JOZINI MUNICIPALITY DRAFT IDP - COGTA

JOZINI MUNICIPALITY IDP 2020/21 REVIEW

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JOZINI LOCAL MUNICIPALITY

INTEGRATED DEVELOPMENT PLAN

2020/21

3RD Review of the 2017-2022 IDP 4th GENERATION

Prepared by Jozini Municipality Circle Street, Bottom Town, Jozini 3969 Tel: 035 572 1292 Fax: 035 572 1266 Website: www.jozini.gov.za


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TABLE OF CONTENTS

LIST OF ACRONYMS ........................................................................................................... 7 INTRODUCTION AND BACKGROUND ................................................................................ 8 SECTION A: EXECUTIVE SUMMARY................................................................................ 10 A.1. WHO ARE WE? ........................................................................................................... 11

HOW WAS THIS PLAN DEVELOPED? ................................................................... 15 KEY CHALLENGES ................................................................................................ 17 LONG TERM VISION AND GOALS ........................................................................ 18 WHAT COULD BE EXPECTED FROM US IN THE NEXT 5 YEARS....................... 20 HOW WILL OUR PERFORMANCE BE MEASURED? ............................................ 22

SECTION B: PLANNING AND DEVELOPMENT PRINCIPLES .......................................... 23 B1. GOVERNMENT POLICIES AND IPERATIVES ............................................................ 24

SUSTAINABLE DEVELOPMENT GOALS (SDG’s) ................................................. 24 14 OUTCOME WITH SPECIAL EMPHASIS ON OUTCOME 9 ................................ 25 NATIONAL DEVELOPMENT PLAN ........................................................................ 27 INTEGRATED URBAN DEVELOPMENT FRAMEWORK (IUDF) ............................ 28 NATIONAL SPATIAL DEVELOPMENT FRAMEWORK (NSDF) .............................. 28 KWAZULU-NATAL PROVINCIAL AND GROWTH DEVELOPMENT STRATEGY (PGDS) .................................................................................................................... 29 PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP) .............................. 30 DISTRICT GROWTH AND DEVELOPMENT PLAN (DGDP) ................................... 30 PSDF....................................................................................................................... 32 PSEDS .................................................................................................................... 32 STATE OF THE NATION ADDRESS (SONA) ......................................................... 34 STATE OF THE PROVINCE ADDRESS (SOPA) .................................................... 36 BACK TO BASICS................................................................................................... 42

B2. 44 THE NEW GROWTH PATH .................................................................................... 44

SECTION C: SITUATIONAL ANALYSIS ............................................................................. 45 C.1. DEMOGRAPHIC CHARACTERISTICS ....................................................................... 46

C.1.1. DEMOGRAPHIC INDICATORS .................................................................... 46 C.1.2. KEY FINDINGS (INCLUDING TRENDS) ...................................................... 48 DENSITY ................................................................................................................. 51

C.2. CROSS CUTTING ISSUES (INCLUDING SPATIAL, ENVIRONMENTAL AND DISASTER MANAGEMENT) .............................................................................................. 55

C.2.1. REGIONAL CONTEXT ................................................................................. 55 ADMINISTRATIVE ENTITIES ................................................................................. 55 STRUCTURING ELEMENTS .................................................................................. 58 EXISTING NODES AND CORRIDORS ................................................................... 60 MOVEMENT PATTERNS AND ROUTES ................................................................ 65 LAND COVER AND BROAD LAND USES .............................................................. 68 LAND OWNERSHIP ................................................................................................ 71 LAND REFORM ...................................................................................................... 73 ENVIRONMENTAL ANALYSIS ............................................................................... 75 BIODIVERSITY (INCLUDING PROTECTED AREAS .............................................. 75

HYDROLOGY ......................................................................................................... 77

AIR QUALITY .......................................................................................................... 77

CLIMATE CHANGE ................................................................................................. 77

UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITE COMPLIANT

CHECK .................................................................................................................... 79

Recycling, Reuse, Recovery and Waste Minimization Initiatives .............................. 81

ILLEGAL DUMPING ................................................................................................ 81

MUNICIPAL ENVIRONMENTAL CAPACITY ANALYSIS......................................... 84


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BUILDING CONTROL ............................................................................................. 89 C.2.5. SPATIAL AND ENVIRONMENTAL SWOT ANALYSIS ................................. 89 C.2.6. DISASTER MANAGEMENT .......................................................................... 91 Municipal Institutional Capacity................................................................................ 91

DISASTER Risk Assessment .................................................................................. 92

Risk Reduction & Prevention ................................................................................. 100

Response & Recovery ........................................................................................... 101

EDUCATION, Training & Awareness ..................................................................... 102

Funding Arrangements .......................................................................................... 103

C.2.7. Disaster Management: SWOT Analysis ...................................................... 104 C.3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT ............. 105

C.3.1. HUMAN RESOURCE STRATEGY AND PLAN ........................................... 105 ORGANISATIONAL DEVELOPMENT ................................................................... 109

INSTITUTIONAL ARRANGEMENTS ..................................................................... 109

POWERS AND FUNCTIONS ................................................................................ 111

C.3.2. ORGANISATIONAL STRUCTURE/ ORGANOGRAM ................................. 114 C.3.3. MUNICIPAL INSTITUTIONAL CAPACITY & STATUS OF CRITICAL POSTS .............................................................................................................................. 128 HUMAN RESOURCE DEVELOPMENT ................................................................ 131

C.3.4. EMPLOYMENT EQUITY ............................................................................. 134 An Employment Equity Committee has been established and is responsible for the

following: ............................................................................................................... 134

EMPLOYMENT OF DISABLED PEOPLE .............................................................. 134

LABOUR RELATIONS .......................................................................................... 134

C.3.6. ICT GOVERNANCE FRAMEWORK ........................................................... 135 C.3.7. MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT: SWOT ANALYSIS ................................................................................................. 136

C.4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS .................................... 137 C.4.1. WATER AND SANITATION ........................................................................ 137 UMKHANYAKUDE WATER & SANITATION Project Development FOR JOZINI ... 147

C.4.2. SOLID WASTE MANAGEMENT ................................................................. 149 LANDFILL SITES .................................................................................................. 155

C.4.3. TRANSPORTATION INFRASTRUCTURE .................................................. 170 PUBLIC TRANSPORT ................................................... 170AIR TRANSPORTATION

.............................................................................................................................. 173

C.4.4. ENERGY ..................................................................................................... 175 C.4.4.1. .................................................................................................................. 178

Electricity Backlogs................................................................................................ 180

Electrical Network Refurbishment .......................................................................... 181

C.4.5. ACCESS TO COMMUNITY FACILITIES ..................................................... 182 C.4.5.1. CEMETERIES .......................................................................................... 182

C.4.5.2. SPORTS AND RECREATION .................................................................. 182

THUSONG CENTRE ............................................................................................. 182

LIBRARIES ........................................................................................................... 182

C.4.6. HUMAN SETTLEMENTS ............................................................................ 184 C.4.6.2. HOUSING SECTOR PLAN ...................................................................... 184

C.4.6.5. EXISTING AND PLANNED HOUSING PROJECTS ................................. 186

C.7. TELECOMMUNICATIONS ....................................................................... 190 C.7. SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS ........... 191

C.5. LOCAL ECONOMIC & SOCIAL DEVELOPMENT ANALYSIS ................................... 192


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C.5.1. LOCAL ECONOMIC DEVELOPMENT ANALYSIS ...................................... 192 C.5.1.1. LED STRATEGY ...................................................................................... 192

C.5.1.2. POLICY/ REGULATORY ENVIRONMENT .............................................. 192

C.5.1.3................................................................................................................... 193

C.5.1.4. INTERVENTIONS AND PROGRAMMES ................................................. 198

C.5.1.5. BENEFICIARIES ...................................................................................... 199

C.5.1.7. STRATEGIC PROGRAMMES RESPONSIVE TO COMPARATIVE AND

COMPETITIVE ADVANTAGES ............................................................................. 203

C.5.1.8. JOB CREATION....................................................................................... 203

C.5.1.9. EPWP INDICATORS ............................................................................... 203

C.5.1.11. CAPACITY OF THE MUNICIPALITY ..................................................... 203

C.5.1.12. MOBILISATION OF PRIVATE SECTOR RESOURCES ......................... 204

LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS .................................... 204

C.5.2. SOCIAL DEVELOPMENT ANALYSIS ......................................................... 205 C.5.2.1. POVERTY ERADICATION MASTER PLAN (PEMP) ............................... 205

C.5.2.2. HEALTH ................................................................................................... 205

C.5.2.3. EDUCATION ............................................................................................ 208

C.5.2.4. COMMUNITY DEVELOPMENT (VULNERABLE GROUPS) .................... 212

C.5.2.5. SPECIAL PROGRAMMES AND PLANS .................................................. 215

C.5.2.6. DISABILITY SUMMITS ............................................................................ 215

C.5.2.7. SAFETY & SECURITY AND NATIONAL BUILDING & SOCIAL COHESION

.............................................................................................................................. 215

C.5.2.8. MUNICIPAL SAFETY PLAN..................................................................... 215

C.5.2.9. SOCIAL DEVELOPMENT SWOT ANALYSIS ......................................... 215

C.6. MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT ....................................... 216 C.6.1. CAPITAL FUNDING & EXPENDITURE TO ADDRESS SERVICE DELIVERY .............................................................................................................................. 216 C.6.2. SOCIAL AND ECONOMIC REDRESS VIA INDIGENT MANAGEMENT ..... 218 FREE BASIC SERVICES ...................................................................................... 218

C.6.3. REVENUE RAISING STRATEGIES ............................................................ 219 C.6.4. DEBT MANAGEMENT ................................................................................ 220 C.6.5. FINANCIAL MANAGEMENT ....................................................................... 221 C.6.5.1. SCM ......................................................................................................... 221

C.6.5.2. ASSETS AND INFRASTRUCTURE ......................................................... 221

C.6.5.3. REPAIRS AND MAINTENANCE .............................................................. 222

PLANNED REPAIRS & MAINTENANCE .......................................................................... 222 C.6.5.4. FINANCIAL RATIOS ................................................................................ 222

C.6.6. LOANS/ BORROWINGS AND GRANT DEPENDENCY ............................. 223 C.6.7. EXPENDITURE MANAGEMENT ................................................................ 224 C.6.8. AUDITOR GENERAL’S OPINION ............................................................... 226 AUDIT OPINIONS FOR THE 3 PREVIOUS YEARS .............................................. 247

C.6.9. MUNICIPAL FINANCIAL VIABILITY SWOT ANAYSIS ................................ 248 C.7. GOOD GOVERNANCE AND PUBLIC PARTICIPATION ANALYSIS ......................... 249

C.7.1. BATHO PELE ............................................................................................. 249 Batho pele Policy and Procedure manual .............................................................. 249

Service Delivery Improvement Plan (SDIP) ........................................................... 250

C.7.2. OPERATION SUKUMA SAKHE (OSS) ....................................................... 250 C.7.3. IGR ............................................................................................................. 252 C.7.4. WARD COMMITTEES ................................................................................ 253


