INTEGRATED DEVELOPMENT PLAN

1
INTEGRATED DEVELOPMENT PLAN
UMGUNGUNDLOVU DISTRICT MUNICIPALITY
SUPPORTED BY THE IYER ROTHAUG / LINDA MASINGA
PROJECT TEAM

EXECUTIVE SUMMARY
2
PREPARED BY
THE UMGUNGUNDLOVU IDP SUPPORT TEAM   Contact
Person   Ms Buhle Ally IDP Manager Tel. no
033 897 6700   Supported by   Municipal
Officials Iyer Rothaug   Assisted by Linda
Masinga  Urban-Econ Multi-Consult GAEA
Projects Geodynamic Systems 25 APRIL 2002
3
TABLE OF CONTENTS
PAGE NO.
1. INTRODUCTION 4
2. THE CURRENT REALITY 7
3. THE STRATEGIC PROGRAMME 10
4. IMPLEMENTATION FRAMEWORK 15
5. PUTTING IT ALL TOGETHER 23
LIST OF ANNEXURES - IDP
ANNEXURE 1 ALLOCATING FUNCTIONS POWERS
ANNEXURE 2 THE FINANCIAL STRATEGY
ANNEXURE 3 THE CORPORATE DEVELOPMENT STRATEGY
ANNEXURE 4 THE PLANNING STANDARDS
ANNEXURE 5 PHASE 3 PROJECT REPORT
ANNEXURE 6 PHASE 2 STRATEGY REPORT
ANNEXURE 7 STRATEGY WORKING DOCUMENT
ANNEXURE 8 PHASE 1 ANALYSIS REPORT
4
1. INTRODUCTION
1.1 BACKGROUND   1.1.1 THE CONTEXT OF THE
PLAN Local government elections and the
implementation of local government legislation,
most notably the Municipal Systems Act, No 32 of
2000, has resulted in the restructuring of local
government. New municipal entities have replaced
previous Regional Councils and associated
Sub-regions. The restructuring includes new
boundaries as a result of the Municipal
Demarcation process, as well as new roles and
responsibilities within the general ambit of
fostering developmental local government.   As a
result of local government restructuring within
the KwaZulu Natal midlands region, the newly
formed Umgungundlovu District Council (DC22) was
created. The Umgungundlovu Municipality is
responsible for and represents the major portion
of the previous iNdlovu Regional Council and is
an amalgamation of several of the previous
sub-regions.   The current ethos which drives
municipal restructuring, and now functioning, is
ensuring responsive and developmental local
governance. A shift from traditional
administrative functions, with minimal
development intervention, characteristic of the
past, to a proactive deliverer of services is a
fundamental change confronting most
municipalities.   In achieving such, integrating
development need, forward planning and strategy
with municipal budgeting is an essential
ingredient in pursuing developmental local
government. It is mandatory through the Municipal
Systems Act, that Integrated Development Plans
(IDPs) be prepared.
5
1.2 THE PLANNING PROCESS

• 1.2.1 OBJECTIVES OF THE IDP PROCESS
•  
• The terms of reference for the IDP established by
  the uMgungundlovu District Municipality sets out
  the following key objectives
•  
• To complete an IDP in terms of current
  legislation, most notably the Municipal Systems
  Act
• To prepare such a plan through a process of
  public participation
• To ensure the creation of a strategic instrument
  that guides planning, budgeting, management and
  decision making within the municipality
• To pursue integrated development in taking up the
  challenge of preparing an IDP
• To ensure that the IDP is driven by an
  understanding of the issues and challenges
  confronting the district and to respond in a
  manner which establishes a strategic framework
  comprising of an appropriate vision, strategy,
  sectoral programmes, performance indicators, all
  underpinned by an appropriate financial
  framework.

