityMunicipal Public Transport X HCMHarbors and Ferries Y HCMStorm Water Management S Ugu District MunicipalityTrading Regulations S Ugu District MunicipalityWater and Sanitation X Ugu District MunicipalityBeaches and amusement parks Y HCMBillboards, Public Advertising Y HCMCemeteries and crematoria Y HCMCleansing and Maintenance Y HCMControl of Public Nuisances Y HCMControl of Liquor Licenses X Liquor Board & SAPSAnimal care, burial and pounds S SPCAFences and Fencing Y HCMLicensing of dogs Y HCMFood licenses X Ugu District MunicipalityLocal amenities Y HCMLocal sport Y HCMStreet lighting S EskomMarkets X Ugu District MunicipalityMunicipal Abattoirs X Ugu District MunicipalityMunicipal Parks and Recreation Y HCMMunicipal Roads Y HCMNoise pollution Y HCMPublic places Y HCM


Refuse removal and solid waste Y HCMStreet trading Y HCMTraffic and Parking Y HCM

LEGENDX = not HCM functionY = HCM function

S = shared with other service providers / institutions

Developmental objectives for the political term

ü Infrastructure provision, maintenance and upgrade.ü Socio economic development and ensure that unemployment level is halved by half in

2014.ü Support and strengthen local economic development, fight poverty and

underdevelopment.ü Streamlining youth programmes, skills development to fight crime at all levels.ü Focus on youth development and empowerment.ü Empower and capacitate ward committees and ensure their optimum functionality. ü Build viable, integrated and sustainable human settlements.ü Enhance public participation and public relations.ü Create sustainable jobs through infrastructure development programmes (EPWP) ü Support and capacitate SMME’s and Broad Based Black Economic Development

(BBBEE).ü Strengthen decentralization of services to rural areas within the municipality.ü Strengthen partnership and participation with other government spheres, private

sector and all stakeholders in developing and improving the municipality.


Locality Map

10 2011/2012 IDP Review

Challenges in developing the IDP Review

1. There is only one personnel in the IDP Office

2. Spatial Development Framework is not in place to guide the IDP

3. Lack of participation of provincial departments which result in non alignment of programmes, duplication, some functions are neglected & planning is not needs felt therefore does not have any impact on the lives of the people

4. Lack of vertical and horizontal alignment / coordination between the three spheres of government

5. Lack of internal integration, lack of support because departments plan in silos and do not consult with other departments

6. No feedback from IGR forms therefore not clear on what decisions were taken arising from the IDP Forum

7. Some critical sector plans are outstanding due to financial and capacity constraints

8. Most Ward Committees are not functional

9. No value is derived from the CDW’s and their functionality is a worrying factor

10. There is no justice done to public part icipation hence the IDP end up addressing the symptoms of the problem rather than the cause of the problem.

11. Relying on old statistics as the municipality does not have funds to carry out research to determine current trends

12. Budget constraints to cater for all the KPA’s

13. Mainly focusing on projects rather implementing strategies contained in the IDP

14. Little support and direction from Management and the district municipality

15. Change of dates which upset the IDP process plan schedule (target dates for deliverables, IDP Representative Forum sitting and affects the PMS cycle).

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Key challenges

Ø Access to basic needs services in rural areas

Ø Aging and absolute infrastructure (roads, electricity network, etc)

Ø Low economic growth and h igh unemployment, hard hitting the youth population segment

Ø High levels of unemployment and poverty in rural and peri-urban areas

Ø Sickly and dying work force

Ø Unsatisfactory level of service from some consultants and contractors

Ø Growing levels of crime e.g. house breakings

Ø Capacity to deal with seasonal influx

Ø Vulnerability to disasters

Ø High debtors / rate defaulters

Ø High number of unemployed youth and cant afford to enroll tertiary education

Ø Neglected vacant sites

Constraints to development The following constraints to development have been identified:

Ø The HIV and Aids pandemic;

Ø Addressing development critical areas;

Ø Coordination and support from other organs of the state;

Ø A skills shortage due to the inability to attract sufficiently skilled people to the area;

Ø A mobile work-force leading to high staff turn-over;

Ø Limited bursary schemes offered in the work-place to develop and retain skills;

Ø Funding shortages existing hampering the addressing of basic services backlogs;

Ø Increasing crime levels; Ø Lack of access to information by rural communities.

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SECTION B: KEY PERFORMANCE AREAS 1. BASIC INFRASTRUCTURE AND SERVICES

Introduction During the past IDP Review processes, due to the lack of up to date data, limited success has been achieved in measuring the municipality’s progress in addressing service backlogs –this is once again a challenge in this IDP formulation. Implementation targets used in this analysis have been draws from the NSDP, PGDS, 5 National Key Performance Areas (KPA’s) and State President’s State of the Nation Address. There are 45244 (89.3%) households with access to water and 5 407 (10.7%) households without access to water with HCM, Comparative information on basic services 2009, DCOGTA.

Water

Ugu water and sanitation backlog

Source: Ugu District Municipality’s WSDP, 2008

The map above illustrate that most parts of the HCM have access to water but there is still a backlog in the hinterlands of the municipality. Ugu District Municipality has worked tirelessly in ensuring that water provided to most parts of the municipality including deep rural areas. The District has successfully built a dam at Bhobhoyi which will supply water to surrounding areas and has economic growth potential for the area. Water backlog is still a serious challenge in some areas.

The water supply to the District is derived from dams, rivers, ground water and bulk purchases from Umgeni Water. The southern coastal strip is serviced by water extracted from a number of rivers and dams which is then treated at several of treatment plants owned by Ugu before being distributed.

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WATERWATER AVAILABILITY

Source: Ugu District Municipality’s WSDP, 2008

List of water projects

Project name 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013

KwaXolo Bulk water 2 4,347,463.28 6,848,291.00 5,000,000.00 3,000,000.00

KwaXolo Phase 3 187,360.43

KwaXolo Reticulation 765,261.33 5,000,000.00 6,400,000.00 5,000,000.00 5,000,000.00 5,000,000.00

Nositha water supply 2,383,228.75 1,172,543.00Bhoboyi Mkholombe waterMhlabatshane Regional water Hibiscus 8,000,000.00 8,100,000.00

KwaNzimakwe in-fills 4,000,000.00

Stick Farm 2,500,000.00 925,216.00

Assisi water phase 2( Mhlabatshane) 7,010,413.16Umzimkulu Raw water storage 7,002,893.16 20,000,000.00 14,643,967.00 3,232,000.00Uplands Low cost housing water 2,000,000.00

Sub Total 21,696,620.11 41,020,834.00 42,643,967.00 12,157,216.00 5,000,000.00 5,000,000.00

Institutional and social development The district municipality has allocated 38 tanks and 2 tankers at an expense of R176 911 as means of drought relief program for the Hibiscus Coast Municipality

Intervention with tankers Area No. of tankers Frequency Brema & Nkoneni –ward 11

02 5 days a week

Dumezulu & Mphelelwa – ward 8

02 5 days a week

Sigidaneni & Manzamhlophe –

01 4 days a week

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S is o n k e

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eTh ek w in i

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M A R G AT E

AM A N Z I M T O TI

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KI N G S B UR G H

UM Z I N T O

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I X O P O

S O U T HB R O O M

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S C O T T BU R G H

H I B BE R DE N E

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P A L M B E A C H

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U MZ U MB E

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S e c o n da r y

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ward 5 Oshabeni 02 Daily Water supply to schools Ward No. of schools supported03 0105 0610 0411 0212 01

Sanitation

Status quo analysisUgu district municipality estimated that by year 2009, 74 847 people will have been serviced and 110 573 will be serviced between 2009 and 2012; costs are estimated at R71.7 million for 2009 target and 23.9 million for 2010/2012. There are 25 079 (49.5%) households with access to sanitation and 25 572 (50.5%) households without sanitation within HCM, Comparative information on basic services: 2009, DCOGTA.

Sanitation projectsProject Name Unit allocations Estimated waterborne

sanitation cost incl. VAT ( R ) Uplands housing phase 1 1000 4 500 000Louisiana Slums Clearance 1000 14 000 000Albersville Lot 7 86 1 204 000Rehoboth Foster Care Village

48 672 000

Mkholombe Slums Clearance

1000 14 000 000

Masinenge Housing Project 1000 14 000 000KwaMavundla 1000 14 000 000KwaXolo Rural Housing Project

1000 14 000 000

KwaNdwalane 1000 14 000 000KwaNzimakwe Housing Project Phase 1

1813 25 382 00

Merlewood Housing Project 372 5 208 000Bhobhoyi Murchison Phase 1

711 9 954 00

Bhobhoyi Murchison Phase 2

1100 7 500 000

KwaMadlala 1000 No budget allocated at this stageOshabeni 1000 No budget allocated at this stage 11130 143 420 000 Source: Ugu District Municipality WSDP May 2006The table above reflects the sanitation projects that will be rolled out in 2007

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The bulk infrastructure is funded from the MIG. Ugu district will need to ensure that the existing services in the Hibiscus Coast Municipality, especially the water and sanitation infrastructure which supports, industry, businesses, tourism and well being if the residents of the municipality are expanded and maintained effectively.

The total consumers with no or inadequate sanitation facilities in rural areas is regarded as the sanitation backlog figure (42%- excluding future low income areas). It is not categorised as per rural village, rural scattered or rural farmland. The information pertaining to the on site sanitation facilities (septic tanks, digester etc) in rural areas is an estimate.

Sanitation needs and cost estimates

Municipality HH HH In need

Estimated Cost ( R) No. of VIP's

HCM 50650 14493 R 72 465 000,00 14493

Future Trends and Goals (Waterborne Sanitation)Future goals are focused on the eradication of backlogs and upgrading of urban sanitation systems.

Water borne sanitation future trends

Municipality HH HH in need

Estimated Cost ( R) No. of VIP's

HCM 50650 14493 R 72 465 000,00 14493

Strategic Gap and Analysis (Waterborne Sanitation)

The implementation of the Sanitation Master Plan will address the following:• Enhance revenue collection• Reduction of water pollution• Reduce sanitation infrastructure backlogs

The securing of loan funding is becoming increasingly difficult and the escalating costs of construction and implementation is a continuous concern.

Effective water resource management A monthly water resource monitoring plan is in the process of being developed to ensure the sustainability of water resources.

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HIBISCUS COAST SANITATION NEEDS

Source: 2008 Ugu District Municipality’s Water Services Development Plan

Implementation Strategies (Waterborne Sanitation)

Basic Services With the implementation of the Sanitation Master Plan, the District Municipality will develop a strategy to maintain the existing infrastructure and improve the level of service for its customers.

Higher Level, associated services and economic growth The implementation of sanitation master plan will prioritize the areas where it will be economically and technically viable to implement the strategy. There is a need for sanitation provision ward 10, Ezitendeni and farm Upland areas.

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The housing chapter

Evidential Criteria/ KPIs Y/N Comments and Improvement Measure

Who will assist the

Municipality?

By When? Comments expected

from names of officials needs to be added

Have the housing demand aspects been determined by the Municipality

Yes Housing projects are identified by demand and in future need to have a tool to be able to identify projects prior

The Housing Sector Plan drafted by private company

Already done for this municipality

Director Human Settlements

Is the municipality able to address the housing demand, challenges highlighted while, taking into account the growth, trends such as population, economy etc?

No There are many housing project that have not yet gone to implementing stage

Project Managers, Implementing Agents and KZN Housing

Various project on different stages

Manager Housing Projects Malusi Zwane

Has the municipality indicated an ongoing process for identification of suitable land for housing development?

Yes Most of our projects are in-situ upgrade, which means we build were people are staying and for those who are greenfields we have identified land for.

Our Estate Department under Co operate Directorate and Department of Land Affairs

As an when land is required for housing purposes

Mr. Sbu Phili Manager Estates

Has the municipality indicated the nature of service levels on these land parcels through CIP?

Yes The District Municipality has been brought on board from the start to prioritize our housing projects

Ugu District Municipality

As an when is required

Dr. Johan van der Walt

Malusi Zwane

Does the IDP informal Settlements section align to the Migration Plan of the municipality?

Yes The Housing Sector Plan states clear the movement of people into and out of the area (deaths and birth)

Housing Sector Plan

Already done

Malusi Zwane

Has the municipality identified current and planned housing projects that are ready for implementation?

Yes There 16 housing projects with Hibiscus Coast Municipality both rural and urban project

Project Managers, Implementing Agents and KZN Housing

Already done

Malusi Zwane Manager Housing Projects

Has budgetary provision being made for planned housing projects?

Yes All our projects are budgeted for in our annual budget and 5 year plan of KZN Housing

Directorate of Human Settlement and KZN Housing

Done Malusi Zwane Manager Housing Projects

Has the social viability of the settlements been determined/ indicated

Yes All our project have a Social Compact Agreement in place before an agreements are signed by KZN Housing

Social Facilitators of the projects and Directorate of Human

Most of them are done but before signing of

Malusi Zwane Manager Housing Projects

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and Hibiscus Coast Municipality

Settlements the agreements between KZN Housing and Hibiscus Coast Municipality

The municipality has worked tirelessly to unblock the challenges that caused a delay in housing projects and fast tracked all housing projects. The municipality handed over 50 houses to Louisiana beneficiaries in November 2010.

Current housing projects and status quo a. Albersville:

Status: Project approved for 86 PLS in-situ upgrade subsidies. 74 beneficiaries were approved and have built their sound structures. The Municipality will be the developer; this is to allow the municipality to apply for the change of product from being the material supply at P5 to be a house for those whose sites remained vacant and developable. However the municipality has to submit the required documentation which shall include the product which will be delivered and its costing. The project has a R4m budget.

b. Bhobhoyi phase 1: Status: 711 subsidies were approved under PHP and all infrastructural services except for 42 sites (due to squatters on the way of services) are completed. As at September 2008, 500 houses were constructed and occupied. The municipality is facilitating procurement of service provider to complete the installation of services on the remaining 42 sites. The project has a R24m budget.

c. Bhobhoyi phase 2 Status: The project is under packaging 1100 sites; this project will be used to fast track the clearance of the current Mkholombe informal settlement. The DFA approval has been obtained. Once approval has been received from the Department of Cooperative governance, infrastructural services and housing construction will run parallel.

d. KwaNzimakwe:

Status: 1813 subsidies were approved under PHP subsidy instrument. All infrastructure services have been installed. As at September 2008, 500 houses were constructed and occupied. HCM and Ugu district are currently in discussions to resolve the issue of sanitation on this project. The project has a R56m budget allocation.

e. KwaNdwalane rural housing

Status: 1000 rural in-situ subsidies were approved. The planning application was sent to the Department of Cooperative Governance and Traditional Affairs for a 40m house and VIP to Ugu’s standards are the product considered appropriate for this project which is be finalized in Tranche 2 of the project. Both the project manager and the Implementing Agent were appointed.

f. Louisiana slums clearance:

Status: 1000 sites were approved but only 697 sites yielded on the available land. The Township establishment (LEFTEA) approval was obtained and the infrastructure service is sitting at 90%. The municipality is in a process of appointing a new project manager for this project. The Ugu district has confirmed their acceptance of VIP’s as sanitation solution for

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this project. However the municipality and Department of Housing still have to agree on the product to be delivered in light of the recently adopted 40m² quality norms. This project has an R18m budget allocation.

g. KwaMavundla rural housing Status: 1000 rural in-situ upgrade subsidies were approved however only 929 beneficiary applications have been submitted to the Department of Housing for approval. The Planning Application was sent to the Provincial Department of Cooperative Governance and Traditional Affairs. Ugu district has indicated that VIP toilets will be a solution for this project but this will be finalized at Trache 2 of the project. This project has an R48m budget allocation.

h. Hibberdene care centreStatus: The project (Catalina Bay House) was approved for 18 beds as a residential community based home providing housing accommodation, meals and cares for the able bodies and sound minded senior citizens who are not frail enough to qualify for admission to institutions such as old age homes or frail care centres. A request has been submitted to increase the project size from 18 to 26 beds which will result in the revised project value of R1 091 930.80. Currently the developer is looking for a suitable and strategic location within the Ugu district jurisdiction to extend the project. R1m is budgeted for this project.

i. KwaXoloStatus: 1000 rural in-situ upgrade subsidies were approved and the project has an R48m budget allocation.

j. Merlewood: Status: 372 sites were approved, however the contract could not be signed as the top-up funding to match the higher level of service was not available. The township establishment was obtained through the DFA process. The Department of Housing together with HCM is working on a strategy to move the project forward without any further delays. 922 beneficiaries have been approved to date and the municipality is in a process to appoint a new project manager. The project has a R44m budget allocation.

k. Tin Town: 600 families benefited from the project and the project is officially completed and closed out.

l. MasinengeStatus: 372 sites were applied for however the number has increased to 1000 sites due to the growing number of farm evictions and lack of control of illegal occupation. The project was put on hold as the district lacked funding for the bulk services.

m. MkholombeStatus: The project is under packaging for 1800 beneficiaries. Discussions are underway to utilize the funds already transferred to HCM to accommodate this project through Bhobhoyi phase 2.

Current housing backlog

Type Backlog Planned 08/09 – 09/10

Rural In-situ upgrade 34234 3000

Informal settlements clearance 5000 3042

Low Income 2430

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Medium Income 2500 232

TOTAL 41 734 10 504

Public works and EPWP This unit deals with provision of hard and soft infrastructure, e.g. crèches, bridges, sport facilities, change rooms, community halls, etc. The municipality constructed four Thusong service centres in the rural hinterlands and two of them are operational. More than three community halls were built and many crèches were constructed. Local labour was utilised in construction of these community structures.

In rural areas most bridges were washed away by the heavy rains and storms as a result some areas are not easily accessible. Temporary job and construction opportunities are created for emerging contractors and established firms. The women and youth are trained and given an opportunity and support to grow.

The municipality is involved in the Nomnandi. Nomnandi has been selected by the Independent Development Trust to create 200 work opportunities under the Ugu District. This project is part of the Extended Public Works Programme of the National Government and is meant to alleviate poverty in areas where there are minimal prospects of creating long term sustainable jobs. Each person is paid R1000 per month and a principle of no work no pay is applied for everyone on the project. Schools and clinic benefiting on the Nomnandi programmes are as follows:

• Inala primary • Dunywa primary • Emthini primary• Enyanisweni primary • Shibase primary• Emvutshini clinic

The following projects will be addressed from the amount of R790 000.00 for unfinished projects in 2011/2012:

Ward Project Outstanding Items

13

Fairview Netball Court Fencing

Fairview Sportsfield

Extension Pipe from Standpipe to Change rooms

Repairs to Water Office Ablution Block Incomplete – needs maintenance

2 x Goal Post Nets for Fairview Sportsfield

14 Domba Sportfield Repair Fencing and Goal Poles

J.B. Sportsfield Renovations

Madlala Hall Renovations

21 2011/2012 IDP Review

Domba Sewing Centre Renovations

MPCC – Tarring Renovations

15 Magogo Sportsfield Grassing and Fencing

20

Mbotsha CrècheWindows and Gate to be repaired

Mbotsha Hall Electricity

Ngwabe HallCracked Walls and Doors to be repairedElectricity and Fencing to be repaired

Ganyaza To Ezimangweni Requesting a Crossing Pipe

21 Kwa-Ganyaza Road Road incomplete

22 Maveshe HallAir Conditioner to be Connected and Gate needs to be Renovated

Ezideni Community Garden Fire Fencing

24 Bhuqu Bridge

26 Mlongwana Sportsfield 2 x Poles for Soccerfield

28 Michael Nsimbi Walkway Completion

2 Ext. 3 5 X Streetlights

5Shibase Sportsfield Fencing

Sgodaneni Crèche3 plate Gas Stove, 3 Big Pots, 50 X Plastic Plates, Bowls, Spoons & 2x Big Bowls

7Kwa-Xolo Sportsfield Planting Of Grass

Thuthuka CrècheElectricity Connection, Furniture & Roof Repairs

Gcilima Crèche Electricity & Water Connection

8

Woza Poultry Project

Mphelelwa Skills Development Centre

Nkothaneni Poultry Project Roofing

Nkothaneni Poultry Project Electricity

Nkothaneni Sportsfield

10Princess Nombuso Crèche Retaining Wall

Mpenjathi Sportsfield Goal Poles

Ntabeni Hall Roofing & Furniture

22 2011/2012 IDP Review

11Thongasi Change Room Vandalized Before Handover

Netball Court Need Small Attention

Braemer Change Room Vandalized Before Handover

14Domba Sportsfield Change room

Water and electricity connection outstanding

ROADS, STORM WATER, KERBING & PAVEMENTS Status quo Most roads are in a deteriorating state both provincial and local roads, this can be contributed to lifespan of the road networks and lack of maintenance. The high volume of heavy duty vehicles using the municipal road is one of the main contributors to the deteriorating condition of roads. A local integrated transport plan needs to be developed so proper transport planning can be done, explore other means of transport modes using the existing resources and meet the current and future demands.

There is a need to construct new roads in rural areas and maintain roads in urban areas as most roads are in undesired condition. Some areas are hardly accessible due potholes, manholes, and due to challenges posed by topography and absence of town planning. The municipality made efforts to get cooperation and information on roads that will be constructed and maintained by the department but they were all in vain as province was not prepared to respond to the municipal requests. The municipality also extended IDP Representative Forum Meetings invitation to the department but department does not honor the meetings. This has put the municipality in a lot of challenges and criticism from the rate payers and other members of communities. There are potholes on corner of Reid road and Margate drive which need urgent attention.

Progress made by the municipality regarding the rehabilitation of roads damaged by the June 2008 storm disaster

Gravel Roads (Rural)

110 roads were identified for rehabilitation of which 109 roads were rehabilitated and 59 signed off by the Engineer. Costing for additional storm water drainage was received from the Engineer and is being investigated. Arrangements were in hand to inspect and issue certifications of practical completion for the remaining road. 18 of the roads have been handed over to the Hibiscus Coast Municipality.

Urban Roads

101 roads were constructed for rehabilitation of which 90 roads were signed off by the Engineer. Arrangements were in hand to inspect and issue certificates of practical completion for the remaining roads by 5 November 2010. 83 of the roads have been handed over to the Hibiscus Coast Municipality.

23 2011/2012 IDP Review

Sector plansThe municipality should develop an integrated local transport plan, road and maintenance plan. The municipality further needs to develop storm water plan on a yearly basis and ensure that storm water issues are addressed urgently.

Addressing the backlogs It is noted that this is not just for road infrastructure but also includes preliminary estimates of needs for public transport infrastructure. The municipality has budgeted for road construction, maintenance, pothole programme, resealing, etc. The rural roads are graded in regular basis. Bridges, walkways and weighbridges were constructed in several rural areas to improve accessibility. The municipality has the pothole, storm water and tidal surge programmes in urban areas and grader programme in rural areas. The tidal surge programme is a response to reinstate beaches and facilities damaged by the high tidal waves in last financial year. The municipality responded speedily to the disaster however the EIA processes have delayed the municipality in fast tracking the rehabilitation process.

The main focus is ensuring that municipal roads are constructed, surface resealed and rehabilitated however more emphasis still need to be on ensuring maintenance plans of the roads are developed and implemented and ensure that roads carry the desired volumes so that their lifespan can be prolonged. The municipality will be exploring the rail transport network which might assist to reduce the traffic congestion and relieve our road network system and enhance public transport accessibility and reliability. Transportation diversification will also be beneficial as it will also result in reduced transportation costs and afford people to choose their choice of transportation.

Two roads per ward should be considered and accommodated within the MIG funding or the Capital Budget allocations as per the Izimbizo Roads shows. The following projects are to beconsidered during the prioritisation of the R1 500 000.00 allocation for rural storm water:

CLUSTER 1

Ward Area Requirement

13 Madu to Hlophe Road Drainage systemMthomeni Road (Road to Umzumbe High School)

Storm water drainage

14 Mvuzane (Kwa-Madlala) Storm water crossingMzbheje Storm water crossingNdlwane Storm water crossingDenver / Silwane Storm water crossingHukwini Storm water crossing

CLUSTER 3 23 Kwa-Ngwabe / Doyisa Clearing of storm

water systemMganka Storm water drainageMbotsha Storm water drainage

CLUSTER 4 26 Ntombela Road Storm water drainage

24 2011/2012 IDP Review

Indigent supportNot applicable.

Fleet investment The Municipality has a total of 301 vehicles. 150 of the fleet are municipal owned, 108 of the fleet is full maintenance lease, 31 of the fleet is capitalized leased and 3 of the fleet is loaned. Most of the (111) municipal vehicles are in a poor condition and need to be replaced soon however 92% of the fleet financed on the full maintenance lease method are in good condition

Method of financing Number Percentage (%)Owned 150 50Full maintenance lease 108 39Capitalized lease 31 10Loaned assets 3 1Total 301 100

The following projects have been identified as future projects for 2011/2012 and 2012/2013:

PROJECT NAME PROJECT VALUE

Margate Taxi Rank Phase 3 R 6,000,000.00

Oatlands Land fill site Phase 5 R 6,000,000.00

High Masts R 4,200,000.00

Rural Roads, Storm water and bridges R 5,000,000.00

Elizabeth Drive R 5,000,000.00

Murchison Hospital Sky bridge R 2,500,000.00

Port Shepstone Taxi Rank R 2,500,000.00

Harding Old Main Road R 3,000,000.00

TOTAL: R34,200,000.00

Mkhize Road Storm water drainageMazeka Road Storm water drainagePentecost Rd Storm water drainageMteshane Road Storm water drainageNtombela Road Storm water drainageSdeni Road Storm water drainageEma-Dramini Rd Storm water drainage

CLUSTER 6 8 Mphelelwa Storm water drainageCLUSTER 7 11 Ithongasi Bridge Bridge washed away

25 2011/2012 IDP Review

Electricity

The electricity supply development plan The municipality should prepare an electrification plan which would seek to address electricity provision for all HCM inhabitants in line with ESKOM’s plans. The plan would contain strategies to deal with the electricity infrastructure, in-fills and free basic electricity. However the emphasis should be on effective communicat ion to ensure well coordinated and aligned programmes between HCM, Ugu and ESKOM. The Department of Minerals and Energy should provide resources and funding so that electricity would be rolled out at a faster rate and at an acceptable standard. KwaLatshoda infrastructure and in-fills issues will be address by this year’s budget.

Addressing the backlogsIt is crucial for the municipality to liaise with ESKOM to ensure that ESKOM has capacity to provide electricity for proposed, new and existing developments. ESKOM is the electricity service provider for the Hibiscus Coast Municipality and ESKOM has indicated that currently there is no capacity to provide electricity within HCM. However there is a substation is being constructed at Bizana in the Eastern Cape which will also feed areas that do not have access to electricity within the municipality.

ESKOM has promised to R18 000 000.00 to address areas that are not yet electrified. Thisallocation is mainly focused at KwaLatshoda (network upgrade and connections) and to address 750 households in-fill at Thelawayeka Ntshambili. The key challenge facing the HCM is the backlog of maintenance and upgrading of electrical infrastructure, which was previously not consistently maintained adequately. A three year projection of maintenance and upgrades around Port Shepstone, is estimated at R20 150 000. However it is important to note that there is still an outcry for electrification in rural areas specifically and community members have difficulties in accessing ESKOM’s personnel to lodge their complaints and queries.

Indigent supportThe Minister of Minerals and Energy submitted a memorandum to Cabinet in January 2001 with the following recommendations:

•Basic supply should be made ava ilable to all households.• The allocation is set at 50 kWh per household per month.•Costs to be funded from the free basic energy portion of the Equitable Share allocation

to the municipality.• The process must be planned with the relevant stakeholders including local government

and ESKOM.

Alternative energy There are 4 701 beneficiaries out of 23 wards who are recipients of gel on a monthly basis as a form of alternative energy. For the current financial year Hibiscus Coast Municipality set aside a budget for alternative energy (gel stoves and lamps). The municipality is investigating the sustainability of utilizing the solar system in areas that still do not have electricity. The municipality has recommended that a mechanism should be put in place whereby residents could go to any office and claim or inquire about the free basic electricity. However some areas indicated that they do not receive gel frequently.

26 2011/2012 IDP Review

It is important for ESKOM to ensure that the energy capacity available within the municipality is utilized optimally to eliminate the electricity household, school and government institutions backlog.

Street lights repaired

Item Description Progress and Remarks 1 Port Shepstone, Marburg, Albersville & Oslo

Beach70 streetlights were repaired

2 Streetlight repairs from Uvongo to Port Edward 53 streetlights were repaired3 Streetlight repairs from Umtentweni to

Hibberdene48 streetlights were repaired

Traffic lights Item Description Progress and Remarks

1 Cnr Aiken and Reynolds Streets Traffic light pole was replaced due to a motor vehicle accident

2 Main Harding Road Traffic light pole was replaced due to a motor vehicle accident

3 RA Engar School faulty traffic light controller

New parts for a controller were replaced and traffic light is in working order

4 Reynolds Street faulty contacts Contact replaced for a traffic light controller

5 Port Shepstone to Margate traffic light lamps incorrect wattage causing dim lights on traffic light

All traffic light lamps were replaced with the correct lamps

6 Opposite Bargain Wholesalers traffic light

Traffic light pole was replaced due to a motor vehicle accident

New connections

Item Job Card No. Description1 J/C No. 4131 Reduce MCB to 3X20A – Oribi Plaza 2 J/C No. 4132 Increase MCB to 3Z80A – Berea Road (Moosa)3 J/C No. 4133 Increase MCB to 1X50A – Romsdal Road (Venter)4 J/C No. 4134 Increase MCB to 1X50A – 24 Victory Road5 J/C No. 4135 Increase MCB to 1X50A – 17 Robin Road6 J/C No. 4136 Increase MCB to 1X50A – 16 King Haakon7 J/C No. 4139 Increase MCB to 1X80A – 36 Andreason (Auto Body)8 J/C No. 4140 Increase MCB to 1X50A – 32 Swallow Drive9 J/C No. 4141 New service – Aiken Street (Toyota building)10 J/C No. 4142 Increase MCB to 1X80A – Aiken Str (Catholic Church)11 J/C No. 4143 Increase MCB to 3X80A – Bazley Street (Mr Pie)12 J/C No. 4144 Reduce MCB to 1X80A – Aiken Street (Fever)13 J/C No. 4145 Increase MCB to 1X50A – 7 Swallow Drive14 J/C No. 4146 Increase MCB to 3X40A – 28 Dennis Shepstone Str.15 J/C No. 4147 Increase MCB to 1X80A – 91 Albersville Road16 J/C No. 4148 Increase MCB to 1X80A – No. 5 Allesund Road (Oslo

Beach)17 J/C No. 4149 Reduce MCB to 1X40A – 44 Colley Street (EW Buhr)18 J/C No. 4150 Increase MCB to 3X40A – 28 Bazley Str. (Lanset Lab)19 J/C No. 4151 Increase MCB to 1X50A – Clarendon Road20 J/C No. 4152 New service – Swallow Drive, Lot 1581 (Sewpersad)

27 2011/2012 IDP Review

Meter queries

1 6 kWh meters were moved to the boundary2 20 kWh meters queries for increasing reading were checked3 Mbango Valley – Faulty time of use kWh meter replaced with a new one

High mast light repairs

1 GG Murchison – Replace timer2 Bhomela – Replaced contactor which was faulty3 Nyandezulu – Replaced contactor and timer which were faulty4 Msikaba – High mast light structure collapsed. Still to claim from insurance5 Murchison Hospital – Changed analogue timer with digital timer

Electricity supply breakdowns

1 Connor Street (Catholic Church) – LV cable rectified and repaired2 Mbango Valley – MV cable fault – Contractor damaged the cable with a tractor and

the cable fault was repaired

Progress on high masts to be installed

Project Description

Ward / Cluster

No of High

Masts

Comments

MGANKA Ward 20 / Cluster 3

1 A technical report was submitted to the Municipality and consultants are awaiting the finalisation of the appointment. The final positions of the high masts to Councilors for approval

Project Description

Ward / Cluster

No of High

Masts

Comments

GANYAZA Ward 23 / Cluster 3


21 J/C No. 4153 Reduce MCB to 1X40A22 J/C No. 4154 New service – Finns Location (Bradley Sayers)23 J/C No. 4155 KZN – 9 Servus Road24 J/C No. 4156 Reduce MCB to 1X40A – 32 Swallow Drive (Sunker)25 J/C No. 4157 Increase MCB to 3X60A – 3 Industrial Road26 J/C No. 4158 Increase MCB to 1X50A – 12 Swallow Drive, Lot 143227 J/C No. 4159 Reduce MCB to 1X50A – 29 King Haarkon (Moodley)28 J/C No. 4160 Reduce MCB to 1X50A – 28 Main Harding Road

(Marc Prop)29 J/C No. 4161 Increase MCB to 1X80A –Whitehouse Mall (Perfect

Peace Salon)

28 2011/2012 IDP Review

MTENGWANE Ward 21 / Cluster 3


SAMBULU CHURCH

Ward 25 / Cluster 3


MASELE Ward 25 / Cluster 4


OKHALWENI Ward 25 / Cluster 4


KWENKULU Ward 25 / Cluster 4


MAGOGA Ward 15 / Cluster 1


FAIRVIEW Ward 13 / Cluster 7


MGANGATHO Ward 11 / Cluster 7


THUNDEZA Ward 11 / Cluster 7


NGCIKENI Ward 11 / 1 A technical report was submitted to the

29 2011/2012 IDP Review

Cluster 7 Municipality and consultants are awaiting the finalisation of the appointment. The final positions of the high masts to Councilors for approval

CALIFONICA Ward 11 / Cluster 7


MADAKANE Ward 22 / Cluster 3


KWALATSHODA Ward 1 / Cluster 7


SHOBENI Ward 5 / Cluster 6


MVUNSTHINI Ward 29 / Cluster 6


LAMONT Ward 29 / Cluster 6


MBAYIMBAYI Ward 21 / Cluster 3


MBOTSHA Ward 20 / Cluster 3


High mast lighting not connected as at October 2010

Project Description Ward /

30 2011/2012 IDP Review

Cluster ASSISSI HIGH MAST Ward 4OSHABENI HIGH MAST Ward 4NTABA HIGH MASTS Cluster 5SGODANENI HIGH MASTS

Ward 5

XOLO HIGH MASTS Ward 8GCILIMA HIGH MASTS Ward 9MVUTSHINI HIGH MASTS

Ward 29

DUNJAZANE Ward 23

Electricity backlog

AREA CONNECTIONS REQUIRED

INFILLS REQUIRED

WARD NO.

Msikaba 200 20 3

Vusushaba 0 138 4

Greenside 0 124 4

Kwenkulu 0 98 4

Mgolomi 0 163 4

Assisi 0 78 4

Ntengela 37 0 4

Shobeni 0 120 5

Intaba 0 164 5

Manzamhlophe 58 256 5

Nkothana 0 07 5

Sgodaneni 0 24 5

Katangweni 0 13 5

0 0 6

Nkampini 0 85 7

Ingwemabala 0 40 7

Gcilima 0 80 7

Sunduza 150 0 7

Margate 0 32 7

31 2011/2012 IDP Review

Ramsgate 0 1 7

Mphelelwa 0 90 8

Khweshube 0 20 8

Zakazani 35 0 8

Nkoneni 30 36 8

Dumezulu 0 38 8

Breamer 0 25 8

Woza 0 30 8

Nkothaneni 0 16 8

Mkanti 0 50 8

Two Stick 0 30 8

Nkoneni 0 33 8

Okhushwini 0 100 9

Mhlalandlini 0 100 9

Bhokodisa 0 100 9

Matsheketsheni 0 100 9

Ngcukeni 0 26 11

Buthongweni 20 100 11

Thundeza 0 60 11

Mgangatho 0 40 11

Sihlayini 0 12 11

Bhalule 0 06 11

Doni 0 13 11

Gusheni 0 07 11

Mission 0 07 11

Lobi 0 05 11

Calfonia 30 40 11

Mari Stella 20 0 12

32 2011/2012 IDP Review

Fairview 0 44 13

Stickfarm 114 0 13

KwaSilwane 100 266 14

Cabhane 0 160 14

Sdakwa 49 128 14

Esentombe 0 35 14

Gwababeni 0 35 14

Mkhomazana 39 0 14

Mvizana 53 12 14

Intshambili 350 350 15

Magog 0 25 15

Eposini 0 20 15

Echibini 0 30 15

Masinenge 1 200 0 19

Mbotsha area 0 12 20

Mganka 0 14 20

Ezinkunini 0 06 20

Ngwabe 0 08 20

KwaSilwane 100 260 20

Cabhane 60 60 20

Sdakwa 49 128 20

Esentobe 0 35 20

Gwababeni 0 36 20

Mkhomazana 30 0 20

Mvuzana 53 12 20

Umdlazi 6 32 21

Ganyaza 0 19 21

33 2011/2012 IDP Review

Mntengwane 0 13 21

Mbayimbayi 0 6 21

Newtown 0 15 22

Nkanyezini 0 20 22

Maveshe 0 20 22

GG 0 12 22

Mbathitshe 0 10 22

Phumlani 0 07 22

Madakane 0 05 22

Maphuphini 0 05 22

Mtengwane 0 15 22

Dunjazane 25 Yes 23

ABC 25 Yes 23

Jesus 25 Yes 23

Dikwe 25 Yes 23

Esiqhokweni 0 18 24

Mbuthweni 0 12 24

Nyandezulu 0 14 24

Betania 0 16 24

Bomvini 0 18 24

Bhomela 0 10 24

Mpakeni 18 25

Okhalweni Madlala 44 25

Nsangwini 18 25

Betinia 33 25

Nkulu 30 25

Sababulo 16 25

Madwaleni 08 25

34 2011/2012 IDP Review

Opposite Wesley Church 5 0 25

Madludleni 20 0 25

Masele 18 0 25

Kwadlubhu 8 0 25

Sambulo area 10 0 25

Qoshi 7 0 25

Qinabout 10 50 26

KwaXaba 0 100 27

Sigedleni 0 80 27

KwaNositha 0 60 27

Goshi 0 30 27

Mqolombeni 15 3 27

Ezitendeni 251 0 28

Tin Town 0 25 28

Mvutshini 0 55 29

Mankutshane 0 65 29

Lamont 0 50 29

Ngwemabala 125 0 29

Mbecuka 130 0 29

Thelawayeka 135 0 29

Source: HCM councilors, 2009

Libraries Libraries are local gateways to knowledge, providing individuals and social groups with the basic facilities for lifelong learning, independent decision-making and cultural development. It strengthens reading habits and computer literacy in children and adults. The fundamental principle in HCM libraries is that its services must be accessible to all its inhabitants. Longer operational hours have been implemented. Tertiary material is provided to distance higher learning students. The KwaNdwalane library is nearing completion construction stage. To attract

35 2011/2012 IDP Review

new users and to increase the awareness and the use of library resources and services, HCM libraries offers the following programmes free of charge:

• Library week - cultural week in which community members participate;• Story hours, class tours, holiday programme and outreach programmes;• Poetry , literature readings and writing competitions;• Free public internet at Gamalakhe library;• Wheelie book wagons;• A cyber cadet has been appointed.

The municipality will be putting prominent public signs in the main languages spoken in the community, showing the way to the libraries. Library buildings have no signs outside identifying them as libraries.

MUSEUMS Promote a growing awareness of cultural heritage, appreciation of the arts, scientific achievements and innovation. The aim of exhibiting artworks in a variety of themes is to educate and entertain communities. Workshops are conducted during outreach programmes. Acquisition and conservation of artifacts is highly encouraged.

There are ten operational libraries within the municipality. The municipality has holiday programme in place to educate and entertain children in a safe environment. The KwaNdwalane library tender was advertised in 2009 and the contractor is on site. There is still a demand for rural additional libraries. The book on wheelie wagon pilot project was rolled out as a pilot project to inland areas. The main objectives of this pilot project are as follows:

• To increase library services in rural areas, • Increase literacy, • Establish book club,• Create knowledgeable communities and • Encourage citizens to read.

Telecommunications Status quoThe number of households with virtually no access to telephone has decreased by over 85%. The number of households with a telephone only in a dwelling has decreased by about 30%. It is more than likely that these households migrated to cell phone use as the latter became inexpensive. The 13% growth in households with access to a public telephone may indicate the proliferation of such facilities even among rural communities.

Addressing the backlogsTelkom and the Cellular phone companies are responsible for the preparation of plans for implementation which is largely based on demand. The municipality tried to consult Telkom in order to access new statistics but it didn’t succeed.

Indigent supportThere is no form of indigent support with regards to telecommunications.

36 2011/2012 IDP Review

Education facilities Status quoEducation information is available at a district level rather than per local municipality. According to

the census results 2001, the district has 232 906 young people of school going age. To serve

these people, the district has 517 schools making an average of approximately 450 pupils per

school. While the standard for classroom sizes is adhered to, the district as is the case with the

KZN Province is still falling behind in terms of teacher/pupil ratio. According to the Department of

Education, the acceptable walking distance to schools in rural areas is 5 kilometers. Such a long

distance adopted by the department is due to the dispersed settlement pattern in rural areas.

Most schools are in good condition; however it is a great concern that there are schools still

without adequate infrastructure. However a concern was noted at the Izimbizo regarding the long

distances still traveled by primary school learners to the nearest schools, some having to take the

risk of crossing rivers to get to school.

Key agreements between the Department of Education and the Ugu District Municipality reached

during the alignment workshop include:

• Department of education furnish the district municipality with a report on the

alignment of national targets in the Ugu context regarding schools/population

ratio.

• Still a concern that the circuit offices are not functionally linked to municipal

boundaries.

• Department of Education to forward schools’ profile regarding services they

have access to.

• The Ugu District Municipality in collaboration with Department of Education to

develop language policy to guide use of languages in schools.

• Department of Education working with the municipality to develop and

implement a strategy to reverse exodus of learners from rural to urban schools.

The attached progress report Municipal Turnaround Strategy outlines how the municipality

intends to improve performance with regards to municipal services and ensure sustainability and

reduce the indigent population within the municipality. The turnaround strategy recognizes the

functions that are performed by our stakeholders, including sector departments and parastatals

like ESKOM.

37 2011/2012 IDP Review

2. LOCAL ECONOMIC DEVELOPMENT

Tourism sector The Hibiscus Coast Municipality is a key tourist area in Ugu due to the fact that the municipality falls mostly along the coast line. It has good levels of infrastructure and service delivery and a strong local economy. The tourism sector in the Hibiscus Coast is the key income generator for the area, and much of the economic activities in the area are geared towards providing products and services to the mostly upcountry domestic tourists.