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C.7.5. TRADITIONAL LEADERSHIP ..................................................................... 254 C.7.6. IDP/ BUDGET STEERING COMMITTEE .................................................... 254 C.7.7. MANAGEMENT STRUCTURES ................................................................. 254 C.7.8. COMMUNICATION PLAN/ STRATEGY ...................................................... 254 C.7.9. PERFORMANCE AND AUDIT COMMITTEE .............................................. 254 C.7.10. RISK MANAGEMENT ............................................................................... 256 C.7.10.1. RISK MANAGEMENT COMMITTEE ...................................................... 256

C.7.10.2. RISK REGISTER & ANTI-FRAUD AND ANTI-CORRUPTION STRATEGY

.............................................................................................................................. 256

C.7.11. MUNICIPAL POLICIES ............................................................................. 257 C.7.12. MUNICIPAL BYLAWS IN TERMS OF SCHEDULE 4B AND 5B ................ 259 C.7.13. BID COMMITTEES ................................................................................... 259 C.7.14. MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC) ........................ 260 C.7.15. PORTFOLIO COMITTEES ........................................................................ 260 PUBLIC PARTICIPATION ANALYSIS ................................................................... 262 C.7.16. GOOD GOVERNANCE & PUBLIC PARTICIPATION: SWOT ANALYSIS . 263 C.7.18. WARD BASED PLANS ............................................................................. 264 C.7.19. LAND USE MANAGEMENT ...................................................................... 264

C.8. KEY CHALLENGES .................................................................................................. 265 C.9. COMBINED SWOT ANALYSIS ................................................................................. 266 SECTION D: MUNICIPAL VISION, GOALS AND OBJECTIVES ....................................... 268 D.1. LONG TERM VISION ................................................................................................ 269

MUNICIPAL VISION .............................................................................................. 269 MUNICIPAL MISSION ........................................................................................... 269 Values ................................................................................................................... 269 4.1.3. STRATEGIES, GOALS AND OBJECTIVES ................................................ 270

SECTION E: STRATEGIC MAPPING ............................................................................... 273 E.1.1. ENVIRONMENTALLY SENSITIVE AREAS ................................................. 274 E.1.2. DESIRED SPATIAL OUTCOMES ............................................................... 274 INTRODUCTION ................................................................................................... 274 PURPOSE OF THE SDF ....................................................................................... 274 REGIONAL CONTEXT .......................................................................................... 275 ADMINISTRATIVE ENTITIES ............................................................................... 275 EXISTING NODES AND CORRIDORS ................................................................. 279 BROAD LAND USES ............................................................................................ 280 EXISTING SPATIAL STRUCTURES OF JOZINI ................................................... 280 AREAS OF ENVIRONMENTAL INTEREST .......................................................... 282 OPPORTUNITY AREAS........................................................................................ 282 INTERVENTION AREAS ....................................................................................... 282 THE MAKHATHINI INTEGRATED MASTER DEVELOPMENT PLAN ................... 283

TOWN PLANNING SCHEME ................................................................................ 286

PRIVATE DEVELOPMENTS ................................................................................. 292

E.2. IMPLEMENTATION PLAN ......................................................................................... 293 PROJECTS ........................................................................................................... 319

SECTION F: FINANCIAL PLAN ........................................................................................ 333 F.1. PURPOSE ................................................................................................................. 334

BACKGROUND ..................................................................................................... 334 LINKING THE IDP AND THE BUDGET ................................................................. 335

F.2. 3 YEAR MUNICIPAL BUDGET ................................................................................. 336 OPERATIONS AND MAINTENANCE COSTS OF MUNICIPAL FIXED ASSETS .............. 337 PLANNED REPAIRS & MAINTENANCE .......................................................................... 337 F.3. SOUND FINANCIAL STRATEGIES (REVENUE ENHANCEMENT STRATEGIES & EXPENDITURE MANAGEMENT PLAN) ........................................................................... 337


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F.4. PRIOR 3-YEAR OPEX ............................................................................................... 338 F.5. MTEF ALLOCATIONS ............................................................................................... 338 SECTION G: ANNUAL OPERATIONAL PLAN (SDBIP) .................................................... 340 7.1 ANNUAL OPERATIONAL PLAN (SDBIP) ................................................................... 341 SECTION H: ORGANISATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM ........................................................................................................................... 370 H.1. INTRODUCTION AND BACKGROUND .................................................................... 371

PERFOMANCE MANAGEMENT POLICY STATEMENT....................................... 371 ORGANISATIONAL PERFOMANCE MANAGEMENT SYSTEM ........................... 371

H.4. BACK TO BASICS ..................................................................................................... 373 8.1.4 ANNUAL PERFOMANCE REPORT ............................................................. 373

SECTION I: ANNEXURES ................................................................................................ 374


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LIST OF ACRONYMS

B2B Back to Basics

CBO Community Based Organisation

CIF Capital Investment Framework

CIP Comprehensive Infrastructure Plan

COGTA Co-operative Governance and Traditional Affairs

DMP Disaster Management Plan

EAP Employee Assistance Programme

EIA Environmental Impact Assessment

EMF Environmental Management Framework

EPWP Expanded Public Works Programme

GDP Gross Domestic Product

GIS Geographical Information Systems

HDA Housing Development Agency

HSP Housing Sector Plan

HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome

HR Human Resources

ICT Information Communication Technology

IGR Intergovernmental Relations

IDP Integrated Development Plan

IWMP Integrated Waste Management Plan

JMPT Joint Municipal Planning Tribunal

KPA Key Performance Area

KPI Key Performance Indicator

LED Local Economic Development

LUMS Land Use Management System

MFMA Municipal Finance Management Act

MIG Municipal Infrastructure Grant

MPAC Municipal Public Accounts Committee

MSA Municipal Systems Act

MTAS Municipal Turnaround Strategy

MTREF Medium-Term Revenue and Expenditure Framework

MTSF Medium-Term Strategic Framework

NDP National Development Plan

NGO Non-governmental organisation

OSS Operation Sukuma Sakhe

OPMS Organisational Performance Management System

PMS Performance Management Systems

RDP Reconstruction and Development Programme

SCM Supply Chain Management

SCOA Standard Chart of Accounts

SDBIP Service Delivery Budget Implementation Plan

SDF Spatial Development Framework

SDIP Service Delivery Improvement Plan

SEA Strategic Environmental Assessment

SMME Small, Medium and Micro Enterprise

SONA State of the Nation Address

SOPA State of the Province Address

SPLUMA Spatial Planning and Land Use Management Act

WBP Ward Based Plans


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INTRODUCTION AND BACKGROUND

This document presents the third review of the fourth generation Integrated Development

Plan for Jozini Municipality i.e. 2020/21. It was prepared in fulfillment of the requirements of

Chapter 5 of the Local Government Municipal Systems Act, 32 of 2000.

In terms of section 34 of the aforementioned Act, all South African Municipalities must

compile the IDP for five years and review it on an annual basis taking into account:

• New information;

• Comments from consultation process (Stakeholders);

• IDP/Budget alignment between Local and District Municipality;

• Alignment with provincial and national priorities and Plans; and

• Alignment of IDP and sector plans and that have been updated or developed as part of

the process.

This 2020/21 IDP Review is the outcome of a 9 months planning process and the plan is the

key tool that will guide and inform all planning, budgeting, management and decision-making

processes aimed at benefitting Jozini communities and stakeholders within the municipal

area.

In line with Section 152 and 153 of the South African Constitution, if the municipality is able

to fulfill this local developmental role effectively, it would be able to do the following:

• Provision of equitable essential basic services;

• Creation of jobs;

• Promotion of economic development and growth

• Promoting democracy; and

• Accountability and Eradication of poverty

Having undertaken all the necessary participatory processes with various and relevant

stakeholders, we believe and regard this IDP as a credible and will enable the municipality to

manage the process of fulfilling its developmental responsibilities better, faster and

effectively.


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The executive summary outlines the background to the area, the process followed in

preparing the IDP that is outlined in IDP/Budget Process Plan.

Notwithstanding the improved understanding of the concept and the purposes of the IDP by

a majority of stakeholders, there are still challenges in terms of aligning the plans and

programmes of the three spheres of government and this remains a critical concern to Jozini

Local Municipality.

That as it may, all stakeholders remain committed to the realization of our vision aimed at

providing sustainable services to our people faster, better and at the lowest cost possible.

We believe that the IDP alignment with the budget will assist the municipality achieve just

that.

I thank you

HIS WORSHIP THE MAYOR, CLLR DP MABIKA


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SECTION A:

EXECUTIVE

SUMMARY


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A.1. WHO ARE WE?

Jozini Local Municipality is one of the four municipalities within uMkhanyakude District

Municipality. It is located in the northern region of KwaZulu–Natal, and is bordered by

Mozambique to the north, Swaziland to the west, uMhlabuyalingana to the east, Big Five/

Hlabisa to the south and Nongoma and Uphongolo to the west. It consists of 6 semi

formalized towns viz. Jozini, Mkhuze, Ingwavuma, UBombo, Bhambanana and Ndumo. The

remaining parts of the municipality are characterized as being rural in nature. Jozini

Municipality covers 32% (3057 Square Kilometres) of the total area of 13859 Square

Kilometres of uMkhanyakude District Municipality.

The primary investment points are Mkhuze and Jozini; secondary investment points have

been identified at Ingwavuma, UBombo, Ndumo and Bhambanana and tertiary investment

points have been identified at Ophansi, Manyiseni, Makwakwa, Emabhanoyini, Makhonyeni.

These investment points are seen as the existing and future growth points in the municipal

area and serve as the basis for the clustering of activities and services such as schools,

shops, community halls, etc.

The municipal area is well served by major movement routes, inter-alia national link (N2),

R22 that links Jozini to Manguzi in the uMhlabuyalingana Municipality and the 522-1 which

extends from uBombo in the south to Ingwavuma in the north.

Jozini local municipality is divided into twenty wards. The large area of Jozini falls under the

ownership of Ingonyama Trust and some areas are privately owned by individuals whilst a

small portion is owned by the State. The current state of land ownership makes it difficult for

the municipality to control development in areas under its jurisdiction.

Basic facts Basic figures

Stats SA

2001

Community

Survey

2007

Stats SA

2011

Community

Survey

2016

Growth

Total population 184 052 207 722 186 502 198 215 5.9%

Total number of

households

33 534 38 530 38 849 44 584 12.9%

uMkhanyakude

District Municipality

573 341 614 046 625 846 689 090 9.2%

Age profile

0-14

15-34

35-64

65+

76 945

68 190

33 939

7428

82 344

43 161

32 806

6824

Age profile

0-14

15-34

35-64

65+

76 945

68 190

33 939

7428

82 344

43 161

32 806

6824

% Household with no

income

49% 47% 43%


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Investment points

Primary nodes Secondary nodes Tertiary nodes

Mkhuze

Jozini

Ingwavuma

Ubombo

Bhambanana

Ndumo

Ophansi

Manyiseni

Makwakwa

Emabhanoyini


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HOW WAS THIS PLAN DEVELOPED?

The IDP adopts an outcome based approach in line with the national government priorities

and the associated 12 outcomes.

The Government outcome 9 (nine) commits the local government to develop local

government system which is efficient, effective, responsive and accountable. In line with

Outcome 9, Jozini Municipality IDP responds directly to issues facing the area and its

communities, and rendering local government services efficiently and effectively.

However, the municipality will also contribute directly and indirectly to the attainment of other

outcomes, particularly those dealing with economic development, infrastructure

development, rural development and environmental management. Therefore, alignment with

the relevant sector frameworks and programmes across the spheres of government is

critical.