1.2.2 THE IDP PROCESS IN THE UMGUNGUNDLOVU
DISTRICT COUNCIL The project Terms of Reference
and Process Plan prepared by the Umgungundlovu
District Municipality sets out clearly the
project methodology based on the IDP guidelines.
The diagram on the right identifies the key
elements of the methodology and the expected
outputs per phase.
Importantly, this report represents Phase 4 of
the IDP and is intended to serve as a
consolidation of the process reflecting the key
outcomes of the earlier phases.
6
1.3 USING THE IDP
SECTION 1 - INTRODUCTION
1.3.1 THE IDP AT A GLANCE The IDP documents a
process which has evolved over several months.
This process comprised of technical phases of
study coupled with an extensive participation
process. The IDP in its entirety however,
represents more than what can be captured on
paper. As a point of departure therefore, this
document must be viewed as a synopsis and is not
intended to serve as a comprehensive record of
the IDP. This IDP is a living plan! In taking
development forward within Umgungundlovu, it is
necessary to provide a synopsis of the key
processes that emerged through the IDP. This
document serves that purpose. It is structured
in a succinct and graphic manner drawing from the
various phase reports established through the
process. Emphasis has been placed on issues
needed to facilitate development. The bulk of the
report therefore is focused on THE STRATEGIC
PROGRAMME which represents the integration and
backbone of the IDP and provides useful
information in facilitating delivery.It is
envisaged that this section of report becomes the
day to day working plan for the district
municipality. It is important that it is read in
conjunction with the more detail phase reports.
These reports are attached as annexures and
provide greater technical detail and background.
The overall structure to this report is indicated
in the diagram on the right.
7
2. THE CURRENT REALITY
LAND REFORM HOUSING
A FOCUS ON RURAL PEOPLE
ACCESS TO INFRASTRUC-TURE
ENVIRONMENT SUSTAINABILITY
GENDER EQUITY
STRATEGIC ISSUE
Housing and land reform activities to date has
not been successful in addressing the needs of
the majority of the population of the district.
However, housing and land reform provides a key
opportunity for obtaining development funding and
therefore promoting development.
A large proportion of the district population
does not have access to appropriate and
affordable levels of infrastructure. This impacts
on general levels of health and welfare. In areas
where infrastructure does exist it is often not
maintained.
There exists a general lack of awareness
regarding the environment within the District and
specifically as it relates to development
activities within the district. Key
environmental issues facing the District in this
regard includes solid waste management, water
pollution and catchment degradation.
Due to a variety of reasons viz. how society
defines roles, socially constructed attributes
associated with being male/female etc. there
generally does not exist equity in development
processes. This lack of equity impacts on all
levels of development, from the management of
development to the beneficiaries of development.
70 of the rural population of the district
resides on Ingonyama land and the remainder can
classified as farm workers or farm residents.
Limited development serving these groups has
occurred in the in the past. Service delivery in
these areas are ad hoc and uncoordinated. A low
level of tenure security experienced by both
groups.
STATEMENT OF ISSUE
8
(No Transcript)
9
(No Transcript)
10
3. THE STRATEGIC PROGRAMME
ABOUT THE STRATEGIC PROGRAMME

• The Strategic Programme represents the backbone
  of the IDP. This programme indicates how the
  District Municipality sees development within its
  area unfolding over the next 5 years (2002
  2006), but specifically for the remainder of the
  term of the current Council. The Strategic
  Programme for uMgungundlovu was developed with
  the full participation of all stakeholders
  through a series of Representative Forum meetings
  and focussed workshops (a workshop on each of the
  Strategic Issue).
• The Strategic Programme achieves the following
• through the Vision and Mission it focuses all
  activities of the District to achieving one
  common vision accepted by all stakeholders within
  the Municipality
• through the Objectives it sets the broad Key
  Performance Indicators (KPIs) for the Council and
  its officials also focussing the efforts of the
  Municipality on achieving these specific
  objectives.
• through the Strategies it indicates how the
  Council, over the next five years, will set out
  firstly to achieve its objectives and ultimately
  its vision and
• through the Projects it provides substance to
  the strategies by indicating the activities and
  projects relating to each strategy which the
  Council will set out to implement.

