EMNAMBITHI/LADYSMITH MUNICIPALITY

PURPOSE

To provide a well serviced, safe, healthy and economically viable environment that enables all residents to take action so that all communities can enjoy a high quality of life.

VISION

By 2021, Emnambithi/Ladysmith will be KZN’s vibrant, industrial, commercial, trade and tourism inter-link, where all residents enjoy a prosperous, caring, safe & secure environment which promotes cultural diversity.

INTEGRATED DEVELOPMENT PLAN

2007/2008

Compiled by : Department Economic Development and P lanning

2

TABLE OF CONTENTS

Pages

SECTION 1 : INTRODUCTION AND BACKGROUND

1.1 Mandate……………………………………………………………………………. 5

1.2 Background………………………………………………………………………… 5-6

1.3 Legislation and Policy…………………………………………………………….. 6

1.4 Process Plan Outline…………………………………………………………….. 6

1.5 Powers and Functions…………………………………………………………… 7

1.6 Locality……………………………………………………………………………. 8

1.7 Purpose Statement……………………………………………………………… 8

1.8 Vision…………………………………………………………………………….. 9

SECTION 2 : MUNICIPAL PROFILE

2.1 Population……………………………………………………………………… 10

2.2 Population, Group and Gender of Household Head………………………. 10

2.3 Population Age Group………………………………………………………… 11

2.4 Household Income…………………………………………………………….. 11

2.5 Educational…………………………………………………………………….. 11-12

2.6 Health…………………………………………………………………………… 12

2.7 Infrastructure………………………………………………………………….. 13

2.8 Water…………………………………………………………………………… 14

2.9 Sanitation………………………………………………………………………. 14

2.10 Telephone……………………………………………………………………… 15

2.11 Electricity……………………………………………………………………….. 15

2.12 Refuse…………………………………………………………………………… 16

2.13 Transport………………………………………………………………………… 16

2.14 Housing………………………………………………………………………….. 16

SECTION 3 : FINANCIAL OVERVIEW

3.1 Capital Budget…………………………………………………………………… 17

3.2 Operational Budget……………………………………………………………… 17

TABLE OF CONTENTS

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Pages SECTION 4 : PRIORITY AREAS FOR THE MUNICIPALITY

4.1 Service Delivery and Infrastructure Development 18

4.1.1 Roads………………………………………………………………….. 18

4.1.2 Electricity……………………………………………………………. 18

4.1.3 Soil Erosion…………………………………………………………. 18

4.1.4 Refuse Removal……………………………………………………. 18

4.1.5 Storm Water Drainage/Channelling………………………………. 19

4.1.6 Aesthetics…………………………………………………………… 19

4.1.7 Community Facilities………………………………………………. 19

4.1.8 Community Safety………………………………………………… 19

4.1.9 Water and Sanitation……………………………………………… 19

4.1.10 Bridges……………………………………………………………… 19

4.1.11 Housing…………………………………………………………….. 20

4.1.12 Plant and Equipment………………………………………………. 20

4.1.13 Expanded Public Works Programme…………………………….. 20

4.1.14 Environmental Impact Assessment………………………………. 20

4.1.15 Operation and Maintenance Plan…………………………………. 20

4.2 Transformation and Institutional Development 21

4.2.1 Equity Plan……………………………………………………………. 21

4.2.2 Youth Development……………………………………………….. 21

4.2.3 Support for the Disabled…………………………………………… 21

4.2.4 Gender Equity………………………………………………………. 21

4.2.5 Supply Chain Management……………………………………….. 21

4.2.6 Indigent Policy………………………………………………………. 21

4.2.7 HIV/Aids…………………………………………………………….. 22

4.2.8 Performance Management System…………………………….. 22

4.2.9 Citizens Commitment Charter…………………………………….. 22

4.3 Local Economic Development 22

4.3.1 Enterprise Development……………………………………………… 22

4.3.2 Skills Development…………………………………………………. 22

4.3.3 Social Partners……………………………………………………… 23

4.3.4 2010 Plan……………………………………………………………. 23

4.3.5 Poverty Alleviation/Employment……………………………………. 23

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Pages

4.4 Financial Viability and Management 23

4.4.1 Service Delivery Budget Implementation Plan……………………… 23

4.4.2 Revenue Management and Billing System……………………….. 23

4.4.3 Expenditure Reports………………………………………………… 24

4.4.4 Debt Recovery………………………………………………………. 24

4.4.5 Non Payment………………………………………………………… 24

4.4.6 Asset Register………………………………………………………. 24

4.4.7 Property Rates Act…………………………………………………. 24

4.5 Good Governance and Community Participation 24

4.5.1 Ward Committees………………………………………………….. 24

4.5.2 Standing Committees…………………………………………….. 25

4.5.3 Linkages with other Government Departments………………… 25

4.5.4 Annual Reporting………………………………………………….. 25

4.5.5 Organisational Structure…………………………………………. 25-26

SECTION 5 : SOCIO ECONOMIC AND SPATIAL DEVELOPMENT ISSUES 26

5.1 Economic Overview……………………………………………………….. 26

5.1.1 Economic Strategy…………………………………………………. 26

5.1.2 Economic Drivers…………………………………………………… 26

5.2 Spatial Development Issues…………………………………………….. 26-27

5.3 An Integrated Approach to Spatial Development and Land Use Management 27

5.3.1 An integrated approach to land use management …………….. 27

5.3.2 Land Reform………………………………………………………… 28

5.3.3 Environmental Management Areas………………………………. 28

5.3.4 Poverty Alleviation Areas………………………………………….. 28

5.3.5 Tourism and Recreation……………………………………………. 28-29

5.4 Alignment with Neighbouring Municipalities and District

Integrated Development Plans………………………………………….. 29

5.5 The Spatial Development Framework Designations 29

5.5.1 Existing Urban Areas……………………………………………… 29

5.5.2 Settlements………………………………………………………… 29

5.5.3 Restricted Settlements…………………………………………… 30

5.5.4 Tribal Land………………………………………………………… 30

5.5.5 Mixed Use………………………………………………………… 30

5.5.6 Opportunity Point…………………………………………………. 30

5.5.7 Infill Development………………………………………………….. 30

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Pages

5.5.8 Tourism Battlesites ……………………………………………….. 30

5.5.9 Mixture of Tourism and Future Residential…………………….. 31

5.5.10 High Potential Agricultural Area……………………………….. 31

5.5.11 Commercial Agriculture and Tourism…………………………. 31

5.5.12 Conservation Areas…………………………………………….. 32

5.5.13 Open Space System……………………………………………. 32

5.5.14 Area of Priority Spending……………………………………… 32

5.5.15 Rehabilitation of Dongas……………………………………… 32

5.6 Nodal Areas under Emnambithi/Ladysmith Local Municipality 32

5.6.1 Primary Node……………………………………………………. 32-33

5.6.2 Secondary Nodes………………………………………………. 33-38

5.6.3 Tertiary Nodes…………………………………………………… 38-39

5.6.4 Spatial Development Framework Map……………………….. 40

SECTION 6 : DEVELOPMENT STRATEGIES TO ADDRESS THE P RIORITY AREAS 41 6.1 Service Delivery and Infrastructure…………………………………. 41-43

6.2 Local Economic Development………………………………………. 44

6.3 Transformation and Institutional Development ………………….. 45

SECTION 7 : PROGRAMME OF ACTION 46 7.1 Governance and Institutional Arrangements………………………… 47-49

7.2 Finance and Economic Development……………………………….. 50-51

7.3 Infrastructure and Service Delivery………………………………….. 52-53

7.4 Health and Public Safety……………………………………………… 54

SECTION 8 : MUNICIPAL FUNDED THREE YEAR CAPITAL PLA N 55 Municipal Funded Three Year Capital Plan…………………………….. 55 SECTION 9 : PROGRESS HIGHLIGHTS 56 9.1 Infrastructure and Service Delivery………………………………….. 56

9.2 Economic Development………………………………………………. 57

SECTION 10 : CONCLUSION 58 Conclusion…………………………………………………………………… 58

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Section 1: INTRODUCTION AND BACKGROUND

1.1 MANDATE

All the Municipalities in South Africa are required by law to prepare and review annually the

Integrated Development Plans. Emnambithi/Ladysmith Local Municipality (ELM) has prepared

this IDP in line with Chapter 5, Section 25 of the Municipal Systems Act. For 2007/8 financial

year, ELM has developed the IDP that addresses the comments raised during the assessments in

the province as well as the comments made by the MEC of the Department of Housing, Local

Government and Traditional Affairs.

ELM has made tremendous progress regarding the shortcomings of the Integrated Development

Plan of the previous financial year as determined by the assessment committee. A number of

key areas were identified from the 2005/2006 Integrated Development Plan for urgent

consideration by each of the Municipalities in the District.