In preparing this IDP, the following was considered:

The NDP Vision 2030

The IDP Framework Guide from COGTA

Stats SA Community Survey results 2016

Municipal boundaries as per the Municipal Demarcation Board

Refinement of the Municipality’s Strategic Framework;

Back to Basics Programme

Ward based plans

Public Participation Comments;

MEC Letter, Assessment comments on the Final IDP Review 2019/20;

Self-Assessment;

Different Stakeholder Comments and Requirements

Legislative Compliance in terms of Chapter, 4, 5 and 6 of MSA Act No 32 of 2000

The IDP methodology phases

• The Preparation Phase- During this phase, the municipality prepared a Process Plan

which illustrated how the IDP process would be managed.

• The Analysis Phase- Analysis of existing information was also done during this phase.

• The Strategies- During this phase, the municipality had a Strategic Planning session

where the vision, mission and values of the municipality were done. The municipality

also prepared strategic objectives.

• Projects Phase- This phase dealt with the identification and design of specific projects

for implementation. All the critical problems that were identified in during the analysis

phase were addressed by doing the prioritization.

• Integration Phase- This phase aligned the projects with municipal objectives and

strategies.


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Below are the schedules for the public participation meetings held:

1st round of Public Participation Meetings

WARD VENUE DATE TIME

1 Mhekazi Hall 05/11/19 09:00

20 Mlingo Hall 05/11/19 13:00

2 Nkangala Hall 06/11/19 09:00

7 Emachibini Hall 06/11/19 13:00

3 Ezinyokeni Hall 07/11/19 09:00

4 Cezwane Pay point 07/11/19 13:00

5 Makhonyeni Hall 11/11/19 09:00

6 Biva Hall 11/11/19 13:00

8 Mpondwane Hall 12/11/19 09:00

9 Phondweni Hall 12/11/19 13:00

19 Mfingose Hall 13/11/19 09:00

10 Edanishini Hall 13/11/19 13:00

11 Ntabayengwe Hall 14/11/19 09:00

14 Ingwavuma Town hall 14/11/19 13:00

12 Bhambanana Hall 06/12/19 09:00

17 Mbadleni Hall 06/12/19 13:00

16 Ndumo sportsfield 10/12/19 09:00

13 Makhanisi Hall 10/12/19 13:00

15 Ekuhlehleni 09/12/19 09:00

18 Nkungwini 09/12/19 13:00

2nd round of IDP and Budget Roadshows Meetings:

Because of the Corona Virus Pandemic, the municipality did the IDP/ Budget roadshow

through radio slots. This roadshow was conducted on the 20th of May 2020 in the following

Radio Stations:

✓ Maputaland FM

✓ Nongoma FM

✓ Rise FM


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KEY CHALLENGES

KPA 01: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

Prolonged Litigations

KPA 02: BASIC SERVICE DELIVERY AND INFRASTRUCTURAL DEVELOPMENT

Ageing Infrastructure

Lack of proper water and sanitation service

Backlog of housing development

Incomplete and poorly constructed houses

Insufficient plant (TLB’s, grader, excavators, fire trucks)

No backup

KPA 03: SOCIO – ECONOMIC DEVELOPMENT

Inability to attract investors to the area (mostly due to the infrastructure backlog)

High level of unemployment

No strategy in place for SMME’s

Outdated Tourism Strategy

KPA 04 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Lack of Bylaws review

KPA 05: FINANCIAL VIABLITY AND MANAGEMENT

Low equitable share

High grant dependency ratio

Number of Indigent beneficiaries too high

Loss of assets.

Inadequate Revenue Enhancement Focus

KPA 06: SPATIAL PLANNING AND ENVIRONMENTAL MANAGEMENT

Absence of a legal waste disposal site

Land tenure- 65 Percent of land is registered under the Ingonyama Trust Board. The

remaining percentage of land is state and privately owned

Illegal developments and mushrooming of shops and small businesses

Congestion in Jozini Town

No emergency centre (Disaster)


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LONG TERM VISION AND GOALS

The vision of the municipality is as follows:

A MUNICIPALITY WITH SUSTAINABLE SERVICES, THRIVING SOCIO- ECONOMIC

DEVELOPMENT AND GOOD GOVERNANCE FOR ALL.

The mission of the municipality is as follows:

TO STRENGTHEN DEMOCRACY, PUBLIC PARTICIPATION AND

STAKEHOLDER MANAGEMENT

TO MANAGE FINANCIAL RESOURCES OF THE MUNICIPALITY EFFICIENTLY,

EFFECTIVELY AND ECONOMICALLY

TO GROW THE ECONOMY OF THE BEDROCK OF AGRICULTURE AND

TOURISM BY CREATING A CONDUCIVE ENVIRONMENT FOR INVESTMENT

Values:

INTEGRITY

COMMITMENT

PROFESSIONALISM

PATRIOTISM

The municipality’s goals are desired end results that Jozini municipality would like to see

itself in short term and long-term period. There is synergy with the Goals as contained in the

Spatial Development Framework, National Development Plan, Provincial Growth

Development Plan/ Strategy as well as District Growth Development Plan. It must however

be noted that the municipality is financially constrained to fully align with these long –term

plans.

The municipality will strive to realize the following priorities during the 2020/21 financial year:

1. Economic Growth

1.1. Prioritize agriculture production and transformation

1.2. Access to land

1.3. Disaster management

1.4. Waste management

2. Social Development

2.1. Prioritize youth development and the fight against social ills

2.2. Job creation

2.3. Small business support in procurement

2.4. Skills development

3 Organizational Efficiency


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3.1. Improve organizational Efficiency

3.2. Entrench a positive organizational culture

3.3. Improve skills of employees


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WHAT COULD BE EXPECTED FROM US IN THE NEXT 5 YEARS

Our approach will balance the provision of basic services, with the need to create economic

opportunities for Local Economic Development. This will be done through the following

strategic priority areas:

No Key Performance Areas Priorities

1 Municipal Institutional Development and Transformation

1.1 Procedures and Controls

1.1.1. Introduce & strengthen procedures and controls 1.1.2. Policies introduced to strengthen fleet, travel & human resource management 1.2 Labour Relations 1.2.1. Ensure Labour Relations Forum functionality

1.2.2. Ensure LLF resolutions are implemented

1.2.3. Ensure LLF meetings sit regularly 1.2.4. Implement performance Management 1.3 Efficiency improvements

1.3.1. Introduce innovations to improve efficiency 1.3.2. Introduce paperless procedures

1.3.3. Introduce off-site document management

2 Basic Service Delivery and Infrastructure Development

2.1 Projects and Asset management 2.1.1. Manage existing projects and register new projects 2.1.2. Facilitate Asset Management 2.1.3. Facilitate regularization and expansion of EPWP

2.1.4. Ensure that grant funding is fully utilised

3 Socio and Economic Development

3.1 Disaster management 3.1.1. Introduce a framework for responding to disasters

3.1.2. Ensure equipment is available to respond to disasters

3.2 Waste management 3.2.1. Ensure Labour Relations Forum functionality

3.2.2. Register recycling projects

3.2.3. Implement waste Buy-Back Centers

3.3 Youth development 3.3.1. Implement youth development initiatives 3.3.2. Promote sport and small business initiatives involving the youth

3.4 Economic Development 3.4.1. Develop priority sectors

3.4.2. Promote external investment into Agriculture and Tourism

4 Municipal Financial Viability and Management

4.1 Credit Control 4.1.1. Ensure strong credit control 4.1.2. Target top businesses that owe the municipality

4.2 Internal controls

4.2.1. Ensure a functional audit committee and internal audit 4.2.2. Recruit skilled individuals

4.2.3. Councillors to collaborate with internal audit 4.2.4. Build internal capacity to reduce reliance of consultants


21

5 Good Governance and Public Participation

5.1 Intergovernmental relations

5.1.1. Direct IGR to unlock revenue collection

5.1.2. Use sector departments to reduce government debt 5.2 Traditional leadership buy-in

5.2.1. Prioritize youth development and the fight against social ills 5.2.2. Job creation 5.2.3. Small business support in procurement 5.2.4. Skills development 5.3 Organizational values

5.3.1. Improve organizational Efficiency

5.3.2. Entrench a positive organizational culture

5.3.3. Improve skills of employees

6 Spatial Planning and Environmental Management

5.1 Land-use management 5.1.1. Introduce wall2wall schemes

5.1.2. Ensure municipal GIS capability

5.1.3. Ensure tribunal functionality

5.1.4. Develop & enforce bylaws & building regulations


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HOW WILL OUR PERFORMANCE BE MEASURED?

To measure and monitor our progress, a Performance Management Framework and Policy

was developed and it is reviewed regularly (annually). Key performance indicators have

been refined in support of the municipality’s development priorities and objectives aligned

with the organizational structure in line with the Integrated Development Plan framework to

ensure consistency in measuring and reporting on long terms strategies and projects.

Measurable performance targets with regard to each of these development priorities and

objectives were established and are reflected on the Organisational Performance

Management Scorecard attached to the Integrated Development Plan and is reviewed

annually together with the Integrated Development Plan review. A process to ensure regular

reporting is in place and gets reported quarterly to the Council via the Performance Audit

Committee.

Individual performance agreements and performance plans for the Municipal Manager and

Heads of Departments are prepared annually in line with provisions prescribed in the

Performance Regulations (Notice 805, published on 1 August 2006 in the official gazette).

These agreements are fully implemented and aligned with the Service Delivery and Budget

Implementation Plan as required in terms of the Municipal Finance Management Act 56 of

2003.

Performance Evaluation Panels have been established for the assessment of performance

of the Municipal Manager as well as Managers directly accountable to the Municipal

Manager and performance assessment is taking place on a quarterly basis to ensure that

annual departmental targets will be achieved.

Jozini municipality has also introduced performance management for Managers reporting to

HOD’s/ Section 56 Managers.


23

SECTION B:

PLANNING AND

DEVELOPMENT

PRINCIPLES


24

B1. GOVERNMENT POLICIES AND IPERATIVES

SUSTAINABLE DEVELOPMENT GOALS (SDG’s)

The Sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a

universal call to action to end poverty, protect the planet and ensure that all people enjoy

peace and prosperity.

These 17 Goals build on the successes of the Millennium Development Goals, while

including new areas such as climate change, economic inequality, innovation, sustainable

consumption, peace and justice, among other priorities. The goals are interconnected –

often the key to success on one will involve tackling issues more commonly associated with

another.

The SDGs work in the spirit of partnership and pragmatism to make the right choices now to

improve life, in a sustainable way, for future generations. They provide clear guidelines and

targets for all countries to adopt in accordance with their own priorities and the

environmental challenges of the world at large. The SDGs are an inclusive agenda. They

tackle the root causes of poverty and unite us together to make a positive change for both

people and planet. “Supporting the 2030 Agenda is a top priority for UNDP,” said UNDP

Administrator Helen Clark. “The SDGs provide us with a common plan and agenda to tackle

some of the pressing challenges facing our world such as poverty, climate change and

conflict. UNDP has the experience and expertise to drive progress and help support

countries on the path to sustainable development.

Table: Alignment with SDG’s

SDG Goal Municipal Response

No poverty The municipality has a poverty reduction

programme where each ward has

R1000000.00 to address this

Zero hunger The municipality has a ward programme where

each ward has a budget to address this

Good health and well-being

Quality education

Gender equality The is an Employment Equity plan which is

reviewed and implemented annually

Clean water and Sanitation

Affordable and clean energy

Work and economic growth Job creation through EPWP and LED projects

Industry, innovation and Infrastructure

Reduced inequalities

Sustainable cities and communities SDF review and introduction of wall to wall

schemes.