The municipality places a great deal of emphasis on tourism, and contributes a substantial amount towards the running of the tourism entity; approximately R1.4 million per annum. The Hibiscus Coast local municipality operates together with the tourism entity as well as the CTO’s situated in Hibberdene, Port Shepstone, Shelly Beach, Margate, Southbroom and Port Edward. A key role of the municipality in the management of tourism in the area is the management of infrastructure vital for the tourism trade.

The municipality has put great emphasis on community tourism within the hinterland parts of the Hibiscus Coast Municipality, therefore viewing community tourism as a way in which responsible tourism can be achieved. Community tourism is loosely defined as the collection of businesses within a locality that work together to provide goods and services to the demands of visitors.

As tourism is a demand driven sector, it is constantly in flux and tourism products need to change accordingly to meet this new demand. This requires the tourism entity to have a broad outlook on tourism and tourism products and activities in the Hibiscus Coast Municipality. Currently there is too much emphasis on the more traditional tourism products of Beach and Hotel, and too little broad based strategizing to include new products to capture the ever changing tourism market. The Hibiscus Coast Municipality and the Tourism Entity are working on linkages between the coast and the hinterland, once these linkages are created and effectively marketed, this will then contribute to the growth of tourism across the Hibiscus Coast Municipality in its entirety.

There are 21 beaches in HCM and five of them are blue flag beaches. A blue flag beach is a beach that meets excellence in safety, amenities, cleanliness and environmental standards and it’s an international acknowledgement.

There are luxurious hotels, B&B and sporting facilities within the municipality. Tourist attraction activities that take place include the following:

• Harley-Davidson Africa Bike Week • Sonny Evans Show• Nyandezulu Waterfall• KwaXolo Rock Art• Impenjathi Resort• KZN Motor Racing Club

38 2011/2012 IDP REVIEW

Local Economic Development

Employment Status The 2001 Census takes the age group 15 – 65 years as the potential labour force. These are classified as Employed, Unemployed and Not economically active. The 1996 categorization is not as clear and does not provide figures for those that are not economically active. The overall employment status is summarized as follows:

Employment status comparison 2001 % 1996 % Employed 44692 33 % 48114 72 %Unemployed 32091 24 % 18587 28 %Not Economically Active 58592 43 %Total 135375 100 % 66701 100 %

Source: Municipal Demarcation Board

The table above reflects the employment status for the municipality. More surveys should be undertaken indicating recent employment and unemployment rate covering the entire municipality.

The figures in the table above show:

• That there has been a decrease in the number of people employed and an increase in the number of unemployed people. This suggests a significant number of jobs that have been lost between the 2 census years. This however does not account for the post-2001 development boom which impacted on the construction industry and arguably a number of jobs would have been created.

The graph on the following page, graph 6 on labour force employment status illustrates the following:

• Labour force (age 15-65) made up 34% and 35% of total population in 1996 and 2001 respectively.

• The unemployment rate increased significantly in HCM, by 14% between 1996 and 2001.

• Findings should not be seen as trends though, the differences in Census wording between 1996 and 2001 questionnaires make a comparison difficult.

Occupational categories

0

10

20

30

40

50

60

Top management Senior

management

Profess ional and

specialis ts

Skilled, technical,

supervisors

Semi-skilled and

discretionary

decision making

Unskilled and

defined decision

making

African

Coloured

Indian

White

39 2011/2012 IDP REVIEW

Source: Statssa Community Survey 2007

The graph above highlights the occupational categories within the municipality

Economic Growth Rate & Unemployment

In terms of figures generated by the DBSA for the Ugu Region (2003) the economy of the district is growing at an average growth rate of 2 % per annum for the period 2000 to 2003 (according to DBSA). It must be noted, however, that the growth rate for the HCM during this period is estimated as approximately 2.4% per annum for this period.

Ugu contributed about 3.3% to the KwaZulu-Natal economy and 0.5% to the South African economy in 2005. More than 60% of all economic activity in Ugu in 2005 took place in the Hibiscus Coast Municipality.

The broad unemployment rate in Ugu district was above 52% in 2001, slightly higher than the average of 49% in KwaZulu-Natal. Hibiscus’s unemployment rate was 42%. More than half the formal employment opportunities in Ugu district are in the Hibiscus Coast Municipal area.

One house one garden The municipality project campaign has been successfully implemented in HCM. Seeds and hoes were distributed during the IDP Mayoral Izimbizo both in April and November 2009. The campaign is to initiate an integrated approach to food security demonstrating in practice the principle of coordinated government service delivery with respect to addressing the most vulnerable within the municipality. One house one garden campaign is a key aspect of the HCM food security. Health issues cannot be addressed if poverty is not vigorously tackled as it is a major driver of the diseases and it a known fact that the biggest enemy of health in the developing countries is poverty.

Any effective food security campaign should:• Improve agricultural production• Improve food diversification • An improved household well being• Improved food utilization and health status of target groups

Household income

Hibiscus Coast MunicipalityIncome Group

< R1 600

14%

< R800

7%

No income

52%< R400

21%

> R51 200

0%

< R6 400

5%< R25 600

1%

No income

< R400

< R800

< R1 600

< R6 400

< R25 600

> R51 200

40 2011/2012 IDP REVIEW

Source: STATSSA Community Survey 2007

The graph above highlights the household income breakdown in terms of income brackets

Employment by race breakdown

Income by Population Group

Black

0

10,000

20,000

30,000

40,000

50,000

60,000

No income < R400 < R800 < R1 600 < R6 400 < R25 600 > R51 200

Male

Female


Coloured

0

50

100

150

200

250

No income < R400 < R800 < R1 600 < R6 400 < R25 600 > R51 200

Male

Female


Indian

0

1,000

2,000

3,000

4,000

No income < R400 < R800 < R1 600 < R6 400 < R25 600 > R51 200

Male

Female

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- KwaNzimakwe community needs land to be made available for developing a communal vegetable garden capable of supplying hotels and B&B in the area. Graph 8: Employment by industry


Industry of Employment indicates the following:

• The main industry of employment is the community/social sector, followed by private households, retail/wholesale and the agriculture/fishing sectors;

• Thus employment is predominantly in the social services, primary sectors and retail;

• There is a slight increase of 2% in financial sector


White

0

1,000

2,000

3,000

4,000

No income < R400 < R800 < R1 600 < R6 400 < R25 600 > R51 200

Male

Female

Hibiscus Coast Municipality

Employment by Industry

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Agricu

lture

; for

estry

& fi

shin

g

Min

ing

& qua

rryin

g

Man

ufac

turin

g

Elect

ricity

; gas

& w

ater

sup

ply

Const

ruct

ion

Who

lesa

le &

reta

il tra

de

Trans

port

& com

mun

icatio

n

Finan

cial;

insu

ranc

e; re

al e

stat

e

Socia

l & p

erso

nal s

ervic

es

42 2011/2012 IDP REVIEW

Employment opportunities Agriculture, forestry & fishing

Mining

Manufacturing

Electricity & water

Construction

Wholesale, trade, retail & accommodation

Transport & communication

Finance & business services

Community, social & other personal services

General government services

14.6% 1.0% 11.8% 0.7% 5.5% 17.1% 1.4% 11.5% 21.1% 15.4% Source: Ugu District LED Strategy, 2007

HCM has the high number of formal jobs (36 705) than other local municipalities within the Ugu district municipality. Most significant discrepancies between those employed and unemployed however is still found in urban areas due to the immigration into these areas. The unemployment rate is high in rural and peri-urban areas and the most affected is the youth populat ion.

Tourism sector has the following competitive advantages:

• Blue flag beaches ;• Wildlife, conservation with Ezemvelo reserves;• Major events, such as Loerie Awards, Margate Airshow; Africa Bike Week, South

Cost Queen, Beach events, Easter adrenalin and festive season road blocks• Fishing, and the annual sardine run;• Historical, religious and cultural assets – which provide opportunities;• Sports and adventure tourism, including golf and other sport codes.

Areas of growth potential identified include:

• The implementation of the Port Shepstone Beachfront, Umzimkhulu plan.• Margate airport• Port Shepstone prison • The implementation of the housing and infrastructural plan.• The establishment of an Information Centre.• The development of areas with agricultural potential• Intermodal facility at Port Edward • Marine Drive corridor arts and craft market • Macadamias, broilers, sugar, cane, timber, bananas and vegetables• Tourism and eco-tourism development

Current Projects1. Co-operatives and SMME development and advancement2. KwaXolo Chicken abattoir3. Second economy advancement4. Poverty alleviation e.g. Siyazenzela food for waste initiative5. One house one garden6. Rural tourism facilitation (tourism development7. Job creation 8. Port Shepstone prison development, Hibberdene harbor and Margate Airport as

macro projects9. Business licensing 10. Thusong service centres

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Good governance relating to LED The municipality has initiatives to establish, develop and support SMME’ s and co-operativess.

Future Plans on LED The municipality will benchmark the Local Economic Development Key Performance Area through the CMRA programme. Benchmarking will assist the municipality to improve on LED as it is currently struggling to address the KPA. Benchmarking will also assist the municipality by:

• Give insight in current state of municipal LED.• Implement the LED strategy • Develop an investment plan linked to infrastructure investment• Compare strengths and weaknesses of the municipality.• Encourage learning from other municipalities.• Align with district, PGDS and NDSP.

Agricultural sector The agricultural sector provides employment to hundreds of people who come from rural hinterlands and it has improved and grown in the last few years. Most people rely on agriculture sector as one of the major employment segment in the municipality. Agriculture sector is one of the major economic sectors in HCM. HCM comes second in this sector compared to other local municipalities within the Ugu District Municipality. This sector can play a major role in poverty alleviation especially in communities with high unemployment. The revised SDF critically talks to the agriculture sector and interventions that can be explored in strengthening this economic sector. The municipality successfully implemented the one house one garden project in all the areas of the municipality.

In terms of agriculture Hibiscus Coast has numerous competitive advantages, to mention a few:• Location to two ports, major national road networks, airport;• Climate;• Water;• Tourism;• Labour availability;• Well established commercial sector and support services.

Potential agricultural projects with the municipality include the small farmer agricultural projects in rural areas.

Local production and supply The Bhobhoyi organic garden supplies spinach to the Manaba and Shelly Beach Spar. The Ugu Fresh Produce is another supply of fresh vegetables and fruits and supply major supermarkets within the municipality. The municipality has supported lots of community gardens and cooperatives which need a market to sell their produce.

Manufacturing sector Manufacturing is another leading economic sector for HCM. Ugu district municipality’s LED strategy, 2007 indicates that manufacturing in HCM is sitting at 11.8%. The developed industrial

44 2011/2012 IDP REVIEW

areas in HCM include Port Shepstone, Marburg, Margate airport and Margate Quarry. The majority of firm produce textile, timber related products, clothing, etc. The identified constraints to growth include skills shortages, transport adequate road networks and access to finances.

In terms of manufacturing the Hibiscus Coast has numerous competitive advantages:• Factor conditions – availability of infrastructure;• Opportunity for markets;• Firm structure and strategy;• Relating and support industries and • Government

Thusong service centres There are four Thusong community centres in the municipality. Two of these centres are fully operational and two will be operational before the commencement of the new financial year.These centres provide government services in rural areas as they are used as pension pay points, crèches, etc. They are also occupied by government departments. The Bhomela MPCC has wireless connection to assist the youth from the area to acess study material easily. Below is a list of four existing Thusong community areas:

• KwaNzimakwe• Nyandezulu• KwaMadlala and • Bhomela

Port Shepstone correctional centre The municipality has initiated engagements with the Minister of Correctional Services to discuss the issue of the prison. However, the constriction of the prison has been put on hold as the municipality was informed that the Minister of Correctional Services has put all Private Public Partnerships projects on hold while investigating certain issues. Plans for the prison are already prepared and the construction of the prison will be beneficial to HCM residents in term of job opportunities, infrastructure investment and reduce over crowding in other prisons.

Margate airport upgrade

The Margate Airport’s ownership was obtained by Municipality Council. The Department of

Cooperative Governance and Traditional Affairs has provided R10m towards the corridor

development. The R10m will be transferred over two financial years (R3m in 2009/2010 and R7m

in 2010/2011) and the expenditure plan is being drawn up. The issue of the airport upgrade and

run away has been discussed at length at Council meetings and Council supports the

development taking place at the airport. The relevant department and the Hibiscus Coast

Development Agency are in discussions with the surrounding municipalities (Alfred Nzo, OR

Tambo and Bizana) to come on board and get their buy in. The National Department of Transport

recently indicated that the department id awaiting funding confirmation from the National Treasury

Department. The municipality is in a process of engaging with CommAir to sign a partnership

and other opportunities.

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Manufacturing sector

The municipality is one of the three major manufacturing hubs within the Ugu district municipality.

The manufacturing hub currently boasts furniture, textile and clothing manufactures, as sub-

dominant sectors.

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3. SPATIAL PLANNING AND LAND USE MANAGEMENT

The municipality last reviewed the Spatial Development Framework in 2009/2010. Due to financial constraints and lack capacity the 2010/2011 SDF was not developed in line with the legislative timeframes. The municipality has not resolved this challenge as there is no budget set aside for this legal requirement. The municipality will welcome any assistance (technical and financial) from relevantroleplayers assisit develop the SDF as no provisions are made from the municipal budget. It is important to note that the IDP Spatial Development Framework is intended to form the basis for the Land Use Management System for the municipal area, Land Use Management System referring in this instance to i) the control of development and ii) the facilitation of development. These two aspects place different requirements on the Spatial Development Framework-on the one hand it must be detailed enough to guide the implementation of land use rights (by means of Planning Schemes), while on the other hand it must identify measures to stimulate development.

Primary CorridorsThe Primary Corridors identified provide public transport linkages and accessibility to the communities at the interceptory points with other movement channels. A range of development opportunities are envisaged along these channels. The Primary Corridors identified in the SDF are follows:

• The N2 runs North/South parallel to the coast up to the Marburg Interchange, from where it continues in a westerly direction forming the primary inland link to Harding, Kokstad, Matatiele and onwards towards the Eastern Cape.

• The R61 runs from the Marburg Interchange to complete the North-SouthPrimary Transport Route to Port Edward. Should the Wild Coast Spatial Development Initiative be completed in its entirety, this will link right through to Port Elizabeth.

• The N2 links the Hibiscus Coast with Scottburgh, Durban airport and the Metropolitan area of eThekwini to the North.

Moreover the rail and air transport (Margate Airport) also serve as the primary corridors in the municipality as these play a major role in the promotion of tourism.

Secondary Corridors

In order to improve accessibility to the inland areas and to create potential inland tourism routes, Main and District Roads have been highlighted for upgrading and regular maintenance as Secondary Corridors.

Primary Tourism Corridors

The role of the R620 (Old Main Road) that runs from Hibberdene along the coastline as far as Ramsgate as a Primary Tourism Corridor is to be maintained

47 2011/2012 IDP REVIEW

and strengthened. Along this corridor there are various tourism attractions such as swimming beaches and commercial nodes.

Secondary Tourism Corridors

The Secondary Tourism Corridor (inland) is to encourage the spread of tourist facilities to the inland component of the Municipality. This corridor has potential to unlock tourism and business potential of the area. The sustained development of tourism facilities is depandant on the capacities of supply services networks, and it is essential that the IDP’s capital development programme is aligned to the tourism elements of the SDF.

Nodes

a) Primary Commercial and Tourism/Recreation These areas are fed by development corridors in terms of people and physical thresholds. There is provision of concentration of different activities and services at areas as identified in the SDF Map

b) Secondary Commercial and Tourism/Recreation

These areas are identified along the along the coastal strip and have tourism and related business potential.

c) Secondary Node

The peri-urban area of Murchison Bhobhoyi is a dense settlement along the N2. This area needs formalisation in terms development planning so as for easy provision of services to the community.

d) Rural Service Node

The location of these nodes is usually the most accessible location within an acceptable walking distance of a particular community. These were identified in Nyandezulu, Thongazi (Kwa Nzimakwe), and Gcilima (Kwa Xolo) and St Faiths area (Kwa Madlala) where MPCC’s have been or are in the process of construction. These areas have potential for the location of multi-purposecommunity centres (to include clinics, AIDS support services, library, adult education and skills training and computer facilities).

e) Opportunity Points /Commercial

The provision of employment opportunities is to be encouraged at these points as well as tourism development which may take place at a higher density than in other areas.

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3.2 LAND USE AND ENVIRONMENTAL MANAGEMENT

a) Urban Edge

The Urban Growth Boundary or Urban Edge is defined along the western confine of urban areas located on the eastern sea-board. The purpose of this boundary is to discourage urban sprawl and define an area of special focus wherein urban orientated development is to occur in the future.

b) Areas of Conservation Significance

The existing conservation areas within the Hibiscus Coast area are the Umtamvuna Nature Reserve and the Trafalgar Marine Reserve. Adjacent to the Western boundary, inland of Port Shepstone is the Oribi Gorge Nature Reserve. Other Potential conservation areas are highlighted which will need to be investigated further.

c) Commercial Agriculture/Eco Tourism

Some of the best agricultural soils in the region occur in this zone, well managed agriculture occurs almost throughout the municipality. Future development of the municipality should seek to preserve the agricultural land in the area, develop its specific potentials and provide for diversification e.g. Tourism.

d) Traditional Areas/ Subsistence Agriculture and Eco Tourism

In this area, tourism developments should be rural-based, of a small scale, labour orientated and related to the existing agricultural activities and the natural resource base. It is envisaged that subsistence agriculture and housing will be the primary land use in this zone,

e) Land Reform

The areas under investigation by the Department of Land Affairs have been shown as potential land reform projects on the Spatial Framework Map. Two of these are within the Umtamvuna Nature Reserve. f) Future Housing

The corridor between Gamalakhe and Shelly Beach/ Uvongo inland has potential for housing (priority being middle income and low income) development with associated uses compatible for human settlement such as commercial, mixed use, and recreational facilities. Other areas for future housing were identified inland of Leisure Bay, Palm Beach, Trafalgar, Ramsgate, South of Marburg, South Port/ Sea Park, Hibberdene, and Melville/Pumula areas.

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4. INSTITUTIONAL TRANSFORMATION AND COMMUNITY PARTICIPATION

Institutional arrangements – organogram attached as annexure b

The Hibiscus Coast Municipality is headed by her Worship Madam Mayor, Councilor N.F. Shusha. There are 58 councilors, 12 of them serve in the Executive Committee (EXCO). The municipality is run in a democratic, transparent manner and all political parties are represented and fully participate in the running of the municipality. Executive Committee meetings are chaired by the Mayor are held twice a month and Council meeting sits once a month, chaired by the Speaker of the Municipality, councilor R. Nair.

The administration is headed, by Mr. SW Mkhize the Municipal Manager. The table below provides a summary of the nine directorates, their responsible director and the allocated executive councilor. Currently there are ten filled Section 57 manager’s posts including the Municipal Manager’s post.

HCM’s Departments DIRECTORATE DIRECTOR

RESPONSIBLE EXECUTIVE COUNCILLOR

OFFICE

Operations (in office of the Municipal Manager)

Vacant Madam Mayor Port Shepstone

Corporate Services Mr. Pardon Mathebula Deputy Mayor: Cllr De Wet.

Port Shepstone

Treasury Ms Lerato Thwane Cllr WW Mkhize MargateCleansing and Maintenance

Mr. Peppy Govender Cllr N Madlala Marburg

Human Settlements and Infrastructure

Mr. Simphiwe Nikelo Cllr P Rademeyer Marburg

Health and Community Services

Mrs. Sheryl Cwele Cllr N Madlala Uvongo

Economic Development Mrs. Phumelele Sabela

Cllr M Lubanyane Port Shepstone

Protection Services Mr. Victor Chetty Cllr Piper Port Shepstone

Planning & Building Control

Mr. Mandla Mabece Cllr D Njoko Uvongo

The table above reflects HCM directorates and their responsible directors and executive councilors in line with the prescribed HCM powers and functions

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HCM staff employees per Equity Employment Plan

OVERALL DEMOGRAPHICS IN HCM TO DATE

AFRICAN INDIAN COLOURED WHITE TOTAL

Male Female Male Female Male Female Male Female

Councillors 22 14 4 1 0 2 9 5 57

Top Management 4 3 2 0 0 0 0 0 9

Senior Management 13 5 2 0 1 0 10 0 32

Professionals,

experienced specialists & 27 21 16 8 3 1 12 10 98

Mid-management

Skilled technical &

academically qualified

workers, junior 137 76 31 23 5 3 17 31 323

management, supervisors

foremen & superintendents

Semi-skilled and

discretionary decision 88 33 6 0 0 0 1 0 128

Making

Unskilled and defined

decision making 310 156 7 1 0 0 0 2 476

TOTAL PERMANENT 601 308 68 33 9 6 50 49 1124

Non-permanent employees 52 57 0 2 0 0 0 2 113

GRAND TOTAL 654 365 68 35 9 6 50 51 1237

The table above reflects HCM staff complement as last drawn from the 2009/2010 EEP.

Most critical positions have been filled however; there are still vacancies in some departments. The municipal offices have been decentralized to Port Shepstone, Uvongo and Margate. The structure in terms of reporting requires each directorate head to report directly to the Municipal Manager, as per attached organogram.

MUNICIPAL DEPARTMENTS AND FUNCTION

1. OFFICE OF THE MUNICIPAL MANAGER

Department Focus Areas:ü Integrated Development Planü Performance Management Systemü Support services to other departmentsü Special programsü Community participationü Mayoral outreach ü Internal auditü Risk identification and reductionü Communication (internal and external)ü Staff skills development ü Executive support to Council ü Youth development

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ü Risk identification and managementü Annual report developmentü Commemoration of national calendar days ü HIV/AIDS mainstreaming ü

2. HUMAN SETTLEMENTS AND INFRASTRUCTURE Department Focus Areas:

ü Housing provisionü Road construction and maintenanceü Storm water ü Electricity supplyü Public Works Programü Electricity supplyü Water and sanitation coordination ü Fencing ü Walkways / weighbridges ü Streetlights and highmasts installation ü HIV/AIDS streamlining

Source of project funding ü HCMü MIGü Ugu districtü Department of Housingü Department of Minerals and Energy

3. CLEANSING AND MAINTENANCE

Department Focus Areas:ü Beautification ü Crematoriaü Refuse removalü Street cleaningü Verge maintenanceü Illegal dumpingü Maintain council owned buildingsü Recycling ü HIV/AIDS mainstreaming

4. ECONOMIC DEVELOPMENT

Department Focus Areas:ü Agricultural development ü Co-ops interventionsü Investment attractionü Policies and incentivesü Repositioning and upgrade of Margate airport 2010 and beyond clear

approachü BEE support through procurementü Bed and Breakfast developmentü Investment attraction through manufacturing

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ü Traders villagesü HIV/AIDS mainstreaming

5. HEALTH AND COMMINITY SERVICES

Department focus areas:ü Cultural services [beaches, libraries, museums and Thusong Centres]ü Community servicesü Health ü Policy development andü HIV/AIDS mainstreaming

6. PROTECTION SERVICES

Department Focus Areas:ü Fire Preventionü Disaster managementü Trafficü Policing ü Motor licensingü HIV/AIDS mainstreaming

7. PLANNING AND BUILDING CONTROL

Department Focus Areas:ü Development Planning (SDF, LUMS, and GIS)ü Town Planning administration (town planning schemes and zonings)ü Building control managementü Environmental managementü Urban renewal ü Rural Nodes Planningü Town Planning / building control policiesü Youth Trainingü HIV/AIDS streamlining

8. CORPORATE SERVICES Department Focus Areas:

ü Personnel administrationü Labour relationsü Skills development and trainingü Adult Basic Education and Trainingü Employment Equityü Meeting, administration and auxiliary servicesü Information commun ication technologyü Estate administrationü Housing administrationü Legal supportü Policies ü HIV / AIDS mainstreaming

9. TREASURY Department Focus Areas:

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ü Revenue enhancementü Resource managementü Cost reduction strategiesü Special projects (Implementation of the Municipal Property Rates Act)ü Expenditure managementü Budget reform and financial reportingü Supply chain managementü MFMA implementationü HIV/AIDS mainstreaming

SWOT ANALYSIS MUNICIPAL STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT)

STHRENGTHS WEAKNESSESStrategic location Old road and electricity network

Blue flag beach status Wealth is in the hands of the minority

Good leadership & stability Aging infrastructure networks

Services easily accessible in urban areas Slow decentralization of services to rural areas

Consistent reporting Minimal Sector departments participation and commitment

Strong and dedicated workforce No funds set aside for municipal wide surveys

Community stability Limited information distribution to rural communities

All section 57 posts are filled and performance contracts were signed

High basic service backlog in rural areas

Good relationship between council and management

Absence of staff retention strategy and non existence of Human Resources strategy.

Implementation of programmes Prompt response to queries and no information management system in place

Well developed infrastructure Computerized PMS system is not in place and not prioritized

High rate turnover High amounts of debt for rates and services

OPPORTUNITIES THREATSTourism potential High HIV/AIDS pandemic

Agricultural potential (Agri-villages) and rural tourism (waterfalls, pottery, beads, etc).

Critical information not incorporated in the IDP & ignore IDP during budget processes

Manufacturing potential Insufficient funding to adequately address existing backlog

Attraction of more investors (internal and external)

High skilled staff turn over

Institutional transformation to meet current service delivery backlog

Limited stakeholders participation

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Strategic location Looming low staff morale & absenteeism

Embrace diversity and creativity Critical sector plans are still outstandingPotential for development & economic growth

Natural disasters and unsustainable planning

Margate airport extension Neglected coastal managementHibberdene harbor Council resolutions not implemented on

timeIncrease the number of blue flag beaches. Eco-tourismYouth development and sports developmentBlue flag beaches

Human Resources Strategy The municipality is in a process of incorporating all human resources related policies into the integrated human strategy. An action plan has been prepared by the directorate on how the plan will be developed and implemented.

Work Skills Development Plan The Work Skills Development Plan is in place. The employment equity guidelines form an integral part of planning for training as reflected in the Skills Development Act. The Municipality has developed a comprehensive Workplace Skills Development Plan (WSDP) in line with the said Act and the Plan was submitted to the LGSETA as required by the Act. Both staff and councilors receive training.

The Municipality is registered with the Local Government Sector Education and Training Authority (LGSETA) and skills development initiatives relating to the municipal core services have been carried out at all levels of employment. The Municipality also provided experiential training for more than 100 learners since July 2001 to date.

The Municipality is also implementing a skills development project for inhabitants of the area; through tuition assistance in targeted fields of project management, financial management and town planning. Within the organization Adult Basic Education Classes in English and IsiZulu are being implemented: giving recognition to the predomince of the IsiZulu within the HCM.

The broader strategy includes targeting students within specific professions such as town planning, engineering and IT and through an application process the municipality provides a bursary towards their studies.

EMPLOYMENT EQUITY The plan is in place and it was reviewed last 2010/2011 financial year and is in aprocess of being reviewed. In accordance with the Employment Equity Act (No. 55 of 1998), the HCM developed and implemented the Employment Equity Plan; and as required by the said Act, the Plan was submitted to the Department of Labour in June 2010. The Plan reflects the progress the Municipality has achieved thus far and actions to address challenges relating to enhanced demographic spread, skills development, fast-tracking, diversity management and organizational culture assessment.

The employment equity profile illustrates progress made towards transformation. The Municipal Manager will enter in to a Performance Contract with the Chief Financial Officer in terms of

55 2011/2012 IDP REVIEW

Section 57(1) of the Local Government Municipal Systems Act 32 of 2000 and in line with guidelines for contracts for Section 57 Employees issued by the Department of Provincial and Local Government (DPLG), which will reflect the key performance indicators per financial year in line with the IDP, and budget allocation subject to compliance to the requirements of the Municipal Finance Management Act 56 of 2003 chapter 7 Top Management and Senior Managers of the Municipalities Roles and Responsibilities. In terms of women empowerment, significant initiatives need to be introduced at top level to bring women to the fore as there are more women in percentage within the municipality. The employment equity statistics are presented in the tables below.

Representation by Occupation Level

Occupational Level

Male Female Total

African Coloured Indian White African Coloured Indian White Top Management

26 0 6 10 16 2 1 5 66

Senior Management

6 1 3 12 4 0 0 1 27

Middle Management

10 2 6 6 10 0 1 7 42

Professionals 13 1 2 4 6 1 2 2 31

Skilled 153 3 36 0 93 0 29 36 350

Unskilled 380 0 6 0 167 0 7 2 562Temporary

Contracts 64 0 0 0 54 0 0 0 118In-service training students

72 0 0 0 140 5 4 14 235

Source: HCM Director Corporate Services The table above indicates the filled positions and the target the municipality as per the population demographics of HCM in relation to the Equity Act

Career pathing

Currently HCM is developing a career pathing plan that cascade down the organization in roll out steps. The plan is informed by the Labour statutes, skills development and transformation and employment equity. The career pathing plan will be linked to the municipal recruitment policy, retention strategy, skills development, internships, bursary scheme, induction process, performance management, remuneration, relocation and tuition assistance.

The objectives of the plan are outlined as follows:• To build employees capability and capacity • To create a structured, transparent process for career development that can be followed in a systematic and consist manner• To provide HCM with competent workforce that are able to fulfill its mandate• To ensure that employees progress as rapidly as possible along their career paths• To ensure employees capacity and capability requirements are in line with HCM’sstrategic intent and operational requirements• To transfer and retain critical institutional memory• To promote employee self esteem, staff morale and job satisfaction• To develop and retain scarce / unique skills • To improve levels of quality and productivity

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Recruitment and retention strategy The municipality has developed a feasible recruitment and retention strategy.

Staffing plans until 2012 The Municipality is currently undergoing detailed business process assessments within each functional unit, with the aim of improving business processes which includes restructuring. This will have an impact on what the staffing arrangement of the municipality will look like and staffing numbers in future years.

INTER-GOVERNMENTAL RELATIONS STRUCTURES

THE PREMIER’S COORDINATION FORUM (PCF)In accordance with the Inter-Governmental Relations (IGR) Act (2005), the Mayor participates in the PCF coordinated by the Office of the Premier. The mayor of the municipality attends the Premiers’s Coordinating Forum Meetings.

The Mayors ForumIn accordance with the IGR Act (2005), a Mayor’s Forum was established in 2006 for the district. This forum is functioning and meets on a regular basis. The Mayor’s forum sits on a quarterly basis.

The Speakers ForumThe District has an established functional Speakers Forum and HCM participates in the UguDistrict Municipality’s, which sits on a quarterly basis.

The Municipal Managers ForumThe Municipal Manager’s Forum was also established in 2005 by the district and meets on a regular basis. Issues raised at this forum are discussed at Corporate Management meetings by management.

The CFO’s ForumThe CFO’s forum meetings are held on a quarterly basis. The forum is fully functional.

The Planners ForumThe municplaity participates in the Planners Forum Meetings that are held on a monthly basis.

IDP Forum meetingsThe IDP forum meetings are utilised as a platform for vigorous consulation and information sharing sessions. The forum meetings are held on a quarterly basis and all stakeholders and key-players get invited to the meetings.

AMAKHOSIThe district has established a good relationship with the Ugu House of Traditional Leaders, conuslation meetings are held at quarterly basis.

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Municipal administration

The municipality has taken a decision to sale by public tender five immovable properties. Serious considerations should be made in selling council owned properties. The concerned council owned properties are as follows:

Description Proposed zoning Existing zoning Extent Erf 35 Marina Beach

Appropriate zoning Administration 1829

Erf 534 Shelly Beach

Appropriate zoning Administration 1349

Erf 1550 Uvongo Appropriate zoning Administration 4000Erf 1693 Uvongo Appropriate zoning Administration 8205Erf 848 Port Edward Special resident Special resident 1016

However, the above proposal is depend on the comments of the MEC for Co-operative Governance and Traditional Affairs and the National / Provincial Treasury. The Land Audit Task Team conducted a site inspection on 31 March 2010 and recommended that the following Council owned immovable properties zoned “Administration”, from the Ramsgate to Uvongo area, and these properties were sold by public tender.

NO ERF NO

ADDRESS AREA EXTENT ZONING

1 245 National/Marine Dr Ramsgate 1734 Admin2 859 Tegwan Rd Ramsgate 2667 Admin3 1245 Beach Rd Ramsgate Admin4 410 Argyle Rd Ramsgate 5403 Admin5 411 National Rd Ramsgate 6938 Admin6 412 National Rd Ramsgate 5745 Admin7 413 Argyle Rd Ramsgate 16062 Admin8 417 Cnr Carlisle and Argyle Rd Ramsgate 7984 Admin9 856 Cnr Oswald Str & Bond Str Ramsgate 2667 Admin10 969 Opp IbilanhloloRiver Ramsgate 996 Admin11 970 Opp Ibilanhlolo River Ramsgate 970 Admin12 1476 Beaumont & School Ramsgate 8167 Admin13 1555 1555 Beaumont & Beach View Ramsgate 10120 Admin14 1763 Captain Davis Dr Ramsgate 1491 Admin15 1764 Captain Davis Dr Ramsgate 1523 Admin16 1765 Captain Davis Dr Ramsgate 1352 Admin17 1766 Captain Davis Dr Ramsgate 1490 Admin18 1767 Captain Davis Dr Ramsgate 1479 Admin19 1768 Captain Davis Dr Ramsgate 1642 Admin20 1769 Captain Davis Dr Ramsgate 1463 Admin

Council is selling these immovable properties in terms of the Municipal Finance Management Act, 2003 (Act No. 53 of 2003) and the Hibiscus Coast Municipality’s relevant policies. The immovable properties zoned “Administration” from Port Edward to Southbroom on which site inspections

58 2011/2012 IDP REVIEW

were previously conducted, were advertised in the local media and the closing date for sale by public tender was 29 October 2010 and thereafter the sale process will be dealt with in terms of the provisions of the Municipal Finance Management Act, 2003 (Act No. 53 of 2003) and the Hibiscus Coast Municipality ’s relevant policies.

Disaster management This is a shared function between HCM, other local municipality and the Ugu District Municipality. There is a disaster practitioner’s forum at a district level. Council takes disaster management very seriously as the municipality is prone and vulnerable to natural disasters. The municipality has prepared a comprehensive disaster management plan in line with the Disaster Management Act No. 57 of 2002.

Disaster management objectives are as follows:A disaster risk management plan was prepared by HCM’s internal audit however the municipality should consider creating a position for a risk manager who will identify risks with Section 57 manager, develop a risk management strategy to minimize risks potential. The disaster management plan indicates existing hazards and areas vulnerable to disasters. The disaster risk reduction programmes needs to be enhanced and be communicated to all communities, especially areas that are prone to disasters. . The disaster management plan in place should be enhaced to indicate the resources required and existing istitutional capacity for disaster management. There is adequate capacity to respond to some disasters, including fire fighting services. The disaster management is under the Protection Services Deparment managed by the Chief Fire Officer.

ü To provide a safe and secure environmentü To capacitate and educate communities (fire)ü To Improve service delivery by installing fire hydrants in informal settlements and

ensuring safety at all buildingsü To training staff and volunteersü To decentralize services to rural areas.

Performance Audit Committee The Audit Committee is a district shared services and it is fully functional. Audit Committee

meetings are held on quarterly basis. The committee evaluates the quarterly performance reports

submitted by HCM internal audit unit and makes recommendations to Council.

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5. FINANCIAL VIABILITY AND SOUND MANAGEMENT

EXECUTIVE SUMMARY: MTRF OUTLOOK 2011/2012

Capital Budget

The capital budget is directly informed by the needs submitted by the community through the IDP process. The Capital spending is projected to reduce from R209 mil 2009/2010 to R204 Mil 2010/2011

The reduction in spending in 2010/2011 of approximately R5 million is due to the finalization of the COGTA Disaster project and those funded from the internal loan. Funding of Capital Budget

2011/2012 RM

Total Capital Budget Funded as follows

204,953,430 Housing 115,634,514

MIG 25,379,000Department of Transport 1500,000Internal Funding 35,100,000DME 15,889,916COGTA 5,950,000LOAN 5 500

000

Operating Budget

The operating budget, which deals with the day to day operations of the municipality to ensure delivery of services to the communities, increased from R482, 205,623.12 to R530 734,496.53. The growth is mainly attributed to

• Cost of addressing service delivery backlogs• Cost of bulk purchases for Electricity• Repairs and Maintenance of Infrastructure and Assets• Employee related cost resulting from filling of vacancies and the provision for salary

increases• Impact of Capital spending on the operating expenditure

60 2011/2012 IDP REVIEW

Funding of Operating Budget

Income R’M % Assessment Rates 276,346,086.00 52Service Charges (Include electricity)

81,871,640.14 15

Fines, Licenses and Permits 13, 233,590.83 2Grants & Subsidies 83,584,000.00 16Interest on Investments 12,000,000.00 2Penalties and Collection Charges

9,680,000.00 2

Other Income 54,019,179.56 10TOTAL 530 734 496.53 100

Grant Allocations

The following grants allocated to the municipality in terms of the 2011 Division of Revenue bill have been included in this MTRF budget

Grant 2011/2012 R’M

2012/2013 R’M

2013/2014 R’M

Equitable Share 76,844 85,416 91,051Finance Management Grant 1,450 1,500 1,750MSIG 790 800 900MIG 25,379 30,859 32,556DME 2,520 40,000 18,000

Budget Analysis

Municipal Employees and the skills they bring to the workplace are a critical input of all services rendered by the Municipality. Personnel costs account for the largest component for operating expenditure, an average of 42% of Operating and 30% of the Overall MTRF budget Infrastructure Expenditure Trends.

Council & General

§ Depreciation of R46 Million§ Insurance for all municipal assets R1,8 million§ Development Agency R2million§ Back to School Campaign R500 000§ Africa Bike week R400 000§ Indigent relief burial R1million§ Provision for the Land fill site Rehabilitation R3 million

Operations § Youth Empowerment R1 000 000§ Disabled empowerment R300 000§ Women Empowerment R400 000§ Senior Citizens R400 000§ Children’s right R100 000

Economic Development § Poverty alleviation projects§ Food for waste R2million

61 2011/2012 IDP REVIEW

§ Investment promotion R300 000

Management Services & Trainings § Trainings/Workshops R1,8million§ Study Bursary R200 000§ Time Management System R350 000

Refuse Removal § Contracts R2,8million§ Refuse bags R1,4million§ Refuse Disposed Charges R2million§ Waste Management R220 000§ Vehicle running costs R5million§ Indigent relief R400 000

Cleansing and Maintenance § Contracts, R1,2million§ Verge Cutting R5,5million§ Rents & Leases R2,1million§ Water Charges R2,1million§ Vehicle running costs R2,6million

Beach Management § Contracts for Life guards R6million§ Sharks Meshing fees R5,3million

Policing § Processes of summons R1,6million

Traffic § Rents & Leases R1,3million

Security § Security monitoring R3,1million

Buildings § Repairs and Maintenance of buildings R2million

Airport § General Expenses R2,3million and yielding profit of an estimated R945 000

Treasury § Valuation roll R6,5million under Capital§ R 2,1million Audit Costs§ R2,1million Postage§ R1million for the Valuation appeals board§ Income foregone on rate R35,7million§ Assessment rates R267,431million§ Indigent relief rates R1,9 million

Roads § Electricity Street lights and Robots R1,210million§ Rents & Leases R1,331million§ R2,4million for Storm water drainage§ R3,5million for Potholes§ R3,3million for Vehicle running costs

62 2011/2012 IDP REVIEW

Electricity § Bulk purchases R58,929million§ Free basis services R3,6million § R1,551million for repairs and maintenance

BACKGROUND TO BUDGET PROCESS Over and above compliance with MFMA, the purpose of the 2011/2012 MTRF budget is to enable the municipality to achieve its vision and mission through the IDP which is informed by our five year programme based on community and stakeholder inputs.

The adoption of the 2010/2011 MTRF for HCM on 28 May 2010 laid the foundation by which the strategic functions within the municipality could apply sound financial planning and management over the medium to long term. It facilitated the alignment of planning, budgeting and sustainable service delivery in line with HCM vision being.

Budget/IDP Process plan was adopted by council end of August 2010; the outcome of the process plan was an understanding and commitment by all stakeholders on the process to be followed in the reviewing the IDP as well as formulating the budget. The mechanism through which the needs of the municipality are identified and priorities set is the IDP. The Capital budget is then accordingly allocated to the higher priorities of the IDP.

The budget preparation process is guided by the following legislative requirements

• MFMA• Municipal Structures Act and• Municipal Systems Act• Municipal Budget and Reporting Regulations

The following principles were applied in formulating the MTRF Capital budget

• The 2010/2011 capital budget approved in the previous years MTRF has been used as the base

• Budget must be aligned to the IDP• All grant funding had to be verified

During the prioritization process the capital budget, the impact of Capital project on future operations was assessed.

Both the operating and capital budgets have been evaluated through a prioritization mechanism that ensures alignment to the development strategy of the municipality.

Process for Consultations with the Stakeholders

Accordingly, the draft 2011/2012 MTRF budget will be followed by extensive publication of the budget documentation in the Newspaper, Internal newsletter in April 2011. Copies of the tabled budget in both Electronic and printed formats will be submitted to National Treasury as well as the KwaZulu Natal Provincial Treasury and COGTA and will also be published on the Council website.

In addition, Public hearings (Izimbizo) on both the operating and capital budget are planned to be held during April 2011.

63 2011/2012 IDP REVIEW

Schedule of Key Deadlines relating to the budget process

The following provides an extract of the key deadlines relating to the budget process

Details Date

Tabling of the Draft annual budget 30 March 2011

Public Hearings April 2011

Approval of the Final budget 29 April 2011

Submission of the SDBIP to the Mayor 16 May 2011

Submission of Approved budget to NT/PT/COGTA 06 May 2011

BUDGET ASSUMPTIONS 7.1 Key Indicators Budget assumption/parameters are determined in advance of the budget process to allow budgets to be constructed to support the achievement of the longer- term financial strategic targets

The municipal fiscal environment is influence by a variety of macro-economic control measures. National Treasury determines the ceiling of year on year increases in the total operating budget, whilst the National Electricity Regulator regulates electricity tariff increases. Various government departments also affect municipal service delivery through the level of grants and subsidies.