The Process Plan for ELM was duly advertised for 21 days for public comments and approved by

Council on 28 September 2006. This informed progress made to date and all efforts were made

to meet deadlines as stipulated in this process plan.

1.2 BACKGROUND The IDP review process of 2006/2007 to a large extent informed the contents of the current

2007/2008 IDP. In order to address the shortfalls in the IDP, Councillors and Officials attended a

strategic workshop on 19 and 20 August 2006 to address these concerns. Johannesburg and

Durban Metro assisted with the facilitation and inputs to arrive at a revised program of action

which forms part of Section 7 of this document.

During the year 2006/7, the ELM decided to embark on a process of revisiting its development

strategies and assess the impact that the current services have on service delivery. The

Municipality decided on the clustering approach, which led to the division of the ELM wards into

three clusters in order of priority. This has, therefore, assisted ELM to conduct its integrated

planning, focussing its planning and service delivery processes on those wards grouped in the

first clusters, whilst providing basic services to the rest of the wards.

The ELM strongly believes that this approach will assist the Municipality to deliver on the ground

in a planned and coordinated manner. By 2010, most of the goals and the objectives of the

Municipality would have been achieved in line with the new purpose statement of ELM.

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In order for ELM to achieve the above, a number of sector plans have been developed that would

provide direction to the Municipality in as far as service delivery is concerned. These plans

include the following:

• Spatial Development Framework

• Disaster Management Plan

• Financial Plan

• Local Economic Development strategy

• Agricultural Development Plan

• Tourism Development Plan

• The Indigent Policy

• Housing Policy (under preparation)

However, there is still a great challenge facing this Municipality to further develop outstanding key

sector plans.

1.3 LEGISLATION AND POLICY

The IDP is guided by legislative mandates and policies that provide strategic direction for the

Municipalities when compiling the IDP. The following are some of the legislative imperatives

• The Municipal Systems Act (MSA) of 2000

• The Local Government: Municipal Systems Act No 32 of 2000

• the Development Facilitation Act (DFA)

• the Provincial Growth and Development Strategy (PGDS)

1.4 PROCESS PLAN OUTLINE The consultation process during the IDP formulation forms an integral part of arriving at a credible IDP and as a result the following engagements were held:

Consultation Group Place Date

Ward no 9,10.11 12. 13 , 20, 21, 22 25

Ladysmith Town Hall 25/March 2007

Ward no 1,2,3,4,5,6,7,8 Ezakheni C Section 15 April 2007 Ward no 14,15,16,17,18,19,23,24

Driefontein 14 April 2007

Emnambithi and Ladysmith Business Chamber

Council Chambers, Ladysmith

30 March 2007

IDP/Budget Workshop

Amakhosi Ladysmith Library 30 March 2007

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1.5 POWERS AND FUNCTIONS PER SCHEDULE 4 PART B In order to measure the performance of the Municipality, it is significant to acknowledge the

relevant and appropriate powers and functions conferred to this municipality and thereby confining

performance assessment in terms of the said functions. The following powers and functions are

within the competence of this Municipality :

1.5.1 Local Roads

1.5.2 Local Tourism

1.5.3 Electricity

1.5.4 Refuse Removal, refuse dumps and solid waste disposal

1.5.5 Municipal Parks and Recreation

1.5.6 Municipal Planning

1.5.7 Integrated Development Planning

1.5.8 Outdoor Advertising

1.5.9 Cemeteries and crematorium

1.5.10 Cleansing

1.5.11 Control of public nuisance

1.5.12 Facilities for accommodation, caring and burial of animals/pounds

1.5.13 Licensing of dogs

1.5.14 Licensing and control of undertakings that sell food to the Public

1.5.15 Local sports facilities

1.5.16 Noise pollution

1.5.17 Public Places

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1.6 LOCALITY

• Ladysmith is at a geographical advantage because it is located centrally between

Gauteng and the coast, the Battlefields and the Drakensberg. The ELM is easily

accessible from major national highways (N3 and N11).

• Van Reenen is the gateway to KZN from the Gauteng Province

• The ELM is located in close proximity to the Drakensberg and along the popular

Battlefields route.

1.7 PURPOSE STATEMENT

For the first time Emnambithi/Ladysmith Municipality developed a purpose statement which never featured in the previous Integrated Development Plans:

“The purpose of the Emnambithi/Ladysmith Municipali ty is to provide a well serviced,

safe, healthy and economically viable environment t hat enables all residents to take

action so that all communities enjoy a high quality of lif e”

This purpose statement has formed an integral part of all activities undertaken within the

Municipality. All major programmes and priority projects are aligned to the purpose statement.

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1.8 VISION

As part of the process of ensuring that the Municipality is responding appropriately to the

identified needs of the community, the vision of the Municipality was also revisited and a new one

formulated.

Existing Vision

“Emnambithi Municipality will be a municipality that:”:

� Is safe

� Is Prosperous (creates jobs for all and preserves capital)

� Has a rural feel with places of interest

� Provides affordable, adequate, and reliable services

� Provides accessible recreational facilities &

� Supports and respects different cultures “

New Vision

“By 2021, Emnambithi/Ladysmith will be KZN’s vibran t, industrial, commercial, trade and

tourism inter-link, where all residents enjoy a pro sperous, caring, safe and secure

environment which promotes cultural diversity “

The current vision and the mission statement of Emnambithi Local Municipality place

emphasis on providing the local communities with quality services that will contribute in improving

their quality of life. This is also linked to the type of projects that the Municipality has identified for

the 2007/8 financial year. In order for the Municipality to realize the aims and objectives

embodied in the above mentioned vision and mission statement, it has put emphasis on

partnerships that would attract investors to provide support on local economic development

projects, tourism, infrastructure development and other development projects that place great

emphasis on the principles of Accelerated Shared Growth and Development in South Africa as

well as the Expanded Public Works Programme.

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Section 2: MUNICIPAL PROFILE

The demographic information used to establish the status quo which is required to identify key

priority areas and developmental backlogs is drawn from the 2001 Census figures compiled by

Statistics South Africa.

2.1 POPULATION

The population growth rate and future projections is very important for planning purposes.

The total population for the area in the 1996 Census figures was estimated at approximately 178

500 whilst, the 2001 Census results estimate a total of 225 452. An increase of 46952 over the

two periods. In terms of the gender breakdown the majority of the population are females at

53.4% (120 486) and males at 46.6% (104 966). The racial breakdown is as follows; Black African

89.9% (202749); Coloured 1% (2241); Indian/Asian 5.1% (11505); and White 4% (8962).

The Black African population has the most number of households, a fairly large number of these

have more than 5 members per household. The majority of these households are in the rural

component of the municipality that lack social and infrastructure services with an extremely weak

economy.

2.2 POPULATION GROUP AND GENDER OF HOUSEHOLD HEAD

Male Female Total Black African 22216 23225 45441 Coloured 293 203 496 Indian or Asian 2306 768 3074 White 2226 637 2863 Total 27041 24833 51874

The age and gender composition of a population can have a considerable effect on demographics

for future and present planning. The Black African group is the biggest and needs to be to be

considered mostly in decision making process. This means taking into account issues such as

culture and language.

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2.3 POPULATION AGE GROUP

AGE-GROUP NUMBER OF PERSONS 0-1 10097 2-5 20038 6-14 47270 15-17 15934 18-35 70479 36-65 53300 66+ 8345

2.4 HOUSEHOLD INCOME

The levels of income determine the extent of welfare of an area. This is the ability to meet the

basic needs such as food, shelter, and basic amenities. The important indicator for poverty is the

number of people with an income below the minimum level of living, for instance in the case of

Ladysmith, income less than R1640 per household.

Monthly Income Households None - R 800 28 086 R 801 - R 3 200 14 508 R 3200 + 7935 Total 50 529

Priority : Groups earning between 0 and R 1640.00. Free basic services, job creation, welfare, skills development. The current council’s programme for free basic services should be guided by these figures for dependency.

2.5 EDUCATIONAL

Education and training satisfy the basic human need for knowledge and skills and therefore

increases the value of other forms of social and physical investment.

Educational Attendance of those aged 5 – 24 years

Persons Not Attending 30 720 Pre-School 2 701 School 66 813 College 498 Technikon 172 University 185 Adult ed. Centre 73 Other 140 Total 100 852

The number of people not attending school is of higher concern as it equates to 30 720 people

which could be attributed to a number of reasons.