Responsible consumption and production

Climate Action


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Life below water

Life on Land

Peace, justice and strong institutions Good governance

Partnerships for the goals

14 OUTCOME WITH SPECIAL EMPHASIS ON OUTCOME 9

Government has agreed on 12 outcomes as a key focus of work. Each outcome has a

limited number of measurable outputs with targets. Each output is linked to a set of activities

that will help achieve the targets and contribute to the outcome. Each of the 12 outcomes

has a delivery agreement which in most cases involves all spheres of government and a

range of partners outside government. Combined, these agreements reflect government’s

delivery and implementation plans for its foremost priorities.

Each outcome has been broken into various outputs that stipulate activities to be undertaken

towards the achievement of a particular outcome.

The 12 National Outcome Delivery Agreements are as follows:

Outcome 1: Improved quality of basic education;

Outcome 2: A long and healthy life for all South Africans

Outcome 3: All South Africans should be and feel safe; there should be decent employment

through inclusive growth

Outcome 4: Decent Employment through Inclusive Economic Growth;

Outcome 5: An efficient, competitive and responsive economic infrastructure network;

Outcome 6: There should be vibrant, equitable, sustainable rural communities with food

security for all;

Outcome 7: Vibrant, equitable and sustainable rural communities with food security for all.

Outcome 8: Sustainable Human Settlements and Improved Quality of Household Life

Outcome 9: A responsive, accountable, effective and efficient Local Government System.

Outcome 10: environmental assets and natural resources that are valued, protected and

continually enhanced

Outcome 11: Create a better South Africa and contribute to a better and safer Africa and

World; and

Outcome 12: An efficient, effective and development oriented Public Service and An

empowered, fair and inclusive citizenship.

The outcome as the Department of Co-operative Governance and Traditional Affairs

(National and Provincial departments) and all municipalities is Outcome 9: A responsive,

accountable, effective and efficient local government system. Notwithstanding; all

National Outcome Delivery Agreements talk to local government, due to an understanding

that local government is where the tyre hits the road on service delivery. It is therefore

crucial that there should be thorough coordination and alignment between local

municipalities and sector departments towards the realization and attainment of the targeted

results.

Outcome 9 has been broken down into seven (7) outputs:


26

Output 1: Implement a differentiated approach to municipal financing, planning and support

Output 2: Improving access to basic services.

Output 3: Implementation of the Community Work Programme

Output 4: Actions supportive of the human settlement outcome

Output 5: Deepen democracy through a refined Ward Committee model

Output 6: Administrative and financial capability

Output 7: Single window of coordination

The effective implementation of the service delivery agreement will assist in achieving the

following imperatives:

Creating a radical paradigm shift in the management of the public service by aligning

service delivery with the values and needs of the public;

Ensuring a focus on customer value proposition which should entail evaluation of service

delivery through the eyes of the customer;

Providing strong feedback mechanisms on quality and timeliness of service delivery.

Creating of strong public/private partnerships through involvement of the private sector

and civil society in the broad process of policy determination and implementation,

Unprecedented improvement of the image of government in the eyes of the public by

enthusiastically embracing and supporting the process and culture of performance.

Through the service delivery agreement; COGTA and municipalities committed to the

following:

The extension of basic services which include water, sanitation, electricity and waste

Management;

Creation of job opportunities through the Community Works Programme;

Transformation of administrative and financial systems in the municipalities which

includes Supply Chain Management and the integration and streamlining all of our

internal software systems to ensure uniformity, linkages and value for money;

The filling of six critical senior municipal posts in various municipalities namely Municipal

Manager, Chief Financial Officer, Town Engineer, Town Planner, Human Resources

Manager and Communications manager as the basic minimum for every Municipality;

That all municipalities in the province will achieve clean audits by 2014;

Building municipal capacity to enable municipalities to collect 90% of their revenues;

Strengthening the organizational performance management systems for improved

service delivery and accountability to the communities;

Improving our interaction with the institutions of traditional leaders and integrating the

ward-based system of planning and governance with the programme of traditional

councils, where they exist.

These talks to the five (5) National Key Performance Areas (KPAs) and should form basis for

every Municipality’s strategic objectives.

Through the service delivery agreement; the Honourable Mayors of all municipalities

committed themselves to the following:

That they will play their role as outlined in the Municipal Finance Management Act by

monitoring the prudent management and utilization of their municipal finances;


27

That they will monitor the execution of their municipal Service Delivery and Budget

Implementation Plans (SDBIPs) for improved and accelerated service delivery;

That they will take personal responsibility and accountability for non-delivery to

communities;

That they will ensure every rand spent in their municipalities does what it is earmarked

for;

That they will advocate and actively work towards corrupt-free municipalities;

That they will lead by example in their various communities by adhering to ethical

standards and professional conduct in their public and private lives;

That they will render unwavering support to the effective functionality of their newly

established Municipal Public Accounts Committees and Audit Committees to ensure that

corruption, fraud and mismanagement is uprooted;

That, working with esteemed traditional leaders; they will work tirelessly in restoring the

confidence of the people in the system of local government.

NATIONAL DEVELOPMENT PLAN

The National Development Plan is a plan for the country to eliminate poverty and reduce

inequality by 2030 through uniting South Africans, unleashing the energies of its citizens,

growing an inclusive economy, building capabilities, enhancing the capability of the state and

leaders working together to solve complex problems.

The high level on the National Development Plan focuses on issues of eliminating poverty

and reducing inequality and further unpacks milestones as follows:

Increase employment from 13 million in 2010 to 24 million in 2030.

Raise per capita income from R50 000 in 2010 to R120 000 by 2030.

Increase the share of national income of the bottom 40 percent from 6 percent to 10

percent.

Establish a competitive base of infrastructure, human resources and regulatory

frameworks.

Ensure that skilled, technical, professional and managerial posts better reflect the

country's racial, gender and disability makeup.

Broaden ownership of assets to historically disadvantaged groups.

Further to the National Development Plan the KwaZulu – Natal Provincial and Growth

Development Strategy make emphasis on the issue at a Provincial Level. The sustainable

development is a development which takes cognizance of issues at a National level, down to

a Provincial and It taken further in municipality through IDPs. Issues on the National

Development Plan are addressed on all KPAs in the IDP.

Table: Alignment with the NDP

NDP Focus Municipal Response

Increase employment from 13 million in 2010 to 24

million in 2030.

• Job creation through EPWP and

LED projects

Raise per capita income from R50 000 in 2010 to

R120 000 by 2030.

• Job creation through EPWP and

LED projects


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Increase the share of national income of the bottom

40 percent from 6 percent to 10 percent.

• National

Establish a competitive base of infrastructure, human

resources and regulatory frameworks.

•

Ensure that skilled, technical, professional and

managerial posts better reflect the country's racial,

gender and disability makeup.

• There is an Employment Equity

plan which is reviewed and

implemented annually

Broaden ownership of assets to historically

disadvantaged groups

•

INTEGRATED URBAN DEVELOPMENT FRAMEWORK (IUDF)

NATIONAL SPATIAL DEVELOPMENT FRAMEWORK (NSDF)


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KWAZULU-NATAL PROVINCIAL AND GROWTH DEVELOPMENT STRATEGY

(PGDS)

In an effort to align with the PGDS goals, Jozini seeks to undertake the following actions:

Table: Alignment with PGDS

PGDS Goal Municipal Response

Inclusive Economic

growth

• Implementing EPWP through Capital Projects

• Developing the Agricultural Sector

• Promoting SMME’s

• Infrastructure investment and development

• Poverty alleviation projects

Human Resources

Development

• Review and implementation of the WSP

• Skills Development

Human and

Community

Development

• Constructing and maintaining access roads

• Continuously supporting the Sukuma Sakhe Programme (War

against poverty)

• Participating in the local Community Policing Forum

• Budgeting for/ implementing the poverty alleviation projects

Environmental

Sustainability

• Promoting solar powered electricity

• Installing solar geysers in households


30

• Helping the households in planting trees

Governance and

Policy

• Annual Policy reviews

• Reviewing the Anti-Fraud and Corruption Strategy

• MPAC

• Implementing the WSP

Spatial Equity • Reviewing the SDF

• Developing the Land Use Management Schemes

PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP)

The PGDS identifies seven strategic goals and thirty strategic objectives that will drive the

Province towards its 2030 vision. The cabinet then identified a need to further prepare an

implementation in the form of PGDP.

DISTRICT GROWTH AND DEVELOPMENT PLAN (DGDP)

The District Growth and Development Plan is meant to play a key role in the integration and

alignment of the intentions of the NDP at national level and PGDP at provincial level on the

one hand, with the activities of local government operating at the coalface of implementation

and interaction with constituent communities on the other.

The aim of the DGDP is therefore to translate the Provincial Growth and Development Plan

into a detailed implementation plan at a district level, inclusive of clearly defined targets and

responsibilities thus enabling the province to measure its progress in achieving the accepted

growth and development goals. In addition to the more detailed focus on the interventions

identified by the PGDS-PGDP, the DGDP is expected to propose specific milestones that will

have to be achieved per priority sectors. This will be refined in a collaborative approach with

all the relevant stakeholders to ensure ownership of targets that will be set for specific time

horizons.

The KwaZulu-Natal Provincial Planning Commission facilitates and supports the lead

departments to develop detailed trajectories to ensure that the roadmap is clear on what is

required to achieve the 2030 Vision for KwaZulu-Natal. The current DGDP is due for a

review as it was developed in 2014.

UMkhanyakude District Municipality developed a DGDP through the assistance by KZN

COGTA and the DGDP is zooming in into the strategic direction up to year 2035 which

focusses on linking the IDP with the National and Provincial planning imperatives; The

Alignment of the PGDS and UMkhanyakude DGDP can best be summarized as follows:


31

PGDS Strategic

Goals

DGDP Strategic Goals IDP KPAs

Inst. Trans.

and Dev.

Basic

Service

Delivery

LED Financial

Viability

Good

Governance

Cross

Cutting

1. Inclusive Econ

Growth

Expanded District Economic output

and increased quantity and quality of

employment opportunities

X X

2. Human Resource

Development

2. Enhanced quality of district human

resources

X

3.Human and

Community

Development

3. Improved quality of life and life

expectancy

X X X X

4. Strategic

Infrastructure

4. High quality infrastructure network

to support improved quality of life and

economic growth

X X

5. Environmental

Sustainability

5. District characterised by integrity

and quality of its physical

environment and underpinned by a

coherent spatial development

X

6. Governance and

Policy

6. Excellence in governance and

leadership

X X

7. Spatial Equity 7. District characterised by integrity

and quality of its physical

environment and underpinned by a

coherent spatial development

X


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PSDF

PSEDS

The first PSED was adopted in 2007 but nearly a decade later it is necessary to review and

update the first generation PSEDS for the following reasons:

The strategy was simply “out-of-date” as much of the previous strategy focused on time

bound events such as the FIFA World Cup.

The policy context has changed as many of the development frameworks have evolved.