Key budget parameters used in developing the operating budget are as follows:

Description 2011/2012 %

2012/2013 %

2013/2014 %

Inflation Rates – CPI* 4.8 5.3 5.5

Remuneration increase 6 8 8

Rates 7.5 6 6

Refuse 8 7 7

Electricity 20.33 20.33 20.33

*- as per National Treasury budget guidelines circular 55.INVESTMENTS

Investments made with the various financial institutions are strictly in compliance with MFMA and Investment Regulations

PRICE MOVEMENTS ON SPECIFICS

Purchase of bulk electricity from Eskom amounts to R58, 929million. This budget provision includes an estimated increase in the Eskom tariff. TIMING OF REVENUE COLLECTION

Consumers are billed monthly in respect of services in the form of a consolidated bill. All residential and commercial rates are billed monthly unless they apply to be annual. Governmentdepartment and companies with more than 20 accounts are to pay yearly for rates.

64 2011/2012 IDP REVIEW

FREE AND SUSBIDISED BASIC SERVICES

One of the objectives of Local Government is to ensure provision of basic services to the Communities in a sustainable manner. Hibiscus comprises both of Rural and Urban area as well as wide spread of income groups.

The Constitution stipulates that a municipality must structure and manage it administration, budgeting and planning to give priority to the basic needs of the community and to promote social and economic development. The basic social package is an affirmation of the municipality’s commitment push back the frontiers of poverty by providing a Social welfare to those residents who cannot afford to pay because of adverse social and economic realities

The estimated cost of the social package (i.e. income forgone) amounts to approximately R6, 983million for the 2011/2012 budget year

Details of initiates carried out by HCM in this regard are details as follows: Service Social Package 2011/2012

Budget Assessment rate

Indigent Burial

Refuse Removal

- All residential property owners are exempt from paying rates on the 1st R100,000 for their Property value

- Indigent are exempted from paying rate to the value of R290, 000 property value.

- Pensioners the , Child headed Households,

- No rates levied on the 1st R30,000 value of vacant land

- Basic Coffin/Storage/Groceries

- Residential property valued R290,000 and less are exempted from domestic refuse removal tariff

R1,953,877

R,1000,000

R400,000

Electricity - The first 50 kWh is free to residents using less than 150 kWh in Eskom reticulated areas.The first 50 kWh is free to people on the Indigent register

R3,630,000

The cost of this social package is partially funded from the Equitable Share provided by NT which is an amount of R6, 983,877 Financial Performance (2009/2010 and 2010/2011) The credit crunch experienced in 2008/2009 had an impact on Councils cash flows and collections levels; never the less the Municipality has managed to sustain a solid cash flow and reasonable collection level rates.

The current collection rates are 85% the Capital and Operating budget was spent and was fully funded. The municipality has once again maintained its proud record of receiving unqualified reports from the Auditor General on the Financial Statements

65 2011/2012 IDP REVIEW

Expenditure on repairs and maintenance amounts to R27 million for the financial year 2011/2012, representing 5% of the total operating budget, which is in line with the National average. The infrastructure has to be maintained to keep it in good working order. BUDGETED RELATED POLICIES: OVERVIEWS AND AMENDMENTS The municipality budgeting process is guided and governed by relevant legislation and budget related policies. The main purpose of the related budget related policies is to govern and guide the budget process and inform the projections of the Medium term.The following budget related policies are available from the office of the Chief Financial Officer.

Name of Policy Purpose/ Basic areas covered by Policy

Tariff § In terms of section 74 and 75 of the Municipal Systems Act, council must adopt the tariff policy. Details of all tariffs and charges for new financial year, the policy ensures financial sustainable, affordable and equitable municipal services. The policy is drawn with the principles of the Municipal Systems Act.

There are no changes to the policy for 2011/2012 financial year

Customer Care, Credit Control and Debt Collection

The objectives of this policy are to:-• provide a framework within which the municipality can

exercise its executive and legislative authority with regard to credit control and debt collection;

• ensure that all monies due and payable to the municipality are collected and used to deliver services in the best interests of the community, residents and consumers and in a financially sustainable manner;

• provide a framework for consumer care and indigent support;• describe credit control measures and sequence of events;• outline debt collection and credit control procedures and

mechanisms; and• set realistic targets for credit control and debt collection.•

Changes to the Policy for the 2011/2012 Financial year • Owners my allow tenants to sign separate agreements

with the Municipality which the municipality may, at its own discretion accept or reject (Sect 8.2)

• Upon liquidation of arrears or conclusion of acceptable arrangement for term payments the service will be reconnected as soon as conveniently possible(sect8.22)

• Any person who appears for more than three times in a period of six months in the disconnection list will be disconnected and converted to prepaid at their costs.

Indigent The purposes of the indigent policy are to:• provide basic services to the community within the financial

and administrative capacity of the municipality; • provide procedures and guidelines for the subsidization of

basic service charges to indigent households using the equitable share allocation received from Central Government and other budgetary provisions; and

• Ensure affordability by subsidizing tariffs calculated in terms of the municipality’s tariff policy and by setting appropriate service levels in terms of the municipality’s service delivery

66 2011/2012 IDP REVIEW

plan.• Guidelines and procedures for the subsidization of rates and

basic services to the indigent households.

Changes to the Policy for the 2011/2012 Financial year • The property value of the household applying for

indigent relief my not exceed R290 000 • The subsidy will only be valid for 24 months

Rates The purpose of this policy is to:• comply with the provisions section 3 of the Municipal

Property Rates Act, 2004 (Act No. 6 of 2004);• give effect to the principles outlined above; • determine the methodology and to prescribe procedures for

the implementation of the Act;• determine criteria to be applied for the levying of differential

rates for different categories of properties;• determine or provide criteria for the determination of

categories of properties and categories of owners of properties for categories of properties;

• determine criteria to be applied for granting exemptions, rebates and reductions;

• determine how the municipality’s powers must be exercised in relation to multi-purpose properties;

• determine measures to promote local economic and social development; and

• Identify which categories of properties the municipality has elected not to rate as provided for in section 7 of the Act.

Changes to the Policy for the 2011/2012 Financial year

• Definition of a Child headed household as a child age 18 or 21 who has been given authority by master as the owner of the property

• Categorization of Child headed household for rebate at 100%

CHALLENGES FACING THE MUNICIPALITY

LOSS IN DISTRIBUTION (UNACCOUNTED FOR ELECTRICITY)

The unaccounted electricity is as a result of the Illegal electricity connections, Ageing Infrastructure, Tempering’s. The Municipality an estimated of R1, 4 million in the 2009/2010 financial year and is a threat that need to be managed. This can result on the loss of supply to paying customers due to overloading by illegal connections.

Cost of Electricity and Energy Savings

The inclining block tariff system, this tariff system is based on consumption levels being categorized into blocks, the tariff being increased as the consumption levels increase. This tariff

67 2011/2012 IDP REVIEW

system will only be used to subsidies free basic electricity and prohibit exorbitant use of electricity. The first step is calculated at break-even point. Subsequent steps will be calculated to yield profit and to discourage excessive use of electricity. PUBLIC SERVICES SHARED WITH OTHER NATIONAL/PROVINCIAL AUTHORITIES

Certain functions and services which in terms of the Constitution fall under the responsibility of National or Provincial Authorities are being provided by the Municipality. These functions include Provision of Health services, Libraries, Museums, and Housing. The reduction or non-payment of subsidies for these services require the municipality to allocate own resources to make up the shortfall.

These are: -

Mandate Operating Libraries 7,743,873Health 8,487,258Museums and Heritage 719,190

SALARIES AND ALLOWANCES

In order to contain personnel costs and ensure effective utilization of available budgetary provisions, this expenditure is continually being reviewed and the filling of all vacancies currently has to be authorized before the recruitment process, for a new position the Municipal Manager has to approve before provision is made in the budget. The Salaries and Allowances budget is at 43% of the Operating budget. The salaries budget reflects an increase which is attributed to by provision for a Salary increase of 6% accompanied by provision for critical vacancies. The municipality will continue to look at new ways of doing business, improving productivity and undertaking rationalization initiatives in order to maintain this expenditure at acceptable levels. HOUSING

The construction of houses is largely dependent on grant funding (National/Provincial subsidies) the housing delivery programme is reviewed depending on the level of these subsidies

OTHER CHALLENGES

• Addressing backlogs in service delivery• Creation of a conducive environment wherein business can operate• Addressing backlogs in service delivery• Addressing building decay• Acceleration of housing delivery programme

ALIGNMENT WITH NATIONAL AND PROVINCIAL PRIORITIES

Local government as a sphere of government has to ensure that at all times the efforts are aligned with that of National and Provincial government.

The Municipality is confident that this budget is structured to give effect to the strategic priorities and support long term sustained growth and development in line with National and provincial objectives. All spheres of government has place a High priority on infrastructure development, Economic development and job creation, efficient service delivery and poverty alleviation and building sound institutional arrangements. Local priorities were identified which are mainly in line with the national and provincial priorities

68 2011/2012 IDP REVIEW

FISCAL STRATEGY, FINANCIAL POSITION, ONGOING VIABILITY AND SUSTAINABILITY

HCM’s financial strategies to ensure the availability of funds to cover all operating and capital requirements and the long term sustainability of the organization includes amongst others:

• Review of the tariff policy and all tariff charges to ensure annual price increases are guided.

• Ensuring that all grants and subsidies from National and Provincial government are availed of

• Return on investments of surplus funds are benchmarked to ensure that optimum returns are generated

• Implementation of the PMS/SDBIP resulting in productivity improvements• Review and enhancement of the Credit Control and Debt Collection policy• Review and enhancement of the Indigent Policy• Review and enhancement of the Rates Policy

When optimizing returns, optimal use is made of the annual cash flow forecast, intra-month cash flow together with the investment plan to determine the amount and the duration of the investment. With the current economic situation investments are kept as short as possible to take advantage of higher interest rate to maximize returns and conversely.

For the municipality to remain financial sustainable the following financial challenges are to be addressed

• The increase in debtors• The increase in budget allocation for Infrastructure rehabilitation.• The need to focus the operating budget to support development priorities• The need to focus on the reduction of the operating expenses

The financial strategy mentioned above cover the folloing topics

The municipality has developed a financial strategy to ensure financial viability and sound financial management. HCM has converted to GRAP standard. The attached financial strategy encompassed the following financial issues to improve the financial situation:

• Collection of outstanding debtors • Increase rate randages for different categories• Council owned properties• Improved income from leases• New development s• Financing of municipal vehicles• Revised / new tariffs• Re-organisation of the refuse services• Electricity service tariff increases• Raise additional externa l loans• Investment policy• Increased maintenance required• Operating the Margate Airport• Reduce costs by introducing cost saving measures• Other

Financial policies already in place and implemented include:

69 2011/2012 IDP REVIEW

• Budget• Rates• Indigent• Supply Chain Management• Asset management• Customer care• Credit control• Debt collection• Disposal of assets, cash management• Investment• Loss control

Financial plan The municipality has developed an IDP three year capital plan. The plan’s emphasis is placed on ensuring financial viability of the municipality, budget alignment with IDP and alignment to the legislative framework, capital investments, action plan and accountability and timeframes are outlined in the plan. Financial management and strategies, municipal resources, revenue raising, asset management, financial management and capital financing are highlighted in the plan.

Action plan objectives

1. Comply with MFMA2. Take IDP into consideration during budgeting phase3. IDP Review and multi-year revenue and expenditure projections 4. All external funding to be indicated5. Indicate where intervention is required.

ROLL OUT OF PROJECTS

PROGRAMME BUDGET 2008/2009

BUDGET 2009/2010 BUDGET 2010/2011

BUDGET 2011/2012

HOUSING PROJECTS

R17 million R30 million R30 million R30 million

PUBLIC WORKS

R44.5 million R30 million R45 million R45 million

DISASTER R21 200 million R79 million

Tidal Surge R7 5000. 00 R22 500 000

MIG R16 million R17 million R19 million R21 million

2011/2012 Ward/Cluster Projects Allocation

Cluster 1: (Ward 13, 14, 15 & 16)

70 2011/2012 IDP REVIEW

PROJECT NO PROJECTS

PROPOSED BUDGET

HOUSING

DEPARTMENT

OF TRANSPORT

DME COGTA MIG INTERNAL EXTERNAL

LOAN

SLWANE

ELECTRIFICATION

PROGRAMME(Mlenze,

Mvuzane, Chabane,

Denver, Mashaba,

Bhasobha, Sdlokolo,

Esentombi,

Gwaxbabeni,

Mkhomazane)

3,555,938.00

3,555,938.00

SLWANE NETWORK

UPGRADE

2,924,738.00

2,924,738.00

INTSHAMBILI

ELECTRIFICATION

806,640.00

806,640.00

STORM DAMAGE

HOUSING

6,684,600.00

6,684,600.00

CLU1130809

LOUISIANA SLUMS

CLEARANCE 18,000,000.00

18,000,000.00

NEW

3X HIGH MAST

LOUISIANA

630,000.00

630,000.00

NEW

LOUISIANA HOUSE

CONNECTIONS

1,131,480.00

1,131,480.00

NEW

LlNK ROAD

INSHAMBILI

700,000.00

700,000.00

NEW

HIBBERDENE TAXI

RANK

300,000.00

300,000.00

NEW

STREET LIGHT WARD

16 50,000.00

50,000.00

NEW

MAHLABATHINI

INFILLS

243,600.00

243,600.00

35,026,996.00

24,684,600.00 -

8,662,396.00

-

630,000.00

1,050,000.00

-

Cluster 2: (Ward 4, 12, 17 & 18)

71 2011/2012 IDP REVIEW

PROJECT

NO PROJECTS

PROPOSED

BUDGET

HOUSING

DEPARTMENT

OF TRANSPORT

DME COGTA MIG INTERNAL EXTERNAL

LOAN

OSHABENI

COMMUNITY

SERVICE CENTRE

1,800,000.00

1,800,000.00

UPGRADE

NETWORK HCM

DISTRIBUTION

AREA

5,500,000.00

-

5,500,000.0

0

REHABILITATION

IN PRINCESS

ELIZABETH DRIVE

8,300,000.00

8,300,000.00

PORT SHEPSTONE

TAXI RANK

2,400,000.00

2,400,000.00

CLU2050809

STORM DAMAGE

HOUSING

6,684,600.00

6,684,600.00

ALBERSVILLE

HOUSING

886,480.00

886,480.00

NEW

PORT SHEPSTONE

BLOCK

REHABILITATION

800,000.00

800,000.00

NEW

PORT SHEPSTONE

SETLERS PARK

DEVELOPMENT

1,500,000.00

1,500,000.0

0

NEW

RETAINING

WALLS

900,000.00

900,000.00

NEW

INDUSTRIAL

PARK

DEVELOPMENT

700,000.00

700,000.00

NEW

TOP DRESSING

SPORTFIELD

(ALBERSVILLE)

100,000.00

100,000.00

NEW

TOP DRESSING

SPORTFIELD

(MERLEWOOD)

100,000.00

100,000.00

NEW

TOP DRESSING

SPORTFIELD

(MARBURG)

100,000.00

100,000.00

NEW

12

STREETLIGHTS

100,000.00

100,000.00

72 2011/2012 IDP REVIEW

29,871,080.00

7,571,080.00 -

-

-

12,500,000.00

4,300,000.00

5,500,000.00

Cluster 3: (Ward 20, 21, 22, 23 & 24)

Project Proposed Budget Housing

Dept of Transport DME MIG Internal External

External Loan

CLU3160809

KWANDWALANE

RURAL

HOUSING 13,926,250.00

13,926,250.00

CLU3250811

BHOBHOYI

PHASE 2

HOUSING

(WARD 20)

2,355,050.00

2,355,050.00

CLU3010809

MKHOLOMBE

HOUSING

2,355,050.00

2,355,050.00

STORM

DAMAGE

HOUSING

6,684,600.00

6,684,600.00

CLU3040809

BHOBHOYI

PHASE 1

HOUSING

1,762,569.00

1,762,569.00

CLU3161811

KWANDWALANE

N2 CORRIDOR

INSIT UPGRA

373,450.00

373,450.00

NEW

3X HIGHMAST

MKHOLOMBE

630,000.00

630,000.00

NEW GG INFILLS

194,880.00

194,880.00

NEW

WARD 24

COMMUNITY

HALL

2,500,000.00

2,500,000.00

30,781,849.00

27,456,969.00

-

194,880.00

-

630,000.00

2,500,000.00

-

73 2011/2012 IDP REVIEW

Cluster 4: (Ward 25, 26, 27 & 28)

PROJECT Proposed Budget Housing

Dept of Transport DME MIG Internal External

External Loan

EZITENDENI

ELETRIFICATION

129,600.00

129,600.00

STORM DAMAGE

HOUSING

6,684,600.00

6,684,600.00

CLU4180809

KWAMAVUNDLA

RURAL

HOUSING

300,000.00

300,000.00

NEW

GAMALAKHE

HALL UPGRADE

2,200,000.00

2,200,000.00

NEW

QINA ABOUT

INFILLS

194,880.00

194,880.00

NEW

KWA XABA

WARD 27

FENCING &

RENOVATION

OF BASKET

BALL COURT

150,000.00

150,000.00

NEW

WARD 25

COMMUNITY

HALL

2,500,000.00

2,500,000.00

NEW

ESIDENI LOW

LEVEL BRIDGE

100,000.00

100,000.00

12,259,080.00

6,984,600.00

-

324,480.00

-

2,200,000.0

0

2,750,000.0

0

-

74 2011/2012 IDP REVIEW

PROJECT Prop Budget Housing Dept of Transport DME MIG Internal External

EXTERNAL LOAN

Cluster 5: (Ward 2, 3, 6 & 19)

CLU5010809MASINENGE HOUSING 11,081,100.00

11,081,100.00

CLU5030911

MARGATE TAXI RANK

PHASE 3

2,400,000.00

2,400,000.00

CLU5170809SKY BRIDGE MARGATE

3,599,000.00

1,500,000.00

2,099,000.00

New

MARGATE URBAN RENEWAL

350,000.00 350,000.00

New

STORM DAMAGE HOUSING

6,684,600.00

6,684,600.00

NEW 2X HIGH MAST MASINENGE

420,000.00

420,000.00

NEW

25

STREETLIGHTS ALL SURBURBS

200,000.00

200,000.00

NEW

EXT 3 ROAD

TARRING

1,000,000.00

1,000,000.00

NEW

TARRING OF ROAD FROM

MAIN TO NGWEMABALA

900,000.00

900,000.00

RAMSGATE STORM WATER

350,000.00

350,000.00

26,984,700.00

17,765,700.00

1 500 000 00 - 350,000.00

4,919,000.00

2,450,000.00

75 2011/2012 IDP REVIEW

Cluster 6: (Ward 5, 7, 8, 9 & 29)

PROJECT

Proposed

Budget Housing

Dept of

Transport DME MIG Internal External

External

Loan

WARD 29

DESTITUTE FAMILY

1,281,215.00

1,281,215.00

CLU6020809

KWA XOLO

RURAL HOUSING

8,165,400.00

8,165,400.00

NGWEMABALA

ELECTRIFICATION

2,160,000.00

2,160,000.00

STORM DAMAGE HOUSING

6,684,600.00

6,684,600.00

NEW MVUTSHINI HALL

2,400,000.00

2,400,000.00

NEW 5X HIGHMASTS CLUSTER BASED

1,050,000.00

1,050,000.00

NEW

MANZI AMHLOPHE

INFILLS

243,600.00

243,600.00

NEW

KWAMPHELWA

INFILLS

203,900.00

203,900.00

NEW

BHAZABHAZA

INFILLS 64,960.00

64,960.00

NEW NKOTHANENI INFILLS 81,200.00

81,200.00

NEW

BULALINJA

INFILLS

162,400.00

162,400.00

NEW

BASHISE

PEDESTRIAN BRIDGE

340,000.00 340,000.00

NEW

NKOTHANENI WALKWAY

BRIDGE

300,000.00 300,000.00

NEW CRECHE 400,000.00 400,000.00

NEW CRECHE 400,000.00 400,000.00

23,937,275.00

16,131,215.00

-

2,916,060.00 - 1,040,000.00

-

76 2011/2012 IDP REVIEW

Cluster 7 (Ward 1, 10 & 11)

CLUSTER 7

Proposed

Budget Housing

Dept of

Transpor

t DME MIG Internal External

Extern

al Loan

KWALASHODA

HOUSE

CONNECTION

2,592,100.00

2,592,100.00

KWALATSHOD

A NETWORK

STRENGTHING

1,200,000.00

1,200,000.00

CLU719080

9

KWANZIMAKW

E HOUSING

8,355,750.00

8,355,750.00

STORM

DAMAGE

HOUSING

6,684,600.00

6,684,600.00

NEW

6X

HIGHMASTS

1,260,000.00

1,050,000

.00

210,000.0

0

NEW

25

STREETLIGHT

S ALL

SURBURBS

200,000.00

200,000.0

0

NEW

MPENJATHI

COMMUNITY

HALL

2,500,000.00

2,500,000

.00

NEW

SOUTH

BROOM TIDAL

POOL

100,000.00

100,000.0

0

22,892,450.0

0

15,040,350.0

0

-

3,792,100.0

0

-

1,050,00

0.00

3,010,00

0.00

-

77 2011/2012 IDP REVIEW

DORA ALLOCATIONS

Grant 2010/11 2011/12/ 2012/13

R'000 R'000 R'000

National Grants

Equitable share

70,295 79,826 88,144

Finance Management Grant

1,200 1,450 1,500

Municipal Systems Improvement Grant

750 790 820

Municipal Infrastructure Grant

21,102 25,379 30,859

Department of Minerals and Ernegy

18,000 40,000 40,000

Expanded Public Works Programme 580 870 580

Provincial Grants

Department of Health

3,336 - -

Department of Arts and Culture –Meseums 145 154 163

Department of Arts and Culture- Libraries 190 190 190

Department of Public Works

2,918 3,093 3,093

78 2011/2012 IDP REVIEW

Responses to the matters raised by the Auditor- General in the audit report on the consolidated financial statements of Hibiscus Coast Municipality for the year ended 30 June 2010

Impact on Audit Report

Findings Action Plan Person Responsible

Implementation Date

Emphasi

s of

Matter

Going Concern

9. Although the municipality and

Hibiscus Coast Development

Agency has prepared

consolidated financial l

statements on a going concern

basis, there are indicators

reflected in note 53 to the

financial statements that its

financial sustainability is under

threat as a result of insufficient

cash to meet current obligations.

The council is in the

process developing a

Revenue Enhancement

Strategy,once adopted it

will be implemented and

will assist council in

addressing the going

concern issue.

CFO and

Revenue

Manager

On-going

Material Losses

10. As disclosed in note 42 to the

group financial statements,

material losses to the amount of

R1,250 million were incurred as a

result of illegal connections of

electricity and operational usage.

The strategy to ensure that

material electricity losses is

minimised will be

developed and

implemented.

CFO and

Revenue

Manager

Ongoing

Non-

complian

ce with

regulator

y and

reporting

requirem

ents

Internal audit of performance

measurement

14. The audited reports on the

performance measurement were

not submitted to the municipal

manager and the performance

audit committee as required by

regulation 14(1) (c) (ii) of the

Local Government :Municipal

Planning and Performance

Management

Regulations,2001,as well as

section 45 of the MSA.

The performance

measurement will be

audited on a quarterly

basis. The Accounting

officer together with the

manager internal audit shall

ensure that once

performance reviews are

done and reports are

submitted to the Audit

Committee.

.

Municipal

Manager and

Internal Audit

Manager

Quarterly

No mid-year budget and

performance assessments

15. The accounting officer of the

Hibiscus Coast Development

.

The caretaker accounting

officer of the Hibiscus

Development Coast

Caretaker Chief

Executive Officer

January 2011

79 2011/2012 IDP REVIEW

Agency did not by 20 January

assess the performance of the

entity during the first half of the

financial year as required by

section 88(1)(a) of the MFMA.

Municipality will ensure

that the mid-year budget

and performance

assessment is performed

as required by section

88(1)(a) of the MFMA

.

No reporting against

predetermined objectives,

indicators and targets

16. The Hibiscus Coast

Development Agency did not

prepare and include an

assessment by its accounting

officer of its performance against

any measurable performance set,

in terms of the service delivery

agreement or other agreement

between the entity and the

Hibiscus Coast Municipality as the

parent, in terms of 141(4)(d) of

the MFMA..

.

The caretaker accounting

officer will prepare an

assessment of the Hibiscus

Coast Development

Agency’s performance

against any measurable

performance set between

the Hibiscus Coast

Municipality and the

municipal entity in terms of

the service delivery

agreement.

Caretaker Chief

Executive Officer

Annually

Internal audit unit was not

properly functioning

17. The internal audit unit did not

report to the audit committee on

the implementation of the internal

audit plan of the municipality and

matters relating to the internal

audit as required by section

165(3)(b)(i) of the MFMA

Internal audit reports will be

submitted to corporate

management for

consideration and therefore

after submit to the audit

committee for further

consideration. The

accounting officer together

with the manager internal

audit shall ensure that

internal audit reports are

submitted to the audit

committee on a quarterly

basis.

Municipal

Manager and

Manager Internal

Audit

Quarterly

80 2011/2012 IDP REVIEW

6. GOOD GOVERNANCE AND COMMUNITY PARTICIPATION

2011/2012 PROCESS PLAN

The Municipal Systems Act requires that the processes set out in writing should be adopted by the Municipal Council to guide the IDP process. Therefore Hibiscus Coast Municipality has embarked on the process of preparing a process plan as a preparatory step towards the IDP development and review for the next five years. The IDP process is aimed at addressing the service delivery backlogs, development challenges and improves the capacity and capability of the municipality to efficiently deliver services. Therefore the process plan guides the management of IDP and the following:

ü The distribution of roles and responsibilities in the IDP review process;ü Institutional arrangements for the process;ü Mechanisms and procedures for public part icipation;ü Action programme with timeframes and resources requirements;ü Mechanisms and procedures for alignment with external stakeholders;ü Relevant binding planning and policies requirements at National and provincial

spheres; and ü Cost estimates for the review of the planning process.

FRAMEWORK PLAN CONCEPT

The framework plan integrates and links development processes between the Ugu District Municipality and the six Local Municipalities that fall within its area of jurisdiction. The framework plan facilitates communication amongst all stakeholders including all the spheres of government regarding the processing to be followed in IDP preparation. The completion of local municipalities process plan depend on the completion and requirement set by the district framework plan. The 2011/2012 IDP Process Plan is in aligned with the Ugu District Frameworkas several consultation meetings were held to discuss process plans.

2011 / 2012 IDP REVIEW DEVELOPMENT

The 2011/2012 Draft IDP is informed by the adopted 2007 – 2012 Integrated Development Plan document which plays a critical role in guiding development and planning for the new political office bearers with emphasis on improving socio-economic situation, meeting millenniumtargets, improving service delivery mechanisms, strengthening and improving inter-governmental relations and community participation. The 2011-2017 is a strategic planning tool for HCM and only projects in the IDP will be budgeted for and eventually implemented. The IDPdocument should be utilised to inform the budget allocation considering the service backlog and community needs contained in the IDP document.

IDP is to guide the budgets of sector departments (National and Provincial) where their services

and resources are required, in terms of needs and priorities identified in the IDP. In addition to

guiding organs of state, the IDP should be an informative document to encourage, and guide

potential investment in the municipal area.

81 2011/2012 IDP REVIEW

The commencement of the 2011 / 2012 IDP formulation process for Ugu family of municipalities

was advertised during in July 2010 by the district municipality, followed by the Hibiscus Coast

Municipality’s IDP Representative Forum meeting helds on 04 August 2010, 26 November 2010

and 18 February 2011.

Non attendance of provincial department poses the following challenges and limitations for the

municipality:

ü Limit level of engagement and knowledge sharing

ü Department budget for projects that are not urgent to communities

ü Departments projects do not have impact

ü Some sectors are neglected and some remain unfunded

ü No proper alignment

ü Duplication of funding

ü Fiscal dumping

As per advertisement of the IDP process and as per the approved IDP process plan; cluster

workshops were rolled out within the Izimbizo programme of the Mayor (which was publicly

advertised). These workshops involve a clustered ward-level approach. The meetings

commenced with an IDP explanation in terms of what is the IDP, why it is done, how it is done,

and the status of HCM IDP and how to participate in the process. The minutes of these meetings

are utilized extensively for information in this IDP: to assist with the situational analyses of areas,

backlog information, and needs of communities.

In line with Chapter 4 of the Systems Act No. 32 of 2000, the municipality had 7 izimbizo, which is

half of the number of Izimbizo that were held in the previous financial year. Due to financial

constrains the number of izimbizo was reduced however all cluster/wards were consulted. In

most clusters / wards communities requested for basic services including housing, roads, water,

sanitation, health care facilities, skills development, access to government grants, community

facilities and enhancement of HIV/AIDS programmes. In more affluent wards, communities were

not satisfied with slow pace of service delivery especially relating to bad condition of roads,

potholes, no verge cutting and rubbish collection, non response to ward committee minutes and

letters sent to the municipal offices, lack of supervision which results in poor workmanship.

The approach adopted in the preparation of the IDP 2011 - 2017 is strongly guided by the guidelines prepared by the then Department of Provincial and Local Government (DPLG) nowknown as Department of Co-operative Governance and Traditional Affairs as set out in the IDP guide packs and the IDP simplified format. Hibiscus Cost Municipality is gearing itself to align with economic advantages and competitiveness that are identified in the NSDP and PGDS. The IDP is in line with the KwaZulu Natal Department of Co-operative Governance and Traditional Affairs Guidelines or approach and framework for IDP’s 2007 / 2008 and beyond. The 2011/2012IDP process plan was approved in July 2010.

82 2011/2012 IDP REVIEW

Media used: ü Advertisements on the local newspapers (The Herald and The South Coast Fever) ü Loud hailing ü Ward committees

The municipality is working on incorporating the Community Development Workers (CDW’s) in to municipal planning and the reporting system in this regard needs to be agreed upon.

The Cluster approach The rationale behind this approach is to ensure management take full control of the IDP given the recognition of the IDP as the master strategic plan of the municipality. The cluster committee will be lead by the Directors looking at strategic position of each department, cross cutting matters, how departments can support and assist each other to fast track and ensure implementat ion plans. IDP Clusters focuses on the identified municipal priorities.

The clusters are divided into three categories as follows: Social Services; Infrastructure and Economic Development and Financial Management & Corporate Governance. The clusters will be convened by HCM directors.

Social Services Cluster

Infrastructure and Economic Development Cluster

Financial Management & Corporate Governance Cluster

Composition Director: Health and Community ServicesDirector: Operations,Managers (senior official):IDP; Beaches; Libraries; Clinics; HIV & AIDS; Special Programmes; Depot 1,2, & 3; Traffic and Policing

Director: Planning & Building Control; Director: Operations,Managers (senior official):Roads, Electricity; Public Works, Housing; ISD & EPWP; IDP; Youth Development; Special Programmes; LED; Estates and Administration; Information and Technology; HIV & AIDS; Expenditure & Procurement; Budget; Environment; Building; and, ABET.

Director: OperationsManagers (senior official): Budget; Expenditure & Procurement; Assets Management; Human Resources; Estates and Administration; Information and Technology; Skills Development; Youth Development; Office of the Speaker; Special Programmes; OHS; Governance and Communication and, IDP

Focus Areas Financial viability & value for moneyJob creation and SMME DevelopmentServices for a better lifeSafe & healthy environment

Infrastructure & HousingSustainable developmentJob creation and SMME Development Economic growthFinancial viability & value for money Safe & healthy environment Services for a better life Sports & cultural Diversity

Financial viability & value for moneyJob creation and SMME DevelopmentServices for a better lifeSafe & healthy environment(Corporate) Good GovernanceKnowledgeable communities

Roles and responsibilities of stakeholders

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES

83 2011/2012 IDP REVIEW

1. Ugu District Municipality • Horizontal alignment of IDP’ s between local and the district;

• Vertical alignment between district and local municipalities, National, Provincial as well as other district municipalities

• Formulate the district process plan based on the district’s framework plan;

• Formulate, manage and approve districts IDP;• Monitor and evaluate the district IDP process plan;• Ensure that draft process plans are compiled by the

local municipalities with Ugu District;• Ensure that the process plans adhere to the

framework as agreed;• Ensure that all local municipalities under the district

adhere to the timeframes in the framework plan as agreed;

• Coordinate the alignment of the district’s budget process with the district IDP Process and local IDP processes;

• Facilitate vertical alignment of IDP’s with other spheres of government and sector departments and the preparation of joint strategy workshops with local municipalities, provincial and national role players and other subject matter specialists;

• Give financial support in line with its financial policy;• Give institutional support to develop expertise.

2. Hibiscus Coast Municipality • Guide provincial sector departments participation in their contribution to the municipal planning processes;

• Guide departments in assessing draft IDP’s and to align their sectoral programmes and budget with the IDP’s;

• Assist in accessing financial grants for IDP process;• Monitor the progress of the IDP processes through

the district and IDP Managers Forum;• Facilitate resolution of disputes related to the IDP;• Organize IDP-related training when required; and• Co-ordinate and manage the MEC’s assessments

and comments with regards to IDP’s. • Orientation of councilors on IDP.

3. Ugu Planners Forum Meetings to be chaired by the district IDP Manager;• Planning Development Unit render secretarial

services;• Consists of the six local municipalities IDP

Managers;• IDP Forums to be held quarterly to:

- coordinate technical submissions and the compilation of the respective IDP documents

- Ensure horizontal alignment between the district and local municipalities IDP’s, and

84 2011/2012 IDP REVIEW

- Ensure vertical alignment between thedistrict and local municipalities, National and Provincial spheres.

4. Provincial of Co-operative Governance and Traditional Affairs

• Coordinate participation and cooperation of all other key sector departments.

• Monitor and advice the municipalities on the drafting, review and implementation of the IDP.

• Ensure that sector department’s planning is informed by Hibiscus Coast plans and IDP

• Closely monitor sector departments performance in terms of fulfilling their core functions and support Hibiscus Coast

5. Sector Departments • Identify an IDP Coordinator in the sector departments

• Contribute knowledge and ideas about planning issues in the province and sectors;

• Contribute relevant information on the provincial sector departments plans, programmes, budgets, objectives, strategies and projects in a concise and accessible manner;

• Ensure that their objectives and strategies and projects take various IDP’s into consideration and adjust their budgets as informed by the various IDP’s into consideration and adjust their budget as inform by the various IDP’s;

• Engage in a process of alignment with district municipalities, and participate in the provincial management system and co-ordination;

• Ensure active participation in IDP Representative Forum and Task Teams

6. Ugu District Development Planning Unit

Development Planning Unit provided the following function:• Provide methodological guidance and support to local

municipality during the IDP implementation and review and well other planning processes;

• Support the planning and implementation management process of local municipalities and district municipality

• Establish and maintain close links with public and private service providers for proper programme alignment in municipal;

• Provide information to municipalities relevant national and provincial policy and legislation frameworks;

• Organize/conduct relevant training events for municipalities to build their planning and implementation management capacity; and

• Liaise with Donors and other state agencies for municipalities to build their planning and implementation management capacity;

• Liaise with Donors and other state agencies for funding to the municipalities; and

• Render secretarial services to all district communication and sub-committee.

Future Plans

85 2011/2012 IDP REVIEW

The municipality will benchmark the Good Governance and Community Participation Key Performance Area through the CMRA programme. Why is it particularly important for the Hibiscus Coast Municipality to benchmark?

ü Capacity buildingü Increase transparencyü Assess level of performanceü Improve performanceü Realize municipal vision and missionü Access updated data householdü Learning power of the organisation

86 2011/2012 IDP REVIEW

TERMS OF REFERENCE The internal and external forums that contributes and informs the IDP Review

STRUCTURE TERMS OF REFERENCECOUNCIL • Makes final amendments on the IDP prior approval

• Approves IDP• Approves budget in line with IDP• Approves organogram

EXECUTIVE COMMITTEE • Decide on Process Plan for IDP • Provides political direction and leadership of the IDP Process• Submit final IDP Framework and IDP document to Council for

adoption• May assign some responsibilities to the Municipal Manager

MUNICIPAL MANAGER • Responsible for the management and coordination of the preparation of the IDP processes

• Chairs the Cooperate Management Committee and Technical committee

• Responsible for day to day management of the planning process• Ensure that timeframes are adhered to• Ensure that resources are allocated accordingly and are well

managed• Facilitate coordination of different role players and ensure

horizontal and vertical alignment• Ensure that performance management is done frequently• Management of consultants

IDP MANAGER • Works closely with the Municipal Manager in ensuring that the Municipal Manager meets his duties

• Complements some f the Municipal Manager’s functions• Coordinate all IDP processes• Ensure alignment and compliance with the legislative

framework, IDP guidelines, Sector Departments and with the District.

• Seek external funding• Responsible for putting the IDP document together • Interpret political issues into administrative functions • Facilitates IDP meetings• Timeously communicate IDP status to relevant committees • Work closely with Ugu PIMS Centre for guidance, alignment,

technical support and methodologies to be usedIDP REPRESENTATIVE FORUM

• Inform affected and interested groups, communities and organisation/institutions on relevant planning activities and their outcomes

• Chaired by the Mayor of the municipality• Determine priorities, analyse issues, negotiate and reach

consensus• Participate in project design and monitor and assess projects• Make recommendations on planning matters to council• Ensure that all sector departments play their role accordingly

and fully participate in municipal planningCOORPORATE MANAGEMENT

• Develops terms of reference for various planning activities• Provides guidance on planning matters• Monitors IDP progress on a quarterly basis and submit written

comments on IDP• Make recommendations to the IDP Representative Forum

87 2011/2012 IDP REVIEW

• Takes decisions on administrative matters in line with legislations, policies and DPLG guidelines

• Give strategic direction to IDP and provide support to the IDP Manager

• Ensures that information is provided to the IDP Manager in time and communicates IDP issues with staff members ensures that IDP manager does not end up thumb sucking information

• Overall management including appointment of consultants• Refers matters to relevant committees for further investigations,

research and alignmentTRADITIONAL LEADERS • Amakhosi / Izinduna’s should work with ward councilors to

identify priority developmental issues• Facilitate community consultation in collaboration with ward

councilors

Traditional leaders

The involvement of traditional leaders is still a challenge as they some of the Amakhosi do not avail themselves to attend the IDP Representation Forum Meetings even the Mayoral Izimbizo and Roadshows. Therefore is is proposed that the leadership of the municipality in consultation with the Department of Co-operative Governance come up with an amicable solution on how to get Amakhosi involved in municipal development programmes. This will also address issues of protocol. There is very minimal participation from some provincial departments which result in non alignment of programmes and distorts planning processes and sometimes defeats the municipal planning.

Ward committees More the half of the ward committee structures were re-established in 2009/2010 to enhance their functionality and root out the challenges experienced in the last financial year. Some of the ward committees are well functioning and meet once a month as required. Ward committees are critical in the IDP processes. It should be noted that there is a good working relationship between councilors, ward committees and the administration. However the municipality should be more responsive to the issues raised by the ward committees. There is a need to consider employing an administrative personnel in the office of the Speaker to assist with administrative function including making follow up on ward committee meeting minutes and ensuring that issues are addressed and communicated to the ward committee members.

When the IDP Review process was advertised, the municipality received lots of requests from the ward committees interested in participating fully on the IDP Review development. Hence ward committees were invited to the IDP Forum Meeting and will be invited to the future IDP forums so they can fully participate in planning and development issues. The municipality had planned to have one ward committee and CDWs workshop per quarter however to date only one workshop was held the send workshop was postponed because two proposed dates clashed with KwaNologa games and some councilors felt there is no need to provide training ward committees as their term of office is nearing end.

Public participation

The public participation functions falls under the Office of the Speaker. Public participation is encouraged through the Mayoral Izimbizo and Budget Roadshows, IDP forum meetings and public consultation workshops. The municipality is finalizing the public participation strategy in

88 2011/2012 IDP REVIEW

this financial year which will ensure effective and coordinated efforts of deepening public participation. IDP workshops will be held in all clusters with an aim of educating and familiarizing communities especially youth with the IDP document. Communities were given background on IDP, taken through the processes, timeframes, roles and responsibilities and how communities can participate in the development and implementation of this strategic document.

The Ugu District Municipality has recommended the Hibiscus Coast Municipality as best in conducting IDP consultation hence the district has encouraged all municipalities within its area of jurisdiction to adopt the HCM’s consultation methodology. The municipality is planning to enhance public participation through benchmarking to improve performance, capacity building, transparency, improve and enhance means / platforms of participation through the CMRA program.

Internal audit The Internal Audit Unit operates under the Office of the Municipal Manager. It is an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps HCM to accomplish it’s objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. The Head of the unit reports administratively to the Municipal Manager and functionally to the Audit Committee. The Internal Audit has a Manager and four Internal Audit officers. There is an effective Audit Committee at a district level and HCM internal audit section report at the Audit Committee on a quarterly basis. The section is struggling to address the Auditor General’s concern with regards to inconsistency in conducting PMS audits on a quarterly basis due to SDBIP the frequent postponement meetings.

The scope of work of the Internal Audit Unit entails, inter alia, whether the Hibiscus Coast Municipality’s risk management, control and governance processes as designed by Management are adequate and functioning in a manner to ensure:-

ü Risks are appropriately identified and managed;ü Interaction with various departments within Hibiscus Coast Municipality and other

stakeholders occurs;ü Significant financial, managerial and operating information is accurate, reliable and

timely;ü Employees’ actions are in compliance with relevant policies, standards, procedures

and applicable laws and regulations;ü Resources are acquired economically, used efficiently and adequately protected;ü Programmes, plans and objectives are achieved;ü Quality and continuous improvement are fostered in Hibiscus Coast Municipality’s

control processes;ü Significant legislative or regulatory issues impacting on Hibiscus Coast Municipality

are identified and adequately addressed;ü Evaluation and reporting on the Municipality’s Performance Management.

Special programmes The municipality has ensured mainstreaming of vulnerable groups. The rights of people with disabilities, women, youth and children are taken into consideration. The disability policy is in place and is being implemented. To ensure sustainability of the disability programme the municipality collaborates with Department of Social Development / SASSA, Department of Health and Department of Education. The two main challenges regarding disability programme includeinsufficient funding and that disability is still regarded as a health and welfare concern her that a

89 2011/2012 IDP REVIEW

social issue. Special programmes also cater for the previously marginalized and excluded communities to benefit from available municipal grants, government subsidies, etc. Gender policy talks to eradicating all forms of gender discrimination within HCM. There is a need to increase the budget allocated to this programme. Though the municipality is trying to address the issues of the vulnerable groups, additional support is required for external stakeholders especially SASSA.