Priority : Classrooms, training of educators to cater for educational requirements

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Higest Level of Education over 20+

Persons No Schooling 19 293 Some Primary 23 182 Complete Primary 8 108 Some Secondary 37 716 Std 10/ Grade 12 25 306 Higher 8 062 Total 121 667

Priority : Adult Basic Education for groups with no schooling to some primary education, skills training needs focus.

2.6 HEALTH

Improving the health status of the population has great benefits for the region. A poor

health status reduces the ability of people to be productive, earn proper income and

escape the poverty cycle. Absence from work and treatment for the sickly is costly.

Health status is also good indicator for factors such as life expectancy, infant mortality,

and immunization. This state of affairs increases the need for hospital beds, clinics

doctors, nurses etc.

(Health Department to provide latest stats pertaining to HIV for KZ232.)

Although this is not projections for Ladysmith, inference can be drawn from both the

Provincial and National Trends for HIV prevalence.

Priorities : Care facilities for the sick and orphans, clinics, awareness programmes, staff.

7.6

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2.7 INFRASTRUCTURE

The provision of infrastructure such as water, transport, electricity and telecommunications

represents a precondition for improved economic growth, welfare, quality of life and productivity of

people.

The table below indicates and compares on a regional average distribution of services and within

this context EMLS is placed above the District in terms of infrastructure development. The

implication for this is that more people in the region would relocate to EMLS to have better access

to services. Emnambithi/Ladysmith Municipality should therefore be alert to challenges that can

be brought about by this trend in development and pressures to existing infrastructure.

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2.8 WATER

For planning purposes and prioritization, the following definition will be used :

Key: Below basic means water carrier, tanker, well, dam, river, stream, spring and other.

Basic means tap

Intermediate means piped water on site

Full means water in the dwelling

2.9 SANITATION

Households Flush toilet (connected to sewerage system) 23303 Flush toilet (with septic tank) 608 Chemical toilet 1463 Pit latrine with ventilation (VIP) 4601 Pit latrine without ventilation 16718 Bucket latrine 525 None 4662 Total 51881

Key: Below basic means bucket or other

Basic : Pit latrine

Intermediate/Full : flush toilet or chemical

Although water and sanitation are functions of the Uthukela District Municipality

Emnambithi/Ladysmith Municipality has a responsibility within its area of jurisdiction to

ensure that the services are brought to its residents in a suitable manner and should

contribute towards the development plan prepared by the District.

Households Piped water inside dwelling 16834 Piped water inside yard 12064 Piped water on community stand: distance less than 200m. from dwelling 5173 Piped water on community stand: distance greater than 200m. from dwelling 7746 Borehole 4268 Spring 1775 Rain-water tank 248 Dam/pool/stagnant water 1033 River/stream 1743 Water vendor 314 Other 683 Total 51881

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2.10 TELEPHONES

Households Telephone in dwelling and cell-phone 5179 Telephone in dwelling only 4162 Cell-phone only 10419 At a neighbour nearby 3313 At a public telephone nearby 21908 At another location nearby 2235 At another location; not nearby 2010 No access to a telephone 2656 Total 51881

Below basic : means no access to or within the proximity or unspecified.

Basic means : telephone at neighbour, public phone ,

Intermediate means : telephone in dwelling cellphone.

2.11 ELECTRICITY

Within the Municipality Eskom and EMLS are responsible for electricity provision. EMLS

being responsible for the urban whilst Eskom is responsible for the rural component. The

slow pace in infrastructure provision in the rural areas has led to a municipal programme for

free basic alternative energy (Pilot) being provided to 2100 households living in the rural

areas earning less than R1 400 per month.

Households Electricity 35235 Gas 231 Paraffin 1039 Candles 15117 Solar 69 Other 189 Total 51881

Below basic : means paraffin, candles ,gas, and other

Basic means : electricity from other source

Intermediate means : electricity directly supplied by the authority

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2.12 REFUSE

Refuse Removal Service is provided to all residing within the urban areas. The challenge is

to make provision for residents of rural areas which consists of 13 wards from a total of 25

wards. The Municipality has however completed a study into the alternative means of

providing this service to the rural component in an effective manner.

Households Removed by local authority at least once a week 27425 Removed by local authority less often 183 Communal refuse dump 435 Own refuse dump 18346 No rubbish disposal 5491 Total 51881

2.13 TRANSPORT

Persons Not applicable 115487 On foot 64924 By bicycle 686 By motorcycle 442 By car as a driver 7109 By car as a passenger 8834 By minibus/taxi 20600 By bus 6752 By train 329 Other 301 Total 225464

2.14 HOUSING

Households

House or brick structure on a separate stand or yard 28328 Traditional dwelling/hut/structure made of traditional materials 15166 Flat in block of flats 2058 Town/cluster/semi=detached house (simplex; duplex; triplex) 520 House/flat/room in back yard 1158 Informal dwelling/shack in back yard 687 Informal dwelling/shack NOT in back yard 1885 Room/flatlet not in back yard but on shared property 647 Caravan or tent 72 Private ship/boat 9 Not applicable (living quarters is not housing unit) 1351 Total 51881

A housing plan for Emnambithi/Ladysmith Municipality is underway with the focus falling on areas where there is need for housing development and expansion.

Priority : Removal of Shacks through the provision of Formal Housing.

The SDF Currently being refined will assist in indicating areas for expansion and suitable housing development.

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SECTION 3: FINANCIAL OVERVIEW

3.1 CAPITAL BUDGET

Over the past two (2) financial years the Municipality has budgeted a staggering R 90 million

for capital projects which has and is being spent in critical areas such as rural roads,

community facilities in areas where they are lacking, electrification of new housing areas,

much needed upgrade of electrical supply and purchase of plant and equipment to enable

improved service delivery. This year’s budget will continue the focus on infrastructure

development.

The allocations for our capital budget are drawn from the priorities identified in the extensive

community consultation meetings undertaken in 2006. A total of R 14.1 million has been

allocated to the capital programme for 2007/2008.

Funding sources for the capital programme are as follows :

• R 9.8 million from the Municipal Infrastructure Grant (MIG)

• R 3.2 million form the National Electricity Programme

• R 1.1 million from Provincial Government

3.2 OPERATIONAL BUDGET

The estimated operational budget for 2007/2008 is R 273 056 233.00.

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SECTION 4: PRIORITY AREAS FOR THE MUNICIPALITY

In terms of the Community consultation programme undertaken in 2006 as well as the

assessment report undertaken nationally, the following key priority areas were identified :

4.1 SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

4.1.1 ROADS

Approximately two thirds of Emnambithi/Ladysmith Municipality is of rural nature.

Besides the already existing Provincial Roads there still exists a backlog in respect of

access routes to schools, households, cemeteries and linking routes within settlements.

While the Municipality spares no effort in developing new roads, torrential rains washing

away existing infrastructure, which remains a big challenge, further worsening the

compelling need for maintenance. The existing tarred roads in the urban areas also

require urgent attention for refurbishment.

4.1.2 ELECTRICITY

Electricity supply remains a basic need for our society’s development and survival. There

is adequate provision for electricity within the municipal licensed areas. However, a

bigger challenge and backlog exists largely in rural areas serviced by Eskom.

4.1.3 SOIL EROSION

The challenge here is the rehabilitation of dongas, which occur due to flooding and

environmental mismanagement.

4.1.4 REFUSE REMOVAL

Illegal dumping remains a major challenge with some community members deliberately

dumping refuse where they are not supposed to. The other major challenge is to relocate

the existing landfill site to a new one. Attempts are being made to identify suitable land

for this purpose in compliance with all the environmental requirements.

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4.1.5 STORM-WATER DRAINAGE/CHANNELING

The natural landscape and terrain of this area is very uneven and results in heavy

flooding even after minor rainfalls. Damage and disaster normally occur around informal

areas. Storm water channeling in the urban areas still needs to be addressed.

4.1.6 AESTHETICS

It is a concern and a priority amongst residents that the Municipal area and its

environment remain clean and appealing. Grass cutting, parks and upkeep of old

dilapidated buildings in certain quarters still remain a challenge. Grass cutting in vacant

privately owned properties are a major area of concern.

4.1.7 COMMUNITY FACILITIES

Community facilities include sports fields, community halls, cemeteries, and community

centres amongst others. There is a great need for speeding up delivery in this regard.

4.1.8 COMMUNITY SAFETY

Although crime is not as bad as in other bigger cities in South Africa, however, on

relative terms the safety of our residents remains a key issue in order to grow the

economy.

4.1.9 WATER AND SANITATION

Although water and sanitation is now a competency of the District Council, it still remains

a responsibility of this Council to give support and provide information to the District

Council in order to address these needs. It is in this case very important for the District to

involve local municipalities in the formulation of a water services plan in order to address

the backlogs. Rural areas are mostly served by the borehole system for water supply as

well as VIP latrines for sanitation purposes. Despite this not all rural residents have

access to these services.