✓ At a global level, Sustainable Development Goals (SDGs) have replaced the

Millennium

✓ Development Goals (MDGs) and nationally the New Growth Path (2010) and the

✓ National Development Plan (NDP) at a provincial level, the Provincial Growth and

✓ Development Strategy (PGDS) of 2012 has been updated in 2016.

The need to guide the economic cluster of provincial departments as to “where to

intervene?” and “what to intervene in?”

There is a need to revise the original nodes and corridors framework to match changes

in the province and region since 2006.

This strategy document therefore seeks to address the four issues outlined above as

follows:

✓ First identify development corridors and nodes;

✓ Devise an objective criterion for geo-referencing and mapping: mapping the

corridors, nodes, PSEDS regions and catalytic projects;

✓ Ensure stakeholder involvement in the development of the strategy; and

✓ Outline the roles and responsibilities of the various implementation agencies.

The first step in developing the second generation PSEDS is to objectively identify the

nodes. Four types of nodes may be identified based on the justification for the intervention,

namely: (1) Provincial Priority Nodes that consist of (a) Economies of Scale Nodes (b) High

growth / Strategic Nodes, and (c) Local Influence Nodes and (2) Poverty Intervention Nodes.

Provincial Priorities

Provincial Priority interventions are defined as government interventions that have a

province wide significance, i.e. interventions that either impact the province or multiple

districts within the province. Provincial Priority Nodes are therefore nodes where

interventions may be conducted that have a province wide impact.

Economies of Scale

Economies of scale interventions are conducted in areas with a large population or high

population may enjoy economies of scale advantages in that the benefits of a small


33

investment can potentially be enjoyed by a disproportionately large number of people.

Economies of Scale Nodes therefore typically have a large population. The economic

activities that are most suitable in Economies of Scale Nodes are mass production

processes that are labour intensive and require a broad skills base.

High Growth / Strategic

High growth /strategic interventions occur in locations that do not necessarily have a large or

concentrated population but have a population that is growing rapidly. The economic

activities that are most suitable in High Growth / Strategic Nodes are largely socio-economic

in nature i.e. infrastructure spending etc. to deal with the growing population.

Local Influence:

Local influence interventions are interventions that only have an impact on the local

economy at district or municipality level. Local influence nodes are therefore nodes that

provide services to a sub-regional community. The focus of investments should therefore be

in promoting integration, transport linkages and service delivery infrastructure.

Poverty Intervention:

Poverty Priority interventions are government interventions targeted at addressing poverty,

low employment and spatial isolation. Poverty Nodes are therefore essentially poverty

hotspots. To identify and characterize the nodes for KwaZulu-Natal, the following information

was taken into consideration:

PSEDS Development Strategies

The government’s role in socio-economic development and transformation is that of

providing leadership and acting as a catalyst by creating an enabling environment. There are

several intervention mechanisms at the government’s disposal. Some of the main ones are:

Investing and providing support to targeted economic growth sectors;

Providing support to small and medium enterprises;

Developing the skills base of the labour force;

Economic empowerment of the historically marginalized;

Expanded public works programme (EPWP);

Intergovernmental relations within South Africa and sometimes across the region;

Integrated Development Plans;

Mainstreaming transversal issues such as HIV / AIDS.

These mechanisms need to be co-ordinated. The inclusion of the results of the Comparative

Advantage Study as well as the District Economic Drivers report in the new generation

PSEDS is an endeavour to provide some guidance around what development projects to

invest in within each district, node and corridor.


34

STATE OF THE NATION ADDRESS (SONA)

President Cyril Ramaphosa delivered the State of the Nation Address on the 13th of

February 2020 at 7 pm before a joint sitting of the two houses of Parliament. The President

took the nation into his confidence on the way forward, set the tone on critical matters and

reported back to South Africans on the progress since his last address in June 2019.

The theme for this year’s event remained the same as the previous year’s theme which is:

“Following up on our commitments: Making Your Future Work Better”.

The following is a summary of the country’s focus areas and action plan for the 2020/2021:

Key Point/

Announcement

Action Plan

Development model to

extend to 23 districts

Government will expand the District Development Model to 23

new districts, drawing on lessons from the three pilot districts

Coding, Robotics in

Grades R to 3

• Government will introduce Coding and Robotics in Grades R

to 3, in 200 schools (2020)- with a plan to implement it fully

by 2022.

Building Nine TVET

Colleges

• Government is building nine new TVET college campuses in

Sterkspruit, Aliwal North, Graaff Reinet and Ngungqushe in

the Eastern Cape, and in Umzimkhulu, Greytown, Msinga,

Nongoma and Kwagqikazi in KwaZulu-Natal.

New University • Government has decided to establish a new University of

Science and Innovation in Ekurhuleni.

Funds to reduce youth

unemployment

• Youth employment initiative will be funded by setting aside

1% of the budget to deal with the high levels of youth

unemployment

• Government is launching five prototype sites in five provinces

that will grow to a national network, reaching three million

young people through multiple channels.

• Government will provide to the youth shorter, more flexible

courses in specific skills that employers in fast-growing

sectors need

• Government plans to develop new and innovative ways to

support youth entrepreneurship and self-employment

• Scaling up the Youth Employment Service and working with

Technical and Vocational Education and Training (TVET)

colleges and the private sector to ensure that more learners

receive practical experience in the workplace to complete

their training.

• Government will establish the first cohort of a Presidential

Youth Service programme that will empower young people

and provide opportunities for them to earn an income.

• National Youth Development Agency and the Department of

Small Business Development will provide grant funding and


35

business support to 1 000 young entrepreneurs in the next

100 days.

Domestic Violence

Amendment Act To

Better Protect GBV

Victims

• Domestic Violence Act is expected to be amended to better

protect victims in violent domestic relationships

• Sexual Offences Act will also broaden the categories of sex

offenders whose names must be included in the National

Register for Sex Offenders.

Tapping into the

international market

• Introduction of the SheTradesZA platform to assist women-

owned businesses to participate in global value chains and

markets

• The Industrial Development Corporation is targeting R10

billion of its own and partner funding for women-empowered

businesses.

• Designate 1 000 locally produced products that must be

procured from small, medium, and micro enterprises

(SMMEs) in an effort to create a larger market for small

businesses

• Procurement Bill will soon be presented to Parliament as part

of an effort to empower black and emerging businesses and

advance radical economic transformation.

• Government will hold its third South Africa Investment

Conference in November 2020 to review the implementation

of previous commitments and to generate new investment

into the economy

• Independent Communications Authority of South Africa

(ICASA) has undertaken to conclude the licensing of high

demand spectrum for industry via auction before the end of

2020

State to intensify SOE

repurposing for growth,

development

• Government will undertake a process of rationalisation state

owned enterprises to ensure that they serve strategic

economic or developmental purposes

• Government plans to fix commuter rail with over R1.4 billion

investment over the years, this investment is vital to the

economy and to the quality of life of the people.

• Fundamental overhaul of the Durban port – the third largest

container terminal in the Southern Hemisphere – to reduce

delays and costs.

Government to regulate

commercial use of hemp

products

• Government will in 2020 open up and regulate the

commercial use of hemp products, providing opportunities for

small-scale farmers

• Government will this year (2020) release around 700 000

hectares of state land for agricultural production.

New crime detection

university

• To improve the quality of general and specialised police

investigations, government will be establishing a Crime

Detection University in Hammanskraal, north of Pretoria.

Student Accommodation • R64 billion will be spent over the next few years in student


36

accommodation.

Major economic reforms

set to change SA's

fortunes

• Reforms are contained in the Economic Transformation,

Inclusive Growth and Competitiveness Paper produced by

National Treasury

• The country’s low levels of growth mean it is not generating

enough revenue to meet its expenses

• Continuous engagements with labour and other stakeholders

on measures to contain the public wage bill and reduce

wastage

• Improve public finances by working with the Auditor General

to reduce irregular expenditure, shifting government spending

from consumption expenditure to investment in infrastructure

Measures to improve

energy generation

Government will be implementing measures that are set to

fundamentally improve South Africa’s energy generation capacity

• Section 34 Ministerial Determination will be issued to give

effect to the Integrated Resource Plan 2019, enabling the

development of additional grid capacity from renewable

energy, natural gas, hydro power, battery storage and coal.

• Government will initiate the procurement of emergency power

from projects that can deliver electricity into the grid within

three to 12 months from approval. The National Energy

Regulator will continue to register small scale distributed

generation for own use of under 1 MW, for which no licence

is required

• The National Energy Regulator will ensure that all

applications by commercial and industrial users to produce

electricity for own use above 1MW are processed within the

prescribed 120 days

• Open bid window 5 of the renewable energy IPP and work

with producers to accelerate the completion of window 4

projects

•

• negotiate supplementary power purchase agreements to

acquire additional capacity from existing wind and solar

plants.

• Measures will be put in place to enable municipalities in good

financial standing to procure their own power from

independent power produce

STATE OF THE PROVINCE ADDRESS (SOPA)

The State of the Province Address is a localised version of the State of the Nation Address

where Premiers reflect on their achievements and communicate their programmes of action

in respect of government’s five priority areas - education, health, the fight against crime and

corruption, rural development and land reform as well as jobs for the year ahead.


37

State of the Province Address by Premier of KwaZulu-Natal, Hon. Sihle Zikalala, Royal

Show Grounds, Pietermaritzburg, 04 March 2020. The theme for the 2020 KZN SOPA is

“Together, Creating Our Common Future”. It recognises that the people of KwaZulu-Natal

themselves are the cornerstone and the most vital ingredient or force for growth and

development

The table below indicates some of the highlights from the state of the province address:

Radical Economic

Transformation

Attracting

investment

• Investment commitments to the province worth

over R15-billion since May 2019 are

materialising.

• The launch of Mara Group, Africa's first cell

phone manufacturer, investing more than R1-

billion and creating more than 300 permanent

jobs in the province

• Ubuhle Towels (Pty) Ltd, a 75% black women-

owned company, investing R132million in

towel manufacturing Elegant Afro Line (Pty)

Ltd, a 100% black women-owned company,

investing about R900 million in chemicals in

the Richards Bay IDZ.

• Nyanza Light Metal, a 100% black-owned

company, investing R4.5-billion in the

production of titanium dioxide pigments.

Construction of the top structure at RBIDZ

Phase 1F is expected to resume in April 2020.

• Wilmar SA (Pty) Ltd, a manufacturer of edible

oils, investing R1.3-billion and creating 300

jobs

• Phase 1A and 1F of RIBDZ are planned to

materialise from March 2020 in Richards Bay.

Economic

infrastructure

• Launch of the Durban Aerotropolis Master

Plan which envisions the development of a

globally-connected airport city around King

Shaka International Airport

• R30-million provision by EDTEA towards the

construction of a terminal building at Mkhuze

airport following its runway upgrade

• Upgrade of the Margate airport terminal

building at a cost of RS-million, by the

municipality working with EDTEA

• Development of a Clothing and Textile Master

Plan by National Department which focuses

on growth and protection of this industry

• During 2020/2021, investment drive will be

focusing on the oceans economy, aloe


38

processing, bio-ethanol, renewable energy,

fish processing facilities and innovation hubs

Digital economy • Government is rolling out telecommunication

infrastructure, including broadband networks

and digital innovation hubs.