Rights of farm worker Programme looks at the improving living conditions farm workers work and live under. Some farm workers are still without ID and are not allowed to make their voices heard. To look into the needs of the elders the senior citizens programme was launched by the municipality and it was well received by different communities. The unit also plays a major role in ensuring sustainability of the women led projects. There is still a room for improvement for the special programmes section to come up with sustainable programmes and projects for the vulnerable groups and fully understand their needs.

Youth development and empowerment The municipal population figures show that HCM is a youthful one with most of the population below 35 years. The municipality aims to impact of the youth through the following objectives:

ü To ensure that the youth are given an opportunity to participate in the mainstream economy and to entrench the need for stakeholders to prioritize and support youth economic empowermen t.

ü To integrate youth economic empowerment programmes conducted by different institutions in the province and aligning those to district, provincial and national policies and strategies

ü To address challenges of youth unemployment and poverty by, among other things developing mechanisms to create markets for young entrepreneurs in HCM

ü To develop mechanisms to address the economic needs of the youth in terms of their geographic demographics i.e. urban or rural

ü To promote and support sports and cultural diversity ü To encourage young people to participate in development issuesü To address morale generation

Key challenges faced by the youth population with HCM are ü High unemployment rateü Shortage of skillsü HIV/Aids ü Lack of sporting and recreational facilitiesü Access to higher learning including bursariesü Lack of information / communication measures at rural areasü High levels of crime

The Youth council and Sports Council are fully functional as supporting structures for youth empowerment and development.

90 2011/2012 IDP REVIEW

Governance and communication The unit deals with:

ü Internal and external communica tion including the municipal website update. ü Ezangaphakathi and Isigcawu newsletters are prepared on a quarte rly basis. ü Provide photos for the annual reportü Assist in planning for Mayoral activities and mobilizationü Preparing speeches for leadership ü Media management, etc

The communications section requires urgent professional attention and empowerment. The review of the communication strategy is still outstanding yet resources to review the strategy are readily made available. The sections performance has declined in the past financial year. Serious considerations should be made in relation to the functions the section is mandated to perform

Occupational health and safety Focuses on the following:

ü Compliance with Occupational Health Act, 1993ü Awareness programme on legislative requirements of the occupational health and

safety legislative requirementsü Hazard Identification and risk assessment at work place and municipal buildingsü Inspections to monitor the levels of compliance ü Capacitating the Occupational Health and Safety Committeeü Supply first aid kit to all nine departments to assist employees who get injured at work

Motor licensing

ü The main focus is improve service delivery by decentralize motor vehicle licensing and renewals.

ü Ratepayers and customers are not happy with the slow service that is rendered by this section as they wait for more 45 minutes to be served.

ü Issue learners and drivers licenses.

Fire / emergency services Focus on the following:

ü Disaster managementü Leasing of water tanks and heavy duty fire engineü Ensuring safety to buildingsü Awareness and training within the informal settlementsü Installation of fire hydrantsü Establishment of the Fire Protection Association ü Coordination of stakeholdersü Decentralization of services to rural areas

91 2011/2012 IDP REVIEW

HIV/AIDS

KwaZulu Natal is the second populous province accounting for 21% of the South African population and has the highest number in HIV/Aids pandemic. This is partly due to high rates of urbanization and high mobility among the residents in these provinces. This pandemic is likely to have profound negative impacts on the district in the medium to long term, and within the HCM in particular. This includes the likely depletion of certain age groups more than others. Mason and Wood (cited in Metroplan) project that by 2014, the number of children younger than 10 will be more than 25% below the number expected, while the age group of 20 - 35 will be depleted by 40% or more due to the effects of HIV/AIDS.

The municipal clinics distribute ARS to the public and some patient’s collects from the two provincial hospitals. The municipality is very concern with the increasing HIV/Aids pandemics and has made provisions for HIV/Aids programmes including awareness campaigns and providing medication. The municipal Employee Assistance Programme has made a positiveimpact in employees life’s and has improved the general attendance to work including productive hours. The Aids Local Councils are supported and are functional.

Antenatal clinic studies

The department of Health conducts annual HIV/AIDS surveys on women visiting antenatal clinics in the province. In terms of the 2001 survey the Ugu District Municipal area had the third highest HIV prevalence among pregnant women visiting public health facilities in the province after eThekwini Metro and Amajuba District Municipality. Department of Health’s recent data indicates that Ugu is sitting at 40% HIV/AIDS infection. The municipality in partnership with the District and the Department of Health should to arrange more awareness campaigns around sexual transmitted diseases, HIV/AIDS and the importance of general health care.

HCM Council is committed in the HIV/Aids infection reduction and assisting those who are infected and affected by the diseases. R1.4m was budged to deal with HIV/Aids issues in 2010/2011 financial year. The municipality has implemented viable programmes to fight the scourge of the disease. There are 29 functional Local Aids Councils. Further more the municipality is benchmarking HIV/Aids through CMRA. More educational programmes / awareness campaigns are necessary to alert the community members of the HIV/Aids disease. The school curriculum should cover social issues including HIV/Aids to reduce the risk of youth being affected by the disease. Additional human capacity is necessary to ensure that the municipality has enough capacity to effectively work in the 29 wards. Additional human capacity and fleet to the HIV section will ensure that HCM is in a position to implement all the strategies and programmes developed to fight HIV/Aids. It is important that the rollout of ARV’s is continued and patients be treated with respect and dignity.

It will be important to factor into planning the impacts associated with this pandemic. Further more it is critical to involve the ward committees, Local Aids Council and People living with HIV/Aids in the IDP forum to discuss issues that affect them and planning matters. The epidemic; for example; will affect infrastructure planning by reducing the projected number of people; impacts on households requiring services such as their ability to pay for these services and increased demand for health care facilities and social services.

92 2011/2012 IDP REVIEW

Population Growth rates estimate related to impact of HIV/Aids An assessment of the potential impact on population growth rates in the HCM growth rate due to HIV/AIDS infections estimates the following:

ü Where HIV has a high impact, growth rates are estimated to be significantly lower,

at just over 1.5%, suggesting a decline of half a percentage as a result of the high-impacting HIV.

ü Research reveals that the middle age (economic active) population is most affected

HIV and AIDS is a serious problem especially in rural areas within the municipality. It was sadly noted that most communities indicated that members of their communities were affected by the diseases and some of them are in dire need of government grants. On a monthly the municipality distributes porridge to people living with the disease and a concern was raised by communities that the quantity of the porridge is not enough.

Anti Retroviral Roll Out

The Murchison and Port Shepstone hospitals are accredited Anti Retroviral (ARV) treatment facilities in the Hibiscus Coast Municipality. These two hospitals initiate ARV treatment and refer patients to the nearest clinic for follow up treatment. The following clinics offer follow up treatment: Margate, Gamalakhe, Bhobhoyi, and Ntabeni. Other clinics refer clients to one of the two hospitals for ARV treatment. All clinics however provide screening, counseling and taking blood samples as part of the ARV roll-out programme.

Since its roll-out more than 1 245 patients have been assisted by Murchison hospital and 1 344 patients by Port Shepstone hospital. There is no waiting period, but training takes place for a week prior to treatment. According to the Centre for International Health and Development (CIHD) Report (2005), the main challenges encountered in the ART Rollout are as follows:

• A shortage of Human Resources;• A lack of children on ART;• Limitations on accessibility; and• Concerns relating to adherence.

The aforementioned report concludes by saying amongst others, that:

• Given the limited resources and strained health system, the demand for ARV’s is outstripping the capacity to deliver.

• Of concern is the long term sustainability and equitable distribution of the roll-outprogramme.

• Pressure to meet target numbers must be tempered by the need for rational drug use by dispensers, providers and consumers. [The information above relates to government hospitals not private institutions].

The Ugu district social sector flagship programme report reveals that Ward 8 (Dumezulu and ward 29 (Lamont, Thelawayeka and Mvutshini are the most affected wards /areas by HIV/Aids within HCM.

93 2011/2012 IDP REVIEW

The medium deprived areas include: • Ward 4: Nkulu / Mgolomi/ Oshabeni;• Ward 5: Manzamhlophe / Ntaba (KwaXolo);• Ward 7: Nkampini / Gcilima (KwaXolo);• Ward 10: Thundeza (KwaNzimakwe); • Ward 11: Thongase / Califonia (KwaNzimakwe);• Ward 14: Magog (KwaMadlala); and • Ward 21: Mbayimbayi / Mdazi (Murchison)

The municipality participates in the benchmarking of HIV/Aids as the disease continues to ravage communities, to meet the national guidelines targets, municipalities are at the core face of service delivery and use the scarce resources available effectively. Benchmarking is a management tool to empower and improve service delivery.

Annual report

The municipality prepares the annual report on a yearly basis in line with Chapter 12 of the Municipal Finance Management Act, No. 56 of 2003, 2001 Performance Regulations and National Treasury Regulations. The Annual Report was checked against the National Treasury Checklist to ensure credibility and it was submitted to the Auditor General ’s office for assessment. Two Oversight Committee Meetings have been held to assess the credibility of the annual report document. The 2009/2010 draft annual report will be tabled at Council on the 25th January 2011and thereafter will be advertised in the local newspapers for public comments. The 2009/2010 Annual Report was adopted by Council on 30 March 2011. The Annual report is informed by the IDP, Budget and the SDBIP processes of the HCM.

Anchor projects

1. The Margate Airport Upgrade

The proposed upgrade of Margate Airport will make it easier for tourists to access the

district once they are in the province, as well as making it significantly easier and simpler

for the tourists to remain in the province for longer periods, due to the expanded range of

tourism product in keeping with the tourists' needs. In addition the area around Margate

airport presents substantial potential for future industrial development. The expansion of

this industrial area will be dependent on the extent to which industry is able to link up to

the advantages offered by the Dube Trade Port. Department of Co-Operative Governance

and Traditional Affairs has allocated R10m for the upgrade of the Margate Airport.

The Department of Cooperative Governance and Traditional Affairs has provided R10m towards the corridor development. The R10m will be transferred over two financial years (R3m in 2009/2010 and R7m in 2010/2011) and the expenditure plan is being drawn up. The issue of the airport upgrade and run away has been discussed at length at Council meetings and Council supports the development taking place at the airport. The relevant department and the Hibiscus Coast Development Agency are in discussions with the

94 2011/2012 IDP REVIEW

surrounding municipalities (Alfred Nzo, OR Tambo and Bizana) to come on board and get their buy in. The National Department of Transport recently indicated that the department id awaiting funding confirmation from the National Treasury Department. The municipality is in a process of engaging with CommAir to sign a partnership and other opportunities.

2. Port Shepstone Beach Front Re- Development

The Hibiscus Coast Development Agency (HCDA) intends to re-develop the Port

Shepstone beachfront into a virtual world-class tourism resort. This R2 billion initiative will

include an inner harbour, canal, pier and coastal boardwalk. The development is aimed at

being a family destination. Studies reveal that the South Coast receives an estimated 2.2

million visitors annually. The project must be prioritised and fast tracked to yield economic

growth and tourism benefits

3. Hibberdene Harbor

The project will boost the economic growth of the municipality and surrounding

municipalities will also benefit from this projects.

4. Port Shepstone Prison Development

Construction of the prison will have positive economic spin offs in the area, lots of job

opportunities will be created, infrastructure investment and reduce overcrowding in other

prisons

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OPPORTUNITIES

Strategic location The municipality is well located between the Durban harbor and the Province of the Eastern Cape. The Margate airport upgrade will bring positive spin-offs for the municipality as the airport will be used as a parking facility for the 2010 soccer world cup. Business around the airport will highly benefit, a survey can be done to assess the possibility of building new bed and breakfast accommodations and restaurants around the airport; (See locality map). Economic opportunities and development can also be explored through economic development corridor.

Tourist attraction The municipality is the economic hub of the Ugu District Municipality. The municipality attracts tourists from the KwaZulu Natal province, other provinces as well as international tourists. There is a potential for eco-tourism in rural areas due to the areas nature and beautiful scenery. There is a Red Dessert in Port Edward as well as Petrified Forest in Trafalgar. The rocks at the Shelly Beach are from the volcanic eruption, brought to the beach from Antica.

Tertiary institution The municipality would benefit if a higher learning institution was built within the municipality. It will attract learners from all over the country. More infrastructure investment will be considered which will in turn create job opportunities.

Diversity The municipality caters for all types of people and embraces diversity i.e. culture, race, etc. People are treated with respect and dignity, their cultures and customs are respected and celebrated. The wide range of restaurants offers a variety of dishes to cater for all tourists and residents. Clothing shops offer a wide range of clothes including traditional clothing and beads.

Entertainment There are many places of entertainment within the municipality which caters for different people, different age groups, interests, etc. Entertainment areas are safe and do not discriminate in any form. Entertainment areas include sporting bodies, bars, clubs, movie houses, golf courses etc.

Economic development The municipality offers a wide range of businesses and activities which have positive economic spin-offs for the municipality. Some of the activities include fishing, agriculture, crafts, bead works. Small Medium, Macro Enterprises (SMME’s) is supported and is given a platform to sell and showcase their products. Through its Extended Public Works Programme (EPWP) roll out programme the municipality empowers local people with skills so they can find sustainable jobs in the future. Previously Disadvantaged People, the youth and disabled members of the municipality are given first preference in job opportunities.

Infrastructure development The municipality has a fairly good hard and soft infrastructure. Most services are easily accessible to everyone. The infrastructure is continuously maintained through the infrastructure maintenance programme. Accommodation places are in good standards and offer excellent service and are at affordable prices. Telecommunication network is adequately working and internet cafes are also available. Office space should be considered as one of the options to boost economic growth. Less pollution

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The industries are located on the outskirts of the municipality. No hazardous materials are produced within the municipality.

Safety and security There are relatively low crime levels within the municipality which implies that our people and visitors are safe. Hibiscus Coast residents and tourists even walk around freely at night. Policing is highly visible especially in public places and places of entertainment.

Leisure The municipality offers a wide range of leisure places including the golf courses, blue flag beaches, museums, archeological places, etc.

Nyandezulu Waterfall This is a result of Twining with Oskarshamn, Sweden. The Global School Journey takes place in October of every year where 24 Swedish teachers (tourists) visit the place to learn about the African culture i.e. how kids prepare for school, learn, etc. Some of these teachers conduct their research in areas like Magog and Bhomela. During school holidays tourists flock to the MPCC to buy souvenirs, beads, etc.

KwaXolo Rock ArtThe Rock Art Shelter has Khoi San painting and art, which indicate that the area was occupied by the Khoi San many years ago. The area has a potential for sleep-overs and African cuisine. An Environmental Impact Assessment (EIA) needs to be done. The KwaZulu Natal Amafa has agreed to train 11youth for tourist guiding and managing the Rock Art Shelter. This is an initiative to empower rural communities on how to take care of tourists and to prepare for 2010 World Cup.

There is a proposal of the KwaXolo Caves Project which can attract could draw inland by this adventure and this project could be an economic driver for the area, creating work and bringing the area to the level of the 1st economy. Along the route from Port Edward to Ezingolweni there are some attraction Beaver Creek, Wild Life Care Centre, Banana processing plant, Macadamia process plant Clear Water Trails and Biking trails. The caves can also be connected to all these on horse back from tribal Court of KwaXolo.

Impenjathi Resort The resort is managed by the KZN Wildlife. This is an area for picnicking and has a braai area, volley ball, tennis, soccer facilities, etc. There is a lagoon in this beautiful resort.

KZN Motor Racing Club Council approved the application from the KZN racing Club to host a drag race in April, August and October 2010 in Margate. Municipal beach and nuisance by-laws will not be transgressed and health and safety regulations will be adhered to.

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SECTION C: SITUATIONAL ANALYSIS

The map and graph above indicates and highlights the following:

• HCM population grew by 16% from 2001 to 2007• Nationally & provincially, population growth has been declining steadily • Black African is the majority population group (84%) in HCM.• Population growth in the country is slowing, but is the size of the population is still

increasing, and will continue to grow due to population momentum’ and exponential growth.

Population Density

Population Density map on the following page illustrates the population distribution throughout the HCM; in terms of the number of people per square kilometer. This information draws attention to the service provision needs linked to population density. The Community Survey 2007conducted by Statssa revealed that there are 50 649 households in Hibiscus Coast Municipality with average household size of 4.4 with the dependency ration of 60.

This map illustrates the following:

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ü High population density per kilometer square Port Shepstone and surrounds, including inland at Port Shepstone, north-western corner, south and south-western inland.

ü High population density indicates that there is a need to make provision to meet the basic needs of the residents, ensuring that all residents have access to housing, transport availability, etc.

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The map above highlights the following:

ü The KZN population density is 102 people per square kilometer however HCMpopulation density is 220 people per square kilometer.

ü Concentrations of populations are located near major towns and traditional authority areas.–Spatial distortions exist and highlight areas to focus social investments, provide a challenge for service delivery.

ü The trend of urbanisation continues placing pressure on services and resources, with non-urban areas becoming further marginalized and under-serviced.

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Population growth estimates Area 2005 2006 2007 2008 2009 2010 2011 Assumed

growth rate after 2005

Hibberdene 7 076 7 288 7 507 7 732 7 964 8 203 8 448 3%Port Shepstone 31 922 32 560 33 212 33 876 34 553 35 244 37 457 2%Margate 31 335 33 215 35 208 37 320 39 560 41 933 43 065 6%Mpenjati Southbroom

1 353 1 406 1 461 1 518 1 577 1 638 1 932 3.9%

Umtamvuna –

Port Edward3 857 3 992 4 132 4 264 4 413 4 568 6 731 3.5%

Subtotal Towns 75 543 78 461 81 520 84 710 88 067 91 586 97 633Commercial Farms

23 156 23 156 23 156 23 156 23 156 23 156 23 156 0%

KwaMadlala 10 705 10 812 10 920 11 029 11 140 11 251 11 642 1%KwaMavundla including KwaNositha

35 252 35 957 36 676 37 410 38 158 38 921 39 156 2%

KwaNdwalane 38 015 38 965 39 940 40 938 41 961 43 010 45 020 2.5%KwaNzimakwe 22 471 22 920 23 379 23 846 24 323 24 810 25 007 2%KwaXolo 48 398 49 366 50 353 51 360 52 388 53 435 54368 2%KwaLushaba / Shobeni

6 395 6 459 6 524 6 589 6 655 6 721 6 801 1%

Subtotal Tribal Authority Areas

161 236 164 479 167 791 171 172 174 625 178 149 205 150 3%

TOTAL 259 935 266 096 272 467 279 038 285 848 292 891 302 783 Source: Ugu District Municipality’s WSDP, May 2008

The table above reflects population growth estimates

0

10000

20000

30000

40000

50000

60000

70000

0-9 years

10-14 years

15-19 years

20-34 years

35-49 years

50-69 years

70-74 years

75+ years

Population by age group

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The graph above highlights the age groups and clearly indicates that the youth population is largest population group therefore the municipality should pay a special attention to this population group

The graph above reflects the population by race. The largest race group is Blacks followed by Whites, Assians and Coloureds.

Income bracket


Black

coloureds

Assian

White

Population by race group

Hibiscus Coast MunicipalityIncome Group

< R1 600

14%

< R800

7%

No income

52%< R400

21%

> R51 200

0%

< R6 400

5%< R25 600

1%

No income

< R400

< R800

< R1 600

< R6 400

< R25 600

> R51 200

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Employment by industry


The graph above reflects the different types of industries within the municipality

Industrial areas • Marburg Industrial • Margate Quarry Industry • Margate Airport Industrial • Plant (NPC / Idwala) • Umzimkhulu Sugar Mill

Hibiscus Coast Municipality

Employment by Industry

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Agricultu

re; f

orestr

y & fis

hing

Mining &

quarry

ing

Manufa

cturin

g

Electrici

ty; g

as & w

ater s

upply

Constructi

on

Wholesa

le & re

tail t

rade

Transp

ort & co

mm

unicatio

n

Financial; i

nsura

nce; r

eal esta

te

Social &

pers

onal serv

ices

103 2011/2012 IDP REVIEW

The graph above reflects the following: ü Decrease in life expectancyü Increased mortality–high infection rates woman 20-30–deaths younger age

groups, economically activeü Decreased fertilityü Prevalence high among economically active, significant consequences in the

long term.ü Prevalence rate continues to grow; it is at a much slower pace and shows signs

of stabilising.

Employment profile

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The graph above indicates that the municipality is sitting a high unemployment rate therefore the LED department should facilitate employment opportunit ies and develop plans to attract investments

The pie chart above indicates that the municipality has a huge challenge to provide waste services to not receiving the services and shall allocate adequate resources to address waste management issues including implementing the Integrated Waste Management Plan.

Depot 1 - 4%Depot 2 - 8%

Depot 3 - 14%

The Waste Group - 2%

Siyazenzela -3%Commercial

Agriculture -5%

Unserved Total - 64%

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The map above indicates the following:

ü The average age for KZN is 25.4 however for HCM is 27•ü The dependency ratio for KZN is 65, for HCM is 63 (i.e. for every 100

individuals aged 15-64, 63 individuals who are younger than 15 or older than 64).

ü 44% of the HCM population is under the age of 20 hence large proportion isyouthful, dependents put pressure on educational and healthcare facilities,recreational facilities and future employment provision.

ü Difference in age structures of urban and non-urban areas the youthful population concentrated in inland rural areas (under 20), the economically active concentrated along the coastal strip.

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The pie chart above reflects the population by gender structure

ü KZN gender ratio is 88 however HCM gender ratio is 86 (for every 100 females in HCM, there are 86 males).

ü Females constituted 54% of the total population of the municipality, males 46%.

ü The proportion of males is lower than that of females, with females concentrated in poor, deprived rural areas.

The assumption is that non-urban households likely to be single parent and female-headed, with high male absenteeism, facing financial burdens, low labour force participation, lack of support and low status.

46.4

53.6 Male

Female

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The map above indicates areas that are worse hit by poverty deprivation

ü Poverty is multidimensional: –low income or expenditure but denial of opportunities choices for human development and standard of living

ü HCM ranks as one of the less deprived municipalities in the province, but high levels of poverty and deprivation exist

–Inequalities are defined along race, gender, age and space dimensions

ü Poverty data confirms the spatial distribution of deprivation correlating with areas comprising large concentrations of women and children

ü These vulnerable groups bear the burden of poverty

Poverty status quo

2003 2004 2005 2006 2007 2008

112 444 115 476 114 378 106 797 102 356 99 095

49.8% 50.6 49.5% 45.8% 43.5% 41.8%

Population living less than USS$

4.5 3.6 2.6 2.3 1.9 1.3

Source: Global Insight 2010

The table above reflects the poverty status quo figures indicating a slight decrease in poverty between 200 and 2008

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Service backlog

Service 2003 2004 2005 2006 2007 2008

Water 22 613 22 088 21 164 20 302 18 566 17 406

Sanitation 26 726 27 020 26 643 27 095 29 136 27 881

Source: Global Insight 2010

The table above indicates the following:17% have no access to piped water & 10% obtains water from a river or stream. 30% of the population are without access to sanitation


Languages spoken in HCM

ü IsiZulu is the predominant language of HCM region;ü Slight increase in % of isiXhosa speakers and decline in % of English speakers

between 1996 and 2010 – may be linked with decrease in White and Indians over

Occupational categories

0

10

20

30

40

50

60

Top management Senior

management

Professional and

specialists

Skilled, technical,

supervisors

Semi-skilled and

discretionary

decision making

Unskilled and

defined decision

making

African

Coloured

Indian

White

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this period, and location of HCM on the border of Eastern Cape and migration to HCM.

ü There is an increase in % of Afrikaans speakers within the municipality.

Education levels

ü The 20% of individuals with “no schooling” is about 3% higher than the 17% national average for this age group in 2007;

ü Percentage with “some primary school” education is higher in HCM than nationally, but HCM is below the national average with respect to those who “completed primary school”;

ü HCM is lower than national average for “secondary school” and recorded a 4% decrease in 2007 education

Education is one of the national government’s priorities and the municipality and the Department of Education are working closely to ensure that this priority is met. Most schools within the municipality are in good condition and have water and electricity connection however there are schools without basic services i.e. water, toilets, electricity, etc in rural areas. Some schools are inaccessible in rainy season due to lack of infrastructure. The municipality has engaged with the Department of Education however the department is not responding. This is a major concern as the department is mandated to provide education infrastructure. Some scholars expressed that they do not have access to libraries in their communities which badly impact in their studies.

The municipality has a bursary scheme, which is an initiative to assist the needy young people with a good matriculate pass who cannot afford tertiary education. This bursary assists young people who wish to pursue careers in town and regional planning, project management and engineering. Locally, the Esayidi FET College assists youth within the municipality to develop their skills so they can get better jobs in future.

School backlog The shortage of schools is mainly in the rural areas. The main challenge is shortage of primary schools. Some school children from rural areas travel long distances to attend nearby schools and are at risk of being hit by motorist hence there is a need to install speedhumps in identified areas.

Water Toilets Electricity Accessibility New schools

Percentage distribution of households by type of water sourceCensus 2001 Community Survey 2007

Piped water inside the dwelling 32.3 35.3Piped water inside the yard 11.0 12.8 Piped water from access point outside the yard

23.6 40.2

Borehole 2.9 1.0Spring 2.9 0.5Dam / pool 4.4 0.9River / stream 19.1 7.6Water vendor 0.8 0.3Rainwater tank 1.1 1.0Other 2.8 0.5Total 100.0 100.0

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Bashise 200 toilets at Nontshuntsha PS

Dington combined primary

Melville / Southport PS

Manquzuka Bashise Technical HS school at Khishwini

Dunywa Duduzile secondary KwaLatshoda school

Galeni high Ikhwezilokusa Primary Kwamasosha high Mabhongweni primary Mlonde high Mtwanungamzizwe

high Nkonka high

Source: STATSSA, Community survey 2007 The table above gives and indication of infrastructure and services required at schools

Schools that were built and upgraded in 2010/2011 include:

• KwaNzimakwe primary school (Margate) is allocated R12m• Hibiscus Coast secondary (Margate) is allocated R21m• Mlonde school upgrade (Margate) is allocated R8m• Merlewood secondary school is budgeted R8m

List of water projects Project name 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013

KwaXolo Bulk water 2 6,848,291.00 5,000,000.00 3,000,000.00

KwaXolo Phase 3

KwaXolo Reticulation 5,000,000.00 6,400,000.00 5,000,000.00 5,000,000.00 5,000,000.00

Nositha water supply 1,172,543.00Bhoboyi Mkholombe waterMhlabatshane Regional water Hibiscus 8,000,000.00 8,100,000.00

KwaNzimakwe in-fills 4,000,000.00

Stick Farm 2,500,000.00 925,216.00Assisi water phase 2( Mhlabatshane)Umzimkulu Raw water storage 20,000,000.00 14,643,967.00 3,232,000.00Uplands Low cost housing water 2,000,000.00

Sub Total 41,020,834.00 42,643,967.00 12,157,216.00 5,000,000.00 5,000,000.00 Source: Ugu district municipality IDP 2010/2011

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Sanitation HCM is not a water service authority municipality hence water and sanitation services are planned and provided by the Ugu District Municipality. Ugu Water Services Development Plan estimates that 2.1 billion is required to meet the waterborne sanitation backlog between Sezela, Umtentweni, Southbroom and Port Edward. Approximately 0.9 billion of capital is required to meet the more densely populated areas including the strip from Port Shepstone to Ramsgate, Gamalakhe and Harding. The densely populated areas should be clearly identified and proper town planning be implemented to speed up township establishments. Hibiscus Coast Municipality is benefiting form the R50 million which is spent on the upgrades and reticulation of parts of Pennington, Uvongo and Shelly Beach areas. Hibiscus Coast has a huge sanitation backlog and this is expressed in the izimbizo minutes and those minutes are submitted to the Ugu DM for consideration.

Rural Sanitation Backlogs Area Estimated population with

adequate sanitation services Estimated population with a backlog of sanitation service

KwaMadlala 3 654 7 051KwaMavundla (including KwaNositha Ward)

5 033 30 219

KwaNdwalane 2 450 835KwaNzimakwe 9 835 12 636KwaXolo 11 025 37 373Oshabeni 3 500 2 895TOTAL 35 497 125 739 Source: Ugu WSDP, May 2006

The Ugu’s revised sanitation backlog figures provided in May 2008 indicate that 8 914households need VIP toilets and the overall sanitation backlog is at 18.8% for Hibiscus Coast Municipality. The cost estimates to eradicate this backlog is at R46 473.000. Percentage distribution by type of toilet facilities

2001 census CommuniCommunity Survey 2001Flush toilet (connected to sewerage system) 30.9 33.6

Flush toilet (with septic tank) 9.4 4.1Dry toilet - 3.4

Chemical toilet 2.7 8.3Pit latrine with ventilation (VIP) 9.4 41.0

Pit latrine without ventilation 32.0 0.1Bucket latrine 0.8 0.1

14.8 9.3100.0 100.0

Source: STATSSA, Community survey 2007

Land Tenure Land ownership within the HCM can be categorized within the following categories:

• Substantial Ingonyama-owned land;• State-owned land;• Private owned land;• Municipal land

The implication of the substantial Ingonyama and state-owned land is that many inhabitants do not have independent tenure rights, and this impact on participation in the economy: i.e. economic choices are limited. But, this also draws attention to the potential for land reform

112 2011/2012 IDP REVIEW

opportunit ies to improve tenure rights, with its subsequent benefit. To date no state-owned land has been transferred in terms of the land reform programme. There is a substantial percentage of private owned land under restitution claim which should be resolved by 2009.

HCM does not have labour tenants but rather has extensive state land with beneficiary occupiers who have rights in terms of IPILRA and farm workers who have rights in terms of ESTA. The municipality has been affected by the slow pace in terms of processed land claims. In August 2007 the Regional Land Claims Commission office indicated that only 5% of the lodged claims were processed due to the Land Claims Commission internal challenges.

Percentage distribution of households by tenure statusType Census 2001 Community survey 2007Owned and fully paid off 54.3 64.0Owned but not yet paid off 11.3 11.2Rented 16.6 17.0Occupied rent free 17.9 7.4Other - 0.5Total 100.0 100.0

Source: STATSSA, community survey 2007

Percentage distribution of households by type of energy/ fuel used for lighting

Census 2001 Community survey 2007Electricity 75.7 91.1Gas 0.2 0.1Paraffin 0.9 0.7Candles 22.6 7.9Solar 0.2 -Other 0.4 0.3Total 100.0 100.0

Source: Stats SA Community survey 2007

Percentage distribution of households by type of energy / fuel used for heatingCensus 2001 Community survey 2007

Electricity 54.7 73.0Gas 1.0 0.5Paraffin 9.5 8.2Wood 28.4 16.7Coal 0.7 -Animal dung 0.3 -Solar 0.4 -Other 5.0 1.6Total 100.0 100.0


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Percentage distribution of households by type of energy / fuel for cooking Census 2001 Community survey 2007

Electricity 52.8 72.1Gas 3.1 2.1Paraffin 24.2 14.9Wood 18.4 10.9Coal 0.5 0/1Animal dung 0.5 -Solar 0.3 -Other 0.2 -Total 100.0 100.0


Access to telecommunications

Source: Census data obtained from Municipal Demarcation Board

The graph above highlights the level of access to telecommunication in percentages and further highlights the following:

ü Introduction of cell phones has increased access to telecommunication services, as evident in changes between 1996 and 2001.

ü Decline in number of households with ‘no access’ also suggests that access has been broadened.

ü In recent year there has been an increase in the use of cell phone usage due to its affordability and convenience.

Percentage households with telephone & cellphone access 1996

and 2001

0

10

20

30

40

Telephone and

Cellphone in

Dwelling

Telephone only

in Dwelling

Cellphone Neighbour Public

Telephone

Other - Nearby Other - Not

Nearby

No Access

%

1996 2001

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Capacity Status of the Municipality to implement Infrastructure projects

ü Attracting skilled & experienced personnel (the municipality has one qualified engineer)

ü Roads infrastructure unprecedented damage from Tidal Surge (March 2007), Floods (June 2008), Flash floods (Dec 2008)

ü Aging roads resulting in too many potholes & rehabilitation programmeü Overstretched & aging electricity infrastructure is highly demanding for

maintenanceü Dual responsibility on housing implementationü Dual responsibility in electricity provision

The roads department constructed and upgraded more than 200 roads in the 2010/2011 which is very impressive. However there is still an outcry of lack of accessibility and bad conditions of roads. The municipality has a grader programmes which caters for all the rural wards however if rains comes those areas would not be accessible. In urban areas the department responded to most of the complaints regarding potholes however in rainy seasons those potholes and additional potholes would pop up again. In order to make a remarkable improvement in the status of the municipal areas and providing road infrastructure the roads section should investigate the viability and benefits of putting concrete on roads instead of putting black top. Concrete roads will have a longer lifespan and would not require regular maintenance and perhaps might be much cheaper than tar which will be value for money for Council.

Future backlog planning & Data Verification ü Community/village based planning ü Field infrastructure & public facilities audit ü Empowerment to communities on development options informed by planning standardsü Community understanding of land use planning and managementü Enabling Council to plan properly therefore creating functional areasü Council/community agreement on needs

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COMMUNITY NEEDS GATHERED IN NOVEMBER 2010

CLUSTER 1 (ward 13 – 16)

Housing o Request for RDP housing at Fairview, Ndlwane, ward 14, ward 15

Water

o Install water standpipes or install a water tanker as an alternative – Magog

o Provide water at Mahlabathini

Sanitation o Provide toilets at Silwane

o Provide toilets at Ndlwane

o Provide toilets at Magog

Electricity o Install highmasts at Fairview

o Electrify Silwane area

o Cover in-fills within the cluster

o Electrify Mahlabathini area

o Request for gel and stoves (alternative energy)

Roads

o Station road is badly potholed (Mzumbe to Mjiyazi)

o Upgrade Silwane access roads

o Upgrade Zakwa road – Magog

o Install speedhumps at Louisiana

o Install a stormwater drainage system at Mabheje and Mabheleni roads

o Speed up Magwababeni bridge completion

o Resign Cubonia roas in Mtentweni

o Upgrade all ward 16 roads which are badly potholed

o Address the storm water problem at the corner of Russell Melleck and Stapleton

roads in Umtentweni

o Parking at the Pumula boast launch site

Community facilities o Build changerooms at Fairview sportsfield and fence the sportsfield

o Increase mobile clinic visit to two days a month in farms

o Paring at the Southport Post Office and pharmacy

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o Dire need for a primary school either in Southport or Sunwichport

o Require a sportsfield in ward 16

o Revamp and extend the Southport library

o Maintain tidal pools

Community gardens o Request for a community gardens at Ndlwane

Special programmes o Provide shelter for the homeless people

o Build an orphanage / old age home – ward 14

Youth development o Outline the criteria used for awarding bursaries

o Create entrepreneur opportunities

o Request for a sportsfield in Melville or Sunwich Port

Other o Monitor ward projects - Fairview

o Government to engage with farmers

o Concern about poor ambulance service

o Ensure that contractors pay local workers who were building houses

o Prioritise recruitment of volunteers if there are new vacancies to be filled.

o Redesign infrastructure in some parts of Southport

o Concern with illegal dumping behind Umtentweni spar

CLUSTER 2 (ward 4, 12, 17 & 18)

Housing o Progress on Albersville title deeds

o Provide housing at Maristella and fast track delivery of disaster houses

o Subdivision of Portion 1 of Erf 382 and Erven 457-470 - Oslo Beach

Water o Rebates for the elderly

o Water meters at Marburg Heights are faulty

Sanitation Nil

Electricity o Rebates for the elderly

o Inform community if they will be load shedding

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o Install streetlights

o Streetlights shall be numbered

Roads o Upgrade corner of Mandela Drive and Reynolds street

o Fix Mandela drive robots

o Maintain all roads as they are badly potholed

o Put robots to avoid overcrowding of Hlanganani and Marburg scholars

o Maintain footpaths

o Construct a bridge

o Maintain Maristella road and install speedhumps

o Put up a storm water drainage system management

Community facilities o Request for a swimming pool

o Request for the Marburg sportsfield goal posts

o Clean public facilities especially the Port Shepstone rank toilets

o Marburg clinic upgrade

o Maintain council owned buildings

o Marburg library upgrade and install DSTV and connect internet (old computers,

rails, burglar guards)

o Maintain the Port Shepstone park

o Youth activities to be well coordinated at the MPCC

Community gardens Nil

Special programmes Nil

Environment Management o Curb illegal dumping and maintain verges

o Storm water drainage system is clogged in Jacaranda road (verges)

o Clean the river stream

o Environment is neglected

o Encourage recycling

Youth development o Create more awareness on bursaries (ward 17, Maristella)

Other o Progress on installation of the CCTV cameras

118 2011/2012 IDP REVIEW

o Call for indigent policy review by increasing upper limits and improve customer

service

o Create job opportunities for the Coloured community

o Create more awareness on bursaries

o Provide job opportunities for local builders

o Hold Ward Committee meetings

o Evaluate the effectiveness of traffic officers

o Respond on ward committee minutes

o Enhance Public Private Partnerships

o Support and strengthen ward committee structures

o Maintain the Port Shepstone beachfront and the taxi rank

o Maintain verges / bushes – ward 17

o Request for hawkers shelter at Marburg clinic

o Acknowledge letters written to the municipality

o Councillor shall be more accessible – ward 12 Maristella

o Establish a budget steering committee

o Concern on unkempt places especially flats

o Utilise local labour when bringing development (Maristella)

o Stipend for clinic committee members

CLUSTER 3 (ward 20 – 24)

Housing o Update on Bhobhoyi housing

Water o Water provision at Gangile – Mtengwane

o Install standpipes at GG - ward 22

o Water provision in ward 23

o Provide water at Nhlangeni – ward 24

o Water provision at Gangile

o Install a standpipe at Maveshe hall

o Supply water at Madakane hall

o Cover new households at KwaMdlalose near Nkonka (in-fills)

Sanitation o Request for toilets at Mgulugulu – ward 22

o Provide toilets at Nhlangeni – ward 24

Electricity o Install a highmasts at Groundini – ward 22

o Electrify GG area – ward 22

o Gel supply is not adequate - ward 23

o Connect ward 23 highmasts

119 2011/2012 IDP REVIEW

o Install highmasts – ward 24

o Install highmasts at Gangile, Maveshe, Nkonka school, Phumlani, KwaCele store

(Madakane) and Maphuphini

Roads o Progress on work done on Mganka crossing bridge (Zimangweni) – ward 20

o Improve on the grader programme roll out – ward 21

o Construct a scholars bridge at Mahlabatshane and from Crosini to Madakane -

ward 22

o Upgrade Madakane road – ward 22

o Construct a bridge or install robots near Murchison hospital to avoid traffic

congestion - ward 22

o Widen the road (Murchison hospital)

o Complete Mbotsha road upgrade – ward 22

o Upgrade all access roads – ward 23

o Construct a bridge in ward 23

o Upgrade Sozale road – ward 23

o Update on Makhanda bridge – ward 24

o Install speed humps at Ngwemabala / Nyandezulu – ward 24

o Install speed humps in ward 24

Community facilities o Request for GG and Newtown community hall – ward 22

o Request for clinics at Dunjazane and Jesus / Schithweni – ward 23

o Request for a community hall at Nyandezulu (Bhomela) – ward 24

o Upgrade Madakane hall and put new chairs

o Put new grass at Maveshe sportsfield

LED o Request for farming equipment – wad 20

o Complete fencing at Ezideni community garden – ward 22

o Poverty alleviation initiatives in ward 22

o Request for hawkers shelter in ward 22

o Support a women’s sawing group – ward 24

Special programmes o Request for food parcels (ward 20)

o Request for additional care givers – ward 21

o Prioritise senior citizens of ward 23

Other

120 2011/2012 IDP REVIEW

o Requested that the municipality intervene in the public transport operation

challenges (ward 20, 21, 22)

o Remembrance wall for the fallen heroes – ward 20 & 22

o Awareness on bursaries – ward 21

o Strengthen public participation in development processes - ward 21

o Request for an excavation machine to be utilised at the cemetery – ward 21

o Award the drivers licence bursaries to the youth without matric – ward 21

o Focus on developing skills – ward 21

o Create employment opportunities – ward 21 & 22

o Project monitoring on Ntuli road, Smidi road, Manukuza road and Bhuqu road–

ward 24

o Decentralise the youth development office services – ward 24

o Additional social workers – ward 24

o Host senior citizens day – ward 24

o Improve plumbers poor customer service- ward 24

o Lollie pop service at KwaLuhlaza, Murchison primary

CLUSTER 4 (ward 25-28)

Housing o Ward 27 housing provision

o Housing provision in ward 26 - Qinabout

Water o Install standpipes at Mthinomile and Ireland

o Water rebates for the elderly

o Request for water standpipes at Qinabout / Ireland

o Water provision at Qinabout

Sanitation o Request for new toilets at Sgedleni

o Toilets request at Qinabout

Electricity o Request for a highmast at Sgedleni

o Request for highmast at Popo Village

o Timeframe for Ezitendeni electrification

o Attend to Qinabout in-fills

o Regular maintenance of ward 26 streetlights

o Request for streetlights at Whitecity (near the reservoir and Nsimbini school)

Roads o Link Mathafeni and Nkulu roads

o Install speedhumps at Darkcity and Mazakhele

121 2011/2012 IDP REVIEW

o Construct a walkway at Esikhaleni

o Progress on KwaNositha-Gamalakhe bridge upgrade

o Put stormwater drainage system – ward 26

o Request for speedhumps at Mthini/Ireland

o Upgrade Sgedleni road (from number 1 to Mvunguza store)

o Progress on KwaNositha bridge construction

o A2410 road in Ward 26 is badly potholed (Masiluma to Betania)

o Chili road is badly potholed

o Install speed humps from the garage to Elvis bus stop

o Request for a bridge at Mthini to LTA

o Request for a bridge at Gonondo road

Community facilities o Request to utilise the existing facility as a gym

o Request for a bus stop at Jali

o Fence and build changerooms at the tennis court

o Request for a cemetery site

o Put netball polls at the sportsfield

o Request for a community hall at Mthini/Ireland

o Fence the tennis court at Depot and provide ablution block and changing rooms

o Fence Mcegwana sportsfield

o Request for a crèche at Whitecity and Ireland

o Request for a community hall

Community gardens o Fence the community garden behind ZG hall

o Fence Mazakhele and Qinabout community gardens

Special programmes o Senior citizens request to utilise the existing sportsfield

o Support for care givers who are looking after orphaned children

o Build a home for children living with disabilities

Youth development o Increase budget allocation

o Seek support for black cricket players

Other o Create employment opportunities (ward 27 and 28)

o Combat high crime activities at Sgedleni

o Maintain vacant sites

o Consult the community if there will be water cuts

o Request for a mechanical car workshop - ward 28

o Progress on Siyanakekela

122 2011/2012 IDP REVIEW

CLUSTER 5 (ward 2, 3, 6, 19)