4.1.10 BRIDGES

Bridges became the second highest requirement from the community after roads. These

feature prominently in the rural areas as rivers cut the link between communities and

amenities such as schools and other community facilities. During rainy seasons, most

streams become impassable.

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4.1.11 HOUSING

Ladysmith is a prominent town within the Uthukela District and more people see it as an

area for opportunity. This factor therefore places pressure constantly on the municipal

infrastructure which leads to people migrating to the Town. The statistics in Section 2 of

this document is outdated and will soon be placed in perspective once the Housing plan

is completed within the next 6 months.

4.1.12 PLANT AND EQUIPMENT

Council cannot adequately address infrastructure backlogs without proper provision for

support tools. During 2006/2007 financial year, Council spent about R 10 million on

purchasing equipment alone for construction of roads. There is still need for additional

plant and equipment to fast track service delivery and address issues of maintenance as

well as refuse removal and managing the landfill site.

4.1.13 EXPANDED PUBLIC WORKS PROGRAMME

All Municipal infrastructure grant funded and capital development programmes are

implemented in compliance with the principles of the Public Works Programme and

making sure that intensive labour methods of construction are utilized to maximize job

opportunities for the unemployed.

4.1.14 ENVIRONMENTAL IMPACT ASSESSMENT

The spatial development framework makes reference to environmental sensitive areas to

be preserved in the process of implementing municipal programmes. In addition to this

basic framework each project is subject to an environmental impact assessment prior to

its approval and implementation by Council.

4.1.15 OPERATION AND MAINTENANCE PLAN

The operation and maintenance plan is key to sustaining existing infrastructure and

expansion of its life span. In terms of budgetary reforms and other compliance

requirement such as GRAB and GAMAP, Council is now required to budget for

depreciation amongst other reforms brought about by the Municipal Management

Finance Act.

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4.2. TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

4.2.1 EQUITY PLAN

The Municipal equity plan is in place and requires constant annual review and adoption

by Council.

4.2.2 YOUTH DEVELOPMENT

A youth desk has been established and funding in partnership with Umsombomvu Youth

Development Fund. Offices and computer equipment provided for Youth Development.

4.2.3 SUPPORT FOR THE DISABLED

The Youth, Gender and Disabled portfolio committee has formally been established to

promote these functions within the Municipality

4.2.4 GENDER EQUITY

The Youth, Gender and Disabled portfolio committee has formally been established to

promote these functions within the Municipality

4.2.5 SUPPLY CHAIN MANAGEMENT

Supply Chain Management Policy was adopted by this Council in 2005 and is being

complied with, for all procurement purposes. The same policy is currently undergoing

review in view of a number of gaps that have been noticed . National Treasury has also

been approached to further expose municipal officials to the supply chain management

framework. To this end , approximately forty officials received three days formal training.

4.2.6 INDIGENT POLICY

The indigency policy is in place. The income threshold for qualifying beneficiaries is R

1650 per household. The Municipality has also created a register for free basic

alternative energy targeting 5500 households located in the rural areas. Currently around

13 000 poor households receive 100% relief on their rate accounts at an estimated R 13

million, free basic electricity in the amount of 50Kwh per month at R 2.8 million and free

refuse service valued at R 4.1 million

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4.2.7 HIV / AIDS

HIV/AIDS remains a huge challenge to society at large. This Council has a responsibility

to increase awareness efforts to educate residents about how they should respond to

challenges brought about HIV/AIDS. A sector plan needs to be formulated in order to

address this challenge.

4.2.8 PERFORMANCE MANAGEMENT SYSTEM

Performance Management System forms integral part of our management system for

service delivery and implementation of the integrated development plan. The Manager of

Performance is seated in the office of the Municipal Manager responsible for

implementation of PMS. All Managers reporting to directly to the Municipal Manager

have all signed performance agreements.

4.2.9 CITIZENS COMMITMENT CHARTER

During the month of May 2007, her Worship the Mayor of Emnambithi/Ladysmith

launched a citizen commitment charter affirming our commitment to service delivery as

well as service excellence.

4.3 LOCAL ECONOMIC DEVELOPMENT

4.3.1 ENTERPRISE DEVELOPMENT

An Incentive Scheme in place to attract and expand businesses. Office space offered by

the municipality to support Provincial Department of Economic Development and SEDA.

4.3.2 SKILLS DEVELOPMENT

.The skills development plan is in place, and further skills development is done on an

ad hoc basis in conjunction with the Department of Labour and the relevant SETA. This

Council does provide skills to the wider members of the public through its job creation

program with an amount of over a million rand budget annually for this purpose. The

Municipality through SETA has also provided experiential training 25 local economic

development officers in the previous financial year. Council also approved a policy

whereby College and University students looking for experiential training are

accommodated in order to fulfill the requirements for their qualifications. This plan needs

to be reviewed and adopted by council on annually.

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4.3.3 SOCIAL PARTNERS

On going consultations with the Departments: Agriculture and Environmental Affairs,

Social Welfare and Population Development, Labour, Chambers of Commerce, SEDA,

Economic Development – Provincial, Gijima KZN, and the District Municipality are in

place to promote Economic Development.

4.3.4 2010 PLAN

Local municipally has signed an agreement with a developer to develop a stadium for

practicing by of the teams participating in the 2010 Soccer World Cup. A Call Center,

apartments, hotel suited for sports needs and a shopping mall will also be developed

along side the proposed stadium.

4.3.5 POVERTY ALLEVIATION/ EMPLOYMENT

Employment opportunities are very scarce in this region and worsened by the gradual

reduction in production, activities and retrenchments by major local textile factories that

used to be a major source of employment. Currently Council’s indigent list is growing

unabatedly. One of Council’s strategies is the supply of alternative energy to 5500

households with incomes less than R 1680.00 per month, the purchasing of two tractors

recently to assist with the ploughing of community gardens. But, these initiatives need

augmentation in the form of formal job opportunities being created. There is also section

in the department of economic development that specifically drives poverty alleviation in

the form of small scale projects such as community gardens and purchase of two

tractors responsible for ploughing these gardens for the poorest.

4.4. FINANCIAL VIABILITY AND MANAGEMENT

4.4.1 SERVICE DELIVERY BUDGET IMPLEMENTATION PLAN (ANNEXURE A)

The SDBIP’s forms part of the Municipalities Action Plan for the implementation of the

IDP and is a guiding document for budget implementation as well as informing the

Performance Management System.

4.4.2 REVENUE MANAGEMENT AND BILLING SYSTEM

A proper billing system for all consumers in town is in place and is being updating

progressively in order to ensure improved and accurate billing system which is a pre

requisite for financial viability .

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4.4.3 EXPENDITURE REPORTS

Quarterly reports on expenditure incurred serve before Council and National Treasury as

required by Section71 of the MFMA . A fully-fledged budget office is in place to ensure

compliance.

4.4.4 DEBT RECOVERY

Strict measures for debt recovery are in place. Weekly Credit Control monitoring is

ongoing to ensure recovery. The Credit Control section has implemented a fully

functional collection plan which targets debtors to best enforce the credit control policy.

4.4.5 NON PAYMENT

The municipality is being owed millions of rands predominantly from certain parts of the

community due to non-payment for utilities. This situation is bad as it deprives the poor

of an opportunity to receive basic services so desperately needed. However this is being

addressed through credit control to improve the historical debt collections

4.4.6 ASSET REGISTER

Municipality is in the process of updating its asset register and a management policy will

soon be established that will enhance linkage between departmental registers with the

main register .

4.4.7 PROPERTY RATES ACT

With the new property rates act coming into operation soon, a great deal of awareness

campaigns are necessary to enlighten rate payers about the implications brought about

by this Act, although consultations have taken place, there still remains need to further

explain its ramifications to the residents at large.

4.5 GOOD GOVERNANCE AND COMMUNITY PARTICIPATION

4.5.1 WARD COMMITTEES

100% ward committees have been established and all fully operational. Municipal

support in the form of monthly official meetings facilitated by Development facilitators

and Community development Workers (CDW)

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4.5.2 STANDING COMMITTEES

Standing Committees are in place and established in line with the municipal key

performance areas.

4.5.3 LINKAGES WITH OTHER GOVERNMENT DEPARTMENTS

Formal linkages are very critical for service delivery. There is need to enter into service

level agreements for all services rendered by government departments within the

municipal area.

4.5.4 ANNUAL REPORTING

The municipality has always complied with MFMA requirements for reporting purposes.