• An agreement will be entered to with

Broadband lnfraco to provide layer two

network services to be used by Dube Trade

Port to provide over 810 Wi-Fi hotspots at 405

selected sites across the province

• Over the next five years, the Moses Kotane

Institute will ensure that several rural

communities are digitally connected

• Development of information technology hubs

in five rural municipalities Okhahlamba,

Kokstad, Umfolozi, Mandeni and Mpofana

Municipalities are at various stages of

completion

Enterprise

Development

• R226-million to small enterprises by EDTEA,

facilitating the creation of 3 284 jobs.

• R63.4-million disbursed to women-owned

businesses, creating 1 382 jobs.

• R57.1-million expended on youth-owned

businesses generated 655 job opportunities

Youth

empowerment

and job Creation

• R71-million offered to 55 youth-owned

enterprises through the KZN Youth

Empowerment Fund,

• The Office of the Premier will allocate another

R50- million to the Youth Development Fund

in 2020/21.

Operation Vula

Fund

• A provision of R150-million has been made In

the 2020/2021 budget estimates for Operation

Vula Fund

Private- Public

Partnerships

• To date, 51 SMMEs have been supported to

the value of R158-million - 65% of Partnership

recipients are African female and 60% are

youth

• A total of 349 interns have already been

assigned to various municipalities across the

province while the remaining 151 interns are

to be placed before the end of March 2020.

Tourism

development

• Building and maintaining tourism assets in the

province, Ngodini and Ndumo Border Caves at

a cost of R15-million, resulting in 400 job

opportunities for the local communities

• Upgrading the Bhanga Nek Campsite with an


39

investment of R20-million. 1O permanent and

25 temporary jobs

• R220-million investment from Transnet

construction of the Cruise Terminal

Tourism outlook • 80% increase in domestic tourists, with over

2.3-million arrivals in 2019 against 1.3-million

arrivals in 2018.

• Increase is in tourist spend in the province

which totalled R14.4-billion in the first half of

2019, a 37% increase on the previous half-

year.

• KSIA grew by 6.5% in 2019 compared to 2018

at 6.26 million passengers.

• International passengers grew by 9.7% in

2019 when compared to 2018.

• Estimated R1.2-billion to be injected by

hosting of major business events

Environmental

Sustainability

• Clearance of 120 000 hectares of land

affected by invasive alien species and created

7 500 Job opportunities

• 3 000 work opportunities were created through

the Good Green Deeds programme.

• A provision of R100-million was made towards

ecosystem management.

AGRICULTURE

DEVELOPMENT

Radical Socio-

economic

Transformation

• In terms of the new KZN MTSF, our target is

30% set asides for women, youth and

SMMEs. We have a policy on set-asides on

specific commodities for designated groups

• Our own PGDP targets governments local

procurement spend is 35% youth;30% women,

5% people with disabilities, 10% Military Vets -

60% allocated to Africans.

• By 2024, we aim to have 50 % of government

spend on entrepreneurship for women- owned

and led business.

• Land to be acquired for agriculture in terms of

the rural Land Reform Programme: target 40%

to youth by 2024.

Cannabis – The

green rush

• A Cannabis Investor Protocol has also been

developed and launched.

• A dedicated and fully staffed Cannabis Unit

has been established within the Moses Kotane

Institute to assist emerging cultivators and

entrepreneurs with infrastructure assistance,

funding and licencing

Multi-Planting • The Department of Agriculture has assisted


40

Season

Programme

farmers to plant 10 658 hectares for food

security across the province.

• Provincial government has committed R77-

millionfer the implementation of the 2020/21

planting season programme

Production of

seeds, seedlings

and fruit trees

• Establishment of five mega-nurseries to

produce seedlings and fruit trees

• A budget of R30-mllllon has been set aside for

the initial phase of agricultural infrastructure,

equipment and operations. Implementation will

commence in 2020/21 and the programme will

see the employment of 290 agricultural

graduates

Youth

empowerment-

Sukuma 100 000

• Youth empowerment programme called

Sukuma 100 000, which will be implemented

across all government departments, state-

owned entitles and our partners in the private

sector

PUBLIC WORKS

AND

INFRASTRUCTURE

• Over 135 163 EPWP work opportunities

created in 2019

• Establishment of a Provincial Precinct in

progress

Transport

infrastructure

delivery

• In 2020/2021, R8-bllllon will be invested in

infrastructure development and maintenance.

• Overhaul of the Durban Port to lessen delays

and costs

Bridges and

enabling access

to education

• New seven vehicular bridges and 12 bailey

bridges.

• Upgrade 60 kilometres of roads from gravel to

black top IN 2020/21

• 12 new bridges will be built in 2020/21, mainly

in rural communities

Transport and

job creation

• Transport will create 63 000 work

opportunities through the EPWP in 2020/2021

• Increase intake for the Internship programme

to 160 young people.

EDUCATION AND

SKILLS

DEVELOPMENT

Performance of

our Basic

Education

• Establishment of 12 ECO centres in district in

the rural areas

Information

communication

technology and

4IR

• Rolling out e-learning solutions

• Coding and robotics in the curriculum in

selected pilots in the province.

• Maths and Science School of Excellence in

LaMercy is at 98% completion


41

• The construction of the Agricultural and

Maritime Schools of Excellence in

uMgungundlovu and Umlazi, respectively, will

commence in 2021

• The construction of the Special School for

Autism will also commence in 2020

School safety

interventions

• Approval of the multi-pronged Schools Safety

Strategy

• 2400 Shovakalula bicycles will be distributed

THE HEALTH AND

WELLBEING OF

THE PEOPLE OF

KZN

Make Me Look

Like a Hospital’

campaign

• Revive the ambitious Make Me Look Uke a

Hospital Project (MMLLH)

• New e-health system is being piloted at Prince

Mshiyeni Memorial Hospital, as well as the

Madadeni Hospital.

Improved health

system

• Three districts in KwaZulu-Natal, namely Ugu,

uMkhanyakude and uMzinyathi, have become

the first in the country to meet the ambitious

UNAIDS 90-90-90 target to help end the AIDS

pandemic

• Fabulous About Health programme to address

challenges faced by the LGBTQI sector

• R2.8-billion, state-of-the-art Dr Pixley Ka lsaka

Seme Memorial Hospital will be opened in

2020

Progress on the

State of Local

Government in KZN

• 54 Municipal Support Plans developed and

adopted by municipalities.

• Challenges in both the uMsunduzi and

Ethekwini Metro are progressively being

attended too, with turn around strategies

adopted by these municipalities

• Issues with Newcastle and Alfred Duma have

received provincial attention and a task team

has been deployed to intervene

• R20-million has been allocated to uGu District

to alleviate Ugu's water scarcity and 92 static

tanks have already been delivered

• R1.3-million allocated to upgrade water pumps

in lfafa area, R14.5-million for uMthamvuna's

raw water pump station as well as water

treatment works, and R2.7-million for the

construction of temporary bridge across

uMzimkhulu River

Basic services • Approximately 70% of learners in government

schools are in no fee schools

• 85.44% of people with access to portable

water, and about 88.55%, have access to


42

sanitation.

• About 89% of people have access to electricity

Implementation

of the District

Development

Model

• Integrated OSS with the new DDM as part of

re-engineering of the former

Operation Clean

Audit

• A Consequence Management Framework will

be in place, applicable to all departments by

the end of March 2020.

Fighting crime • In 2020/2021, together with the JCPS Cluster,

there will be a launch of crimefighting

intervention programme titled Operation Vala

Social Cohesion • In 2020/21, government will expand Its

programme of combating Gender-Based

Violence and Femicide

• In 2020/21, the Office of the Premier will

undertake a 365-day awareness, advocacy

and communication campaign

• In 20/21, construction of two new treatment

centres in Ugu and llembe districts

• Developed a Provincial database of persons

with disabilities that will serve as a hub from

which government departments can tap into

when they target persons with disabilities for

recruitment purposes

• KwaZulu-Natal will have a new provincial

department of Sports, Arts, and Culture no

later by April 2020.

New Interventions • The province has established the Job Creation

War Room which meets monthly,

• Job creation will be linked to Sukuma 100 000

for the youth

• Enhance the Role of SMMEs, this will entail

training, incubation, finance, and linkage to

market post financing.

• Building Requisite Skills for Future Industries:

• Social Stability & the fight against Crime: The

province will also drive an intensive Campaign

on Social Stability and the Fight against

Crime. The Campaign will be known as

Operation Vala - as in Vala ubugebengu.

BACK TO BASICS


43

In line with the renewed mandate of the Presidential Priority, the back to basics programme is to be focused and driven towards giving differentiated support to municipalities. The back to basics programme was launched with the theme of serving communities better. The plan of action is to ensure a focused and strengthened local government by getting the basics right and together with other spheres of government, providing basic services efficiently and effectively and in a caring manner. The back to basics transformational agenda recognizes that there are widely divergent levels of performance between different categories of municipalities in terms of services, public engagement, good governance, financial management and technical capacity. The aim is to encourage all municipalities to become positively functional centres of good governance. There is also a need to set the proper standards for municipal performance. Jozini Municipality committed itself to implementing the Back to Basics Programme, as means to revitalize basic service delivery. The programme has five pillars, namely:

Provision of basic services Good Governance Public Participation Financial Management Institutional Capacity

With regards to its implementation within the municipality, departments report on progress made on the set indicators and programmes that are implemented. Both on a monthly and quarterly basis Jozini municipality consolidates reports which are in return sent to Provincial and National COGTA Departments. The reports indicate performance of the municipality in different aspects of the key performance areas (providing services to its communities, whether these are carried out on time and on a regular basis. An indication from quarterly assessments by COGTA shows that Jozini municipality’s performance is improving. JOZINI MUNICIPALITY B2B SUPPORT PLAN


44

B2.

Jozini Local Municipality is affected by various challenges faced by communities not only in

its area of jurisdiction but also in the country as a whole. The Municipality is therefore aware

of the national strategies and Programme of Action to meet them. The national government’s

targets for 2014, which were key components in preparing this IDP, are as follows:

The reduction of unemployment by half;

The reduction of poverty by half;

The provision of skills required by the economy;

Ensuring that all South Africans are able to fully exercise their constitutional rights and

enjoy the full dignity of freedom;

The provision of a caring government service to the people;

Reducing the number of serious and priority crimes and cases awaiting trial,

Improving services to achieve a better national health profile and reduction of

preventable causes of death; and

Positioning South Africa strategically as an effective force in global relations.

THE NEW GROWTH PATH

The main thrust of The New Growth Path is identification of strategic areas where

employment is possible, then it analyses the policies and institutional developments required

to take advantage of employment opportunities. The Municipality through EPWP is ensuring

that it aligns itself with the proposals for the New Growth Path.