Housing o Update on KwaMasinenge housing

o Update on KwaMavundla housing

Water Nil

Sanitation o Request for toilets at KwaMasinenge

o Upgrade sewage system in ward 6

Electricity o Connect streetlights in Ext3

o Install spedhumps outside Lot 2153 Fleet street & Lot 2334 Ridge Road - Uvongo

Roads o Develop a comprehensive roads maintenance plan

o Maintain McCallum road – ward 6

o Tar all roads that are not tarred in Margate and Ramsgate (at least 2 roads per

year)

o CBD roads are in bad state therefore shall be upgraded and provide pavement

for pedestrians

o Install speed humps on Ridge and Fascadale and Windsor roads

o Tar the following roads: Stanley, Katrine, Irene, Steyn, Berman, Bet ty, McCallum,

Anne Barnard, Drake, Ralay, Smith, Paul and David

o Upgrade Lavensky drive and install speed humps

o Complete all gravel road (Msikaba post office to school)

o Maintain Marine Drive road (Manaba to Southbroom)

o Put up traffic signs, road names and road marking

o Fast track road kerbing and storm water upgrade

Community facilities o Construct the Greenhill sportsfield

o Upgrade the Rodola park (repair barbeque area, and put lights)

o Request for a community notice board


Special programmes Nil

123 2011/2012 IDP REVIEW

Other o Involve public in PMS processes

o Develop and implement a complaints system for residents

o Involve farmers association in planning

o Feedback on Ace Parkers budget

o Upgrade CCTV cameras

o Enforce by-laws

o Invest on acquiring skilled labour (engineers)

o Concern on Lincern dam spillage

o Focus on enhancing tourism aspects

o Put measures in place to improve the economic development department

o High crime rate at KwaMasinenge

o Support sports development at KwaMasinenge

o High poverty rate at ward 6

o Verge maintenance in ward 6

o Concern over the degenerating state of the Margate area

o Business is going down because of high rates

o Create tourism opportunities

o Concern on prostitution activity in Margate

o More awareness on bursaries and provide an internet centre

o Community consultation in delineation process

o Conduct ratepayer satisfaction survey

o Close down Seaslopes and Gayridge taverns

o Fine people responsible for illegal signage

CLUSTER 6 (WARD: 5, 7, 8, 9 & 29)

Housing o Fast track disaster housing delivery as building material is being stolen

o Fast track the KwaXolo rural housing project

o Sort out ownership problems (title deeds)

o Prioritise the elderly in housing provision – ward 9

o Provide housing at Thelawayeka

Water o Sgodaneni area experiences water cuts without notification

o Provide water at Nhlanjini

o Monitor water supply to avoid water wastage (burst pipes)

o Provide water at Phathwa

o Construct a reservoir to save water

124 2011/2012 IDP REVIEW

Sanitation o Request for toilets

o Toilet provision at Nhlanjini

o Provide wall structure for toilets in ward 7

o Request for toilets at Mhlalandlini

o Request for the provision of 200 toilets in ward 29

Electricity o Request for progress on 5 highmasts that were allocated in 2007/2008

o Request for electricity at Ngwemabala

o Request for electricity at Manzamhlophe

o Streetlights at Mhlalandlini

o Electricity provision at Thelawayeka and Mbecuka

Roads o Roads require upgrade

o Upgrade Manzamhlophe roads

o Cebigunya road is inaccessible

o Upgrade Ngwemabala and Phathwa roads

o Grader programme is problematic

o Upgrade Ntafufu and Woza bridge

o Bashise bridge upgrade

o Upgrade Bashise to Ndovela bridge

o Upgrade Skhuthali bridge (scholars)

o Gumbane, Sunduza and Thelawayeka roads shall be upgraded

Community facilities o Request for Nkampini crèche

o Request for Mhlalandlinin crèche

o Request for a Clinic at Bhokodisa

o Request for a technical high school at Khushwini

o Request for a library with internet services

o Operationalise the MPCC

o Thokothe sportsfield is incomplete

o Request for a satellite police station to curb drug abuse

o Request for an orphanage at Mhlalandlini and food parcels

o Request for a community hall at Mvutshini / Mankutshane

o Request for Lamont, Mbecuka and Thelawayeka crèches

o Upgrade Thelawayeka and Lamont sportsfields

o Request for Mvutshini/Lamont c linic to provide a 24h services

o Request for Thelawayeka community hall

o Build Msani sportsfield

125 2011/2012 IDP REVIEW


Special programmes o Commemorate senior citizens day for ward 29

Other o Create more awareness on how to obtain bursaries

o Create job opportunities

o Monitor contractors as some community members were not paid for construction

of Gcilima crèche

o Focus on infrastructure maintenance

o Ward councillor to work close with Ndabezitha

o Request to explain recruitment processes followed in HCM

o Request for lollie pop service

o Strengthen HIV/Aids awareness campaigns

o Continue with gel and stove supply – ward 9

o Support SMMEs

o Deploy at least 3 former UDF and uMkhontowesizwe cadres per ward

o Zakazani community is angry and dissatisfied with the pace of service delivery

o Reach the Thelawayeka community when mobilising to improve community

attendance

CLUSTER 7 (ward 1, 10 & 11)

Housing o Request for RDP housing

o Request for roofing at KwaLinda Ntabeni

Water o Water provision at KwaLatshoda

o Water provision at Nompudo

o Construct a retaining wall at Tutu dam

o Supply water at Sakhisizwe crèche

o Extend water pipe – ward 11

Sanitation o Provide toilets at Thongasi

o Ablution blocks at Peter Pan Bay & Port Edward, Splash Rock (ward committee

priority 3)

o Use adequate sanitation system at Latshoda crèche

o Provide toilets in Ward 11

Electricity o Request for highmasts near Ndabezitha’s house

126 2011/2012 IDP REVIEW

o Electricity provision at KwaLatshoda (priority)

o Connect Buthongweni highmasts

o Fast track installation of 3 KwaNzimakwe highmasts

o Install X 3 streetlights in each area (Southbroom, Marina Beach, Trafalgar, Palm

Beach, Munster, Leisure Bay and Port Edward (ward committee priority number

1)

o Eradicate electricity in-fills in ward 11

o Ward 10 highmasts requests: GG, Nompodo, Dozaneni, Nkanyezini,

Gingindlovu, Twostick, Mkanti, Nkoneni, Bulalinja, Gate, Bhambula,

Motokayingeni, Ncadodo, Madabalaza, Sjuleni, Matsheketsheni

Roads o Prioritise upgrade of the R1097 road (Thongasi – Bhambuli )

o Complete Nompudo road

o Upgrade Matolweni roads as they are inaccessible

o Construct a bridge at Matolweni and at Motokayingeni

o Rebuild bridges at Thongasi sportsfield and Thongasi School

o Install speed humps at Buthongweni

o Installation of a robot at Munster intersection (ward committee priority 2)

o Install speed humps on Owen Ellis and Ramsay roads – Port Edward

o Install speed humps on Torquay avenue (lower east section – Leisure Bay)

o Install speed humps on Colebrook avenue at Sharks Board Avenue – Munster

o Install speed humps on Bournmouth avenue (Drake Beach area)

o Southbroom roads due for upgrade: Palm, Link, gravel extension of Captain

Smith road, south of Outlook road to be tarred

o Marina Beach roads due for upgrade: Valley vie, Winifred crescent and Gilbert

o Trafalgar roads due for upgrade: Tait and Effingham parade

o Palm beach roads due for upgrade: Prince Henry, Lord McCartney, David

Livingstone, Portgieter, Edward, Sir Francie Drake to Paul Kruger, Lord

Selbourne adjacent to stands number 871, 610 & 609

o Glenmore roads due for upgrade: Kindrestrand from R61 to Boulder road corner

o Muster roads due for upgrade: Charles Stewart, Munster to Colebrook, von

Baumbach avenue from Charles to Douglas road corner, Sir Harry Lauder

avenue, Sir Harry Lauder from Munro drive to corner of Early street, Murray road

from corner of Douglas road and von Baumbach into Glenmore beach parking

area

o Leisure bay roads due for upgrade: Torquay, Old national road southern section,

Dunbar crescent

o KwaNzimakwe roads due for upgrade: main road, Jobongweni road,

Esindoveleni road, Mhlongo road, Mbhoshongweni, Marhidi road – Thongasi

Mission, Lobi road, Jwara road to Khandandlovu, Bhalule road to Thongasi and

Mgangatho road

o Port Edward: 1st avenue, 2nd avenue, 5th avenue, Dover and Cardiff

o KwaLatshoda pedestrian crossing – Caltex garage

o Rehabilitate the stormwater drainage system

127 2011/2012 IDP REVIEW

Community facilities o Upgrade the Southbroom tidal pool

o Remove the invasive alien plants at the Devil’s pool in Munster

o Install 4 bus stop shelters at Southbroom, 4 at KwaNzimakwe, 1 at Trafalgar and

1 at Palm Beach

o Allocate more resources at the MPCC

o Request for a swimming pool at Buthongweni

o Upgrade the Sguleni, Buthongweni and Califonia sportsfields

o Port Edward taxi rank construction (ward committee priority number 1)

o Increase parking bays at Marina beach

o Construct communal washing slabs for KwaLatshoda community

o Request for KwaLatshoda crèche, clinic and school

o Build Gusheni and Ngcukeni crèches

o Request for Madabalaza and Twostick crèches

o Provide a police station at ward 10

Community gardens o Fence the community gardens

Special programmes o Provide resources and services (water, toilets)for the disabled persons

o Create employment opportunities for disabled persons

o Provide housing for the disabled

o Provide equipment for the Gate sewing group

Youth development o Allocate more resources at the youth development office (fax machine,

photocopy machine, computers, internet & printers)

o Concern about poor service at SASSA offices

o Revamp the KwaNzimakwe bakery and provide the necessary equipment

o Request for a youth skills development centre and make provisions for

equipment

o Request for a sports complex centre

Other o High crime levels at KwaLatshoda

o Enhance public participation / awareness on council resolutions progress

o Crime levels are escalating at Leisure Bay

o Request for social workers

o Ensure sustainable development in rural areas

o Prioritise Matolweni area in development

o Monitor projects

o Create employment opportunities for rural population

128 2011/2012 IDP REVIEW

o Arts and craft should include music artist

o Progress on twinning with Portugal

o Illegal buildings at Leisure Bay: Lot 963, 390, 966 and 897

o Progress on food for waste programme

SWOT ANALYSIS

Strengths Weaknesses

• Strategic location

• Stability

• Well developed infrastructure

• High rates turnover

• Blue flag beaches

• Consistent reporting

• Economic hub

• Diversity

• Aging infrastructure

• High basic service backlog in rural

areas

• High number of uneconomic active

population

• Lack of tertiary institution

• High debts rate

• Information management and

response

• Outstanding sectors

• Budget does not address IDP

objectives

• Weak monitoring systems

Opportunities Threats

• Strategic location

• Tourism potential

• Agricultural development

• Investor attraction

• Institutional transformation

• Tertiary institution

• Operationalinalising the Margate

airport, Hibberdene harbour, Prison,

beachfront development

• High unemployment rate

• High service backlog prevalence

• Neglected coastal strip

• Council resolution implementation

• Lack of BBBEE implementation

• Low staff morale

• High dependency on government

services

• Unsustainable planning methods

129 2011/2012 IDP REVIEW

MEC COMMENTS ON THE 2010/2011 IDP

MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

Pleased that the municipality developed and implemented the Organisational

Performance Management Systems (OPMS) Framework and Policy

Improve on KPA content i.e. indicating the vacant and filled positions in order to

demonstrate the capacity and capability of the municipality to implement the IDP

in the short tem.

Adequately address implementation of the Turnaround Strategy

LOCAL ECONOMIC DEVELOPMENT

Commended to comprehensive LED analysis and linking to areas outside HCM

Include the reviewed LED strategy on 2011/2012 IDP focusing on economic

governance, institutional framework for coordination including national and

provincial alignment

LED strategy should take advantage of national and provincial programs to

enhance economic competitiveness of HCM.

BASIC SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT

Commended for sufficiently articulating service delivery challenges particularly

service backlog.

Commended for holistic approach to integrate infrastructure planning and

investment

Include the Housing Master Plan, Energy Plan and Integrated Transport Plan

FINANCIAL VIABILITY AND FINANCIAL MANAGEMENT

Include the Auditor General ’s opinion on the finances of the municipality.

Formulate a detailed financial plan indicating revenue generation, asset

management strategies, etc.

GOOD GOVERNANCE

Commended for the commitment to good governance and public participation.

Commended for addressing participation and support to special groups (Youth,

Women and disabled)

Concern that there is no effective Communication Strategy in place to enhance

public participation

Commended for the effective internal audit system

Commended for adequately addressing IGR issues in the IDP

130 2011/2012 IDP REVIEW

SPATIAL DEVELOPMENT FRAMEWORK

Commended for including the Spatial Development Framework SDF with clear

developmental nodes, priority areas, corridors, environmental issues, and the

interrelationship between rural and urban components of the municipality.

The municipality should give effect to the SDF by developing local/area plans.

Concern that there is no evidence of Strategic Environmental Assessment and a

map indicating spatial location of capital projects.

Include maps supporting land use management framework

GENERAL COMMENTS

MEC commended the municipality for developing a good IDP however

emphasised the importance of addressing her concerns above to further

improve the IDP.

Fully implement the Turnaround Strategy

Develop Community Based Plans for all wards

131 2011/2012 IDP REVIEW

SECTION D: DEVELOPMENT STRATEGIES

VISION

To be a thriving, well managed, tourist friendly, national leader providing all its inhabitants with quality services in a safe and healthy environment.

MISSION

That it strives to excel at providing quality services for all, facilitating collaborative partnerships and creating an enabling environment for sustainable development

The municipal vision is based at providing quality, sustainable services and protecting the

environment informed by the principles of sustainable development.

MEDIUM TERM STRATEGIC FRAMEWORK

Strategic Priority

HCM Priority Responsible departments

Responsible cluster Indicators

Strategic Priority 1:Speeding up growth and transforming the economy to create decent work and sustainable livelihoods

i. Infrastructure development & maintenance

ii. Economic growth & transformation

iii. Job creation initiatives & SMME development

• LED department• Dept of Economic

Dev• KZN Public

Works• DTI• Treasury

department• DCo&TA• Dept of Agric &

Env. Affairs• Dept of Education• Qhubeka• Organised Labour

Infrastructure & Economic Development

1, 3, 6, 14, 16-25, 32, 42-45, 70 & 75

Strategic priority 2;Massive programme to build economic and social infrastructure


ii. Economic growth & transformation

iii. Job creation initiatives & SMME development

• KZN Wild Life• Dept of Economic

Dev• DTI• KZN Public

Works• Ugu – water

services• Eskom• Dept. of Human

Settlement & Infrastructure

• Dept of Education• DMR• Dept of Transport• Dept of Housing• State entities

(DBSA, Ithala )• DLGTA-MIG• Dept of Sports &

Recreation


14, 18, 22, 26 -29 & 67

132 2011/2012 IDP REVIEW

Strategic Priority

HCM Priority Responsible departments Responsible cluster

Indicators

Strategic priority 3:Comprehensive rural development strategy linked to land and agrarian reform and food security

i. Comprehensive rural development strategy linked to agrarian reform

ii. Infrastructure development & maintenance

• Department of Rural Dev

• DAEARD• SA Cane Growers• Dept of Education• DTI• Dept of Economic

Dev• HCDA • South Coast Tourism• Dept of Human

Settlement & Infrastructure

• DLGTA-URD• Qhubeka• Dept of Transport• Transnet • SANRAL• DSD• Youth unit


16 –18, 20, 22 & 26 –31

Strategic priority 4:Strengthen the skills and human resource ase

i. Strengthening skills & human base

• Dept of Education • Department of Labour • Dept of Sports &

ecreation• KZN pubic Works• SETA• SALGA• Dept of Economic

Development • HR Dept • Youth unit• Qhubeka• Disaster

Management

Governance & Administration

10, 14 – 18, 21, 24, 25, 40 – 45 & 69

Strategic Priority


Indicators

Strategic Priority 5: Improve the health profile of all South Africans

i. Safe & health communities

ii. Knowledgeable communities

• Dept of Health• DCHS • Ugu Water

Services• Dept of Education• Dept of Home

Affairs

• Social services, Human Settlement & Sustainable Development

25, 27, 28 & 32 – 39

133 2011/2012 IDP REVIEW

Strategic priority

HCM priority Responsible department s

Responsible cluster

Strategic Priority 6:Intensify the fight against crime and corruption

Good governance

• All provincial departments

• SAPS • Dept. of Community

Safety and Liaison• Dept of Protection Services • Internal Audit Unit• Youth unit• Dept of Justice

• Governance & Administration

• Social services, Human Settlement & Sustainable Development

17, 17, 24, 55 –63 & 72

Strategic Priority


Indicators

Strategic Priority 7: Building Cohesive, caring and sustainable communities

i. infrastructure development &maintenance

ii. comprehensive rural development strategy linked to agrarian reform

iii. economic

• Qhubeka• Dept of Sports &

Recreation• Human Settlement &

Infrastructure• KZN Public Works• Dept of Sports &

Recreation• Department of Arts • Culture • Dept of Social

Development

• Infrastructure & economic development

24, 25, 46, 49 –54, 64 & 74

134 2011/2012 IDP REVIEW

growth & transformation

iv. Job creation initiatives & SMME development

v. Safe & healthy communities

• DOE-(Basic Education)• Municipal Community

Services • DHA• LED • Municipal Planning

Department • Home Affairs• South Coast Tourism

Strategic Priority

HCM priority Responsible department

Responsible cluster

Indicators

Strategic priority 8:Pursing African advancement and enhanced international cooperation

i. Good governance

ii. Promoting sports, recreation & culture

• DCoGTA• South Coast Tourism• Ezemvelo Wildlife• HCDA• Dept of Sports &

Recreation


• Social Services, Human Settlements &sustainable development

67 & 69

Strategic Priority 9:Sustainable Resource Management and Use

i. Infrastructure development &maintenance

ii. Economic development &transformation

iii. Safe & healthy environment

iv. Good governance

v. Financial viability

• Planning Department • LED unit• DWAF • KZN Public Works• South Coast Tourism• Ezemvelo Wild life• DAERD-

Environment and Agriculture

• DLGTA- Land Use,• DLGTA -Local

House of Traditional Leaders

• DLA -Ingonyama Trust

• Ugu Water Services• Eskom (NERSA)• Disaster

Management Unit• Dept of Mining • Environmental

Management Unit • South African

Weather Services• Icasa• Depart of Science

and Technology • Municipal Waste

Services • Qhubeka• Traditional Healers• Research Institution• Environmental

Health (Municipality and Province)

• Governance &administration

• Social Services, Human Settlements &Sustainable Development

• Infrastructure & economic Development

13, 17, 18, 27 –30, 37, 54, 67 & 76

135 2011/2012 IDP REVIEW

Strategic Priority


Indicators

136 2011/2012 IDP REVIEW

Strategic Priority 10:Building a developmental state including improvement of public services and strengthens democratic institutions


ii. Financial viability & value for money

iii. Good governance

iv. Promoting sports, recreation & cultural diversity

v. Knowledgeable communities

vi. Comprehensive rural development strategy linked to agrarian reform & food security

• Corporate Services • Ugu –Water

Services• Ward Committees

Structures• Youth unit• IEC• Communication

Unit• All government

department • Local House of

Traditional Leaders• Kwanaloga/SALGA• Media Houses • IDASA• DDP• Organised Labour• Treasury

Department• IDT• DBSA• KZN Treasury • KZNCC• Planning

Department• Auditor General• Shared Internal

Audit Committee


• Governance & Administration

• Social Services, Human Settlement & Sustainable Development

47 & 70 –76

137 2011/2012 IDP REVIEW

CORE VALUES

CORE VALUES OF THE MUNICIPALITY:

The municipality’s core values are as follows:ü Accountability and professionalism;ü Transparency, honesty and integrity;ü Accessibility;ü Fairness, trustworthy;ü Dignity and respect;ü Co-operation and

MUNICIPAL PRIORITIES ALIGNMENT WITH OUTCOME 9

Municipal priority OUTPUT NO.

Infrastructure development and

maintenance addressing output

Improving access to basic needs 2

Effective and sustainable service

delivery addressing output

Improving access to basic needs 2

Financial viability and sound

management addressing output

Administrative and financial

capacity

6

Promotion of economic growth

addressing output

Implementation of the community

work programme

3

Good governance and public

participation

Deepening democracy through a

refined ward committee model

5

Safe and healthy environment Actions supportive to the human

settlement outcomes

4

Adhering to sustainable planning

methods

Actions supportive to the human

settlement outcomes

4

Institutional growth and development Administrative and financial

capacity

6

Mainstreaming youth development

and HIV/Aids

Administrative and financial

capacity

6

MTAS implementation Administrative and financial

capacity

6

138 2011/2012 IDP REVIEW

Desired outcome of the priorities

• Service backlog reduction

• Sustainable and effective infrastructure

• Well serviced and satisfied communities

• Quality services provided in a sustainable manner.

• Build trust and confidence in municipality

• Sound financial management

• Mainstreaming youth initiatives and reduced unemployment rate

• Healthy and crime free communities

i. Infrastructure development and maintenance

The municipality has a well developed infrastructure along the coastal strip which requires

maintenance. However the hinterland parts of the municipality require infrastructure

development. Some have no access to basic services due to lack of infrastructure in those

areas. Some areas in rural areas still are without electricity and water. The municipal

turnaround strategy has addressed some of the infrastructural challenges that were

identified however some of the challenges require funding and the municipality of

committed in addressing the infrastructural challenges and invites other stakeholders

mandated to providing such infrastructure to come on board and work with the

municipality to find ways of overcoming such challenges.

ii. Effective and sustainable service delivery

The municipality still has a challenge in providing satisfactory services in a sustainable

and effective manner. Though the municipality does plan and budget for services the

challenge of immigration into the municipal area due to people looking for job

opportunities and the natural disaster put a strain in adequately addressing this priority.

During the November 2010 Izimbizo roadshows, most wards identified the following

challenges related to this challenge:

o Lack of electricity provision

o Lack of or ineffective storm water drainage systems

o Lack of water provision

o Lack of sanitation provision

o Slow pace of housing delivery

o Lack of maintenance of buildings

139 2011/2012 IDP REVIEW

o Lack of supervision

The municipality relies on Ugu District Municipality to provide water and sanitation and ESKOM to

provide electricity. The major concern is that there has been an increase service backlog has

increased in the past years.

iii. Financial viability and sound management

Hibiscus Coast Municipality is a high capacity municipality ad in the past two consecutive

financial years has received an unqualified audit report f rom the Auditor General. However

there are financial issues that need special attention. This is crucial so that the

municipality can assure the public that it speed its funding in an EEE manner thus build

public confidence and trust. The municipality will deal with the following financial related

issues:

ü Develop a five year IDP informed by the priorities

ü Urgently enhance the procurement section

ü Debt management

ü Supply Chain Management

ü Sort out the asset register

ü Strict credit control

ü Providing indigent relive to deserving households

ü Develop financial management strategies

ü Develop and review financial management policies

ü Increase investor confidence

ü Adequately manage and report on grants

Proposed projects include:

ü Data cleansing

ü 100% GRAP/GAMAP compliance

ü Update the debt management systems

ü Ensuring effective IT systems

ü Provide trainings for treasury department staff

iv. Promotion of economic growth

140 2011/2012 IDP REVIEW

In the past the municipality has done very little in promoting and enhancing economic

growth within its area. The local economic development KPA has been rated lowest out of

the other KPA’s and this has been a major concern hence the municipality is currently

reviewing its LED strategy and assessing sustainability of all LED projects. It is regrettable

that the scars of segregation planning are still in existence and impact negatively in

bridging the economic gap.

There are major economic opportunities within the municipality which need to be explored

even in the hinterlands. The municipality should capitalize on its strategic location lining it

to eThekwini and the Eastern Cape Province. The municipality should work with business

community including the South Coast Business Chamber and encourage businesses to

take part in promoting economic growth and form Public Private Partnerships (PPPs).

Hibiscus Coast Municipality LED department should focus on the following:

ü Focus on high level local economic development issues and link the investment

attraction and incentives plan to financial investment policy and town planning

policy.

ü Kick start and ensure sustainability of anchor projects which will provide great

economic opportunities

ü Enhance the economic competitiveness of the municipality by taking advantage

of national and provincial programs

ü Package good tax incentives and investment packages to attract foreign

investors to the area

ü As an economic hub of the Ugu District Municipality, HCM should provide a

conducive environment for job creation to reduce the alarming unemployment

numbers.

ü Enhance the second economy and provide support to SMMEs

ü Address poverty and unemployment and strengthen the economic base of the

area.

ü Work very closely with the Department of Agriculture to identify and support

sustainable community agricultural projects

ü Acquiring land for infrastructure development including small scale trading i.e.

provision of workshops and small industrial premises for emerging businesses.

141 2011/2012 IDP REVIEW

ü Focus on tertiary and manufacturing sectors by creating an enabling

environment and maximizing opportunities within the tertiary sector (office,

personal services and finance)

ü Develop a tourism and heritage plan show casing tourism attraction areas (urban

and rural). Properly market the municipality has rich history, several of

entertainment events that the municipality hosts and the tourist attraction areas.

ü Provide social support to structures and community organisations to encourage

people living with disabilities to participate in the mainstreaming economy,

support ward/cluster LED initiatives, support SMMEs, facilitation of the formation

and support of cooperative forum and facilitation and of the support of the local

agricultural forum.

ü Take advantage of the economic development and tourism opportunit ies

presented by the Bhobhoyi dam.

v. Good governance and public participation

The municipality is still experiencing teething problems with effective public participation.

Though the municipality conducts public participation workshops and meetings some

problems still persists and the public continue to point out problematic areas however

very little is being done to address the public concern. The Public Participation Policy

and ineffective Ward Committee structures were some of the issues that come out as a

concern during the turnaround strategy however to date nothing has been done to

address the issues. Funding was provided through the MSIG to develop the public

participation policy and training of ward committees. Ward committee members are not

satisfied with the non response to their ward burning issues.

A comprehensive public participation should be developed and implemented. The

communication strategy should be reviewed to guide and ensure effective community

participation and involvement in the IDP.

142 2011/2012 IDP REVIEW

2011 – 2017 IDP PROCESS PLAN

The Municipal Systems Act requires that the processes set out in writing should be adopted by the Municipal Council to guide the IDP process. Therefore Hibiscus Coast Municipality has embarked on the process of preparing a process plan as a preparatory step towards the IDP Approval and Review for the next five years. The IDP Review process is aimed at addressing the shortfalls to the existing IDP of Hibiscus Coast Municipality. Therefore the process plan guides the management of IDP and the following:

ü The distribution of roles and responsibilities in the IDP review process;ü Institutional arrangements for the process;ü Mechanisms and procedures for public part icipation;ü Action programme with timeframes and resources requirements;ü Mechanisms and procedures for alignment with external stakeholders;ü Relevant binding planning and policies requirements at National and provincial

sphere;&ü Cost estimates for the review of the planning process.

2011 - 2012 IDP DEVELOPMENT

The 2011 - 2012 Draft IDP is informed by the adopted 2007 – 2012 Integrated Development Plan document which plays a critical role in guiding development and planning for the new political office bearers with emphasis on improving socio-economic situation, meeting millennium targets, improving service delivery mechanisms, strengthening and improving inter-governmental relations and community participation. The IDP 2011/2012 is a strategic planning tool for HCM and only projects in the IDP will be budgeted for and eventually implemented. The Draft IDP should be utilised to inform the budget allocation and be translated to projects.

IDP is to guide the budgets of sector departments (National and Provincial) where their services

and resources are required, in terms of needs and priorities identified in the IDP. In addition to

guiding organs of state, the IDP should be an informative document to encourage, and guide

potential investment in the municipal area.

The commencement of the 2011 - 2012 IDP formulation process for Ugu family of municipalities

was advertised during in August 2010 by the district municipality, followed by the Hibiscus Coast

Municipality’s IDP Representative Forum meeting held on 4 August 2010.

Non attendance of provincial department poses the following challenges and limitations for the

municipality:

ü It limit level of engagement and knowledge sharing

ü Department budget for projects that are not urgent to communities

ü Departments projects do not have impact

ü Some sectors are neglected and some remain unfunded

ü No proper alignment

143 2011/2012 IDP REVIEW

ü Duplication of funding

ü Result in fiscal dumping

As per advertisement of the IDP process and as per the approved IDP process plan; cluster

workshops were rolled out within the Izimbizo programme of the Mayor (which was advertised in

local newspapers). These workshops involve a clustered ward-level approach. The meetings

commenced with an IDP explanation in terms of what is the IDP, why it is done, how it is done,

and the status of HCM IDP and how to participate in the process. The minutes of these meetings

are utilized extensively for information in this IDP: to assist with the situational analyses of areas,

backlog information, and needs of communities.

2011/2012 IDP IZIMBIZO SCHEDULE

DATE

WARDS

VENUE

01 November 2010, Monday , 14H00

Ward 5, 7, 8, 9 and 29

Cluster 6

Phathwa High School

02 November 2010, Tuesday, 17H30

Ward 2, 3, 6, and 19

Cluster 5

Margate Town Hall

03 November 2010, Wednesday, 14H00

Ward 20, 21, 22, 23 and 24Cluster 3

Maveshe Community Hall

04 November 2010, Thursday, 17H30

Ward 4, 12, 17 and 18

Cluster 2

Marburg Secondary School

08 November 2010, Monday, 10H00

Ward 1, 10 and 11

Cluster 7

Impenjathi Sports field

09 November 2010, Tuesday , 17H30

Ward 25, 26, 27, and 28

Cluster 4

Gamalakhe Community Hall ZG

10 November 2010, Wednesday, 10H00

Ward 13, 14, 15 and 16

Cluster 1

J B Sports Field

The table above reflects the cluster Izimbizo that were held in November 2010

The municipality had seven cluster meetings instead of 14 meeting like the previous financial

year this was due to the financial constraints experienced. In most clusters / wards communities

requested for basic services including housing, roads, water, sanitation, health care facilities,

skills development, access to government grants, community facilities and enhancement of

HIV/AIDS programmes. In more affluent wards, communities were not satisfied with slow pace of

service delivery especially relating to bad condition of roads, potholes, no verge cutting and

rubbish collection, non response to ward committee minutes and letters sent to the municipal

offices, lack of supervision which results in poor workmanship. R300 000.00 was budgeted for the

budget road shows.

144 2011/2012 IDP REVIEW

The approach adopted in the preparation of the Review IDP 2011 - 2017 is strongly guided by the guidelines prepared by the Department of Provincial and Local Government (DPLG) as set out in the IDP guide packs and the IDP simplified format. Hibiscus Cost Municipality is gearing itself to align with economic advantages and competitiveness that are identified in the PGDS. The IDP is in line with the Department of Local Government and Traditional Affairs Guidelines or approach and framework for IDP’s 2007 / 2008 and beyond. The 2011/2012 IDP process plan was approved in July 2010.

Media used: ü Advertisements on the local newspapers (The Herald and The South Coast Fever) ü Loud hailing ü Ward committee structures

The municipality is working on incorporating the Community Development Workers (CDW’s) in to municipal planning and the reporting system in this regard needs to be agreed upon.

The Ward Committee Structure More the half of the ward committee structures were re-established in 2009/2010 to enhance their functionality and root out the challenges experienced in the last financial year. Some of the ward committees are well functioning and meet once a month as required. Ward committees are critical in the IDP processes. It should be noted that there is a good working relationship between councilors, ward committees and the administration. However the municipality should be more responsive to the issues raised by the ward committees. There is a need to consider employing an administrative personnel in the office of the Speaker to assist with administrative function including making follow up on ward committee meeting minutes and ensuring that issues are addressed and communicated to the ward committee members.

Hence ward committees were invited to the IDP Forum Meeting and will be invited to the future IDP forums so they can fully participate in planning and development issues. Four ward committee workshops are planned in this financial year and this will continue to outer financial years.

Public Participation

This functions falls under the Office of the Speaker. Public participation is encouraged throughthe Mayoral Izimbizo/Budget Roadshows, IDP Forum Meetings and consultative workshops. The municipality will be developing a public participation strategy in this financial year which will ensure effective and coordinated efforts of deepening public participation. IDP workshops will be held in all clusters with an aim of educating and familiarizing communities especially youth with the IDP document.

The Ugu District Municipality has recommended the Hibiscus Coast Municipality public participation strategy be adopted as the best practice for the entire district and the district has encourages all local municipalities within its area of jurisdiction to adopt the HCM’s consultativemethodology. The municipality is planning to enhance public participation through benchmarking to improve performance, capacity building, transparency, improve and enhance means / platforms of participation through the CMRA program in the coming financial year.

145 2011/2012 IDP REVIEW

The IDP Cluster approach The rationale behind this approach is to ensure management take full control of the IDP given the recognition of the IDP as the master strategic plan of the municipality. The cluster committee will be lead by the Directors looking at strategic position of each department, cross cutting matters, how departments can support and assist each other to fast track and ensure implementat ion plans.

The IDP clusters are divided into three categories as follows: Social Services; Infrastructure and Economic Development and Financial Management & Corporate Governance. The clusters will be convened by HCM directors however the clusters approach did not bear the desired outcome in developing the 2010/2011 IDP however much effort will be place to ensure effectiveness of these clusters.

Social Services Cluster

Infrastructure and Economic Development Cluster

Financial Management & Corporate Governance Cluster

Composition Director: Health and Community ServicesDirector: Operations,Managers (senior official):IDP; Beaches; Libraries; Clinics; HIV & AIDS; Special Programmes; Depot 1,2, & 3; Traffic and Policing

Director: Planning & Building Control; Director: Operations,Managers (senior official):Roads, Electricity; Public Works, Housing; ISD & EPWP; IDP; Youth Development; Special Programmes; LED; Estates and Administration; Information and Technology; HIV & AIDS; Expenditure & Procurement; Budget; Environment; Town Planning, Building; and ABET.

Director: OperationsManagers (senior official): Budget; Expenditure & Procurement; Assets Management; Human Resources; Estates and Administration; Information and Technology; Skills Development; Youth Development; Office of the Speaker; Special Programmes; OHS; Governance and Communication; Town Planning, and, IDP

Focus Areas Financial viability & value for moneyJob creation and SMME DevelopmentServices for a better lifeSafe & healthy environment

Infrastructure & HousingSustainable developmentJob creation and SMME Development Economic growthFinancial viability & value for money Safe & healthy environment Services for a better life Sports & cultural Diversity

Financial viability & value for moneyJob creation and SMME DevelopmentServices for a better lifeSafe & healthy environment(Corporate) Good GovernanceKnowledgeable communities

ROLES AND RESPONSIBILITIES OF ROLE-PLAYERS

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES 1. Ugu District Municipality • Horizontal alignment of IDP’ s between local and the district;

• Vertical alignment between district and local municipalities, National, Provincial as well as other district municipalities

• Formulate the district process plan based on the district’s framework plan;

• Formulate, manage and approve districts IDP;• Monitor and evaluate the district IDP process plan;• Ensure that draft process plans are compiled by the local

municipalities with Ugu District;• Ensure that the process plans adhere to the framework as

agreed;

146 2011/2012 IDP REVIEW

• Ensure that all local municipalities under the district adhere to the timeframes in the framework plan as agreed;

• Coordinate the alignment of the district’s budget process with the district IDP Process and local IDP processes;

• Facilitate vertical alignment of IDP’s with other spheres of government and sector departments and the preparation of joint strategy workshops with local municipalities, provincial and national role players and other subject matter specialists;

• Give financial support in line with its financial policy;• Give institutional support to develop expertise.

2. Hibiscus Coast Municipality • Guide provincial sector departments participation in their contribution to the municipal planning processes;

• Guide departments in assessing draft IDP’s and to align their sectoral programmes and budget with the IDP’s;

• Assist in accessing financial grants for IDP process;• Monitor the progress of the IDP processes through the district and

IDP Managers Forum;• Facilitate resolution of disputes related to the IDP;• Organize IDP-related training when required; and• Co-ordinate and manage the MEC’s assessments and comments

with regards to IDP’s. • Orientation of councilors on IDP.

3. Ugu Planners Forum Meetings to be chaired by the district IDP Manager;• Planning Development Unit render secretarial services;• Consists of the six local municipalities IDP Managers;• IDP Forums to be held quarterly to:

- coordinate technical submissions and the compilation of the respective IDP documents

- Ensure horizontal alignment between the district and local municipalities IDP’s, and

- Ensure vertical alignment between the district and local municipalities, National and Provincial spheres.

4. Provincial of Co-operative Governance and Traditional Affairs

• Coordinate participation and cooperation of all other key sector departments.

• Monitor and advice the municipalities on the drafting, review and implementation of the IDP.

• Ensure that sector department’s planning is informed by Hibiscus Coast plans and IDP

• Closely monitor sector departments performance in terms of fulfilling their core functions and support Hibiscus Coast

5. Sector Departments • Identify an IDP Coordinator in the sector departments• Contribute knowledge and ideas about planning issues in the

province and sectors;• Contribute relevant information on the provincial sector

departments plans, programmes, budgets, objectives, strategies and projects in a concise and accessible manner;

• Ensure that their objectives and strategies and projects take various IDP’s into consideration and adjust their budgets as informed by the various IDP’s into consideration and adjust their budget as inform by the various IDP’s;

• Engage in a process of alignment with district municipalities, and

147 2011/2012 IDP REVIEW

participate in the provincial management system and co-ordination;

• Ensure active participation in IDP Representative Forum and Task Teams

6. Ugu District Development Planning Unit

Development Planning Unit provided the following function:• Provide methodological guidance and support to local municipality

during the IDP implementation and review and well other planning processes;

• Support the planning and implementation management process of local municipalities and district municipality

• Establish and maintain close links with public and private service providers for proper programme alignment in municipal;

• Provide information to municipalities relevant national and provincial policy and legislation frameworks;

• Organize/conduct relevant training events for municipalities to build their planning and implementation management capacity; and

• Liaise with Donors and other state agencies for municipalities to build their planning and implementation management capacity;

• Liaise with Donors and other state agencies for funding to the municipalities; and

• Render secretarial services to all district communication and sub-committee.

2011/2012 IDP REVIEW

Traditional Leaders The involvement of traditional leaders is still a challenge as they do not avail themselves to attend the IDP Representation Forum Meetings. However there has been an improvement as some of the Amakhosi attended the Mayoral Izimbizo and clearly outline the developmental challenges in their areas. There is very minimal participation from the provincial departments which result in non alignment of programmes and distorts planning processes and sometimes defeats the municipal planning.

Internal Audit The Internal Audit unit is a fully fledged unit with the responsible manager and four internal audit officers under the Office of the Municipal Manager. It is an independent, objective assurance and consulting unit designed to add value and improve an organization’soperations. It helps the municipality to accomplish it’s objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. The Head of the unit reports administratively to the Municipal Manager and functionally to the Audit Committee.

It is recommended that the municipality participates in the benchmarking of HIV/Aids as the disease continues to ravage communities, to meet the national guidelines targets, municipalities are at the core face of service delivery and use the scarce resources available effectively. Benchmarking is a management tool to empower and improve service delivery.

vi. Safe and healthy environment

The municipality strives to provide a safe and healthy environment for it residents and visitors.

The Protection Services Department is responsible for traffic management, fire/emergency

services, disaster management, motor licensing, airport operation and policing services.

Police are visible throughout the day however the service should be extended to rural areas.

There has been a slight increase in terms of crime activities especially in rural areas

aggravated more by lack of electricity / highmasts. The municipality should develop an

Integrated Local Transport Plan which will outline in detail different mode of transport and

advised if its viable to explore other means of transport including rail.

Motor licensing

• The main focus is improve service delivery by decentralize motor vehicle licensing and renewals.

• Ratepayers and customers are not happy with the slow service that is rendered by this section as they wait for more 45 minutes to be served.

• Issue learners and dr ivers licenses.


Challenges

• Short staffed which results in long lines and dissatisfaction of ratepayers and customers (need vehicle examiners, learners class conductor and administration clerks.

Fire / emergency services Focus on the following:

• Leasing of water tanks and heavy duty fire engine• Ensuring safety to buildings• Awareness and training within the informal settlements• Installation of fire hydrants• Establishment of the Fire Protection • Association • Coordination of stakeholders• Decentralization of services to rural areas

vii. Adhering to sustainable planning methods

The municipality wants to prescribe to the holistic urban and rural neighborhood development

concept. Hence the municipality has plans to upgrade urban and rural infrastructure and

services to improve the lives of people living within the municipality. The municipality has

identified that certain individual by-pass the planning processes and compromises the

sustainability of developments and compromise the environment. The last SDF review was

done in 2009/2010 and the municipality will not be in a position to develop the 2011/2012 SDF

due to the fact that SDF is not allocated funding from the municipal budget though the

framework is the legislative requirement as one of the core components of the IDP.

viii. Institutional growth and development

HCM strives to be a municipality that enables the area to advance community development,

personal growth and social mobility to address challenges related to inequality, social

exclusion and poverty. The objectives of this priority are as follows:

ü Provide an effective and efficient administration force

ü To support IT services

ü To provide an efficient and effective Human Resources services

In line with Chapter 6 of the Municipal Systems Act No. 32 of 2000 and the2001 Planning and

Performance Management Regulations, the municipality has taken the issue of performance

management seriously. Thus municipality developed and implemented the Organisational

Performance Management Framework and Policy in 2010/2011 financial year. Performance


management system was cascaded down to level one managers unlike before where it only

focused on S57 managers.

The municipality has managed to align the IDP with performance management and this

improvement was even noticed by the Auditor General as there were no audit queries

regarding alignment. However conducting quarterly performance evaluation is still a challenge

as SDBIP evaluation sessions are frequently postpones and in the end the municipality will

end up evaluating two quarters in one meeting. This also affects compiling the mid-year

performance report of the municipality as well as internal audit unit in assessing PMS on

quarterly basis to report to the Audit Committee.