On the basis of the above the Strategic Programme
section of the IDP is divided into three
sections. The Introduction The remainder of
this section explains the approach taken to the
development of strategies and the identification
of projects. The Vision and Mission Which
clearly states the direction in terms of which
the Council wishes to develop over the next
5-years and thereafter. Unpacking the Strategic
Issues (Integration Reports) Focussing on those
issues identified in Phase 1 of the process it
sets out to develop the approach which the
Municipality and Stakeholders will take to
addressing the Strategic Issues. It identifies
and summarises each of the Strategic Issues, it
identifies the resources available for addressing
the strategic issue, it sets objectives and
strategies and then finally provide an overview
of identified projects related to each of the
strategic issues
11
3.1 THE VISION AND MISSION
UMGUNGUNDLOVU DISTRICT MUNICIPALITY WILL EVOLVE
INTO A VIABLE AND DYNAMIC METROPOLITAN AREA
INCORPORATING THE CAPITAL OF KWAZULU-NATAL WITH A
VIBRANT ECONOMY, INTEGRATED SERVICE DELIVERY AND
IMPROVED QUALITY OF LIFE FOR ALL ITS PEOPLE.
The Mission established to guide the activities
of Council in achieving the vision states that
THE UMGUNGUNDLOVU DISTRICT MUNICIPALITY WILL
THROUGH SOUND GOVERNANCE AND COMMUNITY
PARTICIPATION ENSURE THE PROVISION OF EQUITABLE
AND SUSTAINABLE SERVICES AND ECONOMIC GROWTH
12
STRATEGIC ISSUES OBJECTIVES STRATEGIES
1 Land Reform and Housing Establish 4000 housing opportunities p.a.annum (50 located in the rural areas) Approval and implementation of LRAD Subsidies (by 2005 1000 small scale farmers p.a.) Institutional structuring for delivery District-wide integrated housing delivery Land reform implementation for sustainability
2 A Focus on Rural People Establish a consultative forum with traditional leaders and stakeholders to discuss development related issues by 2002 Empower and integrate farmworkers/residents into development processes Promoting development on Ingonyama land Building the capacity of people living on farms Promoting tenure security for people living on farms Promoting provision of basic services to people living on farms
3.1 Access to Water Each household to have access to potable water (not necessarily piped) within 200m by the end of the 2004/5 financial year DM to monitor and encourage compliance with the free basic water programme Improvement of the basic level of water services Establishing MSPs for efficient delivery User pay for higher level of service Maintain existing infrastructure Establish implementation capacity in District
3.2 Access to Sanitation Each household have access to at least a Ventilated Improved Pit Latrine (WHO Standard) by 2004/5 By 2003 have awareness programme in place focussing on health and hygiene Free basic sanitation User pay for higher level of service Maintain existing services
3.3 Access to Electricity To provide an additional 4 000 electricity connections (grid or non-grid) per annum of which 50 will be located in rural areas Provide access to free basic electricity User pay for higher level of electricity service Fund capital short fall for grid electricity
3.4 Access to Roads To ensure that all service centres (tertiary, secondary, municipal and district) are serviced with appropriate road network, i.e. all weather access with storm water, by end of 2004/5 financial year District to act as conduit for distribution of road construction funds Co-ordinate roads development and maintenance
3.5 Access to Solid Waste Services To finalise the identification of solid waste landfill sites/other possibilities by June 2002 (2002/3 budget allocation) To establish build-operate-train-transfer contracts for the development of sites Budget allocation for Waste Management for 2002/3 financial year Access to solid waste removal Establish MSPs for development and management of landfill sites
13
STRATEGIC ISSUES OBJECTIVES STRATEGIES
3.6 Access to Cemeteries To establish sufficient cemetery capacity in the local municipalities and district by 2005 for the next 10 years Budget allocation for cemeteries for 2002/3 financial year Identify new cemeteries Establish MSPs for the development and operation of cemeteries Develop and promote alternative approaches to burial
4. Environmental Sustainability Have in place a well-coordinated environmental strategy in the form of a Strategic Environmental Assessment by the year 2003 incl. clear management and monitoring guidelines (consider bi-annual state of the environment report and implementation of LA21 principles) Adopt IEM (Integrated Env. Man.) principles for all projects Develop under-standing of issues and approaches to addressing such Develop environmental awareness and education programAppropriate resource utilisation