45

SECTION C:

SITUATIONAL

ANALYSIS


46

C.1. DEMOGRAPHIC CHARACTERISTICS

C.1.1. DEMOGRAPHIC INDICATORS

DEMOGRAPHIC INDICATORS CENSUS 2011 CS 2016 Source

Population size

Total population 186 502 198 215 StatsSA

Growth rates 0.9% 5.9% StatsSA

Population distribution

Population density 52 persons/ km² StatsSA

Urban 4.9% 8,492 StatsSA

Farms 0.2% 990 StatsSA

Traditional 94.9% 188,733 StatsSA

Population composition

Young (0-14) 41% 82 344 StatsSA

Working age (15-64) 55% 75 967 StatsSA

Elderly (65+) 4% 6 824 StatsSA

Sex ratio (women/100 men) 85.8% StatsSA

Dependency ratio 82.4% StatsSA

Disabled (%)

Fertility rates*

Total fertility rate* StatsSA

Adolescent fertility rate* StatsSA

Crude birth rate* StatsSA

Mortality rates*

Total mortality rate* 1008 StatsSA

Under 5 mortality rate* StatsSA

Infant mortality rate* StatsSA

Leading cause of death* StatsSA

HIV prevalence rate Health

Life expectancy*

Males* StatsSA

Females* StatsSA

Human Development Index Derived

Population groups

Black African 99.2% 197,489 StatsSA

Coloured 0.1% 134 StatsSA

White 0.3% 478 StatsSA

Indian/Asian 0.1% 114 StatsSA

* need to follow-up if these variables will be available at municipal level for Census 2011. If not provincial figures to be used as a proxy


47

SOCIO-ECONOMIC INDICATORS CENSUS 2011 CS 2016 Source

Households and services

Average household size 4.7 4.4 StatsSA

Female headed households 53.7% StatsSA

Child headed household 1.8%

Access to piped water 10.9% 20 793 StatsSA

Access to electricity 29.1% 18 560 StatsSA

Access to sanitation 13 596 StatsSA

Tenure status (% owned) 38.9% StatsSA

Educational status

Literacy rate 27% StatsSA

Attending educational institution StatsSA

No schooling 27.4% StatsSA

Primary enrolment rate Education

Teacher: learner ratio Education

Secondary enrolment rate StatsSA

% Completed matric 25.2% StatsSA

Matric pass rates Education

% Completed higher education 5.1% StatsSA

Employment status

Labour absorption rate StatsSA

Unemployment rate (official) 44.6% StatsSA

Unemployment rate (by sex) StatsSA

Unemployment rate (youth) 53% StatsSA

Labour participation rate StatsSA

Main occupation sector StatsSA

Income status

Average household income StatsSA

Indigent households (below R800) StatsSA

Social grant recipients

Deprivation index StatsSA

Gini coefficient Derived

Safety and security

?? SAPS

Travel and transport

??


48

C.1.2. KEY FINDINGS (INCLUDING TRENDS)

Jozini Local Municipality is under UMkhanyakude District Municipality, located in the north-

eastern part of KwaZulu Natal. The municipality shares a border with Swaziland to the west and

Mozambique to the north. It covers 3057 km² of the total area of UMkhanyakude District

Municipality. Jozini was predominantly a rural municipality with 89% of the population residing

in rural areas under the jurisdiction of traditional authorities.

80 % of the municipality’s population falls in the age groups 0 to 34 years. This is a very young

population that have serious implications for service delivery and the provision of (especially

social) facilities in the municipal area. The implications of a young population in an area is high

requirements for social services; educational and employment opportunities.

0

5000

10000

15000

20000

25000

30000

POPULATION BY AGE GROUP

00-04 05-09 10-14 15-19 20-24 25-2930-34 35-39 40-44 45-49 50-54 55-5960-64 65-69 70-74 75-79 80-85 85+

AGE GROUP MALE FEMALE TOTAL

00-14 41 608 40 736 82 344

15-34 36 787 39 454 76 241

35-64 12 790 20 016 32 806

65+ 2 098 4 726 6 824


49

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

00-14 15-34 35-64 65+

JOZINI POPULATION BY AGE GROUPS/ SEX

MALE FEMALE TOTAL

Main dwelling that household currently lives in

Formal dwelling/house or brick/concrete block structure on a 20,563

Formal dwelling/house/flat/room in backyard 4,343

Traditional dwelling/hut/structure made of traditional mater 13,111

Flat or apartment in a block of flats 3,655

Cluster house in complex 21


50

Townhouse (semi-detached house in a complex) 30

Semi-detached house 274

Informal dwelling/shack in backyard 1,100

Informal dwelling/shack not in backyard (e.g. in an informal 568

Room/flatlet on a property or larger dwelling/servant’s quart 311

Caravan/tent 13

Other 596

Unspecified 0

* Refuse removal

Removed by local authority/private company/community members at least once a week

2,224

Removed by local authority/private company/community members less often than once a week

669

Communal refuse dump 692

Communal container/central collection point 91

Own refuse dump 33,081

Dump or leave rubbish anywhere (no rubbish disposal) 5,535

Other 2,292

Total 44,584

MAIN SOURCE OF ENERGY FOR COOKING

Electricity from mains 17,804

Other source of electricity (e.g. generator; etc.) 45

Gas 1,927

Paraffin 27

Wood 23,059

Coal 0

Animal dung 10

Solar 964

Other 296

None 453

Unspecified 0

MAIN SOURCE OF ENERGY FOR LIGHTING



Gas 116

Paraffin 78

Candles 23,372

Solar 1,783

Other 58

None 340

Unspecified 44

Total 44,584


51

MAIN SOURCE OF ENERGY FOR HEATING



Gas 1,471

Paraffin 59

Wood 20,814

Coal 79

Animal dung 15

Solar 1,287

Other 640

None 3,590

Unspecified 23

Total 44,584

ELECTRICITY

Yes 18,305

No 23,478

Unspecified 2,801

Total 44,584

RACE POPULATION

Black African 197,489

Coloured 134

Indian/Asian 114

White 478

Total 198,215

Urban 8,492

Farms 990

Traditional 188,733

Total 198,215

DENSITY

The municipality has a fairly low average population density with the expected high density

areas of the primary node and the traditional authority areas. This pattern has a positive

effect on service delivery as the higher the density the more economical can service delivery

be done


52

Population growth

Gender Population 2011 Population 2016

Male 86,116 93,282

Female 100,386 104,933

Total 186,502 198,215

Source: Stats SA Community Survey 2016

The information from STATSSA Census 2011 and Community Survey 2016 indicates an

annual population growth rate of 1,226% per annum for the period 2011 to 2016.

WARD POPULATION WARD POPULATION

1 7173 11 8094

2 8144 12 10401

3 9422 13 10775

4 8292 14 11634

5 13677 15 8465

6 6939 16 9494

7 9574 17 10425

8 8504 18 7939

9 9506 19 8813

10 11085 20 8148

Source: Stats SA Census 2011


53


54

The above map indicating the population density clearly shows that the population are

concentrated at the nodes of Jozini, Mkuze and Ingwavuma. The road between the nodes of

Bhambanana and Ndumo also reflects high population densities.


55

C.2. CROSS CUTTING ISSUES (INCLUDING SPATIAL, ENVIRONMENTAL AND

DISASTER MANAGEMENT)

C.2.1. REGIONAL CONTEXT

Jozini Municipality is located in Northern KwaZulu Natal and borders Swaziland and

Mozambique. Jozini Municipality falls within the UMkhanyakude District Municipality and covers

an area of 3073.08 km². This equates to approximately 32% of the area of the district. The

Lebombo Mountains and Makhatini Flats provide some diverse and beautiful terrain rich in local

resources including water features and even fossil sites. The name Jozini means place of

spears and is attributes to the many spears found in the caves in the area that were used during

ancient wars.

Jozini Municipality borders the following municipal areas:

• Umhlabuyalingana Local Municipality to the East

• Hlabisa and the Big 5 False Bay Local Municipalities to the South

• Portions of the Greater St Lucia Wetland Park to the South

• The Uphongolo Local Municipality (Zululand District) to the West

• Mozambique to the North

• Swaziland to the West

ADMINISTRATIVE ENTITIES

The Jozini Municipality has 20 municipal wards and 7 Traditional Authority Areas. The following

is a list of Traditional Councils in the Jozini Municipality:

Mathenjwa

Mngomezulu

Nyawo

Myeni-Ntsinde

Jobe

Myeni- Ngwenya

Siqakatha (Gumede)

The Jozini Municipality also has a portion of State-owned land within its area of jurisdiction.

Apart from the Administrative entities that appear in the above map, the Jozini Municipal area

also boasts a number of environmentally sensitive areas, i.e.:

Game Farms

Protected Environmentally Sensitive Areas

Non-Protected Environmentally Sensitive Areas

Ezemvelo Wildlife Protected Areas

Areas of High Intrinsic Biodiversity Value


56

The location of the above are shown on the Environmental Considerations and the

Environmental and Tourism Asset maps on the following pages.


57


58

STRUCTURING ELEMENTS

• Pongola River

• 2 nature reserves (Ndumo which borders Jozini and uMhlabuyalingana; Mkhuze which

borders Jozini and Big Five)


59

• Terrain (borders Ingwavuma and Swaziland)

• Jozini dam


60

EXISTING NODES AND CORRIDORS

Investment points (Nodes) are the existing and future growth points and centers of population

concentration within the municipality. They form the bases for the allocation of funding and

resources as well as the rollout of service delivery. It is crucial to build upon such investment

points we also find a clustering of certain activities such as shops, schools, churches,

community halls and clinics. The table below contains the hierarchy of investment points for

Jozini:


Mkhuze

Jozini

Ingwavuma

Ubombo

Bhambanana

Ndumo

Ophansi

Manyiseni

Makwakwa

Emabhanoyini

Mkhuze: is the economic hub of the municipal area and will remain the focus for future

development. Mkuze town is centrally located and it served by major road such as the N2 which

links it with Hluhluwe, Mtubatuba, Richards Bay towns. There is an influx of major services such

as offices, residential development and commercial uses has led to Mkuze being the major

investment node within the area of Jozini Municipality.

Jozini: is the second economic hub within the area of jurisdiction of the Jozini municipality,

however the topographical constraints and land tenure issues has led to flee of potential

investors to other areas.

Rural Areas: rural areas are characterized by extensive commercial and subsistence farming,

mainly crop production and cattle farming.


61


62

The following initiatives should be supported in the Jozini node:

Public Capital Investment Plan to ensure that investment will lead to sustainable long term

development of the node and efficient public and private service delivery for the residents of

Jozini Local Municipality

Detailed local plan to update and review the 2010 Urban Design Framework

Shortened land use management procedures

Adoption of a Town Planning Scheme

Industrial development based on the agro-economy

Commercial development

Decentralization point for local administration of provincial and local government services

Higher order social and commercial services

Housing development

As the primary node in the municipal area the table depicts the status of Jozini Town.

EXISTING FACILITIES NO

.

PLANNED FACILITIES PROPOSED

FACILITIES

NO

.

Pre-School 3 Municipal Buildings

Upgrade

Secondary School 1

Primary School 1

Tertiary Education (FET) 1

Secondary School 1

Fire Station 1

Education Centre 1

Emergency Service

Facility

1

Clinic 1 ABET/Training Centre 1

Police Station 1 Post Office 1

Civic Centre ? Post Boxes 1

Pension Pay Point 1

Hospital 1

Sport Field 2

Civic Centre 1

Bus Service on Regular

basis

1

Old Age Home 1

Taxi rank and/or Bus Depot 2

Sport Complex 1

Library 1


63


64

Ingwavuma has a registered General Plan and town layout but due to continuing difficulty of

transfer of the land from the KZN Department of Human Settlements to the Municipality no

transfer of individual properties can take place.


65

MOVEMENT PATTERNS AND ROUTES

The major structuring element for determining the existing and future concentration of

development, activity and investment in the Jozini Municipality consists of an access and

movement hierarchy that has been established through the major internal and external national

and provincial linkages.

In rural, provincial and national contexts, corridors range in scale depending on function and

categorisation of the transportation route that forms the basis of the corridor. Corridors carry the

flows of people and trade into and around the nodes connected through the corridor. These

flows of people and trade make a corridor function, and should form an integral part of the

corridor planning and development processes.