4.6 ORGANIZATIONAL STRUCTURE

In order for the Municipality to address the above priorities, an organizational structure

linked to the identified key performance areas was workshopped and finally adopted by

Council as follows :

Posts filled : Municipal Manager, Executive Manager Infrastructure and Services,

Executive Manager Economic Development, Executive Manager Finance (CFO),

Executive Manager Governance and Transformation, Manager Engineering Services,

Manager Public Safety, Manager Corporate Services, Manager Economic Development

and Planning, Manager Finance.

Municipal Manager

Infrastructure & Services

Electrical Engineering Departments

Engineers Department

Social Services

Protection Services

Department

Health Services

Department

Economic Development

Development and Planning

Democracy & Governance

Democracy & Governance Department

Financial Management

Finance Department

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Vacant posts : Most of these posts occur at a lower level of the organisational structure

and is compensated by means of engaging operational staff on short term contract basis.

SECTION 5: SOCIO-ECONOMIC AND SPATIAL DEVELOPMENT I SSUES

5.1 ECONOMIC OVERVIEW

5.1.1 Economic Strategy

In 2006 this municipality approved an economic strategy, which began to ask questions

such as why our local economy was not growing and stagnated and to explore the

competitive advantages for growth.

Secondly, a dedicated economic unit was established in the same year to develop and

implement a series of economic development initiatives flowing from the economic

strategy.

5.1.2 Economic Drivers

The main economic drivers for EMNAMBITHI area are:

� Retail and commercial

� Industry due to its developed infrastructure

� Freight and logistics because of its location

� Tourism mainly due to being situated near the berg, surrounding game farms,

battlefields route, world renowned siege museum and the Ladysmith Black Mambazo

� Banking sector due to being a district economic hub

5.2 SPATIAL DEVELOPMENT ISSUES

The spatial development issues in Emnambithi include;

� The strategic location of the towns (Ladysmith, Ezakheni, and Colenso) along and

on the main access routes (ie; N3 & N11) makes them highly accessible;

� The number of roads dissecting the area creates strong linkages with major urban

centres and adjacent municipalities, as well as provinces;

� High potential agricultural land to the north;

� A number of areas of historical and heritage importance, including Platrand and

Lombardskop;

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� The strategic location of a major tourist attraction such as Drakensberg and the

battlefields;

� High quality potential recreation resources (eg; Qedusizi Dam, Windsor Dam etc.);

� Relatively low levels of access to urban services and facilities for some rural

communities; and

� Extensive area of watercourses requiring careful environmental management.

The refined Spatial Development Framework Map has been prepared depicting spatially

all key projects and development proposals for future development.

5.3 AN INTEGRATED APPROACH TO SPATIAL DEVELOPMENT AND LAND

USE MANAGEMENT

Specific areas will require targeted intervention to assist and guide development.

The objectives set out below can also serve as guidelines for the municipality’s Land Use

Management System.

5.3.1 An Integrated Approach to Land Use Management

� To create more efficient urban form by:

- Densifying existing urban nodes in appropriate locations

- Strengthening secondary service centers

- Identifying and implementing development corridors

� Ensure more efficient use of infrastructure

� Promoting a more appropriate land use mix

� Giving preference to those land uses that will assist in achieving the

Municipality’s Vision and particularly the local economic development and

environmental objectives.

� Preserving high quality agricultural land

� Promoting diversity in land use, especially in and around the nodes

� Ensuring that environmental objectives are taken in to account in the

formulation and adjudication of development proposals

� Creating an environment conducive to small entrepreneurs

� Optimizing the inherent tourism and recreation potential of the area

The Municipality is in the process of finalizing the Land Use Management

Plan and is at an advanced stage of development.

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5.3.2 Land Reform

New land reform projects on appropriately located land should be identified, in particular

those associated with commercial agriculture in order to prevent the loss of productive

agricultural land to non-agricultural uses, and to facilitate the managed transition of

tenure for farm worker communities. The Municipality is working in close corporation

with the Department of Land Affairs in ensuring that the above is achieved and one

example of this cooperation has resulted in a successful pilot project at Besters. The

housing plan, which is currently being prepared by the Municipality, will promote the

above objectives.

5.3.3 Environmental Management Areas

The value of landscape forms in the municipality should be conserved. In terms of land

use management, the specific ecosystems and vegetation communities that require

specific environmental management are wetlands and grasslands, which contain the

habitats of important species. The spatial development framework has identified a layer

of environmentally sensitive areas for restricted development. The need for developing

a separate and detailed environmental management plan has been identified as one of

the priorities and needs to be commenced with this financial year in order to guide the

location of identified projects for development.

5.3.4 Poverty Alleviation Areas

• Provision of support for LED initiatives such as SMME’s, small-scale

agriculture and tourism.

• Provision of access to municipal, social and economic services

• An LED strategy has been developed and a number of key strategic

projects are being investigated and some already under implementation

phase.

5.3.5 Tourism and Recreation

To develop recreation and tourism in order to support LED and tourism initiatives and

diversify agriculture, the following areas have been identified:

• Commercial Agriculture and Tourism

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• Recreation

• A Tourism Strategy has been developed and a number of key projects

such as the development of an Airport, Music Hub and branding of the

Municipality as a product are currently underway

5.4 ALIGNMENT WITH NEIGHBOURING MUNICIPALITIES AND DISTRICT

INTEGRATED DEVELOPMENT PLANS

Alignment is being co-ordinate at District level through its IDP Alignment programme.

The IDP has highlighted the importance of strengthening linkages between

municipalities, namely; N3, N11, R103 and R74. The IDP Program alignment was also

identified as an area that needs attention in particular those projects which have a cross-

border influence, such a tourism projects (ie; battlefields route) etc.

5.5 THE SPATIAL DEVELOPMENT FRAMEWORK DESIGNATIONS

The following is a broad description of the general intention of the different zones or

designations applied inside the primary and secondary nodes. It must be stressed that

the SDF does not assign any legal development rights to land – it is a broad identification

of the preferred future development pattern to guide public and private investment and

development related decisions. It is only through the Planning Scheme, which is to be

formulated as part of the LUMS that legal rights are awarded through the zoning of land.

5.5.1 Existing Urban Areas

These are formalized urban areas, which are covered by a Town Planning Scheme.

These areas have an urban setting usually with a concentration of economic and

administration activities, that accommodates the municipal offices, major schools, main

police station and magistrates court as well as a large variety of commercial, industrial,

and retail outlets.

5.5.2 Settlements

The following definition is based on indigenous and customary practices and shall apply

in settlement areas:

Household’s social allocation of land for residential purposes and all other uses

necessary for the household’s survival. This includes subsistence agriculture and limited

commercial activities, eg. Spaza shop.

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5.5.3 Restricted Settlements

These are existing settlements that are on environmentally sensitive land as a result of

poor or no formal planning. Such settlements should be restricted to the current uses

and no further development should be permitted.

5.5.4 Tribal Land

Tribal land refers to areas in the ownership of Ingonyama Trust and is administered by

Amakhosi in terms of the KwaZulu Land Affairs Act.

5.5.5 Mixed Use

These areas occur mainly along major transport routes and proposed development

corridors in which a wide range of land uses will be encouraged, namely commercial,

light industrial and office complexes and residential development. The proposed uses

need to complement each other, and comply with environmental requirements. More

detailed master planning is therefore required for these areas.

5.5.6 Opportunity Point

Socio-economic development opportunities are to be encouraged at these points, as well

as creating employment opportunities which may take place at a higher density than in

other areas. Servicing is, however, to be thoroughly investigated and agreed to before

any development is permitted.

5.5.7 Infill Development

Formal developments should be encouraged at strategic locations where good

agricultural land is not threatened and where housing, trade and transportation can

develop to the social and economic benefit of the community.

5.5.8 Tourism Battlesites

These are areas of historical importance where famous and historic battles took place.

These areas form part of the Province’s Battlesite Route, which runs from Zululand,

through Amajuba, Umzinyathi, to Uthukela Districts and is recognized as a important

tourism route.

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5.5.9 Mixture of Tourism and Future Residential

This designation includes all types of tourism, including eco-tourism. Self-standing resort

developments, with recreational and other facilities such as golf courses, residential

estates, amusement parks, and conference venues are encouraged. These areas occur

adjacent to mixed use / existing urban development area.

5.5.10 High Potential Agricultural Area

The municipal area is generally characterized by good potential agricultural land that

needs to be preserved and used solely for food production purposes. This is also in line

with government’s policy to preserve such areas.

In general, the subdivision of prime agricultural land is discouraged and the

development of this land for non-agricultural purposes should only be allowed if:

• The land has already been subdivided to such an extent that it is no

longer agriculturally viable

• The land has already been developed for non-agricultural purposes

• The proposed development does not compromise the primary agricultural

activity of the property;

• It will facilitate the implementation of the Land Reform Programme and

Labour Tennant Projects. This needs to be monitored very carefully, so

that prime agricultural land is not compromised for non-agricultural

purposes.