5. Gender Equity The development of a comprehensive gender policy within the district addressing the role of women in development, and addressing social and economic empowerment, gender equity in employment, awareness of womens rights Implementation of policy from 2003 onwards Integrate gender equity in programmes of District Municipality Establishment of Gender Unit Gender equity focal point managers
6. A Focus on the Youth Involve youth in social, physical and economic District development activities leading to Reduced unemployment Moral regeneration Stronger leadership / self esteem. Understanding the needs of the youth Implementing projects aimed at youth development Considering the youth in all related activities
7 Education Through co-ordination with the Department of Education ensure the provision of relevant, quality education and infrastructure Through SETAs establish and support learnership programmes Promotion of adult basic education and training Facilitation of funding for improved facilities and maintenance Encourage post school training
8 Addressing Health Acquire status of a District Health Authority by the end of 2003 and developing an integrated health service All residents of the District to have access to primary health care facilities within 5km walking distance by 2004/5 financial year Establish a District Health Authority The provision of basic services Coordinate/ facilitate the provision health services Establish programme of volunteerism
9 Addressing HIV/AIDS AIDS support Centre and other means (programmes) to care for orphans (various age groups) be established within each Municipal Service Centre The District fulfill a facilitative role in promoting home based care through using volunteers Co-ordinating and supporting municipality based AIDS awareness Promoting HIV/AIDS awareness in conjunction with Department Of Health Developing HIV/AIDS support programme Planning with the impact of AIDS in mind
14
STRATEGIC ISSUES OBJECTIVES STRATEGIES
10 Sport and Recreation Ensure communities have access to a full range of sport and recreation facilities within each Municipal Service Centre District to strive for various sports codes to achieve provincial status Promote the effective use and maintenance of facilities Establish a District based sport and recreation programme Facilitate access to full basic range of facilities on the municipal level Upgrade sport code status to provincial
11 Arts and Culture Establish dedicated art and culture training and awareness centres in Municipal Service Centres Establish a District based arts and culture programme Establish municipal arts and culture training facilities
12 Disaster Management A district disaster management plan and disaster management centre to be established by the end of 2002 Promote the pro-active integration of disaster management in all activities of the district and local municipalities Establishment of District (and Local) Disaster Management Plan Establishment of District Disaster Management Centre
13 Crime and Security Through poverty alleviation, job creation, community building, and providing support and cooperation with the SAPS to reduce crime levels by 10 per annum over the next five years Establish structures to support the SAPS Develop crime prevention programme
14 Poverty Alleviation Through coordinated poverty alleviation processes and LED initiatives reduce the percentage of households earning below R1500 per month from 60 to 40 by the 2004/5 financial year Promote the productive use of local resources and diversified groups Poverty alleviation coordination Promote labour intensive infrastructural development Promote household food security and nutrition Establishment of self-help projects and cooperatives
15 Unemployment Through attracting investment and encouraging local economic development reduce unemployment from 40 to 20 by the end of the 2004/5 financial year Plan and coordinate LED activities Support entrepreneurial development Promote entrepreneurship development in all activities of district Attract investment focussed on entrepreneurial development
16 Investment By creating an environment conducive to economic development and providing incentives for investment. Grow district economy to reflect at least a real 6 increase per annum in district levy Establish environment conducive for investment (especially labour intensive) Promote major and community tourism investment Diversify and promote agricultural development Promote new and build on existing industrial development
15
4. IMPLEMENTATION FRAMEWORK