Skills development and training is addressed by the skills development plan which is reviewed

on an annual basis. The skills development plan is intended to provide necessary skills for

both councilors and employees to improve service delivery on the ground. Corporate services

department undertake skills audit on an annual basis. However there is still a gap as

somehow the skills development plan does not address essential skills to address

development issues contained in the IDP document.

Annual report The municipality prepares the annual report on a yearly basis in line with Chapter 12 of the Municipal Finance Management Act, No. 56 of 2003 and National Treasury Regulations. The Annual Report was checked against the National Treasury Checklist to ensure credibility and it was submitted to the Auditor General’s office for assessment. The 2009/2010 draft annual report will be tabled at Council scheduled for the 25th January 2011 and it was adopted in a Special Council Meeting held on 30th of March 2011. Two Oversight Committee meetings have been held and inputs of the committee have been incorporated into the report. TheAnnual report is informed by the IDP, Budget and the SDBIP processes of the HCM.

ix. Youth development

The municipality should focus on mainstreaming youth development initiatives and give

support to youth wards structures. The youth development unit within the Office of the

Municipality plays a major role in running awareness’s related to youth development,

disseminate information and mostly assist the youth with bursaries and assist the youth to put

together business plans.


The municipal population figures show that HCM is a youthful one with most of the population

below 35 years. Youth outreach programme focuses on the five national priorities, information

dissemination, empowerment, enhancing youth structures. The focus is also on building good

relationship with NGO’s and youth development organisations.

x. MTAS implementation

After the consultative meeting regarding the municipal turnaround strategy development, the

municipality had lots of issues which required urgent attention. Most of these issues required

financial resources and the municipality at the time did not have budget to address some of

the pressing needs. The MSIG business plan was used as a means to provide funding for the

following issues.

RESPONSIBLE DEPARTMENT IDP STRATEGIC OBJECTIVES 1. Municipal Manager’s Office o To ensure the Municipal Turnaround Strategy

(MTAS) implementation

o To promote a culture of participatory

democracy and integration

o To develop and implement a credible IDP

o To ensure that all performance agreements

are signed and submitted to province

o To review and implement communication

strategy

o To ensure implementation of broader public

participation policies and plans

o To provide executive support at all times

o To establish, revive and enhance Inter-

governmental Relations (IGR) structures to

facilitate inter-governmental dialogue with

relevant national, provincial departments and

Ugu District Municipality

o To effectively manage staff and data

management

o To implement Batho Pele principles

o To facilitate the creation of a safe

environment for all inhabitants


o To ensure organisational policies and

procedures are in place

o To improve the quality of service delivery to

strengthen democratic processes

o To fully implement special programmes

o To create community awareness and

enhance good governance and public

participation

o To promote public participation and ensure

functionality of ward committees

o To effectively utilise the Community

Development Workers

o To implement an effective PMS

o To ensure accessibility to government service

and promote good governance

o To clarify roles and responsibility of

politicians and administration

o To ensure stakeholder liaison including

Amakhosi consultation

o To implement the Occupational Health and

Safety Act

o To minimize fraud, risk and corruption

o To formalise SCOPA

o To develop HCM as a SMART municipality

o To provide appropriate facilities and

programmes for the youth

2. Corporate Services o To provide leadership and support to staff

o To ensure sustainable institutional capacity

o To provide training for employees and

councillors through tuition assistance

programmes

o To provide employee assistance programmes

for councillors and staff

o To support workforce and increase


productivity

o To develop and implement Human Resources

plans

o To develop and implement an Equity

Employment Plan focusing on Previously

Disadvantaged Individuals

o To conduct and facilitate skills audit for the

implementation of the Work Skills

Development Plan

o To ensure sound labour relations between the

employer and the employee components

o To provide information services and computer

support to all departments

o To ensure efficient and effective management

of leases and disposal of Council owned

properties.

o To facilitate the implementation of Adult Basic

Education and Training Programme

o To ensure functionability of the Local Labour

Forum

o To promote and uphold principles of good

governance.

o To implement Batho Pele Principles.

o To implement Occupational Health and

Safety Act and Policy

o To facilitate the creation of safe environment

for all staff

o To minimize fraud risk and corruption

3. Treasury o To ensure financial sustainability and

management

o To uphold treasury norms and standards

(budgeting and reporting)

o To develop revenue enhancement strategies

o To source additional funding

o To develop a five year financial plan in line


with the IDP

o To review the supply chain management

policy

o To review the indigent policy

o To fully implement Municipal Property Rates

Act

o To effectively manage municipal expenditure

o To manage and control municipal assets

o To review debt management policy and

increase rate collection

o To capacitate staff

o To support IT services

o To develop an inventory strategy by June

2011

4. Local Economic

Development

o To develop LED strategy

o To promote and facilitate economic

transformation, sustainable growth and

development

o To stimulate and ensure economic growth

o To support and grow new and existing

businesses

o To facilitate development a rural development

strategy in line with the Provincial Rural

Development Strategy

o To lobby public service institutions to utilise

procurement in supporting small businesses

o To facilitate and support implementation of

the income generating projects targeted at

small emerging businesses (at least 5 per

year)

o To provide secondary support to business

enterprises

o To support SMMEs and Co-ops

o To take full advantage of the spatial and


location opportunities

o To ensure a thriving economy of both 1st and

2nd

economy by 2%

o To ensure 5% reduction in unemployment

rate

o To stimulate rural tourism

o To attract investments

o To implement special projects

o To promote local economy

o To ensure functionality of four Thusong

Service Centres

o To grow rural economy

o To develop strategies for integration of areas

with economic potential with those of high

household poverty

o To address skills gap in the economy

o To ensure that the regional comparative

advantage strategies for spatial

reconstruction of the regional land release,

social, economic and infrastructure to

enhance economic development

o To promote and facilitate public infrastructure

investment

o To capacitate staff


5. Human Settlements and

Infrastructure

o To facilitate water and sanitation provision

(Ugu DM)

o To ensure that all households have potable

water within 200m of their dwellings

o To ensure that all households have at least a

VIP toilet

o To facilitate provision of electricity

o To provide access to free basic services


o To ensure accessibility to roads

o To provide community and public facilities

o To ensure that inhabitants of HCM live in

formal and decent housing by 2014

o To increase capital expenditure to 100% of

the municipal budget

o To ensure spent 100% of MIG allocation

o To promote sustainable infrastructure

development


o To facilitate the creation of a safe

environment for all staff

6. Planning and Building

Control

o To ensure that there is a credible Spatial

Development Framework (SDF) in place

o To ensure that strategies for the realization

of regional comparative advantages in line

with spatial reconstruction, regional land

release , social, economic, infrastructural and

commercial development are in place

o To ensure that spatial analysis forms the

bedrock in the development of Land Use

Management Systems (LUMS),

Environmental Management Plan (EMP) and

Strategic Environmental Assessment (SEA)

o To manage and regulate the built and natural

environment

o To restore and protect the natural resources,

beautiful scenery and indigenous plants.

o To ensure provision of facilities and amenities

o To enhance central business districts

o To process plans in line with the provisions of

the National Building Regulations and

Standards Act (within 2 months of receipt)

o To implement the KwaZulu Natal Planning

and Development Act

o To promote a healthy and hygienically safe


environment, which supports sustainable

utilisation of natural resources, and creates

an environmentally educated society

7. Cleansing and Maintenance o To ensure access to solid waste services

o To effectively manage verges by cutting twice

a month in summer months and once month

in winter months.

o To ensure solid waste management of all

activities

o To enforce by-laws to discourage illegal

dumping, littering and pollution

o To develop a municipal wide building

maintenance plan in line with asset register

o To vigorously clean streets at all times

o To participate in cleanest town competition

o To encourage recycling and reuse of

resources

o To ensure that all public amenities are kept in

a clean condition at all times

o To effectively manage staff

o To comply with all requirements of

Occupational Health & Safety relating to staff


o To maintain council buildings

o To fully implement Integrated Waste

Management Plan (IWMP)

o To beautify HCM and ensure its

attractiveness at all times

o Cemeteries to be maintained to a high

standard of cleanliness

o To ensure burial facilities are available seven

days per week

o To ensure tidal pools are maintained and

serviced monthly during the summer season


8. Heath and Community

Services

o To maintain all beaches, launch areas and

tourism infrastructure

o To ensure that all HCM beaches gain and

maintain the blue flag status

o Retain nurses whilst negotiating to hand over

clinics to the province

o To strengthen tourism by marketing Blue Flag

Beaches and Ramsgate Whale Watching

view.

o To provide primary health care Services

o To promote healthy communities

o To establish ward based arts and culture sub

forums

o To promote the health of communities and

visitors

o To hold meetings with Ugu DM to discuss

water quality

o To facilitate HIV/AIDS infection reduction to

create community awareness by programmes

(Home Base Care)

o To provide appropriate facilities and

programmes for care givers

o To empower youth through arts and culture

programmes

o To retain the current blue flag beaches

o To provide cemetery space and additional

four cemetery sites

o To ensure that our clinics provide better

services and improve staff morale through

training of staff

o To ensure all rural halls identified by DHCS

are officially handed over to the municipality.

o To introduce municipal tariffs and controlled

and monitored through Ward Committees and

report at Central Office, Portshepstone.


9. Protection services o To implement Batho Pele principles

o To oversee enforcement of municipal by-

laws and fining of perpetrators

o To minimize vulnerability to disaster risks and

comply with the Disaster Management Act

o To effectively manage traffic and enforce road

traffic laws

o To ensure that learners licenses booking are

processed within two months and drivers

licence are processed within three months

(Code LMV and HMV)

o To reduce crime levels by visible policing

o To ensure compliance with CAA requirements

at the Margate airport.

o To ensure employees are capacitated within

occupational positions

o To ensure that respective sectional heads

manage staff


SECTOR PLANS

PLAN CURRENT STATUS Water Services Development Plan The municipality use Ugu district’s Water Services

Development Plan, 2008Integrated Public Transport Plan Phase 1 and 2 completed.

The municipality will develop its local plans including the CPTR, RatPlan, and Integrated Local Transport Plan in the next financial year.

Integrated Waste Management Plan Adopted by CouncilEconomic Development Plan District has a strategy.

HCM has an integrated economic plan, and stand alone sectoral plans for tourism, agriculture, manufacturing, trade and services as well as poverty alleviation plan.The LED plan needs to be updated

Disaster Management Plan 2009/2010 Disaster Management Plan in place.Spatial Development Framework 2009/2010 plan in placeLand Use Management Framework LUMS 85% completeSanitation Master Plan The Ugu district has a working document, which the HCM

participates in, and monitors performance.Environmental Management Plan Outstanding due to financial constraintsCemetery Plan Plan is in placeHIV/Aids Policy/Programme In placeElectricity Supply Development Plan The plan is not in place yet but the municipality will be

starting negotiations with ESKOM in the near future.Land Reform Sector Plan In placeIntegrated Housing Sector Plan Plan is in placeRoads Development, upgrade and Maintenance Plan

Plan is in place

Integrated Transport Plan In place (2005) Projects in the plan still not included in the IDP

Integrated Local Transport Plan OutstandingYouth & Women Policy and Programme A policy, institutional framework and elements of a

programme are adopted. Youth is currently being mainstreamed.

Gender and Disability Policy and Programme

Draft policy is in place

Financial Plan and Capital Investment In placePerformance Management Plan In placeBeach Management Plan (coastal) In placeAir quality Management Plan Not developed yetMunicipal Health Plan In placeCommunication Plan In placeAnti-corruption Plan In placeEmployment Equity Plan In placeWork Skills Development Plan In placeRetention strategy In planning phaseHR strategy Not in place


Policies and by-laws developed or reviewed

Policies:• Amended policy on the Management of Immovable Properties of the HCM

(C113/08/2009 – 25 August 2009)• Tuition Assistance Policy Review (EX135/09/2009 – 8 September 2009)• Integrated Municipal Environmental Policy (EX210/09/2009 – 22 September

2009)• Employee Assistance programme Policy (C110/09/2009 – 29 September 2009)• Review of the Grant-in-Aid policy (EX105/11/2009 – 3 November 2009) • Amendment of Tuition Assistance Policy (EX240/02/2010 – 16 February 2010)• Review of the Rates Policy (SPC 108/03/2010 (SPC 108/06/2010 – 30 June

2010)• Review of the Consumer Care, Credit Control and Debt Collection policy

(EX110/06/2010 – 1 June 2010) Bylaws:

The Hall Hire bylaws were promulgated in the KZN Provincial Gazette on 16 July 2009. Various bylaws are being reviewed, but have not been adopted yet.

MSIG EXPENDITURE PLAN

Focus Area

2010 2011 TotalSept Dec March Jun

MTAS implementation

50 000 50 000 100 000

Community participation enhancement

25 000 100 000 25 000 150 000

Communication strategy review

100 000 100 000

OPMS System 100 000 100 000

Development & review of prioritised By-laws

300 000 300 000

Total 75 000 200 000 475 000 750 000


SECTION E: SECTOR INVOLVEMENT AND SUPPORT REQUIRED

Hibiscus Coast Municipality provides a range of services to its residents and it also serves

some communities of the Eastern Cape. The municipality thrives at providing quality services

to its communities however some services fall outside of the municipal mandate and powers

and functions. It is for this reason that the municipality should work hand in hand with other

spheres of government and all stakeholder that operate within the area of municipal

jurisdiction. The municipality is committed in contributing towards the following national

priorities:

1. Rural development & Agrarian Reform

2. Intensive Campaign to fight Crime

3. Support Health Reform

4. Improving Education

5. Building the Economy to Create Decent Jobs

However the municipality is experiencing a challenge that sector departments are not

participating meaningfully in municipal planning and development. The municipality has tried

different strategies to get sector departments to attend the IDP Forum Meetings however no

desired outcome has be achieved thus far. There has also been a steady decline in sector

department ’s attendance at the Ugu District IDP Forum Meetings which makes things even

more difficult for the municipality.

The municipality also extends the invitation to sector departments during the public

participation processes however only Department of Health, Home Affairs and IEC

participated at the latest Izimbizo meetings held in December 2010. Departments come up

with projects which are not needs felt and in the end are not appreciated by communities

because they do not consider such projects as priorities. Eskom has really not come to the

party and didn’t provide any information though the municipality communicated the

electrification needs.

Communities raised some issues that fall outside the powers and functions of the municipality

which directly require sector departments’ immediate attention. The municipality still struggles

to get conformation of projects from departments due to the unaligned financial years. The


Department of Transport and Education sometimes send people to attend the IDP Forum

Meetings however no feedback whatsoever is received from the departments.

Participation takes places in different forums, meetings and gatherings. The IDP Representative Forum is the main forum where external stakeholders including provincial departments, Amakhosi, district municipality, business, entities and parastatals are invited to discuss developmental challenges facing the municipality and means of overcoming developmental challenges. However it should be noted that stakeholder involvement and participation is still a challenge.

The functions of the IDP Representative Forum are as follows:o Inform affected and interested groups, communities and

organisat ion/institutions on relevant planning activities and their outcomeso Determine priorities, analyse issues, negotiate and reach consensuso Participate in project design and monitor and assess projectso Make recommendations on planning matters to councilo Ensure that all sector departments play their role accordingly and fully

participate in municipal planningo Makes recommendations to Council

Provincial Department of Co-operative Governance and Traditional Affairs

The department fully participates in the IDP forum meetings and provided technical support in

the IDP Review process. The municipality also attended all the Provincial IDP Indabas /

Conferences organised by the department. The department also provide financial and

technical support to the municipality for various projects. The municipality requires direction,

financial and technical support from the department.

Department of Health

There is a good working relationship between the municipality and the department. The

department attends the IDP forum meetings and they support the municipality in providing

primary health care within the municipality. The department also assist the municipality in

responding to issues raised by communities regarding health services and the department of

health also participates in the IDP / Budget Mayoral Izimbizo. The municipality requires

additional infrastructure for clinics,nd transfer of health care services to province to lessen the

financial burden on the municipal coffers.

Department of Agriculture and Environment Affairs

The department employed a new environmental officer within the Ugu district municipality.

The department’s officer has worked very closely with the municipality and has advised the

municipality accordingly with regards to the sector plans that need to be developed by the


municipality and what functions the department can assist the municipality with. The

department fully participates in the IDP forum meetings. The municipality requires technical

and financial support from the department and speeding up the EIA processes.

Department of Economic Development

The department does not participate in the IDP forum hence there is limited engagement with

the department. The municipality would highly appreciate the involvement and participation of

this department as the municipal local economic development requires much more attention.

The municipality requires technical and financial support from the department to unlock the

economic potential both in urban and rural areas.

Department of Education

The department attend the IDP forums however information provided by the department is

questionable and does not reflect the true reflection of the status quo on the ground. The

department does not provide required information and there is no consistency in members

represent ing the department at IDP forum meetings. The municipality requires the department

to build more schools, negotiate with other departments to provide other services, i.e. roads,

water and sanitation. The municipality also need reliable statistics from the department on

education facilities and the existing level of service in schools.

Department of Transport The department does participate in the IDP forum meetings however information required by the municipality for planning purposes including departments’ current and future project are not provided. The issue of dilapidated provincial roads has been stressed in IDP forum meetings and the department will promise the municipality to provide feedback but no correspondence ever comes from the department. Most provincial roads need attention. Dead robots on provincial roads take a long time to be fixed which contributes to traffic congestion and loss of lives. The municipality requires the department to maintain provincial roads, communicate their plans with the municipality and attend the IDP forum meetings.

Department of Labour

The department has recently started to participate in the IDP forum meetings however no

information has been received from the department. In future we hope to get information on

labour issues, unemployment rate, immigration and emigration trends, etc from the

department . The municipality requires employment and unemployment statistics.


Department of public works

The department does not attend the IDP forum meetings though invitations will be sent out

and at time hand delivered to the department. The municipality requires technical support

from the department and plans informing the municipality of future projects / plans.

Department of Home Affairs

The department does attend the IDP forum meetings. The municipality requires the

department to bring services to far removed areas where people still find it difficult to travel to

town to get IDs and birth certificates.

Department of Social Development

The department has started to participate in the IDP forum meetings. This will yield good

results as the municipality receives lots of issues from the Izimbizo relating to the department.

The municipality will continue to engage the department to address the community issues

ranging from accessing government grants / pensions, suspended pension, child headed

families, vulnerable groups, etc. The municipality requires the department to provide statistics

on socio-economic issues, run awareness campaigns on services they offer,

ESKOM

The parastatals do not attend the IDP forum meetings. This is a great concern for the

municipality as some communities are still not electrified and some projects have not taken

off. Some highmasts and connections that were planned for years back have not been

connected to date. Some communities are indicating that they are running out of patience as

they have been patiently waiting for electricity. Complaints are received mostly from rural

communities that this has attributes to increase crime especially in areas where highmasts

have not been connected. Some planned water projects that not be implemented due to lack

of energy to support the pump stations. Backlog information was communicated with ESKOM

but the municipality has not yet been advised which areas with get urgent attention.

Qhubeka organisation

The NGO participates in the IDP forum and works closely with the municipality.


The Rate Payers Associations

Some rate payers associations participate in the IDP forum meetings. This adds a great value

in ensuring that the municipality address the community issues and challenges.

South Coast Chambers

South Coast Chambers has attended the 1st IDP Forum Meeting for this financial year.

KZN Wildfe

KZN Wildlife participates in the IDP forum meetings

Zibambele

Does not participate in the IDP forum meetings.


SECTION F: IMPLEMENTATION PLAN

IDP/Budget Izimbizo

The municipality held seven izimbizo meetings during December 2010 as one meeting was

arranged per cluster. In the previous year the municipality had held 13 izimbizo however due

to financial constraints the number of gatherings was reduced. In most clusters / wards

communities requested for basic services including housing, roads, water, sanitation, health

care facilities, skills development, access to government grants, community facilities and

enhancement of HIV/AIDS programmes. In more affluent wards, communities were not

satisfied with slow pace of service delivery especially relating to uncut verges and rubbish

collection, non response to ward committee minutes and letters sent to the municipal offices,

lack of supervision which results in poor workmanship.

The izimbizo issues are the basis of this IDP as the municipality should ensure the municipal

budget adequately addresses the unsatisfactory pace of service delivery and attend to

operational matters.

The approach and methodology adopted in the preparation of the Review IDP 2011 - 2017 is

strongly guided by the guidelines prepared by the Co-operative Governance and Traditional

Affairs (KZN Cogta) as set out in the IDP guide packs and the simplified IDPs, October 2010.

The 2011/2012 IDP Process Plan was approved in July 2010.

Media used: • Advertisements on the local newspapers (The Herald and The South Coast Fever) • Ward committees• Community Development Workers• Loud hailing

The municipality is working on developing the Public Participation Strategy and Ward Committee Strategy which will assist in incorporating the Community Development Workers (CDW’s) in to municipal planning and the reporting system. CDW’s play a meaningful role in collecting and dissemination of information and they are invited to the Izimbizo and IDP forum meetings.

a) Ward Committee Meetings Consultation was cascaded to ward committee level, championed by the Ward Councilor. Four Ward Committee workshops were planned and to date however only one has been held. The objectives of these workshops are listed below:

o To identify and agree on each ward needs, o To identify existing level of services, o To agree on permissible land uses, s


o To find ways of haring of resources with neighbouring wards, etc.

b) Ward sub structures

Quarterly meetings will be held at this level to establish, enhance and strengthen sub structures. This structure will deal with specific ward issues in terms of progress made, backlog, challenges and future plans. This will enhance the izimbizo process and ensure that communities are aware of their developmental issues.

Objectives • Ward Committee members are close to neighborhood issues and can better assist in

clearly identify community needs and advocate passionately for local concerns.• Acknowledgement of ward committee members as a legal structure put in place by

government to assist in development issues.• Enhance and promote good working relations between ward councilors and ward

committee meetings.

c) Cluster approach

The rationale behind this approach is to ensure management take full control of the IDP given the recognition of the IDP as the master strategic plan of the municipality.

The cluster committee will be lead by the Directors looking at strategic position of each department , cross cutting matters, how departments can support and assist each other to fast track and ensure implementation plans.

The clusters are divided into three categories as follows: Social Services; Infrastructure and Economic Development and Financial Management & Corporate Governance. The clusters will be convened by HCM directors.

MONITORING & EVALUATION MEASUREMENT The municipality has developed an Organizational Performance Management Systems (OPMS) framework and Performance Policy Procedure Manual. Service Delivery and Budget Implementation Plan The Municipal Finance Management Act No. 56 of 2003, Section 1 states that the mayor of

themunicipality should approve a Service Delivery Budget Implementation Plan (SDBIP) each financial year. The act states that the SDBIP should include monthly projections; revenue collected indicating sources, operation and capital expenditure by vote and indicates delivery targets and performance indicators.

The municipality recognizes the fact that a well designed SDBIP will generate a goodperformance management system. Therefore the Hibiscus Coast Municipality develops and adopts a Service Delivery Budget Implementation Plan on an annual basis in line with legislative requirements. The SDBIP is approved by council in June each year and is aligned to the IDP / budget timeframes and requirements. The SDBIP is divided into four (4) quarters and monitoring and evaluation is done on quarterly basis.

The municipality utilizes the SDBIP as a benchmark to achieve the departmental objectives based on the department’s core functions and also a monitoring and evaluation tool. The SDBIP is an operational plan for the municipality, clearly outlining the Key Performance Indicators (KPIs), objectives, timeframes, outputs outcomes and strategies for each program and projects. The SDBIP is informed by the IDP and the budget.


The SDBIP reports are tabled to the Executive Council (EXCO) members as the overseeing committee. The Municipal Manager, all Heads of Departments and managers attend the evaluation sessions. Each director presents her achievements for that particular quarter andalso tables a plan for the next quarter. Should there be any variances the department then gives necessary and satisfactory explanations to the EXCO members and recommend corrective measures.

SDBIP schedule for 2010 / 2011 Activity 1st quarter 2nd Quarter 3rd Quarter 4th Quarter

October 2011 January 2011 April 2011 July 2011 Submission of report

07 07 08 08

Corporate management meeting

11 11 11 11

Quarterly Evaluation session

22 – 23 20 – 21 21 -22 21 – 22


Medium Term Strategic Framework

RECONCILIATION OF IDP & BUDGET CAPITAL BUDGET

OPERATING BUDGET

BUDGET YEAR1 2011/2012




BUDGET YEAR 2 2012/2013

BUDGET YEAR 3 2013/2014

Budget R’000 Budget R’000

Budget R’000

Budget R’000

Budget R’000

Budget R’000Strategic Priority Strategic Focus

Area Strategic Objective (IDP)

Strategies Programmes/ Projects

OFFICE OF THE MUNICIPAL MANAGER

Building a developmental state including improvement of public services and strengthening democratic institutions

Non-Discriminatory society

To promote a culture of participatory democracy and integration

Improving the capacity and efficacy of the state

IDP R R0 R0 R0 R R

Consultation IDP R0 R0 R0 R0 R0 R0

Strengthen the skills and human resource base

Safe, transformed and sustainable environment

To ensure sustainable institutional capacity

QualityManagement Systems

OPMS R0 R0 R0 R0 R0 R0




Improving accountability and service delivery

SDBIP R0 R0 R0 R0 R0 R0



To improve the quality of service delivery and strengthening democratic processes

Improving the capacity and efficacy of the state

MTAS R0 R0 R0 R0 R0 R0




Quality Management Systems

Annual report aligned to framework

Strengthen the skills and human resource

Non-Discriminatory

To promote a culture of participatory

Entrenching a culture and

Embrace Batho Pele

R0 R0 R0 R0 R0 R0


base society democracy and integration

practice of efficient, transparent, honest and compassionate public service

Principles



To facilitate the creation of a safe environment for all inhabitants

Facilitate the identification of risks by each department

Internal audit R0 R0 R0 R0 R0 R0




Building partnership with society and strengthening democratic institutions

Stakeholder mobilisation

R0 R0 R0 R0 R0 R0

Workshop councillors on framework

R0 R0 R0 R0 R0 R0

Adopt legal ward committee framework

R0 R0 R0 R0 R0 R0

Update ward committee database

R0 R0 R0 R0 R0 R0

Workshop ward committees on ward projects

R0 R0 R0 R0 R0 R0

Identify sub structures and link them to existing ward committee systems andmonitor functionality

R0 R0 R0 R0 R0 R0

Liaison with COGTA on CDWs functions

R0 R0 R0 R0 R0 R0


Public Participation (prepare a comprehensive plan & acknowledge

R0 R0 R0 R0 R0 R0


support from ward committees)


Timeously monitor municipal website

R0 R0 R0 R0 R0 R0

To promote and uphold principles of good governance

Marketing and promotions(Review Communication Strategy)

R200 000 R0 R0 R0 R0 R0

Special Mayoral Initiatives

R0 R0 R0 R0 R0 R0


Internal & External Communications

R0 R0 R0 R0 R0 R0

Improve ward committee feedback

Monitor internal feedback on ward committee issues

Build cohesive, caring and sustainable communit ies

Non-discriminatory society


Institutionalising and mainstreaming Youth Development

Youth Development Programmes

R850 000 R0 R0 R0 R0 R0

Kwanologa Games

R0 R0 R0 R0 R0 R0




Improve internal communication

Improved utilisation of Itrack system

R0 R0 R0 R0 R0 R0

Improve internal communication

90% of complaints attended to within 4 days of receipt

R0 R0 R0 R0 R0 R0





Clarify roles and responsibilities of Council and administration

Review delegations register

R0 R0 R0 R0 R0 R0




Enhance communication with the House of Traditional Leaders

Ensure Amakhosi participation

R0 R0 R0 R0 R0 R0

Massive programme to build economic and social infrastructure

To support sports Council

To support sports Council

Enhance cooperation between HCM and Youth Council

Sports and Recreation

R R R R0 R0 R0

Skills development Strengthening the skills and human resource base

Skilled youth population

To enhance youth skills and create economic opportunity for the youth

Support youth initiatives

Youth development programmes

R850 000 R0 R0 R0 R0 R0




Rights and Responsibilities

SPECIAL PROGRAMMES

R1000 000 R0 R0 R0 R0 R0



To facilitate the creation of a safe environment for all inhabitants

To audit high risk areas as determined by the Annual Audit Plan, to facilitate the creation of plans by management to address those risks and to report to the Audit Committee.

Implementation of Internal Audit Annual Plan

R0 R0 R0 R0 R0 R0


Improve the health profile of all South Africans


To promote a

healthy and

hygienically safe

environment, which

supports sustainable

utilisation of natural

resources, and

creates an

environmentally

educated society

Capacity Building Occupational Health & Safety programme

R0 R0 R0 R0 R0 R0


To facilitate the creation of a safe environment for all employees

Institutional capacity

Labour Relations

R0 R0 R0 R0 R0 R0


To facilitate the creation of a safe environment for all employees

Institutional capacity

Employee Benefits

R0 R0 R0 R0 R0 R0



Provide sustainable Secretariat support


R0 RO R0 R0 R0 R0



Provide sustainable Auxiliary Services support


R0 RO R0 R0 R0 R0


CORPORATE SERVICES


Non-discriminatory society

To promote a healthy

and hygienically safe

environment, which



resources, and

creates an

environmentally

educated society,

Capacity Building Employee Assistance Programmes

R0 R0 R0 R0 R0 R0




Institutional Capacity

Recruitment and Selection programmes

R0 R0 R0 R0 R0 R0



Capacity Building Strengthening skills capacity

R0 R0 R0 R0 R0 R0

Sustainable resource management and use



Provide sustainable IT Services support

Information Technology

R0 R0 R0 R0 R0 R0


LOCAL ECONOMIC DEVELOPMENT

Speeding up growth and transforming the economy to create decent work and sustainable livelihoods

Thriving and growing economy

To promote and facilitate economic transformation, sustainable growth and development

Development of sustainable economic growth strategies

Local Economic Development Strategy development

R0 R0 R0 R0 R0 R0



To promote and facilitate economic transformation, sustainable growth and development

Implementation of resuscitation plan to fight poverty

Development of Investment promotion strategy

R0 R0 R0 R0 R0 R0


Participate and benefit fairly and equitably

To promote, facilitate and implement anti-poor economic development interventions

Implementation of economic development interventions

Cooperatives & SMMEs development & support, emerging contractors

R0 R0 R0 R0 R0 R0

Develop BusinessRetention & Expansion plan

R0 R0 R0 R0 R0 R0

Rural Development Strategy

R0 R0 R0 R0 R0 R0



To promote, facilitate and implement anti-poor economic development interventions

Informal economy support and management

Develop a plan for informal economy

R0 R0 R0 R0 R0 R0

Establish functional traders committee

R0 R0 R0 R0 R0 R0

Formalise and update permit system

R0 R0 R0 R0 R0 R0

Jobs created through LED initiatives

Put system in place to specify no. of jobs created by the municipalit6yMonthly collection of

R0 R0 R0 R0 R0 R0


information from other departments



To promote and facilitate public infrastructure investment

Operational ise four Thusong Centres

Investment on Strategic Infrastructure

R0 R0 R0 R60 000 R0 R0




Support inland tourism

SLA between HCM and Ugu Tourism

R0 R0 R0 R1 400 000

R0 R0

30% of budget allocated to inland tourism and implementation of inland tourism plan

R0 R0 R0 R0 R0 R0


TREASURY



To uphold treasury norms and standards

To ensure Legal compliance to MFMA and GRAP

Performance Reporting

R0 R0 R0 R0 R0 R0



To ensure financial sustainability and management

Increase community participation in municipal budgetingprocesses

IDP/Budget Road shows

R0 R0 R0 R0 R0 R0




Comprehensive social assistance and social insurance

Indigentsupport programme

R0 R0 RO R0 R0 R0


To reduce dependency on grant transfers and actively seek alternative revenue

To seek alternative ways of revenue collection

Revenue enhancement strategy and increased revenue collection

R0 R0 R0 R0 R0 R0



Involve communities in municipal programmes

IndigentRoadshows

R0 R0 R0 R0 R0 R0




Review Supply Chain Policy

Credible and transparent Supply Chain Policy

R R R R0 R0 R0




Implementation of LED programmes

Increased overall spend on SMME, youth and HDI’s

R0 RO R0 R0 R0 R0


Monthly reporting to Treasury

Monthly and Quarterly reporting to Treasury

R0 RO R0 R0 R0 R0




Rotation of service providers

Monthly reports on rotation of service providers

R0 RO R0 R0 R0 R0




To ensure Legal Compliance with MFMA and GRAP.

Annual Financial Statements

R0 R0 RO R R R



Fixed Assets Register

R0 R0 RO R R R




Continuous monitoring of monthly processes towards timely and accurate reporting

Expenditure Reports

R0 RO R0 R0 R0 R0

Maintain strict controls between HR and Salaries Sections and ensure adherence to agreed timelines

Salaries R0 R0 RO RO RO RO

Source alternative source of funding

Treasury R0 R0 RO RO RO RO

Establish and maintain a system regarding handling and processing of invoices by all stakeholders to mitigate unnecessary delays

Outstanding Debts

R0 R0 RO R0 R0 RO

Strengthen internal systems, control and processes towards accurate reporting

Reporting R0 R0 RO R0 R0 RO



To promote and uphold principles of good governance

Draft and implement a schedule of meetings and maintain an open door principle for consultation with staff

Promote good Labour Relations through continuous consultation

R0 R0 R0 R0 RO R0




Capacity building Strengthening skills capacity

R0 R0 R0 R R R


HUMAN SETTLEMENTS AND INFRASTRUCTURE

Build cohesive, caring and sustainable communities


To provide universal access to water and sanitation services

Maintain structure relations with Ugu DM

Water & sanitation projects

R0 R0 R0 R0 R0 R0



Access to housing (RDP and middle income housing)

Fast track implementation of housing

Housing provision

R0 R0 R0 R0 R0 R0

Finalisation of flood line areas

Housing provision

R0 R0 R0 R0 R0 R0

Monitoring of service providers

Housing provision

R0 R0 R0 R0 R0 R0

Fast track middle income housing

Housing provision

R0 R0 R0 R0 R0 R0

Launch DFA applications

Housing provision

R0 R0 R0 R0 R0 R0

Massive programme to build economicand social infrastructure



To ensure 100% expenditure of MIG allocated funding

MIG spending R0 R0 R0 R0 R0 R0



To provide universal access to electricity

Expedite household connections and in-fillsAppoint consultants

Electrification projects

R0 R0 R0 R0 R0 R0



To provide access to free basic electricity

Plan for areas without access and distribute gel on monthly basis

Develop a comprehensive electricity plan

R0 R0 R0 R0 R0 R0



To provide access roads (new and maintenance of existing municipal roads)

Implement priority roads

Priority roads with budget

R0 R0 R0 R0 R0 R0

Develop a comprehensive roads plan and integrate with DoT road maintenance plan

Development of a comprehensive road infrastructure plan

R0 R0 R0 R0 R0 R0

Ensure efficiency required & enforce penalties on non delivery

Monitoring R0 R0 R0 R0 R0 R0

Manage and monitor of projects and blacklist



under-performing service providers



To provide storm water drainage

Implementation of storm water drainage

Enforcement of by-law

R0 R0 R0 R0 R0 R0




Development and maintenance of public infrastructure (sportsfields)

R0 R0 R0 R0 R0 R0




Construction of public infrastructure (crèches)

R0 R0 R0 R0 R0 R0




Development of public infrastructure (community halls)

R0 R0 R0 R0 R0 R0


PLANNING & BUILDING CONTROL



To fast track the spatial, economic and social integration

Develop a credible

SDF

Spatial planning (SDF)

R0 R0 R0 R0 R0



To fast track the spatial, economic and social integration

Implement LUMS LUMS R0 R0 R0 R0 R0 R0



To promote orderly planning through spatial planning

Develop a

monitoring system

to track progress

(building plans)

Processing of building plans

R0 R0 R0 R0 R0 R0



To promote orderly planning through spatial planning

Develop norms

and ensure full

implementation of

KZNPDA

Processing of Town Planning applications

R0 R0 R0 R0 R0 R0



To promote a healthy and hygienic safe environment, which supports sustainable utilisation of natural resources, and creates an environmentally educated society

Develop SEA,

EMP

Environmental Management

R0 R0 R0 R0 R0 R0





Appointment of

Planner for

(Shared Service

agreement with

Ugu DM)

Shared Services

R0 R0 R0 R0 R0 R0


CLEANSING AND MAINTENANCE


Improve health profile of communities

To promote healthy & sustainable communities

Cut verges once a month

R5 683 598-00 R0 R0 R0 R0 R0 R0

Outsource certain areas

R3 900 000-00 R0 R0 R0 R0 R0 R0

Provide additional resources

Nil R0 R0 R0 R0 R0 R0




Thoroughly sweep road edges day and night (remove rubble & sand)

R9 551 498-00 R0 R0 R0 R0 R0 R0

Introduce skip system for rubbish bags generated by Council cleaner and source funding for new initiatives

R150 000-00 R0 R0 R0 R0 R0 R0




Implementation of IWMP


Procure compactors


Identification of areas not yet serviced for removal of refuse

R600 000-00 R0 R0 R0 R0 R0 R0

Explore alternative methods of solid waste management



Introduction of new receptacles (wheelie bins) and enforce strict timelines for placement of verges & fining system


Introduce colour coded plastic bags for recycling

R1 300 000-00 R0 R0 R0 R0 R0 R0




Facilitate in ensuring implementation of illegal dumping by-laws

Enforcement R0 R0 R0 R0 R0 R0


Improve image of buildings

To protect and maintain council buildings

Compile a comprehensive building maintenance plan aligned to the asset register

R200 000-00 R0 R0 R0 R0 R0 R0

Comprehensive rural development strategy linked to land and agrarian reform and food security


To promote, facilitate andimplement anti-poor economic development interventions

Sustainability of Siyazenzela

Operations R0 R0 R0 R0 R0 R0


PROTECTION SERVICES

Intensify fight against crime and corruption

Safe and secured communities

To promote safety Increase human capacity and deploy staff to high crime areas

Deploy additional staff

R0 R0 R0 R0 R0 R0

Review municipal safety plan

Liaise with SAPS and Dept. Community Safety and Liaison

R0 R0 R0 R0 R0 R0

Upgrade CCTV cameras and relocate camera room

Relocation R0 R0 R0 R0 R0 R0

Put in place accountability or measuring techniques and elevate community involvement


Conduct team building exercises

Operational R0 R0 R0 R0 R0 R0



To promote a healthy and hygienically safe environment, which supports sustainable utilisation of natural resources, and creates an environmentally educated society

Establish Integrated Institut ional Capacity

Review of the Disaster Management PlanEstablish Internal forumAppoint dedicated disaster management officerAppoint fire reservists & disaster volunteers

R0 R0 R0

R0

R0

R0

R0 R0 R0



To promote road safety and traffic management to minimize road congestions

Synchronise traffic management system

R0 R0 R0 R0 R0 R0

Deploy traffic offers to targeted areas

R0 R0 R0 R0 R0 R0


Closely monitor outsources services to ensure maximum benefit

R0 R0 R0 R0 R0 R0

Building a developmental state including improvement of public service andstrengthening democratic institutions



Implement electronic booking system for drivers licenseesand license pro for learners license(KZNDOT)

R0 R0 R0 R0 R0 R0



To promote safe and healthy communities

Vigorous enforcement of all municipal by-laws

R0 R0 R0 R0 R0 R0

Simplify by-laws for the benefit of all residents and visitors

R0 R0 R0 R0 R0 R0


HEALTH AND COMMUNITY SERVICES



To promote a healthy and hygienic safe environment, which supports sustainable utilisation of natural resources, and creates an environmentally educated society

Implement beach front maintenance plan

Develop a plan & prioritise additional beaches to be maintained

Beach management

R0 R0 R0 R0 R0 R0


Safe and healthy communities

To enhance access to health care

Employ four professional nurses per clinic Continue negoti ate hand over to province

Improved health care facilities (clinics)

R0 R0 R0 R0 R0 R0

Pursuing African advancement and enhanced international cooperation

Integrated communities

To promote vibrancy and preserve SA dynamic culture

Have four cultural exhibitions

Preserve culture and heritage

R0 R0 R0 R0 R0 R0

Organise local artists auditions

R0 R0 R0 R0 R0 R0

Exhibition of art works and traditional performance

R0 R0 R0 R0 R0 R0

Commemorate the heritage month and arts and culture festival

R0 R0 R0 R0 R0 R0


Improve the Health profile of all South Africans


To promote a

healthy and

hygienically safe

environment, which



resources, and

creates an

environmentally

educated society,

Strengthening the treatment of HIV/AIDS

HIV and AIDS R0 R0 R0 R0 R0 R0


SECTION G: PROJECTS

Water

Project name Project location/ ward

Project objective

Key Performance Indicator

08/09 budget allocation





Source of funding

Implementing agency

Supply and installation of mechanical & electrical equipment

Shelly Beach To increase water supply capacity

Increased water supply

Ugu DM Ugu DM

Water scheme (installation of mechanical & electrical pumping plan & ancillary equipment )

Umzimkhulu/Bhobhoyi

To increase water storage


R20m R14.7m R3.2m Ugu DM Ugu DM

Water scheme (alterations & extensions to St Helen’s Rock pump station)

Umzimkhulu/Bhobhoyi

To increase water storage


R10m Ugu DM Ugu DM

Off channel storage dam

Mzimkhulu To increase water storage


R2m

Bulk water augmentation scheme stage

Umzimkhulu To increase water supply


R48 343 835

Bulk pipeline & reservoir extension

KwaXolo To increase water supply


R10m Ugu DM Ugu DM

Bulk extension M&E for pump station & reservoir

KwaXolo To provide water in an effective & systematic way

No. of households without access to water

R1.2m Ugu DM Ugu DM



Project objective







Source of funding

Implementing agency

Extension of pump station at Thelawayeka

KwaXolo To increase capacity of water supply


R765 261 R5m R6.4m R5m R5m Ugu DM Ugu DM

Bulk extension: 500kl reservoir

KwaXolo To increase water provision

No. of households with access to water

R5mUgu DM Ugu DM

Water supply Mahlabatshane To increase water provision


R8m R8.1m

Water supply Farm Uplands To increase water provision


R2.5m

Water supply Stick farm To increase water provision


R3.5m R2.1m

Water supply scheme

Msikaba To increase water provision


R5m Ugu HCM


Sanitation

Project Name Project Location / ward

Project Objective


08 / 09 Budget Allocation [R]

09/10 Budget Allocation [R]