5.5.11 Commercial Agriculture and Tourism

The main objective of this designation is to maintain and enhance the existing character

of commercial agriculture whilst encouraging a full range of tourism related land uses.

Land subdivision will not be supported if it will jeopardize the agricultural viability of

existing farming operations. The maximum suggested density for accommodation units

would be within a range of 1 unit per 3 to 5 ha, depending on the development capability

of the specific site.

Such a designation makes it possible for the land owner to have secondary activities to

supplement their income.

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5.5.12 Conservation Areas

This refers to the use of land for the conservation of natural resources and the

wilderness qualities associated with these areas for low intensity tourism; maintaining

biodiversity and sustainable catchments functioning

5.5.13 Open Space System

The banks of the Tugela River are yet another important asset of this area, which needs

to be preserved. These areas also include undeveloped areas within a sensitive

environmental area that should be preserved.

In terms of the draft norms and standards for wetlands and rivers, it is stipulated that a

predominantly vegetated buffer of at least 20m wide be included between a stormwater

outflow and the outer boundary of the wetland (Department of Agriculture and

Environmental Affairs, 2004).

5.5.14 Area of Priority Spending

This is an area characterized by high population density, low level of basic services and

facilities, and unemployment. The objective of this designation is to identify an area that

is extremely desperate for social and economic upliftment with higher number of people.

5.5.15 Rehabilitation of Dongas

These are areas badly degraded as result of soil erosion through flooding or

environmental mismanagement. These areas need to be rehabilitated through proper

environmental management.

5.6 NODAL AREAS UNDER EMNAMBITHI/LADYSMITH LOCAL MU NICIPALITY

5.6.1 Primary Node

Ladysmith / Ezakheni

The Ladysmith/Ezakheni Complex is the major urban node within the municipality. This

area has an urban setting with a concentration of economic and administration activities,

it accommodates the municipal offices, major schools, main police station and

magistrates court as well as a large variety of commercial, industrial, and retail outlets.

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The area is dissected by a Primary Transportation Route (N11), which makes it highly

accessible to other centers. The Mixed Use Areas include Pieter’s Industrial area and

Steadville within the former TLC area. These areas include a mixture of land uses

namely; commercial, administration, industrial and residential. The proposed uses need

to complement each other and comply with environmental requirements.

5.6.2 Secondary Nodes

The Driefontein Complex, Matiwaneskop Complex, Colenso Complex, and Van Reenen

Complex have been identified as Secondary Nodes.

5.6.2.1 Driefontein Complex

The Driefontein Complex is the largest of the four Secondary Nodes and is one that is

densely populated. Driefontein Complex is commonly known as the Abantungwa Kholwa

Complex and includes, Watersmeet, Burford, and Driefontein areas.

This complex has been identified as an area of Priority Spending however, such an area

of spending should not only be limited to Driefontein as there other rural areas that have

been socially and economically deprived.

The complex has all three types of access routes namely; primary, secondary, and

tertiary access routes. An opportunity point has been identified at the Jononoskop/

Driefontein intersection. It is at this point where the first multi-purpose center is being

built.

An environmental sensitive area has been identified northwest of the complex and it is

proposed that this area be conserved. There are other donga areas which should be

rehabilitated. There are also areas identified for infill development, as well as areas

where restricted settlements are proposed. The remaining area was identified for

agricultural purposes.

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5.6.2.2 Matiwaneskop Complex

The Matiwaneskop Complex is also very densely populated, areas of infill and restricted

development have been identified. The area has all three types of access routes. There

are no environmentally sensitive areas identified except for donga areas that require

rehabilitation. The northeast and southwest portion of the complex is within an area of

high agricultural potential in terms of soil fertility.

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5.6.2.3 Colenso Complex

The cutting down of ESKOMs operations in Colenso saw this complex becoming a

typical dying town. Its entire infrastructure is still in place, with the rail infrastructure as

one of the main defining features.

Settlements areas identified include the currently settled areas as well as areas of

restricted development. Areas adjacent to Nkanyezi Township, as well as an area at the

southern tip of Colenso have been identified for infill development.

Commercial activities are encouraged along the main road which is currently used for

this purpose whilst, mixed uses mainly in the form of light industry are encouraged along

the railway line.

An urban open space system is proposed along the Tugela River, as well as areas within

the complex identified as being environmentally sensitive. Urban agriculture is proposed

along the southern portions of the complex.

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5.6.2.4 Roosboom Complex

The Roosboom Complex is one of the smallest in terms of population concentration.

Areas currently settled, as well as areas where development is restricted have been

identified.

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5.6.2.4 Van Reenen Complex

The Van Reenen Complex has been identified as a Tourism Complex. It is accessible via

the N3 which is a major link between Gauteng and Durban with its associated high traffic

volumes. This is the smallest of all the complexes.

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An area to the west which currently falls under the Okhahlamba Municipality has been

earmarked for a Polo Estate development. Negotiations between Emnambithi

Municipality, Okhahlamba Municipality, and the Demarcation Board are being ongoing.

This area is not heavily settled however a low cost housing development has recently

been completed with further developments in the pipeline.

5.6.3 TERTIARY NODES

Areas identified as Tertiary Nodes include; Droogwaal, Lucitania, Roosboom Complex

Blue Bank, and St Joseph’s Mission.

Typical services / facilities within each of the orders are tabled out below:

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PRIMARY NODE SECONDARY NODE TERTIARY NODE

Municipal Offices

Hospital

Welfare Offices

Primary - High Schools

Tertiary Training Facility

Permanent Information Centre

Post Office and Post Boxes

Banks

Bus and Taxi Terminals

Police Station

Magistrates Court

Home Affairs Offices

Municipal Hall

Wholesalers / Stores / Shops

Satellite Police Station

Clinic

Primary - High Schools

Tribal Court (Where Applicable)

Rural Service Information Centre

Post Boxes

Regular Bus Service

Community Halls

Stores / Shops

Routine Police Patrol

Weekly Mobile Clinic

Primary - Secondary Schools

Weekly Mobile Welfare

Services

Regular Bus Service

Post Boxes

Meeting Places

Shops

Below, the Spatial Development Framework (Draft) map indicating the above settlements

and information guidelines for agricultural development, future CBD expansion, restricted

areas, infill housing development, existing settlements, environmental sensitive areas

and other information necessary for guiding future development decisions :

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SECTION 6: DEVELOPMENT STRATEGIES TO ADDRESS THE PR IORITY AREAS

The strategic framework below highlights objectives relevant to the priorities identified earlier on and develops objectives, indicators and targets

to serve as the basis for performance management system which is aligned to the IDP.

THE STRATEGIC FRAMEWORK

6.1 NATIONAL KPA : SERVICE DELIVERY AND INFRASTRUCT URE

NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR

6.1.1 HOUSING

To improve access to quality affordable

housing

• Number of new houses handed over to targeted recipients

of low income housing

• Percentage of rental units where ownership has been

transferred to tenants

• Housing development plan in place

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NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR

6.1.2 ROADS 2.1 To improve the road network system and

provide well maintained all weather community

access roads.

2.2 To coordinate work between Transport

Forums and the Municipality.

2.3 Clarify roles and responsibilities for

different road classes.

2.4 To maintain and expand existing storm-

water systems.

2.5 To improve road infrastructure and provide

bridges where necessary.

Number of urban households in the Service Authority Area, that did

not have direct access to at least a gravel or graded road.

Municipal Representative serving on the Transport Forum.

List of roads falling within the municipal authority.

Quantified storm water backlog.

Number of bridges constructed.

6.1.3 SPATIAL

PLANNING

6.1.3.1 To implement Environmental

Management Policies through Pollution

Management, Erosion Management,

Conservation Management, Eco-enhancement

and Environmental Rehabilitation.

6.1.3.2 To implement recommendations of the

SDF.

Spatial Development Plan for both urban and rural in place.

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NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE I NDICATOR

6.1.4 COMMUNITY

FACILITIES

6.1.4.1 To reduce backlog of community

facilities.

6.1.4.2 To improve access to and management

of community facilities.

6.1.4.3 To ensure access to sports and

recreational facilities.

No of Community Facilities provided to address the backlogs.

Quantified list of backlogs.

6.1.5 SAFETY AND

SECURITY

6.1.5.1 Strengthening of Policing Services and

encourage public visible policing.

6.1.5.2 The eradication of crime which has

affected business confidence levels and

tourism.

Strategy for crime prevention.

Number of fines issued for traffic offences.

6.1.6 ELECTRICITY To reduce electricity service backlog by

improving existing electricity network to meet

current and future needs.