• OVERVIEW OF IMPLEMENTATION FRAMEWORK
• The Strategies and Projects identified in the IDP
  cannot be viewed in isolation as a number of
  broader frameworks will give direction to the
  implementation thereof. This section, the
  Implementation Framework, provides an overview of
  this broader context which will support and
  direct the implementation of the IDP. The
  implementation framework includes a number of
  components, viz.
•  
• The allocation of Functions and Powers
• The Financial Strategy
• The Integrated Institutional Strategy
• The Spatial Framework
• The Planning Standards
• Each of these components will be discussed in
  more detail to clearly establish the context for
  the implementation of the IDP.

16
4.1 ALLOCATION OF FUNCTIONS POWERS
THE ALLOCATION OF FUNCTIONS AND POWERS The
uMgungundlovu District Municipality makes a
distinction between four broad categories of
functions in terms of which the District should
consider its functions and powers. The interim
approach, for the purpose of preparing the IDP,
regarding the allocation of these functions and
powers is discussed in more detail in Annexure 1
attached to the IDP.
FUNCTION ALLOCATED TO THE DISTRICT IN TERMS OF
THE STRUCTURES ACT SECTION 84(1) OF THE
MUNICIPAL STRUCTURES ACT ALLOCATE THE FOLLOWING
POWERS AND FUNCTIONS (OR PARTS THEREOF) TO
DISTRICT MUNICIPALITIES. THE CURRENT
INTERPRETATION OF THE DISTRICT MUNICIPALITY
RELATING TO THESE ARE REFLECTED IN ANNEXURE 5.
IN THE INTERPRETATION OF THE
ALLOCATION OF THESE FUNCTIONS AND POWERS IN
ANNEXURE 1 A PRAGMATIC APPROACH WAS ADOPTED,
CONSIDERING SPECIFICALLY THE CAPACITIES OF THE
DISTRICT AND VARIOUS LOCAL MUNICIPALITIES.
CATEGORY DESCRIPTION
1. Section 84(1) functions Functions allocated to District Municipalities in terms of Section 84(1) of the Municipal Structures Act
2. Other constitutional functions Functions allocated to Local Government in terms of the Constitution but not specifically addressed by Structure Act
3. Administrative functions General administrative functions of the District which can be undertaken for Local Municipalities economies of scale and avoid duplication of services
4. Functions to be coordinated Other functions not allocated to District or Local Municipalities but in terms of which both levels of local government has a role to fulfill.

• Integrated Development Planning
• Potable Water Systems
• Bulk Supply of Electricity
• Domestic Waste Water and Sewage
• Solid Waste Disposal
• Municipal Roads

• Regulation of Passenger Transport Services
• Municipal Airports
• Municipal Health Services
• Fire Fighting Services
• Fresh Produce Markets
• Cemeteries and Crematoria
• Local Tourism

17
4.3 THE FINANCIAL AND INSTITUTIONAL STRATEGY

• BACKGROUND TO FINANCIAL STRATEGY
• A detailed financial strategy for the IDP was
  compiled by the Financial Services Department of
  the uMgungundlovu District Municipality. This
  financial strategy is contained in Annexure 2
  attached to this document. What follows is a
  short overview of the contents of the strategy.
• The financial strategy is an integral component
  of the IDP and addresses specifically
• Funding availability over the 5-year planning
  period 2002/3 financial year to 2006/7
  financial year.
• The balancing of this limiting factor relating
  to income with objectives established in terms of
  the IDP.
• Establishing financial management systems and
  efficient, effective internal audit controls.
• CONTENTS OF THE FINANCIAL STRATEGY
• In order to address the above the following
  components are included in the financial
  strategy
• Funding availability in the District
• Funding allocations to the Local Municipalities
• Strategies for Raising Revenue
• Financial Management Systems

• BACKGROUND TO THE INTEGRATED INSTITUTIONAL
  STRATEGY
• The Administrative Services Department of the
  District Municipality prepared a detailed project
  based integrated institutional strategy for the
  District. The project sheets relating to this
  strategy is reflected in Annexure 3 attached.
  The purpose of the strategy is to indicate by
  which management reforms and organisational
  arrangements the District wants to establish the
  institutional preparedness for the efficient
  implementation of the IDP.
• CONTENTS OF THE INTEGRATED INSTITUTIONAL STRATEGY
• The integrated institutional strategy addressess
  the following aspects
• Institutional structuring for delivery which
  includes institutional structuring, human
  resources management, skills development of staff
• Powers and functions including the
  Metropolitisation of the District
• Performance management
• Administrative processes
• An integrated communication plan
• Principles guiding the operation of the
  District Municipality

18
4.3 THE SPATIAL FRAMEWORK

• THE PURPOSE OF A SPATIAL FRAMEWORK
•  
• The primary purpose of the spatial framework is
  to create a competent district spatial structure.
  