Source of Funding

Implementing Agency

Waterborne sanitation

Uvongo To increase sewer treatment plant capacity

Accommodation of Masinenge Development Area

R10m Ugu DM HCM

Sanitation (civil works)

Shelly Beach To upgrade existing infrasture

No. of new connections

R10m Ugu DM HCM

North waterborne sanitation

Shelly Beach To upgrade the existing infrastructure


R10m Ugu DM HCM

Sewer network Port Shepstone

To improve capacity to provide sewer services

Increased sewerage capacity

R2m Ugu DM Ugu DM

Sewer network upgrade

Municipal properties

To improve capacity to provide sewer services

Access to sanitation by

R1m Ugu DM Ugu DM


Project Name

Project Location

Project Objective







Source of Funding

Implementing Agency

Sanitation Bhobhoyi/Mkholombe

Increase access to decent sanitation

Increased sanitation facilities

R4.2m MIG HCM

Urban waterborne sewerage system

Shelly Beach, Uvongo, Park Rynie & Pennington

Infrastructure upgrades & reticulation. Enhance waste water management

Increased capacity to provide decent services especially during holiday seasons

R50m Ugu DM HCM

HCM SAN VIP phase 2

HCM Increase access to decent sanitation


R6m R6m Ugu DM HCM

Sewerage treatment works

Murchison To increase capacity to supply sanitation

No. of householdswith access to sanitation

R5m Ugu DM HCM

Sewerage treatment works upgrade

Hibberdene To refurbish the treatment works


R2m Ugu DM HCM

Sanitation provision

Masinenge To provide sanitation services

No. of householdswith access to sanitation

R9m Ugu DM Ugu DM


Electricity


Project objective







Source of funding

Implementing agency

Streetlights Morton Road (Whitecity & Falcon rd ward 12)

Increase electricity supply

Increased visibility & safety

R20 000 R20 000 HCM HCM

Free alternative energy

1, 3, 4, 5, 7, 8, 10, 13, 14, 1519, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29

To provide alternative energy to households without electricity

No. of households benefiting

R4.029m R4.432m R4.875m ESKOM HCM

Upgrade of Reynolds & Memorial substation

Port Shepstone To strengthen the power network & increase supply capacity


R7m R14.256m

HCM HCM

Network upgrade Dick King switching room

To increase capacity of electricity supply

Completion certificate

HCM HCM

Streetlights Margate Ext 3 (ward 6)

To increase visibility

Increased visibility and safety

R200 000 R200 000 R200 0000

MIG HCM

Streetlights Uvongo – Capri crescent, Alpine street, Uvongo drive & Rivi drive



R200 000 R250 00 MIG HCM

Streetlights Margate CBD To increase visibility


R20 000 R25000 MIG HCM


Project name

Project location

Project objective







Source of funding

Implementing agency

Electrification KwaNzimakwe

To increase access to electricity

No. of household electrified

DME HCM

In-fills Ward 10 To connect 120 households

No. of households connected

DME HCM

Streetlights Marina drive (Ward 1)

Increase visibility

Increasedvisibility & safety

HCM HCM

Streetlights Leisure Bay (ward 1)

Increase visibility


HCM HCM

Streetlights Southbroom (ward 1)

Increase visibility


HCM HCM

Streetlights Oshabeni next to Vusushaba



HCM HCM

Electrification Mkholombe slums clearance

Increase access to electricity


DOH DOH

Streetlights Gamalakhe College road (ward 27)



150 000 HCM HCM

Electrification & in-fills

Mbecuka / Ngwemabala, Zakazaka, Incwaka -Ward 29 & 8

Increase access to electricity


6 000 000


Project name

Project location

Project objective







Source of funding

Implementing agency

Floodlights Ward 25 To increase visibility


100 000 HCM HCM

Streetlights Margate Ext.3 (ward 6)



200 000 HCM HCM

Streetlights Uvongo –Capiri crescent, Alpine str. Uvongo drive & Rivi drive



HCM HCM

Streetlights Margate CBD



HCM HCM

Highmasts Msikaba Increase visibility


MIG HCM

Highmasts Oshabeni Increase visibility


HCM HCM

Highmasts Manzamhlophe

Increase visibility


R200 000

R250 000

Highmast Lamont Increase visibility


Highmast Mvutshini X1 Increase visibility


Highmasts Mvutshini x1,Mankutshane x2, Lamont x1, Mbecuka x2 & Thelawayeka x2 (ward 29)

Increase visibility


R180 000 R220 000

R250 000

HCM HCM

Highmasts Cluster 4 Increase visibility


R180 000 R660 000

R220 000

MIG HCM


Project name

Project location

Project objective







Source of funding

Implementing agency

Highmasts Oshabeni Increase visibility


HCM HCM

Highmasts KwaNositha & Mbayimbayi (ward 27)

Increase visibility


150 000 HCM HCM

Highmasts Mvutshini x2, Mankutshane x2, Lamont x2, Mbecuka x2 & Thelawayeka x2 (ward 29)

Increase visibility


Highmasts Ward 25 To increase visibility


500 000 MIG HCM

Highmasts Qinabout Ward 26

To Increase visibility


MIG HCM

Highmasts Cluster 3 Increase visibility


MIG HCM

Highmasts Manzamhlophe (ward 5)

Increase visibility


MIG HCM


Project name

Project location

Project objective







Source of funding

Implementing agency

Streetlights Uvongo & Quarry road (ward 19)



R100 000 R100 000

HCM HCM

Highmasts X4

Masinenge Increase visibility


Highmasts Ganyaza (ward 21)

Increase visibility


R180 000 R220 000 R250 000

HCM HCM

Highmasts Siphakamile (ward 23)

Increase visibility


R220 000 R250 000

MIG HCM

Highmasts Ngwazini (ward 20)

Increase visibility


R200 000 R250 000

MIG HCM

Highmasts Newtown (ward 22)

Increase visibility


R220 000 R250 000

MIG HCM

Highmasts Siphakamile & Sozala (ward 23)

Increase visibility


R220 000 R250 000

MIG HCM

Highmasts Madakane (ward 22)

Increase visibility


R180 000 R220 000 R250 000

HCM HCM

Highmasts Mtengwane (ward 21)

Increase visibility


R180 000 R220 000 R250 000

HCM HCM

Highmasts Mganka (ward 20)

Increase visibility


R180 000 R220 000 R250 000

HCM HCM

Streetlights CBD (ward 18)



R50 000 R65 000 HCM HCM

Streetlights Oscar Bochers (ward 17)



R15 000 R25 000 HCM HCM


Project name

Project location

Project objective







Source of funding

Street lamps maintenance

Svea X6, Selvey X2, Bairn 2, Lillie Crona X5, Russel X1 and Luncien Point parking area X1

To keep street lamps in woring order at all times

No. of street lamps in working order

Streetlights Morton Road (Whitecity & Falcon rd ward 12)



R20 000 R30 000 HCM HCM

Highmasts X2

Ward 4 Increase electricity supply


R440 000 R500 000

HCM HCM

Highmasts Ward 5 Increase visibility


R220 000 R250 000

HCM HCM

Streetlights Melville (ward 16)



R50 000 R75 000 HCM HCM

Highmast Magog (ward 15)

Increase visibility


R360 000 R220 000 R250 000

HCM HCM

Highmasts Ward 13 Increase visibility


R720 000 R220 000 R250 000

HCM HCM

Highmast Ngcikeni Increase visibility


R180 000 R220 000 R250 000

MIG MIG

Highmast Canifonica Increase visibility


R180 000 R220 000 R250 000

MIG MIG


Project name

Project location

Project objective







Source of funding

Highmasts Mphelelwa, Dumezulu, Zakazani & Bhazabhaza

Increase visibility


MIG

Highmast Msikaba To increase visibility


R180 000 MIG

Highmast Sambulu church ward 25



MIG

Highmast Masele- Ward 25



MIG

Highmast Okhalweni –Ward 25



Highmast KweNkulu To increase visibility


Highmast Mngangatho To increase visibility


Highmast Thundeza To increase visibility


Highmast KwaLatshoda To increase visibility


Highmast KwaMbayimbayi To increase visibility


Highmast Mbotsha To increase visibility


Electrification KwaLatshoda network upgrade

To increase power supply

No. of h/hs with access to electricity

R3m

Electrification KwaLatshoda house

To connect 600

No. of households

R4.320m


connections households connectedElectrification Intshambili To connect

120 households


R864 000

Electrification Thelawayeka To increase access to electricity


R1.330m



Project objective







Source of Funding

Implementing agency

Electrification Ezitendeni To connect 193 households


1 389 600 DME HCM

Electrification Ngwemabala To connect 120 households


1 440 000DME HCM

Electrification Silwane To connect 529 households


3 808 800 DME HCM

Electrification Silwane To install a 3.2 km backbone cable

Increased power capacity

3 177 6000 DME HCM

Electrification Louisiana slums clearance

To connect 697 households


5 576 000 DME HCM

Electrification Mahlabathini (cluster 1)



R1.2m DME HCM

Electrification GG (Cluster 3) To connect 120 households


960 000 DME HCM

Electrification Qinabout To connect 120 households


960 000 DME HCM

Electrification Manzamhlophe To connect 150 households


R1.2m DME HCM

Electrification Mphelelwa (Zakazane)



R1m DME HCM

Electrification Bhazabhaza To connect 40 households


R320 000 DME HCM

Electrification Nkothaneni To connect 50 households


400 000 DME HCM

Electrification Bulalinja To connect 100 households


800 000 DME HCM


Infrastructure projects


Project objective Key Performance Indicator






Source of funding

Implementing agency

Community Service Centre construction

Oshabeni To provide government services close to communities


R2 255 000

Refurbishment of the block

Port Shepstone

To provide the required infrastructure


R200 000 R1m R1m MIG HCM

Taxi rank Port Shepstone

To provide public furnisher and amenities

User-friendly taxi rank

R2.5m R1m R1m MIG HCM

Taxi rank phase 1b

Margate To provide public furnisher and amenities


R3.5m R2 386 825 MIG HCM

Taxi rank Port Edward To provide public furnisher and amenities


R3.5m R2m MIG HCM

Refurbishment of Settlers Park

Port Shepstone

To provide a safe and clean place of relaxation

No. of people visiting the park

R175 000 MIG HCM

Bus shelters Southbroom, KwaNzimakwe, Trafalgar & Palm Beach, Marburg clinic,

To provide public furnisher and amenities

No. of bus shelters installed

R1m R1.1m R1.21m MIG HCM

Construction of crèches

KwaLatshoda, Gusheni, Ngukeni, Nkampini, Mhlalandlini, Lamont, Thelawayeka, White City, Ireland, Two Stick, Madabalaza, Bhambula, Nompondo,

To providelearning institution for children

No. of crèches constructed

Completion certificates

R2.1m R3m R3.3m MIG HCM


Dozaneni, GG, Motokayingeni, Nkanyezini, Gingindlovu, Mkanti, Noneni, Bulalinja, Matsheketsheni, Latshoda

Community hall construction

Mthini/Ireland, Thelawayeka, Mbecuka

To prove a place for community gatherings

Certificate of completion

HCM HCM

Swimming pool construction

Buthongweni, To provide social amenity

Certificate of completion

HCM HCM

Leisure Civic Centre refurbishment

Leisure Bay To upgrade centre into a Thusong Service Centre

Easy access to government services

Completion of community hall

KwaMqadi To provide a place where the community can congregate


150 000


Housing

Project name

Project location/ ward

Project objective







Source of funding

Implementing agency

Disaster housing

Various wards

To provide relied housing for flood victims

Decent shelter to destitute families in the district

R16.015m

R17.617m

KZN DoHS

DoH

Louisiana in-situ

Louisiana To eradicate slums and provide decent housing

Formalised housing settlement

R17m R27.651m

KZN DoHS

HCM

Albersville in-situ

Albersville To provide decent housing


R1m R2.82m KZN DoHS

HCM

Bhobhoyi phase 1

Bhobhoyi To provide 711 houses


R46m R1.2m KZN DoHS

HCM

Bhobhoyi phase 2

Bhobhoyi To provide 1100 houses

No. of houses constructed

R325 000 R2.35m R24.211m

KZN DoHS

HCM

KwaNzimakwe rural housing

KwaNzimakwe

To provide 1813 houses


R16.772m

R18.383m

KZN DoHS

HCM

KwaNdwalane rural housing

KwaNdwalane



R2m R5.571m R27.853m

KZN DoHS

HCM

KwaMavundla rural housing

KwaMavundla



R150 000 R300 000

R150 000

KZN DoHS

HCM

KwaXolo rural housing

KwaXolo To provide 1000 houses


R38.103m

R17.603m

KZN DoHS

HCM

Merlewood housing

Merlewood To provide 373 houses


R855 705 R4.352m R13.091m

KZN DoHS

HCM

Tin Town housing

Tin Town To provide 600 houses


R1.487m KZN DoHS

HCM

Mkholombe housing

Mkholombe



R320 000

R2.335m R21.054m

R29.106m

KZN DoHS

HCM

Masinenge slums clearance

Masinenge To eradicate slums and provide decent housing


R7.3m R19.547m

R24.566m

RR27.023

KZN DoHS

HCM


Roads and storm water








Source of funding

Implementing agency

Princess Elizabeth Drive rehabilitation

Port Shepstone

To restore the infrastructure that was damaged by floods

No. of kilometres rehabilitated

R7.6m R8.4m MIG HCM

Station road Umzumbe To increase accessibility

No. of kilometres constructed

R679 000 HCM HCM

Traffic signals Alford avenue & Munster robots

To restore order No. of road accidents

R500 000 R650 000 DoT HCM

Grader programme –operational

Rural wards To provide access in rural areas

No. of roads gravelled

R500 000 R750 000 R1m HCM HCM

Harding old main road

To increase accessibility


R1m R3m R3m HCM HCM

Development of storm water maintenance plan

HCM To increase accessibility


R200 000 R300 000 HCM HCM

Pothole & resealing programme

HCM To increase accessibility


R3m R4.5m R6m HCM HCM

Weedkiller to roads

HCM To kill weeds on roads and verges

No. of kms sprayed

R300 000 R380 000 R450 000 HCM HCM

Road signs ad marking

HCM To clearly mark road signs

Increased visibility

R400 000 R450 000 R600 000 HCM HCM

Storm water maintenance rollout

HCM To maintain storm water

No. of storm water maintained

R2.4m R4m R6m HCM HCM

Roads rehabilitation

HCM To upgrade roads that were damaged by 2008 storm disaster

No. of kms rehabilitated

R12.5m R4.3m HCM HCM

Rural roads, storm water & bridges

Rural areas To maintain rural roads and stormwater

No. of kms maintained

R1.5m R6m MIG HCM


Project Name Project Location

Project Objective Key Performance Indicator






Source of Funding

Implementing Agency

Gwababeni bridge

Ward 14 To provide road infrastructure

Enhanced accessibility

Murchison hospital sky bridge

Murchison Completion certificate


R500 000 R2m MIG HCM

Provide road access & parking

Pumula Beach


No. of kms constructed

R25 000 R100 000

Tarring & speedhumps

Ocean View Drive – Sea Park

To ensure smooth traffic flow

No. of kms tarred

Stormwater drainage & construction

Summer road

Increase capacity To increase storm water flow & reduced water blockages

R15 000 R450 000 HCM HCM


Valley road Increase capacity To increase storm water flow & reduced water blockages

R10 000 R12 500 HCM HCM

Stormwater upgrade

Mbango Increase capacity To increase storm water flow & reduced water blockages

500 000 R25 000 R100 000 HCM HCM

Drain/Retaining wall

Cluster 2 To provide support infrastructure

To increase storm water flow & reduced water blockages

R450 000 R650 000 HCM HCM


Woodpecker Drive

Increase capacity To increase storm water flow & reduced water blockages

HCM HCM

Stormwater drainage

Ward 17 Increase capacity To increase storm water flow & reduced water blockages

R10 000 R12 500 HCM HCM


Project name Project location

Project objective







Source of funding

Implementing agency

Pedestrian walkway

Marburg To increase road accessibility

Increased accessibility

700 000 HCM HCM

Bridge construction

Oshabeni / Bhewula Ward 12

To increase accessability and linkage


R650 000 R1m HCM HCM

High level bridge

Louisiana To increase accessability and linkage


R1m R2.5m HCM HCM

Low level bridge and road

KwaMadlala To increase accessability and linkage



Low level bridge

Bhobhoyi clinic To increase accessability and linkage



Low level bridge

Mtengwane To increase accessability and linkage



Bridge construction

Sister Joans To increase accessability and linkage



Bridge construction

Bhobhoyi bridge to Main Harding road



R1m R1m

Bridge construction

D1095 Bhobhoyi river crossing



R650 000 R1m

Bridge Black river To increase accessability and linkage


700 000

Sky bridge Margate Pick n Pay to taxi rank



2 500 000 R2.5m R1.5m



Project objective







Source of funding

Implementing agency

Taxi roofing Margate To install roofing at the rank


2 000 000 R2.5m

Road construction

Majenda (Ward 15)

Increase accessibility & create job opportunities

Road completion, no. of km’s constructed & no of EPWP jobs created

250 000 HCM HCM

Road construction

Maristella (Ward 12)

Increase pedestrians road accessibility

Reduced pedestrian accidents

2 600 000 2 500 000 R10 000 R25 000 HCM HCM

Road maintenance

Ramsgate To incease accessibility

No. of kms constructed

R1.5m

Pedestrian bridge

Next to Chiya (ward 20)

Construct pedestrian infrastructure

Reduced traffic congestion & accidents

100 000 HCM HCM

Pedestrian bridge

Mganka school (ward 20)


Reduced traffic congestion &accidents

500 000 HCM HCM

Road & bridge construction

Nkampini / Ngwemabala (Ward 21)

Provision of access road

Increased access R4.38m R4 568 288

HCM HCM

Bridge construction

Nkampini & Mvutshini

To link Nkampini & Mvutshini

Easy access to Nkampini and Mvutshini

3 500 000 R3.5m HCM HCM

Walkway bridge

Mdaniswa Phehlukwayo, Mfengu Nhlumayo & Sopini Yalo


Reduced traffic congestion & accidents

Bridge Mdlanzi (ward 21)

Increase accessibility

No. of km’s constructed

R750 000 R750 000 MIG HCM

Pedestrian bridge

GG, Esdeni & Madakane (Ward 22)

Increase pedestrian accessibility

Reduced traffic congestion

R650 000 R750 000 HCM HCM

Pedestrian bridge

Denjazana Increase pedestrians road accessibility

Reduced pedestrian accidents

MIG HCM



Project objective







Source of funding

Implementing agency

Road construction

Mgungundlovu (Ward 10)


Increased accessibility

2 925 000 MIG HCM

Storm water walking bridge

Ward 14 Prevent water from washing road surface away

Prolonged road lifespan

200 000 HCM HCM

Walkway Olwande –Darkcity (ward 26)

Increase pedestrian networks

Increased pedestrian networks

150 000 HCM HCM

Walkway (1 km)

Ray Nkonyeni (ward 28)



R250 000 R150 000 HCM HCM

Walkway Micheal Nsimbini (ward 28)



R300 000 R250 000 HCM HCM

Road construction

Bhobhoyi I (ward 20)

Provision of access


R1.8m R1.4m HCM HCH

Road upgrade Palm Beach to Brema (2km)

To put black top / tar

Increase accessibility in rural areas

R1.5m R5m DoT DoT

Tarring of roads

Raleigh. Beatty, Drake, Katherine, Irene, McCullum


No. of km’s tarred

Street markings & road names

Ward 6 To increase accessibility

No. of roads marked and named



Project objective







Source of funding

Implementing agency

Storm water drainage

Ward 6 To increase accessibility

Reduced floodings

Paving and Kerbing

Wingate, Tidder & Shepstone

To increase road safety

No. of roads paved and kerbed

Road upgrade Jiyane, Nqoko & Ntsheba roads –ward 29


No. of kms upgraded

New roads Mvutshini, Mankutshane, Lamont, Mbecuka, & Thelawayeka


No. of new kms constructed

Pothole repaires

Broadway street & Mc Iver avenue –Uvongo, Alpine road outside stand No. 1441, Nicholson road behind the Post Office, Svea, Beaumont, Selvey, Bairn, Venice, fairway, Lucerne, Geneva, Stafford, Collin, Foster, Ostend, Bond, Civic way, Crescent Drive, Bay & Delve

To maintain badly potholed roads

No. of roads maintained

Robot caps replacement

Urban areas To replace robot caps

Enhance reflect light to ensure easy readability of robots

Traffic lights maintenance

Uvongo CBD, Intersection of Seaslopes and Marine Drive & Intersection of Marine Drive and Collis road

To ensure that traffic lights are in working order at all times

No. of faulty traffic lights


Speed humps


Project objective







Source of funding

Implementing agency

Speed humps installation

Lot 2153 Fllet Street & Lot 2334 Ridge road - Uvongo

Facsdale &Ridge

Ngwemabala / Nyandezulu, ward

Maristella

Buthongweni, Muster robots intersection, Owen Ellis, Ramsay

Torquay, Colebrook, Bournmouth

Darkcity, Mazakhele, Mthini, Ireland, Louisiana,

To calm traffic No. of road accidents

R1.5m R1.2m HCM HCM


Speed humps


Project objective







Source of funding

Implementing agency


Ridge road, 12 Lillie Crona, Windsor Ave, Eden Dunes & Ski boat club, Izotsha PS, Kruger Ave, 6 Berea Crescent, Venus rd

Kathrine rd, Quart rd, Boundary rd,Jellical Ext3, Wingate Ext3, Alexander Ext3Kohalman drive Ext 4, Lavenski drive Ext3

To calm traffic No. of road accidents

R1.4m R1.6m HCM HCM

Installation of speedhumps

Pioneer road/ Uvongo drive –Uvongo

To calm traffic Reduced accidents


Miami rd, Hibberdene, Jan Smuts road-Margate,

R200 000 R487 350 R750 000 HCM HCM

Speed humps Ward 12 Traffic calming Reduced accidents

20 000 R20 000 R25 000 HCM HCM

Speed humps Fleet street Lot 2153, Ridge road Lot 2334, Bairn corner of Queensway, Lillie Crona junction of Russell road


Sports and recreation








Source of funding

Implementing agency

Ramsgate sportsfield construction

Ramsgate To provide recreational amenities for youth

No. of sporting codes

500 000 R500 000 HCM HCM

Magog sportsfield fencing

15 Completion certificate

90 000 HCM HCM

Magede Mzobe sportsfield completion

29 To provide recreational amenities for youth


R1.5m R1 288 000 DSR HCM

Construction of a sportsfield

Mgolomi To provide recreational amenities for youth


Completion of a sportsfield

Thokothe To provide recreational amenities for youth


Upgrade the Rodola park

To provide the necessary facilities


R50 000 R100 000


Madakane To provide recreational amenities for youth


R250 000 R1m


Nyandezulu To provide recreational amenities for youth


R250 000 R1m

Grassing of sportsfield

Maveshe To provide recreational amenities for youth


R450 000 R250 000

Sportsfield upgrade

Sguleni, Buthongweni & Califonia

To provide recreational amenities for youth



Construction of a sports complex

Ward 10 To provide recreational amenities for youth


Construction of a youth skills development centre

Ward 10 To provide a facility for skills training

No. of activities taking place









Source of funding

Implementing agency

Ski boat clubhouse upgrade

Ward 2 To improve existing infrastructure

200 000 HCM HCM

Completion of sportsfield

Ngqumbelo –ward 8

Sportsfield upgrade

Lamont & Mvutshini

Sportsfield constructuction, changerooms & MBX track

Lot 236, 37, 38 & 39 Banners Rest, Port Edward

To provide sporting facilities to host popular leagues

Sportsfield construction

Albersville To provide recreational amenities for the youth

196 023 DSR HCM


Bhuqu To provide recreational amenities for the youth

195 577 DSR HCM


Nkonka To provide recreational amenities for the youth

193 800 DSR HCM


Thembisa To provide recreational amenities for the youth

193 800 DSR HCM


Thelawayeka To provide recreational amenities for the youth

193 275 DSR HCM

Contract maintenance –Douglas Mitcheal

Uvongo 200 000 HCM HCM


Local Economic Development








Source of funding

Implementing agency

Traders shelter Hibberdene, Margate & Port Shepstone

To provide shelter for informal traders

Completion certificates

R1m

LED strategy implementation

HCM To unlock economic potential of HCM

High economic growth & investment

DED HCM

Margate airport

Margate To provide flights services to HCM residents and neighbouring communities

Economic growth

R3m R7m Dcogta HCM

Port Shepstone correctional centre

Port Shepstone

To house inmates No. of jobs created

HCM

The Block Port Shepstone

To upgrade and market the block


HCM HCM

KwaXolo abattoir

KwaXolo To enhance economic growth

Coificatempletion cer

HCM HCM

Bhobhoyi organic garden

Bhobhoyi To enhance economic growth

Rand value generated

HCM HCM

Food security HCM To ensure adequate food supply

Low poverty rate

HCM HCM

Fencing of Emthombeni garden

15, ZG, Mazakhele, Qinabout

To ensure adequate food supply

Low poverty rate

90 000 HCM HCM

Thusong centres operation

KwaMadlala, Bhomela, KwaNzimakwe,

To ensure Thusong centres are fully operational

No. of government services provided

HCM HCM

Revival of KwaNzimakwe bakery

KwaNzimakwe

To increase local production


HCM HCM

Provide sewing equipment

Gate Increase local production

Rand value generated

HCM HCM


Marketing of Nyandezulu waterfall

Nyandezulu To attract tourists to the area

Economic growth

HCM HCM

Birding route Umtamvuna To train bird guides and link with other tourism activities

No. of tourists HCM HCM

Corridor massification program

HCM To establish beans and maize production to create job opportunities

No. of jobs created and unemployment reduction

HCM HCM

Food security program

HCM To ensure sufficient food production and distribution

No. of household living under $1

HCM & DAERA

HCM

Support and empower women sewing groups

HCM To provide economic opportunities

Reduced dependency ratio

HCM HCM

Traders village Gamalakhe To ensure sufficient food production and distribution

No. of household living under $1


HIV/Aids








Source of funding

Implementing agency

Review HIV/Aids Strategy

HCM To holistically address the pandemic

Reduced new infections and reduced deaths

HCM HCM

Awareness campaigns

HCM To increase awareness of HIV/Aids

Reduced new infections

HCM HCM

Porridge distribution

HCM To provide vitamin porridge to people living with HIV/Aids

Reduced deaths

HCM HCM

Dress a child campaign

HCM To provide school uniform to indigent scholars

Motivated scholars

HCM HCM

Mainstreaming HCM To ensure that all HCM departments participate in reducing HIV /Aids and support infected employees

Effective and means of dealing with the pandemic

Support Local Aids Council

HCM To sustain the effectiveness of Local Aids Councils

No. of effective ward structures


Community services








Source of funding

Implementing agency

Disaster management plan review

HCM To mitigate disaster risks

Council resolution

HCM HCM

Integrated local transport plan

HCM To ensure integrated & efficient transport system

No. of people utilising public transport

HCM HCM

Arts & culture centre museum

Gamalakhe To provide a facility to house arts & culture activities


HCM

Izotsha memorial park

Izotsha Comletion certificate

HCM HCM

Wellness centre supplies

Shelly Beach To provide medical services/support to internal staff

No. of visits HCM HCM

Oatslands landfill site phase 5

Shelly Beach To have a facility for waste management

Tons of waste collected

R6m HCM HCM

Garden refuse transfer station

Hibberdene To have a facility for waste management

Tons of waste collected

HCM HCM

Albersville recycling

Albersville To utilise other methods of dealing with waste

No. of tons recycled

HCM HCM

Greenest municipality competition

HCM To enter the greenest municipality competition

Win the greenest municipality award

DAERD HCM

Anti-litter clean up campaigns

HCM To create awareness

No. of campaigns

HCM HCM

Review of the Indigent burial policy

HCM To provide relived to poor households

No. of households supported

HCM HCM









Source of funding

Implementing agency

Blue flag beaches

Trafalgar, Marina Beach, Ramsgate, Pumula & Lucien

To maintain the blue flag status on these beached including Margate beach

No. of blue flag beaches

HCM HCM

Tidal pool maintenance

Palm Beach,Port Shepstone, St.Michaels, Uvongo, Umzumbe, Melville Banana Beach Sunwich Port, South Port, Umtentweni, Margate, Manaba, Ramsgate, Southbroom, Marina, Dae Es Elaam

To maintain tidal pools

No. of tidal pools maintained

KwaNzimakwe disability centre

KwaNzimakwe To support the disability centre

No. of support initiatives in place

HCM

School maintenance

Ezwelihle PS R6 272m Dept. Public Works

HCM


Town planning








Source of funding

Implementing agency

2011-2017 SDF development

HCM To provide strategic direction for planning

Growth and sustainability

LUMS HCM To manage & control land uses

Revenue collected

Area based planning

HCM, except ward 8

To get planning right

Orderly planning

Urban renewal HCM To revive decaying urban areas

Orderly planning

Town planning schemes

Margate, Southbroom, Port Shepstone,

To put schemes in place

Orderly planning

EMF HCM To adequately address environment challenges

Well preserved environment

SEA HCM To provide strategic direction

Well preserved environment

Environment awareness

HCM To educate people about environment

Well preserved environment & less pollution

Signage control

HCM To provide clear directions and provide helpful information

No. of fines issued

Shelly Beach taxi rank

Shelly Beach To provide a taxi rank facility

Reduced overcrowding

Traffic signals Cashbuild PS, Alford avenue & Munster

To ensure smooth traffic flow

Less accidents

Estuary / Coastal Management Plan

Coastal areas To protect coastal resources

Well maintained coastal strip


Estate administration








Source of funding

Implementing agency

Transfer of housing stock

Gamalakhe, Marburg & Palmview

HCM HCM

Land audit on Council owned immovable properties

HCM

Seyschells building

Port Shepstone

To rehabilitate the building for commercial use

Margate Amusement Park

Margate To maintain the amusement park

Grant in aid HCM To support NPOs No. of NPOs benefitted

400 000


Finance








Source of funding

Implementing agency

Financial management strategy

HCM To ensure sound financial management & viability

Auditor Generals Opinion

HCM HCM

Financial strategy review



HCM HCM

Debt management framework



HCM HCM

SCM Review HCM To comply with MFMA


HCM HCM

Asset management strategy



Indigent policyreview

HCM To provide relief to poor households

No. of households receiving indigent support

HCM HCM

226

SECTION H: FINANCIAL PLAN

This Mid-Term Financial Plan is prepared to support the implementation of the priorities identified in

the Integrated Development Plan of the Hibiscus Coast Municipality.

The main findings were that:

§ Rates related debtors constituted 82% of the total debtors as at 30 June 2010;

§ The current collection rate is 85% inclusive of arrear debt

§ The Municipality’s exposure to loan finance is very low;

§ The tariff of charges and rates randages may require a review;

§ A large number of properties are held by the Council which could be disposed of;

§ Properties are leased at below market rentals;

§ The Municipality is rendering some non-core functions.

The strategies identified along with the recommendations are detailed in Annexure A.

All assumptions and figures used in this plan are based on audited circumstances as 30 June 2010.

227

HIBISCUS COAST MUNICIPALITY MID-TERM FINANCIAL PLAN

A. INTRODUCTION

In terms of Section 26(h) of the Local Government Municipal Systems Act, as amended, “a

financial plan must be prepared as part of the Integrated Development Plan”.

In order for the Hibiscus Coast Municipality to meet it’s vision “to be a thriving, well managed,

tourist friendly, national leader providing all its inhabitants with quality services in a safe and

healthy environment,” and it’s mission, “the Hibiscus Coast Municipality excels at providing quality

services for all, facilitating partnerships and creating an enabling environment for sustainable

development”, a credible financial plan that seeks to balance the future needs of the Municipality

with the income streams, needs to be formulated. It follows, therefore, that the financial

management function should support the Integrated Development Plan of the Municipality by

striving to provide a stable and sustainable financial environment from which the Municipality can

deliver services to all its inhabitants.

The five-year financial plan includes an Operating Budget and Capital Budget informed by the Integrated Development Plan priorities. This financial plan will assist with the following:

• The financial plan in the Integrated Development Plan.

• The medium term budgets required by National Treasury.

• Good financial planning as regards Capital and Operating expenditure being matched to

reasonable income increases for tariffs and rates as well as taking into account projected

grants and loan funding requirements.

B. BASIS OF PREPARATION

The basis of the plan is the utilisation of the following existing information:

• Budget analysis • Tariff of Charges

• Debtors • External Loans

• Rates Randages • Property Leases

• Vehicle Financing • Departmental analysis of certain departments’ expenditure and operations

• Council owned properties • Investment policy

• IDP information as regards capital projects. • Division of Revenue Act grants allocations from National and Provincial Government.

C. USE OF EXISTING INFORMATION

The initial part of this plan uses existing information to make budget projections, however this strategy will just extend inadequacies, inefficiencies, overspending, incremental increases in income, etc.

228

If only existing information is used in the projections, unless there is a dramatic change in the grants allocated by National and Provincial Treasuries, the expenditure and income will stagnate and will only increase more or less in line with inflation and other financial indicators used in the

plan. Initially the existing information will be used and then later on in the plan strategies will be identified that can be used to change the financial situation of the Hibiscus Coast Municipality.

C.1. Operating Budget Analysis and Projections

The summary of operating budget per department with the percentage of total expenditure and total income projected to 2015/16 for each department is attached as Annexure B.

The detailed operating budget per Department showing expenditure and income projected to 2015/16 is attached as Annexure C.

The detailed operating budget per category of expenditure and income projected to 2015/16 is

attached as Annexure D. The summary of operating budget per category of expenditure and income with percentages of

expenditure and income to total expenditure and income, projected to 2015/16 is attached as Annexure E.

The following assumptions were made in the projections on Annexures B to E in respect of the

operating budget and do not include the new strategies identified in Section D of this plan:

Category of Expenditure Approved

% Increase 2010/11

Estimated

% Increase 2011/12

Estimated

% Increase 2012/13

Estimated

% Increase 2013/14

Estimated

% Increase 2014/15

Expenditure:

Salaries 8 6 8 8 8

General Expenses 7 7 7 7 7

Depreciation 0 0 0 0 0

Repairs and Maintenance 10 10 10 10 10

Capital Charges 0 0 0 0 0

Transfers from Reserves 0 0 0 0 0

Contributions to Provisions 0 0 0 0 0

Contracts 10 10 10 10 10

Bulk Purchases Electricity 25 20.33 25 25 25

Recoveries 8 8 8 8 8

Income:

Other Income 8 7 8 8 8

Refuse Removal Income 8 7 8 8 8

Fines 0 0 0 0 0

Interest on Investments 2 3 3 3 3

Interest on Arrears 8 8 8 8 8

Electricity Sales 25 20.33 25 25 25

The above assumptions applied to the projections and with the inclusion of the figures shown in the table in Section C.2. the projected rates increases will be as follows:

229

2010/11 Projected Rates

Increase %


Increase %


Increase %


Increase %


Increase %

9.8 10.6 9.8 10.1 9.3

C.2. Capital Budget Analysis and Projections

The capital budget for 2010/11 is attached as Annexure F.

The Integrated Development Plan does not identify capital projects in future years. The table below gives an indication of the amounts of finance that will be available for capital projects up

to the year 2014/15. The financial implications of both financing charges and operating costs are difficult to project when the types of projects to be undertaken have not been identified. However the operating projections under C.1. above, have taken into account the estimated implications of the projects it is envisaged will be undertaken.

Source of Capital

Finance

2010/11 R’000

2011/12 2012/13 2013/14 2014/15 2015/16

Internal

Contribution

27,121,382 34,670,324 unknown unknown unknown Unknown

External Loans

36,335,368 7,625,000 unknown unknown unknown Unknown

MIG- grants and Other

21,847,723 25,379,000 30,859,000 unknown unknown Unknown

Housing 79,369,209 107,223,314 unknown unknown unknown 107,223,314

Electricity 18,000,000 2,345,000 40,000,000 unknown unknown Unknown

TOTAL 209,754,457 206,224,438 157,994,747 166,072,675 161,792,608 139,770,667

C.3. Outstanding Debtors

The details of the outstanding debtors reflected below are attached as Annexure G. A summary of the debtors’ situation is as follows:

Category of Debtor 30 June 2009 % 30 June 2010 %

Rates Related Debtors 76,931,637 82 103,769,135 90

Other Debtors 16,001,212 18 10,424,791 10

TOTAL 92,932,849 100.0 114,193,926 100.0

The current payment rate is 85%. On the turn around strategy adopted by council the said

target is to increase our collection rate to 90%.

230

C.4. External Loans

The detailed information as regards external loans that have been utilised to finance assets in the past is attached as Annexure H.

A summary of the external loans situation is as follows:

Type of Loan 30 June 2009 % 30 June 2010 %

Local Registered Stock 150,000 0.9 150,000 0.5

Annuity Loans 24,725,566 90.8 18,644,707 90.1

Capitalised Lease Liability 1,752,189 8.3 576,592 9.4

TOTAL 26,627,755 100.0 19,371,299 100.0

The Municipality has identified that it’s exposure to external loans is very low when compared with other similarly sized municipalities. There is room for additional loans being raised however the Municipality should take into account the affordability of the repayment of the loans and the

assets that will be financed from the loans. Ideally assets that can generate additional income or sustain existing income should be financed by external loans.

The details of the external loans that can be raised in the future are set out in the table under C.2 above.

C.5. Rates Randages and Rates Model

The table below shows the comparison of rates randages for 2010/11 between the different categories of properties within the Hibiscus Coast Municipality area of jurisdiction and the

percentage of the different randages when compared to the residential randage as the base.

Category of Property Hibiscus

Hibiscus

Randage Randage % of

Res.

2009/10 2010/11 Randage

Residential 0.6900 0.007211 100.00

Commercial 1.3800 0,014421 200.00

Industrial 1.3800 0,014421 200.00

Agriculture - Bona Fide Use 0.0690 0,000721 10.00

Agriculture - Mixed Use 0.1725 0,001803 25.00

Institutional 0.3450 0,003605 50.00

Special Purpose 0.3450 0,003605 50.00

P S I Property 0.1725 0,001803 25.00

Mining 1.3800 0,014421 200.00

231

The table below shows a rates model which reflects the average rates paid per property per category of property within the Hibiscus Coast Municipality area of

jurisdiction:

Category of Property No. of Erfs.

Market Value 2010/11

Randage 2010/11

Rates 2010/11

Foregone 2010/11

Average

Rates Per Property 2010/11

Residential 36,174 28,898,320,267 1,007211 213,084,735 30,940,437 4,878

Commercial 942 2,045,972,864 0,014421 30,413,744 58,586

Industrial 281 459,099,822 0,014421 6,947,215 28,581

Mining 3 18,840,000 0,014421 270,325

Agriculture - Bona Fide 106 141,708,000 0,00721 972,148 5,491

Agriculture - Bona Fide-Phase In 806 1,192,544,000 231,074 1,282,585

Agriculture – Mixed 72 83,955,000 0,001803 1,382

Agriculture – Mixed Phase In 22 54,261,000

Institutional Properties 154 560,851,040 0,003605 3,092,195

Institutional -exempt 76 144,439,000

Institutional –Phase In 1 54,600,000

Special Purpose Properties 80 9,210,000 0,003605 243,617

Special Purpose Properties-Exempt 10 29,707,000 6,941

Pubilc Service

Infrastructure 19 890,112,000 0,001803 1,800,000 14,968

Municipal 732 560,896,000

TOTAL 39,478 35,144,155,993 258,899,814 32,222,961

232

C.6. Division of Revenue Act Allocations

The DORA allocations and projections for future years which have been used in the operating

and capital budget projections shown in C.1. and C.2. above are attached as Annexure I. D. STRATEGIES TO IMPROVE THE FINANCIAL SITUATION

The Municipality has identified the following strategies to improve the financial performance of the Municipality. These strategies reflect a different way of “doing business” and will result in additional income for the Municipality, or reduce inefficiencies in municipal expenditure. These

strategies will of course provide much needed additional funds to spend on improving the service delivery to the inhabitants of the Hibiscus Coast Municipality. Set out below are the strategies identified:

D.1. Collection of Outstanding Debtors

Refer C.3. above and Annexure F.

The rates related debtors should be fully recoverable as legislation provides for the sale of the property to recover outstanding rates should the owner of the property be unable to pay. Other

debtors should be collected where at all possible. A debt collection exercise should be implemented. By collecting outstanding debtors it will allow for an increase in the amount the Municipality can spend, as the allocated budget for the

provision for bad debts can be reduced. However, more importantly the collection of the arrear debtors will improve the cash flow of the Municipality.

D.2. Increase rates randages for different categories of properties

Refer C.5. above.

The tables reflected in C.5. above reflect that certain categories of properties could have their rates randages increased more than the normal rates increase due to the fact that the rates payable by these categories of properties are low when compared to the rates paid by other

categories of properties. Examples of these are as follows: • On average industrial properties pay less that commercial properties.

• Agricultural properties are charged low rates when compared to residential properties. The importance of agriculture in the area should be weighed up against the additional rates that

could be received from this category of property. • PSI properties are paying very low rates. The determination for PSI properties no longer

exists and therefore there is room to increase the rates randage for this category of

property.

It is recommended that the Municipality undertakes a comparison of its existing rates randages

with randages of other coastal municipalities. Possible extra revenue should be quantified and the new identified randages should be adopted and implemented.

D.3. Council Owned Properties

A list of properties owned by the Municipality is attached as Annexure J.

The Municipality has identified the benefits of selling the properties it owns which are not required for service delivery. The Municipality will not only benefit from the sale price of the properties but will also benefit from rates and service charges being levied on these properties

in years to come.

233

A plan of action should be put in place that addresses the following:

• Properties surplus to requirements are identified.

• A bid/auction process is followed to sell these properties. • The purchase price is paid by the buyer/s.

• The properties are transferred into the name/s of the buyer/s. • Rates and service charges are levied on the properties that have been sold.

D.4. Improved Income from Leases

A list of Council owned properties that are leased to third parties is attached as Annexure K.

The Municipality has identified that it owns many properties that it leases out to third parties. In many of these cases the rentals received are below the going market rental. A strategy

needs to be implemented whereby each leased property is looked at and where it is possible for the lease to be reviewed/amended the conditions of the lease and rental amount be reassessed and a new lease agreement be entered into with the lessee. The Municipality could increase income by introducing this strategy.