• Number of households in the electricity service authority area

that were part of the backlog but were provided for the first

time with a legal electricity connection.

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6.2 NATIONAL KPA : LOCAL ECONOMIC DEVELOPMENT

NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE INDICATOR

6.2.1 ECONOMIC

DEVELOPMENT

To promote Job Creation and local economic

development largely based on agriculture

industry, SMME development and tourism

Number of jobs created by Municipal LED activities.

Number of jobs created by Municipal capital projects

6.2.2 FINANCIAL

VIABILITY

To improve the Municipality’s rate base by

implementing appropriate policies.

To ensure that the Municipality is financially

viable and to recover outstanding debts.

Outstanding customer debt in debtor days (total outstanding debt/billed

revenue for FY) x365.

Debt coverage (total revenue – grants). Debt service payments.

Salaries (incl. Benefits) budget/total operating budget.

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6.3 NATIONAL KPA : TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

NO MUNICIPAL KPA OBJECTIVE / GOAL KEY PERFORMANCE INDICATOR

6.3.1 ORGANISATIONAL

DEVELOPMENT

6.4.1.1 To ensure institutional equity through

capacity building initiatives.

6.4.1.2 To improve internal skills level and

capacitation.

6.4.1.3 To address issues of HIV/AIDS in the

workplace.

• % of the top three levels of management staff classified as Black

(inclusive of African, Asian and Coloured)

• % of (out of total number of staff) staff in the municipality are

women.

• % of staff in Municipality that are disabled.

• Workplace skills development strategy

• % of skills levy received in rebate from SETA for last financial

year.

6.3.2 PUPLIC

PARTICIPATION

To encourage and ensure the involvement of

communities in the affairs of the Municipality.

• Community communication strategy

• % of wards that have established ward committee structures

• Average number of ward committee meetings with a quorum for

all wards with ward committees.

6.3.3 CO-OPERATIVE

GOVERNANCE

6.4.3.1 To ensure that the institution operates

in line with appropriate legislation.

6.4.3.2 To encourage inter governmental

relationships.

• Financial Audit Committee functional

• Participation in the Intergovernmental Forums

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SECTION 7: PROGRAMME OF ACTION

This section deals with an action programme that was tabled and agreed upon during the Growth and Development summit, held on the 1-2

February 2007, to address the above priority area and strategies. This programme of action also emanates from an extensive community

participation process as well as the IDP engagement initiative jointly by DPLG and DLGTA. An intensive workshop attended by Municipal

Officials and Councillors agreed on the following programme of action in order to address the above challenges:

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7.1 GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS

WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO

WHO WILL DO IT

WHEN WILL IT BE

DONE STATUS

Lack of more effective

communication and interaction within

departments, between government

departments, districts and

municipalities, as well as

communities?

Excellent communication Develop and

implement a

communication

strategy

PM & MMO Development : End

of November 2006

Implementation :

Ongoing

Policy document prepared and

approved

by Council and implemented through

ward committees

Lack of understanding of the

Integrated Development Plan, which

is a strategic

program for the entire Municipality.

Well communicated and

understood IDP

Summarize the IDP

document and

develop

a user friendly

translated

IDP

EMED & MED End September

2006

Once all staff and ward committees

have access to IDP summary

Lack of comprehensive, integrated

strategies that respond to HIV/AIDS

pandemic.

Comprehensive,

integrated

strategies that respond to

HIV/AIDS pandemic.

Prepare

comprehensive,

integrated

strategies that

respond to

HIV/AIDS

pandemic.

MCS End November 2006 When document is adopted by Council

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WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL DO IT WHEN WILL IT BE

DONE

STATUS

Lack of skills development and

retention of skills

Active skills development

and retention of skills

To draft a policy

and

strategy on skills

development and

retention of skills

CPS End September

2006

When document is adopted by Council

Lack of responsive restructuring that

addresses key functions

Responsive restructuring

that addresses key

functions

Restructuring plan

to be prepared

MM End October 2006 When document is adopted by Council

Lack of "Change Management"

(mindsets, managing change, etc)

Effective change

management

Develop a change

management policy

MM End October 2006 When document is adopted by Council

Technologically-challenged systems Technologically-

advanced systems

Report from IT

section to be drawn

up. Need an

analysis on

computer

compliance.

MCS End October 2006 When document is adopted by Council

Lack of appraisal system Effective and continuous

appraisal system

Develop and

appraisal system

PM End August 2006 When document is adopted by Council

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WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL DO

IT

WHEN WILL IT BE

DONE

STATUS

Lack of incentives and financial

rewards for excellence

Incentives and financial

rewards for excellence

Develop

incentives and

financial rewards

strategy (link to

Mayoral incentive

awards)

PM & MMO End October 2006 When document is adopted

by Council

Lack of full integrated

Geographical

Information System

Fully integrated and

accessible Geographical

Information System to

all other departments

Development of

effective GIS

operational plan

MED End November 2006 When document is adopted

by Council

Lack of coordination between

portfolio

committees.

Effective coordination of

portfolio committees

in all departments

Effective

coordination of

portfolio

committees

MGA End September 2006 When document is

adopted by Council

Lack of employment equity

strategy

Fully implementable

employment equity

strategy

Fully

implementable

employment

equity strategy

MCS End October 2006 When document is

adopted by Council

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51

7.2 FINANCE AND ECONOMIC DEVELOPMENT

WHAT TO CHANGE WHAT TO CHANGE TO WHAT TO DO WHO WILL

DO IT

WHEN WILL IT

BE DONE

STATUS

The lack of "creative and

innovative" capacity and

understanding to develop,

review and implement local

economic plans and alignment

thereof with other municipal

functions (measurement)

Creative and innovative

capacity and understanding

to develop, review and

implement local economic

plans and alignment thereof

with other municipal

functions.

Develop a creative and

innovative capacity and

understanding to develop,

review and implement

local economic plans and

alignment thereof with

other municipal functions.

EMED End October

2006

Plan approved

Lack of efficient commitment and

capacity for operating systems

around improved billing,

management, revenue protection

strategies and systems.

Total commitment and

capacity for operating

systems around improved

billing, management,

revenue protection strategies

and systems.

Provide efficient capacity

and inculcate commitment

for operating systems

around improved billing,

management

revenue protection

strategies

and systems.

CFO &

MCS

End January

2007

Plan approved

Lack of targeted assistance and

support to align with programs

such as Accelerated and Shared

Growth Initiative of South Africa

(ASGISA) and Joint Initiative of

Priority Skills Acquisition (JIPSA),

Provincial Growth and

Targeted assistance and

support to align with

programs such as

Accelerated and Shared

Growth Initiative of South

Africa ASGISA) and Joint

Initiative of Priority Skills

Develop targeted

assistance and support to

align with programs such

as Accelerated and Shared

Growth Initiative of South

Africa ASGISA) and Joint

Initiative of Priority Skills

MED End October

2006

When document is

adopted by Council

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52

Development Strategy (PGDS) Acquisition (JIPSA),

Provincial Growth and

Development Strategy

(PGDS)

Acquisition (JIPSA),

Provincial Growth and

Development Strategy

(PGDS)

Bylaws are not sensitive to

economic transformation

Sensitive bylaws for

economic

transformation

Review of all bylaws that

are not

sensitive to economic

transformation

SLA End March 2007 Draft to be presented

to Council

Lack of promotion of Broad Based

Black Economic Empowerment

and targeted, vulnerable groups.

Give effect to Broad Based

Black Economic

Empowerment and targeted,

vulnerable groups.

Implement BBBEE

(incorporated within the

supply chain management

policy)

CFO End March 2007 Monthly reports to

Council

Lack of innovative strategy to

attract potential and retain existing

investors.

Identify innovative strategies

to attract potential and retain

existing investors.

Develop an innovative

strategy

to attract potential and

retain existing investors.

EMED &

CFO

End October

2006

When document is

adopted by Council

Lack of identification of Public

Private Partnership initiatives.

Identification of Public

Private

Partnership strategy

Provide a guide of

identifying and

develop a strategy for PPP

opportunities.

MED End November

2006

Approval by Council

Lack of poverty

alleviation/eradication programs

Identity poverty alleviation/

eradication programs

Develop poverty

alleviation/

eradication programs

MED End November

2006

Adopted by Council

Lack of SMME Development

Strategy

Develop SMME Strategy Develop SMME Strategy MED End October

2006

Adopted by Council

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53

7.3 INFRASTRUCTURE AND SERVICE DELIVERY

WHAT TO CHANGE WHAT TO CHANGE

TO

WHAT TO DO WHO WILL

DO IT

WHEN WILL IT

BE DONE

STATUS

Lack of quantifies base line information

regarding back k logs in order to

establish the status quo.