•  
• The main goals of such a structure include
•  
• Unwinds the legacy of Apartheid and which
  redresses past imbalances and promotes equity
• To promote an improved system of access, this
  includes both, physical access in terms of
  physical connection, but more fundamentally, this
  includes providing for improved access to social
  and economic opportunity.
• To integrate district space and link various
  settlements / opportunities into a functional and
  meaningful whole
• To provide a framework for managing development
  which includes identifying areas for investment,
  rehabilitation, protection.
• To maximise on inherent opportunities and
  potentials within the district in a way which
  promotes growth and investment.
• To create an overall system of opportunity which
  includes
• Improved distribution of services
• Access to economic opportunity

Treat to natural systems
Historical fragmented authority structure
19
4.3.1 SPATIAL STRATEGY
1 STARTS WITH THE EXISTING STRUCTURE WHICH OFTEN
COMPRISES OF DISPERSED SETTLEMENT.
2 INTERVENING STRATEGICALLY THROUGH THE
DEVELOPMENT OF A NODE (SERVICE CENTRE) AT A KEY
POINT WITHIN THE SYSTEM.
3 WITH TIME, THROUGH GUIDING GROWTH, INTEGRATION
AND SETTLEMENT CONSOLIDATION OCCURS.
4 ULTIMATELY, IN THE LONG TERM A CLEAR MANAGEMENT
SYSTEM IS DEVELOPED WHICH INTEGRATES YET PROTECTS.
20
4.3.2 THE SPATIAL FRAMEWORK
21
4.3.3 PRIMARY INVESTMENT FRAMEWORK
THE PRIMARY INVESTMENT FRAMEWORK TAKES THE
SPATIAL FRAMEWORK FURTHER IN PROVIDING DIRECTION
FOR WHERE PARTICULAR TYPES OF ECONOMIC ACTIVITY
COULD TAKE PLACE. IT IS ENVISAGED THAT THIS
FRAMEWORK SERVES AS A TOOL IN CHAMPIONING
ECONOMIC INVESTMENT FOR THE DISTRICT.
22
4.3.4 SPECIAL INVESTMENT FRAMEWORK
THE SPECIAL INVESTMENT FRAMEWORK BUILDS ON THE
PRIMARY INVESTMENT FRAMEWORK AND PROVIDES
DIRECTION FOR THE IMPLEMENTATION OF CURRENT
PUBLIC SECTOR INVESTMENT PROGRAMMES. THIS
INCLUDES THE URBAN RENEWAL PROGRAMME AND THE
INTEGRATED SUSTAINABLE RURAL DEVELOPMENT
STRATEGY. THE FRAMEWORK SUGGESTS NODES WITHIN THE
DISTRICT WHERE THESE PROGRAMMES ARE TO BE
IMPLEMENTED.
23
5. PUTTING IT ALL TOGETHER
THE 5-YEAR CAPITAL DEVELOPMENT PROGRAMME The
5-year capital development programme for the
uMgungundlovu District Municipality is reflected
overleaf. The capital development programme
presents a listing of all projects of a capital
nature (this can also be referred to as the
bricks-and-mortar type projects), i.e. require
major capital investments. The focus of the
capital development projects presented in this
list is to provid communities within
uMgungundlovu with access to basic services and
infrastructure.   In total it envisaged that at
least R174 million worth of capital development
will be implemented within the uMgungundlovu
District Municipality over the next 5-year
period. It is important to note that substantial
portions of this envisaged spending still needs
to be sourced from relevant government
departments and service providers. Where
uncertainty exists the extent of funding for
capital development projects also needs to be
confirmed which will increase this budget
substantially. A major source of capital
development within the District, the housing
subsidies, is also not reflected in this
programme as local municipalities will be the
developers for such projects.
THE 5-YEAR OPERATIONAL PROGRAMME The operational
programme for the uMgungundlovu District
Municipality follows the 5-year capital programme
attached. The operational programme reflects
other activities of the Municipality that needs
to be engaged in over the next five financial
years. These activities are sorted in terms of
Strategic Issues and time frames.   It will be
noted that a large number of activities relate to
the 2002/3 financial year. This indicates the
number of activities viewed by the Municipality
as priority activities. Further to this a large
number of activities in the operational programme
are indicated to be ongoing activities, i.e.
activities with an unspecified duration which the
Municipality will need to undertake on an ongoing
basis.