D.5. New Developments

The Municipality has identified the advantages of attracting new developments such as the prison to be built by the Department of Public Works and Department of Justice in Port Shepstone. This type of development should be encouraged as it results in increased rates and service charges. However, prior to these big developments being approved a feasibility study

should be undertaken to determine whether the infrastructure can handle the needs of the development, and only after this has been confirmed, or if the services cannot be provided, on conclusion of an agreement with the developer to provide or contribute to the provision of the

services, can the go ahead be given to progress with the development. Properties suitable for new developments should be identified and if necessary incentives

should be introduced that can be offered to developers to build their developments in the Hibiscus Coast Municipality’s area of jurisdiction.

D.6. Financing of Municipal Vehicles

The Municipality presently has a fleet of 301 vehicles. The present split of how the fleet is financed is as follows;

Method of Financing No. %

Owned 150 50%

Capitalised lease 31 10%

Full Maintenance Lease 108 39%

Loaned assets 3 1%

301 100%

It is evident from the above table that most of the fleet (50%) is presently owned by the Municipality i.e. was purchased outright. The second largest portion of financing as the table shows is the Full Maintenance Lease method at 39%. Presently, the Municipality does not have

a financing strategy for its fleet as there is a mix of financing methods. A further analysis of the present state of the vehicle fleet reveals the following;

234

Method of Financing No. % Condition of vehicles

Fair % Good % Poor %

Owned 149 50% 20 13% 19 13% 111 74%

Capitalised lease 31 10% 12 39% 8 26% 11 35%

Full Maintenance Lease 117 39% 9 8% 108 92% 0 0%

Loaned assets 3 1% 3 100%

Total 301 100% 41 14% 135 45% 125 42%

Of the fleet of vehicles totalling 149, 74% (111) are in a poor condition. These vehicles will obviously soon require replacement. (It is acknowledged that at the time of compiling this plan, the Fleet Manager mentioned that the Municipality was in the process of bidding for further Full Maintenance Lease contracts. Therefore, this position may have changed at the completion of

this plan). On the other hand, 92% of the fleet financed on the Full Maintenance Lease method is classified as being in good condition.

Set out below is a brief summary of the comparison between Leasing versus Buying (it is assumed buying implies an outright purchase not an instalment sale agreement)

Buying Leasing

• Upfront cash outlay required;

• Maintenance of the asset borne by the Municipality;

• Ownership of the asset assumed at the time of

purchase;

• Maintenance costs of the assets escalate

towards the end of the lifespan of the asset –

adverse budgetary implications; • On-balance sheet financing method i.e. use own

resources to purchase which could otherwise be used for other core functions/projects.

• Outlay of resources spread over the life of the lease term;

• Maintenance of the asset borne by the

financing institution (depends on the terms of the agreement);

• Ownership assumed, if finance lease, at end

of lease or if operating lease, ownership not assumed at any stage;

• Predictable fixed monthly charge;

• Off-balance sheet financing method – funds sourced elsewhere and own funds could be used for other core functions/ projects

From the above as well as from best practice, it can be deduced that the most favourable

method of financing the acquisition of a fleet of vehicles, is the leasing method. It is therefore, strongly recommended that the Municipality implements a strategy of acquiring its vehicle fleet on a full maintenance lease basis.

D.7. Revised/New Tariffs

The Municipality has identified that the tariffs they charge should be reviewed and compared

with similar coastal municipalities. The review should be undertaken with the view to increasing tariffs in line with other municipalities where necessary, and introducing new tariffs with a view to increasing income but also for instituting controls, if necessary.

An example of a new tariff that could be introduced is the Tourism Levy that is collected on behalf of the Municipality by all hospitality establishments within its area of jurisdiction. This tariff would be beneficial to the Municipality as one of its biggest economic factors is tourism.

235

D.8. Re-organisation of the Refuse Service

A summary of the Refuse Service operating costs are as follows:

Vote Department/Category 2009/10 2010/11 %

Increase 2011/2012 %

Increase

Actual Adjusted Previous Budget Previous

Budget Year Year

242 Domestic Refuse

Salaries 10,438,242 12,159,422 44 12,619,454 3.78

General Expenses 2,114,865 9,336,952 21 4,471,471 -52.00

Refuse Bags 1,264,251 1,300,000 -16 1,452,000 11.6

Contract Refuse 3,140,009 2,929,878 -19 4,840,000 61.00

Refuse Site Disposa Charges 2,790,507 2,600,000 -14 4,187,858 65.19

Rent and Leases 77,842 2,000,000 -96 2,904,000 045.2

Vehicle Running Costs 4,850,707 4,750,000 42 5,451,655 14,77

Total Expenditure 24,676,423 27,015,393 33,263,870 11.7

Refuse Removal -25,637,301 -29,810,655 28 -28,599,802 4.06

Total Income -25,637,301 29,810,655

28,599,802 4.06

(Surplus)/Deficit -960,878 -2,795,262 4,664,068

(Surplus)Deficit as a

% of Income 3.74 9.373 16.0

The Municipality has identified that the present tariffs for 2010/11 have gone some way in reducing the deficit of the Domestic Refuse Department. Refuse income should be increased and unnecessary expenditure reduced in future years to ensure that the Domestic Refuse Department breaks even as regards expenditure and income.

In addition to the above interventions the following figures as regards outsourced and internal refuse removal costs should be noted:

Service Provider % of Area Cost of Service R.

% of Cost

Internal Service 70 23,865,515 88%

Outsourced Service 30 5,149,8780 12%

TOTAL 100 27,015,393 100.0

* Assumed 10% administration charges added to outsourced service. Reduced internal service costs accordingly.

The table above reflects that the outsourced service provider removes refuse from 30% of the

properties at only 21.8% of the total cost of running the refuse service. This indicates that it is more cost effective to outsource the refuse service as opposed to doing it internally. A feasibility study should be undertaken to firstly verify the figures quoted above and secondly to devise a

plan for the best way of providing the service in the future.

236

D.9. Re-organisation of the Cleansing Service

Below is a summary of the Cleansing and Maintenance Department’s operating expenditure and income:

Vote Department/Category 2009/10 2010/11 %

Increase 2011/12 %

Increase

Actual Adjusted Previous Budget Previous

Budget Year Year

450 Cleansing and Maintenance

Salaries 32,524,837 29,376,628 -2.00 36,447,365 24.07

General Expenses 715,471 1,024,551 -28.00 1,531,015 49.43

Contracts Verge Cutting 2,329,522 3,900,000 -25.00 6,510,700 66.94

Clearing Charges 598,625 720,800 6.00 1,064,800 47.72

Rents and Leases 2,489,369 2,100,000 -5.00 3,448,500 64.21

Water Charges 2,848,984 1,236,620 -38.00 2,057,000 66.34

Repairs and Maintenance 3,886,352 3,901,044 -8.00 4,960,274 27.15

Capital Charges 1,716,174 1,836,174 -73.00 8,082,800 340.20

Total Expenditure 47,109,334 44,095,817 64,102,454

Total Income -71,124 -11,180 0.00 -13,528 21

The Cleansing and Maintenance Department will cost the Municipality in the region of R44, 095,334 in the 2010/11 financial year. This equates to 9% of the operating budget which

seems high for this type of service. Different ways of running the services of this Department need to be investigated so as to effect savings on the operating budget.

Verges of individual properties are being maintained and as a cost saving exercise the possibility of making this the responsibility of the property owner would lead to cost savings in

the future. D.10. Electricity Service Tariff Increases

Below are summaries of the expenditure and income of the Electricity Department for the 2009/2010,2010/2011 and 2011/12 financial years:

237

2009/10 ACTUAL

Category 730 Electricity 732

Electricity 734

Electricity Total

Administration Distribution Maintenance 2009/10

Actual

Salaries 0 1,355,881 1,686,737 3,042,618

General Expenses 5,003,093 263,017 151,760 5,181,154

Bulk Purchases 35,870,394 0 0 35,870,394

Repairs and Maintenance 15,365 526,331 652,076 1,193,772

Total Expenditure 40,888,852 2,145,229 2,490,573 45,524,654

Total Income -59,837,896 0 0 -59,837,896

Surplus -14,313,242

Surplus as a % of Expenditure 31.44

2010/11 ADJUSTED BUDGET

Category 730 Electricity

732

Electricity

734

Electricity Total

Administration Distribution Maintenance 2009/10 Adjusted

Salaries 0 1,445,883 1,658,007 3,103,890


Bulk Purchases 46,507,208 0 0 46,507,208

Repairs and Maintenance 25,000 604,000 874,913 1,503,913

Contribution to Provisions 200,000 0 0 200,000


Total Income -69,736,387 0 0 -69,736,387

Surplus -28,881,397

Surplus as a % of

Expenditure 70,69

% Increase in Bulk Purchases over previous year 28.90

% Increase in Sales over previous year 19.6

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2010/11 BUDGET

Category 730 Electricity 732

Electricity 734

Electricity Total

Administration Distribution Maintenance 2010/11

Actual

Salaries 0 1,361,531 1,658,007 3,019,538


Bulk Purchases 46,507,208 0 0 46,507,208

Repairs and Maintenance 25,000 624,500 1,017,000 1,666,500

Contribution to Provisions 200,000 0 0


Total Income -57,116,464 0 0 -57,116,464

Surplus 540,869

Surplus as a % of Expenditure 0.938

% Increase in Bulk

Purchases over previous year 28.90

% Increase in Sales

over previous year -,2.05

It will be seen from the above figures that due to the tariff increases not keeping pace with the

bulk purchases increase, the surplus of the Electricity operation is diminishing, which has the result that there is less cross subsidisation between the Electricity and Rates and General Services.

The Municipality has identified that electricity service tariffs should increase by at least the tariff increase levied by Eskom.

D.11. Raise Additional External Loans-

Current council has a raised a loan to the value of R55 Million to fund the capital budget in the

financial year 2010/2011. D.12 Investment Policy

The Municipality has identified that its Investment Policy needs to be reviewed.

An investment policy should aim at gaining the optimal return without incurring undue risks. Also the prudent payment of creditors and limiting inventory to the minimum without compromising service delivery should be practiced so as to maximise the amount of surplus cash available for investment.

To maximise income from investments the policy should be prudent so as to avoid speculation and investing monies where interest rates are far in excess of the market norm at that time. In

other words eliminate “gambling with public funds”. The following should be included in the investment policy:

• Only 20% of available funds should be invested in any one institution.

239

• Consideration of the financial institution and the investment instrument must be taken into

account. • Deposits shall only be made with registered deposit taking institutions.

• The decision to make investments should be the responsibility of more than one person. A team of adequately experienced employees should be formed to make investment decisions

based on the requirements of the investment policy.

D.13. Increased Maintenance Required

Council has currently allocated about 5% of the budget to the Repairs and Maintanance of current assets. The Municipality has identified that to ensure that the services to ratepayers is sustainable sufficient increased maintenance is required for electricity and roads. In addition

additional funding for the rehabilitation of refuse sites is required. The additional funds allocated for these purposes are not included in the Operating Budget Analysis and Projections under C.1. above.

D.14. Operating the Airport

The Margate Airport is owned and currently being managed by the Municipality. The future operation is unknown but the possibilities are a PPP development, Department of Transport/ACSA joint venture with the relevant investment and a nominal investment from Council. The Municipality could charge the PPP/ACSA/Department of Transport joint venture

and make income out of their asset with minimal input, in a service that requires specialised skills that are not available as part of the normal operations of a Municipality.

D.15. Reduce costs by introducing cost saving measures

Find ways to cut costs on day to day expenditure such as electricity, telephones, refreshments /

catering, fuel, printing & stationery, etc. D.16. Other

LED projects should be self sustainable after the initial intervention of the Municipality. They should be handed over to the communities who should be made responsible for the operation and funding of the projects. Examples are the community gardens, abattoir and other projects.

The Municipality must ensure the projects are viable and can be taken over and run and maintained without municipal support.

E. SUMMARY SETTING OUT DETAILS OF THE ABOVE STRATEGIES

Attached as Annexure A are the abovementioned strategies setting out all the relevant details so they can become a reality in the ongoing financial planning of the Municipality.

The phrase “doing business” differently to ensure sustainable financial planning is at the forefront of this financial plan. The Municipality, if it wishes to improve its service to the ratepayers and community, can not afford to carry on doing business as it is at present. The strategies need to be prioritised and implemented as soon as possible.

F. CONCLUSION

The Municipality needs to amend/introduce policies and make decisions as regards the above strategies and if all the issues are implemented the Municipality will operate more efficiently and effectively. All efforts should be made to implement the above strategies in the years to come.

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ANNEXURE A

SUMMARY OF FINANCIAL STRATEGIES

FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

Revenue

enhancement

D.1.

Implement

stricter credit

control

measures in

respect of

rates debtors

• Collect rates debt;

• Outsource

collection of long-

outstanding debt;

• Implement

disposal of

property in order

to recover

outstanding rates.

Yes

D.2. Increase rates

randages

• Conduct a

comparison of

rates randages

with other

coastal

towns/cities;

• Increase rates

randages for;

- Industrial

properties;

- Agricultural

properties;

- Public Service

Infrastructure

(PSI)

properties.

Yes

D.7. Review tariff

of charges

• Compare and

align existing

tariff of charges

to other coastal

municipalities;

Yes

241

FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

• Introduce

business tariff

based on

volume of refuse

removed;

• Review other

refuse removal

tariffs.

• Implement new

tariffs presently

not being levied

e.g. Tourism

levy charged by

the hospitality

establishments.

D.10. Review

electricity

service tariffs

• Increase the

electricity tariff by

at least the

increase levied by

Eskom

Yes

Cost

reduction

D.8. Re-organise

refuse service

• Undertake a study

of the actual costs

of running the

refuse removal

service;

• Compare the costs

of rendering the

service internally

and externally;

• Select the most

effective option.

Yes

D.9. Re-organise

cleansing

• Investigate how

this service is

Yes

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FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

service rendered by other

Municipalities;

• Explore possibility

of making verge-

cleaning the

responsibility of

property owners.

D.16. LED projects

to be made

viable, self-

sustaining and

handed over

to

communities

• LED projects

should, on

completion, be

handed over to

communities.

Yes

D.15. Other

measures

• Reduce electricity

consumption by

reducing usage of

incandescent

globes and using

electricity saving

globes;

• Monitoring staff

usage of

telephone by:

- allocating

pincodes to each

staff member

having access to

telephone;

- limiting external

calls outside the

area on a need

basis;

Yes

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FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

- assigning

monthly call

limits.

Asset

management

– D3, D4, D6

D.3. Review Council

ownership of

properties

• Identify properties

that are surplus to

the requirements

of the Council;

• Auction these

properties;

• Transfer the

properties to the

buyers

Yes

D.4. Review lease

rental

agreements

• Increase rentals

on leased

properties to

market-related

rentals where

possible.

Yes

D.6. Vehicle fleet

acquired on a

full

maintenance

lease plan

• Dispose of by way

of auction vehicles

in a “poor”

condition;

• Alternatively,

structure in the

bid for full

maintenance lease

of vehicles the

take-over of the

existing fleet;

• Acquire the fleet

on a full

maintenance lease

basis.

Yes

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FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

Photocopiers,

faxes and

other special

purpose

equipment

should be

acquired on a

full

maintenance

lease basis

• Acquire all future

equipment on a

full maintenance

lease basis.

Yes

Capital

project

financing

D11 Increase

external loan

financing

• Identify future

capital projects

that will generate

revenue for the

Municipality;

• Quantify the cost

of these projects;

• Estimate the

expected revenue

from the

completed project;

• Source external

loans to finance

these projects.

Yes Yes

Optimise

returns on

investments –

D12

D12 Review

existing

investment

policy

• Include the

following in the

existing policy;

- invest only 20%

of available

funds in any one

institution;

- Consideration of

financial

Yes

245

FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

institution and

investment

instrument to be

taken into

account prior to

investing funds;

- Deposits shall

only be made

with registered

deposit taking

institutions;

- The decision to

make

investments

should be the

responsibility of

more than one

person,

preferably a

team comprising

experienced

employees.

Increase

maintenance

expenditure

in respect of

assets

D13 Increase

maintenance

expenditure

• Determine future

asset maintenance

costs;

• Provide for these

costs on the

operating budget.

Yes

Outsource

non-core

functions

D14 Outsource the

operation of

the Margate

Airport

• Negotiate a Public-

Private Partnership

agreement to take

over the running

Yes Yes

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FINANCIAL

STRATEGY

Document

Reference

POLICY

ACTION

REQUIRED

ACTION

IMPACT ON

REVENUE EXPENDITURE

of the Airport;

• The Municipality

should structure a

rental payable by

the PPP in the

agreement.

Provide

incentives for

new

developments

D.5. Encourage

new

developments

• Invite potential

investors to

construct new

developments;

• Conduct feasibility

studies to

determine new

development’s

impact on

infrastructure;

• Comission or de-

commision new

developments

based on results

of the feasibility

study.

Yes

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SECTION I: SPATIAL DEVELOPMENT FRAMEWORK

HIBISCUS COAST MUNICIPALITY SPATIAL DEVELOPMENT FRAMEWORK REVIEW

09/10 SUMMARY

INTRODUCTIONThe Spatial Development Framework (SDF) is an integral part of a Municipality’s IDP (Chapter 5 of the MSA 32, 0f 2000) and should reflect the culmination of the other elements of the IDP, guided by those development informants, strategies and development actions, which have a spatial implication. Based on the development strategies identified in the Hibiscus Coast Municipality’s IDP, the Spatial Development Framework has taken into account the subsequent critical areas to be developed spatially.

§ Tourism Development § Agricultural Development

THE LINK BETWEEN SPATIAL PLANNING AND LAND USE MANAGEMENT

It is important to note that the IDP Spatial Development Framework is intended to form the basis for the Land Use Management System for the municipal area, Land Use Management System referring in this instance to i) the control of development and ii) the facilitation of development. These two aspects place different requirements on the Spatial Development Framework-on the one hand it must be detailed enough to guide the implementation of land use rights (by means of Planning Schemes), while on the other hand it must identify measures to stimulate development.

HIBISCUS COAST MUNICIPALITY SPATIAL DEVELOPMENT FRAMEWORK The Development Informant Maps

The development informant maps are a series of maps, which indicates the spatial trends and diverse issues of the municipality. The following list of maps has been prepared to form the base for this SDF review:Map1:: MinsetMap2:: CplanMap3:: Potential Agriculture Land Map4:: Existing Land Use (Rural/Agricultural componen t) Map5:: Possible Future Residential Area Map6:: Geological Overlays Map7:: Tourism Priority Areas Map8:: Urban Growth Boundary

Based on this set of maps, the following key spatial trends and issues have been identified.

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The Development Concept

The broad development concept contained in the SDF consists of the following development informants:• Primary Corridors;• Secondary Corridors;• Primary Tourism Corridors;• Secondary Tourism Corridors;• Primary Commercial and Tourism / Recreation;• Secondary Commercial and Tourism / Recreation;• Secondary Node;• Tertiary Tourism (Low Key);• Opportunity Points /Commercial;• Rural Service Nodes;• Mixed Use – Industrial/Low Key Commercial/ Office;• Urban Densification;• Existing Residential /Urban;• Future Residential;• Traditional Areas/ Subsistence Agriculture and Eco Tourism;• Low Impact Tourism/ Commercial;• Potential Land Reform Projects; • Areas of Conservation Significance; and • Commercial Agriculture / Eco Tourism

The development informant and the various components of the SDF are discussed in more detail in the main report.

KEY DEVELOPMENT INFORMANTS

Movement Corridors

The Movement Corridors linking the primary nodes, hubs, secondary nodes, and satellites were proposed as follows:

§ Primary Corridors;§ Secondary Corridors;§ Primary Tourism Corridors; and§ Secondary Tourism Corridors

a) Primary Corridors

The Primary Corridors identified provide public transport linkages and accessibility to the communities at the interceptory points with other movement channels. A range of development opportunities are envisaged along these channels. The Primary Corridorsidentified in the SDF are follows:

• The N2 runs North/South parallel to the coast up to the Marburg Interchange, from where it continues in a westerly direction forming the primary inland link to Harding, Kokstad, Matatiele and onwards towards the Eastern Cape.

249

• The R61 runs from the Marburg Interchange to complete the North-South Primary Transport Route to Port Edward. Should the Wild Coast Spatial Development Initiative be completed in its entirety, this will link right through to Port Elizabeth.

• The N2 links the Hibiscus Coast with Scottburgh, Durban airport and the Metropolitan area of eThekwini to the North.

Moreover the rail and air transport (Margate Airport) also serve as the primary corridors in the municipality as these play a major role in the promotion of tourism.

b) Secondary Corridors

In order to improve accessibility to the inland areas and to create potential inland tourism routes, Main and District Roads have been highlighted for upgrading and regular maintenance as Secondary Corridors.

c) Primary Tourism Corridors

The role of the R620 (Old Main Road) that runs from Hibberdene along the coastline as far as Ramsgate as a Primary Tourism Corridor is to be maintained and strengthened. Along this corridor there are various tourism attractions such as swimming beaches and commercial nodes.

d) Secondary Tourism Corridors

The Secondary Tourism Corridor (inland) is to encourage the spread of tourist facilities to the inland component of the Municipality. This corridor has potential to unlock tourism and business potential of the area. The sustained development of tourism facilities is dependant on the capacities of supply services networks, and it is essential that the IDP’s capital development programme is aligned to the tourism elements of the SDF.

Nodes

a) Primary Commercial and Tourism/Recreation These areas are fed by development corridors in terms of people and physical thresholds. There is provision of concentration of different activities and services at areas as identified in the SDF Map

b) Secondary Commercial and Tourism/Recreation

These areas are identified along the along the coastal strip and have tourism and related business potential.

c) Secondary Node

The peri-urban area of Murchison Bhobhoyi is a dense settlement along the N2. This area needs formalisation in terms development planning so as for easy provision of services to the community.

250

e) Rural Service Node

The location of these nodes is usually the most accessible location within an acceptable walking distance of a particular community. These were identified in Nyandezulu, Thongazi (Kwa Nzimakwe), and Gcilima (Kwa Xolo) and St Faith’s area (Kwa Madlala) where MPCC’s have been or are in the process of construction. These areas have potential for the location of multi-purpose community centres (to include clinics, AIDS support services, library, adult educat ion and skills training and computer facilities).

e) Opportunity Points /Commercial

The provision of employment opportunities is to be encouraged at these points as well as tourism development which may take place at a higher density than in other areas.

LAND USE AND ENVRONMENTAL MANAGEMENT

b) Urban Edge

The Urban Growth Boundary or Urban Edge is defined along the western confine of urban areas located on the eastern sea-board. The purpose of this boundary is to discourage urban sprawl and define an area of special focus wherein urban orientated development is to occur in the future. b) Areas of Conservation Significance

The existing conservation areas within the Hibiscus Coast area are the Umtamvuna Nature Reserve and the Trafalgar Marine Reserve. Adjacent to the Western boundary, inland of Port Shepstone is the Oribi Gorge Nature Reserve. Other Potential conservation areas are highlighted which will need to be investigated further.

c) Commercial Agriculture/Eco Tourism

Some of the best agricultural soils in the region occur in this zone, well managed agriculture occurs almost throughout the municipality. Future development of the municipality should seek to preserve the agricultural land in the area, develop its specific potentials and provide for diversification e.g. Tourism.

d) Traditional Areas/ Subsistence Agriculture and Eco Tourism

In this area, tourism developments should be rural-based, of a small scale, labour orientated and related to the existing agricultural activities and the natural resource base. It is envisaged that subsistence agriculture and housing will be the primary land use in this zone,

e) Land Reform

The areas under investigation by the Department of Land Affairs have been shown as potential land reform projects on the Spatial Framework Map. Two of these are within the Umtamvuna Nature Reserve.

251

f) Future Housing

The corridor between Gamalakhe and Shelly Beach/ Uvongo inland has potential for housing (priority being middle income and low income) development with associated uses compatible for human settlement such as commercial, mixed use, andrecreational facilities. Other areas for future housing were identified inland of Leisure Bay, Palm Beach, Trafalgar, Ramsgate, South of Marburg, South Port/ Sea Park, Hibberdene, and Melvile/Pumula areas.

CONCLUSION

The Hibiscus Coast Municipality Spatial Development Framework (SDF) provides a broad indication of where different types of development should take place within the municipal area of jurisdiction. As such it provides general direction to guide decision-making (and thereby contribute towards the creation of integrated and habitable towns and residential areas), a framework for the formulation of an appropriate land use management system for the municipal area and a framework for public and private sector investment.

252

SECTION J: ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM

(OPMS)

Hibiscus Coast Municipality will strive to continuously improve its performance not only limited to compliance to the Department of Provincial and Local Government and the compliance toChapter 6 of the Municipal Systems Act, No. 32 of 2000, these will be done through continuous benchmarking and adoption of best practices on Service Delivery, Administrative Systems, Planning and Financial Management.

The HCM’s OPMS draft framework and policy are informed by the Local Government: Municipal Systems Act, 32 of 2000; Municipal Finance Management Act, 56 of 2003; Municipal Planning and Performance Management Regulations of 2001 and its Integrated Development Plan (IDP).

The system operates on two levels organizationally which inter-connect practically in annual reviews, and quarterly reviews:

• Strategic level: IDP (5 year plan) and strategic scorecard with annual and quarterly reviews;

• Operational level: Service Delivery and Budget Implementation Plan (SDBIP): Operational annual plan broken into quarterly operational plans, and annual and quarterly reviews. On an operational level there is also a monthly meeting between departmental heads with the office of the municipal manager, and monthly performance reporting to various political structures but notably the departments’respective portfolio committee. This reporting is on performance and linked to the performance reporting system of the performance manageme nt system.

Five key primary objectives of the Hibiscus Coast Municipality’s performance management system are as follows:

• Firstly, to facilitate increased accountability;

• Secondly, to improve service delivery in a focused manner;

• Thirdly, to facilitate learning and improvement;

• Forthly, to provide early warning signs to institute corrective action.

• Finally, to facilitate decision making

The municipality aims to ensure that its performance management system contains elements of accountability, transparency, efficient and efficient service delivery, good governance and community responsiveness. The following will be key Performance Indicators in line with the guidelines for the performance contract for section 57 managers in terms of the Municipal Systems Act 32 of 2000.

253

Performance management is a strategic management approach that equips the Mayor, EXCO, council, Municipal Manager, Head of Departments, employees and stakeholders with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and review the performance of the institution against indicators and targets for efficiency, effectiveness and impact. The performance management system (PMS) entails a framework that describes and represents how the municipality’s cycle and processes of performanceplanning, monitoring, measurement, review, reporting and improvement will be conducted and managed.

Objectives of Organizational Performance Management:

• To excel in good governance• To provide good and quality infrastructure development • To strengthen Community and Stakeholder Participation• To ensure efficient and effective administrative systems and• To facilitate and support human resource development• Continuous municipal growth and improved service

HCM Performance Management Principles

• Simplicity;• Politically driven;• Incremental implementation;• Transparency and accountability;• Integration,• Objectivity.

Performance, Monitoring and Review Hibiscus Coast Municipality’s performance is monitored and measured on an annual basis based on its core mandate in terms of service delivery and providing efficient and adequate service to the communities within the municipality. Performance review in terms of service delivery will be done quarterly and should there be gaps the evaluators will provide recommendations to address such shortfalls.

The municipality’s review its performance management quarterly and subscribe to the best model that will consistently enhance the municipality’s performance and give early indications if some functions and processes are not functioning adequately.

PERFORMANCE MANAGEMENT PRINCIPLESThe system must be simple, user friendly that enables the municipality to operate it with its existing resources with the involvement of various external stakeholders and the political component.

The legislation requires that the PMS promotes a culture of performance management in the political structures. It further states that EXCO should manage the development of the PMS, and assign responsibility to the municipal manager. Once developed EXCO must submit the PMS to Council for adoption, therefore Council is the owner of the system and must oversee the implementation and improvement of the system and in the process inculcate a culture of performance improvement as required by the Municipal Systems Act.

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To ensure a sustainable system, best practice has taught us that it is good to start with a basic system, implement it and them improve incrementally. It is not possible to transform overnight, it is only possible to move gradually towards a high performance organization.

The process of managing performance should be inclusive, open and transparent. Citizens should know how departments are run, how resources are spent and who is responsible for particular services.

The PMS should be integrated into other management processes in the municipality; it should be a tool for efficient and effective management rather than a additional reporting burden. It should be seen as a central tool for managing the affairs of the municipality. Performancemanagement must be founded on objectivity and credibility. CORE ELEMENTS OF THE PMS The PMS can be divided into organizational and individual performance management –although they are not exclusive of one another. Organisationally the system comprises:

• IDP and organizational strategic scorecard;• SDBIP, annual operational plan broken down to quarterly outputs;• Quarterly plans and reviews;• Monthly reports on performance to Portfolio Committees;• Monthly reports to the Office of the Municipal Manager.

External participation is central during these processes: through public meetings, pamphlet distribution, proforma inputs, ward committee inputs, media conferences quarterly and annually.

Individually the system comprises:

• Annual Performance Agreements;• Annual work plans;• Quarterly work plans and evaluations;• Monthly work plans and evaluations;• Personal development plans.• Service Excellence Awards: monthly and annual event.

KEY PERFORMANCE AREAS The performance management system is organized according to the five general national key performance areas: service delivery, local economic development, municipal transformation, financial viability, good governance and stakeholder relations. Within this organization, key indicators which require reporting such as the follow are included: number of households benefiting from indigent support, employment equity, etc.

PERFORMANCE AUDIT COMMITTEE The performance audit committee is a shared district service and it was noted that performance audit committee met three times in 2009/2010. In terms of the PMS policy however the establishment of such a committee is proposed. Progress evaluations are done in a quarterly basis, where the municipal departments (internal) reflect back and indicate whether the objectives that were set for that quarter were realized.

However the Service Delivery Implementation Budget Plan (SDBIP) workshops and quarterly

255

reviews were held for all quarters hence an evaluation on SDBIP was done at the end of the financial year to assess the performance of HCM’s departments. If there are variances the departments then give explanation and way forward on achieving the objective. EXCO members, directors and managers attend the review sessions. Departmental future plans for the next quarter are tabled in line with the SDBIP. The municipality has not implemented the strategic score card in the performance management component.

256 2011/2012 IDP

SUMMARY OF ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM The Performance Management Policy Framework adopted by the Municipality consists of the following four parts:

• Approach to Performance Management;

• Organisational Performance Management;

• Individual Performance Management; and

• Review and Improvement to the Performance Management System.

The management processes have evolved to a point where the IDP, performance management and budgeting are integrated. Although they follow-on each other consecutively, they all form an integral and essential part of the macro management process, the one being dependent on the other. The framework for following this approach is depicted below.

The review of the IDP constitutes the planning phase of organisational performance management and it is conducted in the following steps:

§ Step 1: Situational analysis § Step 2: Strategy development§ Step 3: Sector involvement§ Step 4: Development of an Implementation Plan § Step 5:Integration and approval

Step four above constitutes the development of organisational scorecards that take on the form of Service Delivery and Budget Implementation Plans (SDBIPs). These scorecards include the performance measures against which municipal performance is measured.

Constitutional objectives of Municipalities

Integrated Development Plan and the Medium Term Expenditure Framework

Departmental Service Delivery and Budget Implementation Plans (Scorecards)

Divisional Scorecards

Individual objectives in performance agreements of Section 57 employees and individual performance plans for other employees linked to SDBIPs

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257 2011/2012 IDP

The Performance Management System is not complete until it is implemented. For this reason the following implementation process has been adopted:

The above monitoring and evaluation cycle involves all role players and promotes a culture of performance management. The quarterly SDBIP Report are submitted by all Section 57 Managers to the Municipal Manager the reports are thoroughly discussed over a two day session (evaluation and planning) where EXCO members will be present. This empowers the Councilors to effectively exercise their oversight role.

In this way everybody is involved in the performance management process and a results driven culture of service delivery is inculcated throughout the organisation. However the municipality need to work even harder to ensure that all employees out performs their functions.

IDP OBJECTIVES

SDBIP DEVELOPEMENT

MONTHLY SDBIP REPORTS

PORT FOLIO COMMITTEE REPORTS

SDBIP QUARTERLY REPORTS

ANNUAL REPORT

Continuous

improvement

Mayor’s Service Excellence Awards / S57 bonuses

258 2011/2012 IDP

ACRONYMS (Mar 2011)

Acronym Meaning

ABET Adult Basic Education & Training

ACDP African Christian Democratic Party

ACSA Airport Company of South Africa

AFS Annual Financial Statements

AFSA Arbitration Foundation of Southern Africa

AG Auditor-General

AMEU Association of Municipal Electrical Undertakings of South Africa

ANC African National Congress

APAC Association of Public Accounts Committees

ARV Antiretroviral (Treatment or Therapy)

BAS Basic Accounting System

BBBEE Broad Based Black Economic Empowerment

BPO&O Business Process Outsourcing and Offshoring Contact Centre

CAA Civil Aviation Authority

CBD Central Business District

CBO Community Based Organisation

CCDF Consolidated Capital Development Fund

CCTV Close Circuit Television

CETA Construction Education and Training Authority

CFO Chief Financial Officer

CIT Communication and Information Technology

CMC Change Management Committee

CMIP Consolidated Municipal Infrastructure Programme

CMRA Centre for Municipal research and Advice (HIV & Aids)

COF Certificate of Fitness

COGTA Department of Cooperative Government and Traditional Affairs (was Dept Local Government and Traditional Affairs)

COOP Cooperative

CPF Community Police Forum

CRR Capital Replacement Reserve

CTC Co-ordinating Traffic Committee

DA Democratic Alliance

DAC

KZN Department of Arts and Culture – Changed in May 2009 to KZN Department of Arts, Culture, Sport and Recreation

259 2011/2012 IDP

DAEA Department of Agriculture and Environmental Affairs

DBSA Development Bank of South Africa

DCM Director Cleansing and Maintenance

DCP Dynamic Cone Penetrating (Test)

DCOGTA Department of Co-operative Governance and Traditional Affairs

DCS Director Corporate Services

DEAT Department of Environmental Affairs and Tourism

DEDP Director Economic Development and Planning

DFA Development Facilitation Act, 1995 (Act no. 67 of 1995)

DHCS Director Health and Community Services

DHI Director Housing and Infrastructure (Now DHSI – after May 2009)

DHR Director Human Resources

DHSI Director Human Settlements and Infrastructure (was DHI)

DLGTA Department of Local; Government and Traditional Affairs Now COGTA

DM District Municipality

DO Director Operations

DOH Department of Health

DORA Division of Revenue Act, 2007 (Act no. 1 of 2007)

DOT Department of Transport

DPLG Department of Provincial & Local Government

DPS Director Protection Services

DSB Development and Services Board

DTI Department of Trade and Industry

DWAF Department of Water Affairs and Forestry

EAP Employee Assistance Programme

EIA Environmental Impact Assessment

EMP Environmental Management Plan

EXCO Executive Committee

FAR Floor Area Ratio

FBS Free Basic Services

FET Further Education and Training

FF+ Freedom Front Plus

FIFA Fédération Internationale de Football Association International (Federation of Association Football)

FMG Financial Management Grant

260 2011/2012 IDP

FPA Fire Protection Association

FVTPL Fair value through profit or loss

GAMAP General Accepted Municipal Accounting Practices

GANNT Named after Mr Gannt

GDP Gross Domestic Product

GDS Growth and Development Summit

GIS Geographical Information System

GRAP General Recognised Accounting Practice

HBSC Hibiscus Business Support Centre

HCDA Hibiscus Coast Development Agency

HCM Hibiscus Coast Municipality

HDI's Historically Disadvantaged Individuals

HEAC Housing Evaluation Assessment Committee

HIRA Hazards Identification and Risk Assessment

HOD Head of Department

HR Human Resources

IAS24 The standard [IAS 24] under the International Financial Reporting Standards that prescribes the requirements for the disclosure of related party relationships in financial statements.

IAS39 The Standard [IAS 39] is to establish principles for recognising and measuring financial assets, financial liabilities and some contracts to buy or sell non-financial items.

ICC International Convention Centre

ICDL International Certified Drivers’ License

ICT Information Communication Technology

IDASA Institute of Democracy of SA

IDC Industrial Development Corporation

IDMSA Institute of Disaster Management of South Africa

IDP Integrated Development Plan

IDT Independent Development Trust

IEC Independent Electoral Commission

IFP Inkatha Freedom Party

IGR Inter-Governmental Relations

ILGM Institute for Local Government Management of South Africa

IMASA Institute for Municipal Administration of South Africa

IMATU Independent Municipal & Allied Trade Union

IMESA Institute of Municipal Engineers of South Africa

IMFO Institute for Municipal Financial Officers

261 2011/2012 IDP

IOD Injury on Duty

IRI International Republican Institute

ISRDP Integrated Sustainable Rural Development Programme

IT Information Technology

ITO Institute of Traffic Officers

IWMP Integrated Waste Management Plan

KMI KwaZulu Marketing Initiative

KPA Key Performance Area

KPI Key Performance Indicators

KWANALOGA KwaZulu-Natal Local Government Association (Now: SALGA KZN)

KZN KwaZulu-Natal

KZN 216 Hibiscus Coast Municipality

KZNPA KwaZulu-Natal Provincial Administration Department of Transport

LA Local Authority

LAC Local Aids Council

LBSC Local Business Service Centre

LED (light) Light emitting diode

LED Local Economic Development

LGSETA Local Government Sector Education Training Authority

LLF Local Labour Forum

LUMS Land Usage Management System

MAMC Margate Airport Management Company

MCPF Municipal Councillors’ Pension Fund

MDB Municipal Demarcation Board

MEC Member of Executive Council

MFMA Municipal Finance Management Act, 2003 (Act no. 56 of 2003)

MIG Municipal Infrastructure Grant

MIG M&E As above – Monitoring and Evaluation

MIIU Municipal Infrastructure Investment Unit

MINMEC (Meeting between the) Minister (of DPLG) and Members of the Executive Council responsible for local government

MIR Municipal International Relations

MLB Motor Licensing Bureau

MLPC Margate Light Plane Club

MM Municipal Manager

MPC Member of provincial council

262 2011/2012 IDP

MPCC Multi Purpose Community Centre (Thusongs)

MPRA Municipal Property Rates Act, 2004 (Act no. 6 of 2004)

MSA Municipal Structures Act, 1998 (Act no. 117 of 1998)

MSA Local Government : Municipal Systems Act, 2000 (Act no. 32 of 2000)

MSIG Municipal Support Infrastructure Grants

MSP Municipal Service Partnerships

MTAS Municipal Turnaround Strategy

MTEF Medium Term Expenditure Framework

MV Medium Voltage

N/A Not applicable

NADEL National Democratic Lawyers Association

NATE Natal Association of Town Engineers

NBRA National Building Regulations and Standards Act, 1977 (Act no. 103 of 1977)

NCOP National Council of Provinces

NDMC National Disaster Management Centre

NERSA National Energy regulator of South Africa

NGO Non Governmental Organisation

NHBRC National Home Builders’ Registration Council

NJMPF Natal Joint Municipal Pension Funds (Superannuation, Provident and Retirement)

NPO Non-Profit Organisation

NQF National Qualifications Framework

NSRI National Sea Rescue Institute

NTF Natal Trust Farms

OH&S Occupational Health and Safety

OHSA Occupational Health and Safety Act, 1993 (Act no. 85 of 1993)

OPMS Organisational Performance Management System

OVC Orphan and Vulnerable Child

PA Personal Assistant

PCC President’s Co-ordinating Council

PDA Planning Development Act (KwaZulu-Natal), 2008 (Act 6 of 2008)

PDI Previously Disadvantaged Individuals

PFMA Public Finance Management Act, 1999 (Act No.29 of 1999)

PHCS Primary Health Care Services

PIF Public Improvement Fund

PIMS Political Information and Monitoring Service (IDASA)

PIMSS Planning and Implementation Management Support System

PLWA Patience Living with AIDS

263 2011/2012 IDP

PMS Performance Management Sytem

PPDC Provincial Planning Development Commission

PPE Property, plant and equipment

PPP Private Public Partnership

PR Proportional Representative Councillors

PROVCOM Provincial Committee on Transport

Province KwaZulu Natal Provincial Administration

PTO Permission to Occupy

RD Rural Development

ROD Record of Decision

RTA Road Traffic Act, 1996 (Act no. 93 of 1996)

RTF Rural Transport Forum

S57 Personnel Employee appointed in terms of Section 57 of the Municipal Systems Act, 2000 (Act no. 32 of 2000)

SAEMA Shama Ahante East Metropolitan Assembly (Ghana)

SAFSI South African Fire Services Institute

SAFU South African Football Union

SALGA South African Local Government Association

SALGBC South African Local Government Bargaining Council Divisions

SAMWU South African Municipal Workers Union

SANCO South African Civic Organisation

SANRAL South African National Roads Agency Ltd

SBUM Shelly Beach, Uvongo and Margate Planning Framework

SCM Supply Chain Management

SCOPA Standing Committee on Public Accounts

SDBIP Service Delivery and Budget Implementation Plan

SDF (HR) Skills Development Forum

SDF (TP) Spatial Development Framework

SEA Strategic Environmental Assessment

SEDA Small Enterprise Development Agency

SETA Sector Education and Training Authority

SG Surveyor General

SLA Service Level Agreement

SMART Specific, Measurable, Achievable, Relevant and Time bound

SMME Small, Medium and Micro Enterprises

STATSSA Statistics South Africa

STI Sexually transmitted infection

TB Tuberculosis

264 2011/2012 IDP

TLC Transitional Local Council

TMS (Electronic) Time Management System

TOP Termination of pregnancy

TP Town Planning

TPO Town Planning Ordinance

TPS Town Planning Scheme

TREE Training and Resources in Early Education

UGU Ugu District Municipality

UIF Unemployment Insurance Fund

UKZN Univiersity of KwaZulu-Natal

URP Urban Renewal Programme

UTMA Ugu Tourism and Marketing Association

VCT Voluntary Counselling and Testing

VIP Very Important Person

VIP Toilet Ventilated Insulated Pit Toilet

WESSA Wildlife and Environment Society of Southern Africa

Wi-Fi Wireless Fidelity

WSP Workplace Skills Plan

WSSD World Summit on Sustainable Development

ZMS Zader Municipal Solutions

HIBISCUS COAST MUNICIPALITY 2011 – 2012 IDP REVIEW

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Transcript of HIBISCUS COAST MUNICIPALITY 2011 – 2012 IDP REVIEW