Quantified base line

information regarding

back logs in order

to establish the status

quo

Survey quantifying base

line information regarding

back logs in order to

establish the status quo

MM End November

2006

With 1st draft of IDP

Lack of developing and linking

investment plans to address backlog

needs and meeting local and national

service delivery targets.

A well developed and

linked investment plan

to address backlog

needs to meet local

and national service

delivery targets.

Develop and link

investment plans to

address backlog needs to

meet local and national

service delivery targets.

MM End March 2007 Budget and IDP

Process

Lack of operations and maintenance

needs to be catered for in order to

refurbish infrastructure.

Operations and

maintenance

needs are catered for

in order to refurbish

infrastructure.

Develop a financial plan for

operations and

maintenance needs.

CFO End of November

2006/

March 2007

Approval By Council

Lack of certain Sector Plans

(Infrastructure Plans i.e. : service

delivery, health services,

etc)

Well developed Sector

Plans (Infrastructure

Plans i.e. : service

delivery, health

services, etc)

Develop Sector Plans

(Infrastructure Plans i.e. :

service

delivery, health services,

etc)

MM End November

2006

Approved by Council

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54

Lack of prioritization of infrastructure

projects in conjunction with sector,

provincial and national departments

(linked to 4.4)

Prioritized

infrastructure

projects in conjunction

with sector, provincial

and national

departments

Prioritize infrastructure

projects in conjunction with

sector, provincial and

national departments

MED End October

2006

Approval By Council

Lack of Job Creation strategies linked to

capital development projects.

Developed Job

Creation strategies that

are linked to capital

development projects.

Develop Job Creation

strategies that are linked to

capital development

projects.

MES,

MEES,

MGA

End October

2006

Approval By Council

Insufficient free basic and alternative

services supply and monitoring among

the indigent population.

Sufficient free basic

and alternative

services supply and

monitoring among the

indigent population

Update database for

indigents to cater for free

basic and alternative

services

CFO End October

2006

Approval By Council

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55

7.4 HEALTH AND PUBLIC SAFETY

WHAT TO CHANGE WHAT TO CHANGE

TO

WHAT TO DO WHO WILL

DO IT

WHEN WILL IT BE DONE HOW WILL WE

MEASURE IT

Inadequate visible policing Adequate visible

policing

Crime prevention strategy MPS End November 2006 Plan approved by

Council

No scholar patrols in rural areas Adequate scholar

patrols in rural,

urban and township

areas

Process request for

scholar patrols

MPS Within three months after

request has been received

from the Community

Approval of scholar

patrol by Province

Inadequate operational plans by

stakeholder (Army, SAPS, Justice)

Adequate operational

plans by stakeholders

(Army, SAPS,

Justice)

Develop operational plans

for Stakeholders (Army,

SAPS, Justice)

MPS End October 2006 Service Level

Standards

Lack of internal Disaster

Management Plan

Developed internal

Disaster Management

Plan

Develop internal Disaster

Management Plan

MPS &

MED End November 2006 Approval plan

Insufficient information and road

signage

Sufficient information

and road signage

Provide sufficient

information backlog on

road signage MPS End October 2006

Policy resubmitted to

Council

Lack of policy of traffic calming

measures

Developed policy for

traffic calming

measures

Developed a policy for

traffic calming measures MPS End October 2006

Policy to be

resubmitted to

Council

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56

SECTION 8: MUNICIPAL FUNDED THREE YEAR CAPITAL DEVE LOPMENT PLAN

In order to address the backlogs in infrastructure development the Municipality approved a medium term financial programme of which the first

year commenced in 2006. The first year of this programme saw adherence to the programme with minor deviations from the projected

amounts, however, the second year (2007/2008) will be more challenging due to the fact that Council has decided on cash backed budget as

opposed to taking loans to finance its capital programme.

It therefore remains for this Council to focus on financial viability in terms of rate based expansion and innovative/improved debt collection

strategies in order to continue to fund its capital programme. Council is still committed to put this medium term financial programme into action.

Below, a draft Capital Financial projected expenditure for 2006/2007 – 2008/2009

ITEM DESCRIPTION 2006/2007 2007/2008 2008/2009

OWN FUNDING Plant and Equipment 10 000 000.00 7 000 000.00 18 000 000.00

Low Water Crossings 7 000 000.00

Rural Roads 11 000 000.00 MIG FUNDING

Pedestrian Bridge 4 000 000.00

INEP 2 500 000.00

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57

SECTION 9: PROGRESS HIGHLIGHTS

9.1 Infrastructure and Service Delivery

Listed below are projects currently underway to demonstrate progress being made by this Municipality to address its priority backlogs as per the Medium Term Financial Programme :

ITEM NO PROJECT NAME PROJECT SCOPE LOCALITY BUDGET

1. Pedestrian Bridge (Matondwane to Watersmeet) 1.6m wide reinforced concreted pedestrian bridge linking Matondwane to Watersmeet.

Watersmeet Mtateni

R 945 000.00

2. Pedestrian/Vehicular Bridge (Watershed to Driefontein) 4.5m wide reinforced concrete pedestrian bridge over Tatane River

Kleinfontein Mtateni

R 700 000.00

3. Pedestrian/Vehicular Bridge (across Mbababatu River) 3.0m wide reinforced concreted pedestrian bridge, Mbabantu River

Driefontein R 560 000.00

4. Cove Crescent Development Housing Development Cove Crescent R 346 255.62

5. Construction of Emakhuwini Community Hall Construction of 350 seater community hall Driefontein R

6. Construction of low water crossings Construction of new vehicle crossing utilizing precast culverts.

Roosboom Ezakheni Peacetwon St Chads Watersmeet Pieters Burford

R 1 500 000.00

7. Hunter Road and Murchison Street Upgrade of Hunter Road and Murchison Street Hunter Road Murchison Street

R 1 850 000.00

8. Pension Pay Points Construction of pension pay points in rural areas Blue Bank Kleinfontein Driefontein Baldaskraal Mtateni Watersmeet Peacetown Burford Jonoskop Mcitscheni St Chads Roosboom

R 1 200 000.00

9. Plant R 10 Million

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58

9.2 ECONOMIC DEVELOPMENT CATALYST PROJECTS

ITEM NO PROJECT NAME DESCRIPTION STATUS

1 Ladysmith Airport To upgrade the existing aerodrome into a regional

airport which has the potential to serve both the tourism

and business sectors in region of Uthukela

Feasibility study into the expansion is currently being

considered. Private investment required into the running and

operating of airport.

2 Agricultural Development

Units along the Klipriver

and Uthukela River

In order to alleviate poverty, Council made available

land along Uthukela and Klip Rivers for the development

of viable agricultural units.

Feasibility studies undertaken and business plans by Lima

Rural Development. This investment opportunity is for the

private sector to partner with the emerging farmers to realize

this development.

3 Pecan Nut Project The pecan nut project has been identified to address

poverty alleviation by planting pecan nuts trees and a

processing plant.

Feasibility studies completed as well as business plans.

Awaiting private sector investment. The estimated minimum

required investment is approximately R4 million

4 Logistic Hub This project emphasizes the position of Ladysmith as a

strategic located town that can serve as a distribution

centre for goods in the Country. This is supported by the

available rail infrastructure that is unsurpassed by any in

this region and surrounds.

Feasibility underway and buy-in from Provincial and National

Stakeholders required.

5 Ladysmith Music Hub Ladysmith Black Mambazo has become a brand name

and in honour of this the Municipality together with

Province initiated a school for Traditional Music to be

built in Ladysmith.

Feasibility study completed. Business plan completed. In the

process of appointing Directors for a Section 21 Company.

Funding for implementation required.

6 Aloe and Berg Tea Ladysmith like many other parts of the Province is

blessed with large populations of wild aloes. The project

is also an initiative to alleviate poverty.

20 rural members are directly benefiting from this imitative

and has been boosted further by Gijima KZN with funding in

excess of R 1 million to establish a processing plant and to

export the product.

7 Commercial Development More than 60 hectares of commercial land has been set

aside for development of a stadium, hotels and other

commercial activities in Town and Ezakheni Areas.

Two (2) developers have been appointed by Council to drive

the commercial development initiatives.

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59

10. CONCLUSION

Emnambithi/Ladysmith Municipality has the potential for economic growth and social upliftment in view of its location, heritage and

its developed infrastructure services that can be expanded to accommodate future development needs. This Municipality also has

an advantage for being the district, economic and industrial hub within Uthukela District and has a significant role to play in the

upliftment of the economy of the entire district.

However, a number of key challenges have also been identified in this document which need to be addressed prior to this

Municipality claiming its rightful position within the district and province at large.

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