The key advantage of a corridor as a spatial structuring element, and tool for economic growth,

is that is has the potential to link areas of higher thresholds (levels of support) and economic

potential, with those that have insufficient thresholds. This allows areas that are poorly serviced

to be linked to areas of opportunity and benefit with higher thresholds.


66


67

The Primary Transport Corridor for Jozini is the provincial road R22 (P522) that links the N2

with Jozini and onwards to Manguzi in the Umhlabuyalingana Municipality and the Mozambique

Border. This corridor forms the spine of access for goods and services in Jozini Municipality and

is the major link to the rest of the district, province and country.

The Secondary Development Corridors

The primary focus of these corridors is to link places of economic opportunity with places of

residence. Development can be encouraged at appropriate locations along these corridors.

Secondary Corridors in the Municipal area are as follows:

1. D850

This route links Jozini to Ingwavuma and provides access through the central part of the

municipal area. The route runs parallel to the primary corridor but due to the topography of the

area provides an important link to the western part of the municipality.

2. P449 – P444 – P447

This corridor links Jozini with the N22 and Mbazwane/Sodwana Bay. There is already

development taking place due to the access provided by this corridor and the topography of

Jozini town that make development expensive and difficult in the limited space available. A

prime example is the Jozini Shopping Centre and new developments in it’s vicinity that leads to

process where the commercial heart of the municipality is moving steadily towards this locality.

This is an area where shortened processes as indicated in Section 21 (l)(ii) of SPLUMA must

seriously be considered by the municipality.

1. P435

This corridor is of significance due to the linkage between the primary P522 corridor linking

Jozini town with Ndumo. Ndumo is an area of vast capital investment and concomitant

development where the P435 provide the primary access to Ndumo.

Interventions envisaged in this area relate to:

Tarring of roads which will provide transport services access to the remote regions, and

open up additional economic opportunity in opening the areas. Accessibility is of key

importance.

Developing a localised Corridor Development Strategies which will focus on spatial

structure, infrastructure provision and attracting both public and private sector investment.

Ensure multimodal transport integration occurs along these roads at key points.

Tertiary corridors link areas and lower order settlements within the municipality to the

secondary and tertiary nodes. These are generally slower moving corridors in terms of social

interaction and economic activities. The following routes in Jozini fulfil the role of Tertiary

Corridors:

1. P2-8


68

This is a link road parallel to the N2, linking Mkhuze to D463 in the southern part of the

municipality.

2. P236

Linking the P2-9 with uBombo and eventually Jozini and the Primary and Secondary corridors at

Jozini town.

3. D1836

This corridor is primarily an access corridor for the area situated between the Regional Corridor

and the Pongola floodplain. I provide a link between Jozini town and the P522.

4. D1840

This corridor links the P522 to Ndumo and provides access to the north central and north

western parts of the municipality right up to both the Mozambique and Swaziland borders.

LAND COVER AND BROAD LAND USES

The current land uses evident in the municipal area relate to the places people live, the manner

in which they live as well as the manner in which they use the land. As such, the following

broad, and related, land uses are evident in the Jozini municipal area.

Wetlands and waterbodies associated with the Pongola River and its course in a northerly

direction towards Mozambique as well as the Mkuze River along the southern boundary of

the municipality.

Some, although rather limited, unimproved grassland and barren rock.

Forests and Woodlands are located along the ridge of the Lebombo Mountains as well as

along the Mkuze River.

The distribution of cultivated land in the municipality is limited.

Some areas of the municipality are degraded land.

LAND COVER HACTARES PERCENTAGE

Airfields 6.5 0.0

Bare rock and sand 506.2 0.1

Bushland and woodland 191521.8 55.6

Forest 7397.9 2.1

Grasslands 62511.5 18.2

Natural water bodies 2112.0 0.6

Plantations 25.3 0.0

Wetlands 5858.3 1.7

Mines and Quarries 31.9 0.0

Dams 1066.7 0.3

Commercial-orchards 19.2 0.0

Commercial- Pineapples 78.2 0.0


69

LAND COVER HACTARES PERCENTAGE

Commercial- Sugarcane 7441.8 2.2

Commercial- Agriculture 972.9 0.3

Dense settlements 1191.0 0.3

Low density settlements 12079.8 3.5

Scattered low density settlements 47658.2 13.8

Railways 87.8 0.0

Roads 3612.0 1.0

TOTAL 344179.2 100

The above table illustrates in detail the extent of the various land uses. From the table, it is

evident that bushland and woodland occupy the majority (55.6%) of the land in Jozini LM and

settlements occupy approximately 17.6%.

The accompanying map indicates at first glance that Veld, cultivated land and trees the majority

of land uses in the municipality contain. There are also some build up areas in the north

eastern section of the area. This Land Use Pattern together with the environmental and slope

information needs to dictate the spatial development form of the municipality as the basis of the

eventual SDF.


70


71

LAND OWNERSHIP

The Jozini LM covers approximately 32% (2 138 km2) of the total area of uMkhanyakude District

Municipality. About 60% of Jozini falls under Ingonyama Trust ownership with four tribal courts

which are recognized as being custodians of the land. There also exists a significant area of

State land which surrounds the Pongola River.

Conservation areas within Jozini LM include, iSimangaliso Wetland Park the Mkuze Game

Reserve, the UBombo Mountain Reserve, the Hlatikhulu Nature Reserve, the Manguzi Forest

Reserve and Ndumo Game Reserve.

Discussions for the establishment of formal town areas for Jozini, Bhambanana, etc are still

ongoing.


72


73

LAND REFORM

Source: Land Claims Office, 2014

Map. Land Restitution Claims


74

Table 1. Current Status of Land Claims

Map. Land Reform


75

Status of Claim Description Type of Claim Reference No. No of Claims

Negotiations Rural Community KRN6/2/2/E/15/0/0/14 & 17 2

Valuations Rural Community KRN6/2/2/E/28/0/0/18 1

Research Rural Community KRN6/2/2/E/12/0/0/13, 12/0/0/1 2

Research Rural Community KRN6/2/2/E/12/0/0/3 1

Gazetted Rural Community KRN6/2/2/E/15/0/0/18, 15/0/0… 1

Draft S42D Rural Community KRN6/2/2/E/43/0/0… 1 Source: Department of Rural Development and Land Reform, 2014

The first map above presents the locality of all land restitution claims within Jozini LM. It is seen

that the majority of settled claims are located towards the southern portion (Mkuze Town) of

Jozini LM while a few unsettled are located towards the north in the Ndumo area. The above

table indicates the state of land claims within the Jozini Municipality. 8 land restitution claims

were lodged and only 1 has been gazetted.

ENVIRONMENTAL ANALYSIS

BIODIVERSITY (INCLUDING PROTECTED AREAS

The factors responsible for high levels of biodiversity present in the area are also responsible for the high levels of biodiversity present in the vegetation. The uMkhanyakude District is part of the Indian Ocean phytogeography region and is a regional transition zone and a regional mosaic. Flora comprises a mixture of several floristic elements and communities and differs substantially from that of surrounding regions. Vegetation is exceptionally diverse and ranges from forest, thickets and woodlands to grassland and swamps depending on topography and edaphic conditions. These can be classified into 15 discrete vegetation types. Of at least 2180 vascular plant species, 225 species are endemic or near endemic to the Jozini area. Biodiversity in the municipality is under pressure because of land conversion, climate change,

unsustainable harvesting of natural resources and the wide spread of alien species. Natural

resources provide opportunities for economic empowerment through sustained agriculture,

ecotourism, indigenous plant use etc.

The primary areas of conservation are indicated on Map below and can be described as follows:

1. The ESA Species areas in the southern part of the Municipality

2. The CBA Irreplaceable areas along the N2, next to Hlathikulu Forest Reserve and west of

Ndumo Game Reserve

3. The Landscape corridor of the Lebombo mountains on the western boundary of the

municipality

4. The floodplain and wetland complex of the Phongolo River from Jozini Dam to Ndumo Nature

Reserve,


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Biodiversity Map


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HYDROLOGY

Jozini has an abundance of natural water resources. Major rivers include the Pongola River, the Ingwavuma River, the Mkuze River, and the Usuthu River, of these only the Usuthu and Pongola Rivers are perennial. The Pongola is the most important river in Jozini as it traverses the full length of the area. The flooding of the Ingwavuma and the Usuthu dam up the waters of the Pongola, resulting in an area of deep flooding during peak floods and the infilling of plains. Local Mountain drainage comprises a number of seasonal streams that drain the dip-slope and scarp-slope faces. Some of these streams have perennial pools. In spite of this apparent abundance of water, there is some concern about the provision of potable water to rural areas. The town of Mkuze obtains its water from the Mkuze River and a small dam. The River

originates in Northern KwaZulu-Natal and flows through the Lebombo Mountains, across the

coastal plain into Lake St Lucia. It is approximately 290km long and has a drainage basin of

4820 km² but is not a reliable water source. The dam referred to is privately owned and

arrangements for abstraction are of a temporary nature and it is considered to be an unstable

water source. The town UBombo also gets its water from the Mkuze River and a number of

boreholes that are not reliable. As such, the towns of Mkuze and UBombo do not have sufficient

potable water to sustain their respective populations. This has resulted in restrictions and the

occasional total cessation of their water supply (uPhongolo Sub-Regional Plan, 1999).

According to the Department of Water Affairs and Forestry, water from the Pongolapoort Dam is

of excellent quality, but its total dissolved solid is low which means that it is very aggressive on

steel. Floods are simulated twice a year and, if possible, synchronised with the high flows of the

Usutu River to obtain the maximum flood effect. The Pongolapoort Dam supplies water for the

Tshongwe-Malobeni water scheme as well as scheme villages. The Pongola River Flood Plain

has a series of pans that flood seasonally. The Pongola River is a major water source supplying

the whole Shemula Scheme. The town of Jozini obtains water from the Jozini Water Treatment

plant, which is presently operating at full capacity (uPhongolo Sub-Regional Plan, 1999).

AIR QUALITY

Due to the rural nature of the municipality; air quality issues in the Jozini are less prevalent. The presence of sugar cane farming suggests that there is a need of a seasonal check-up and regulatory mechanisms on the burning of sugarcane farms.

CLIMATE CHANGE

Jozini area is characterized by seasonal dry winters and wet summers with periodic flooding. The summer temperature ranges from 23° to 40°, while winter temps range from 16° to 26°. Mean annual rainfall is 600mm and 800mm along the Lebombo Mountains which fall within a moist belt. The annual average evaporation is approximately 1660mm with evaporation highest during the winter and early spring months. WASTE MANAGEMENT ANALYSIS LANDFILL SITES Following the closure of iSibandlana and Ingwavuma waste disposal sites, Jozini municipality has one waste disposal site, i.e. Mkhuze Waste Disposal site. While the said 2 sites have been closed; there is still element of illegal dumping taking place on the sites.


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LANDFILL SITES LOCATION MAP WITHIN JOZINI LM The status of the 3 sites is indicated in the table below:

Name of Facility Status Licence NR Capacity of site

Available airspace

Mkhuze Waste Disposal

Operational Not Licensed 6300 3.55yrs

Sibandlane Waste Disposal

Closed Licensed for closure

1500 2.27yrs

iNgwavuma Waste Disposal

Closed Licensed for closure

1350 5.77yrs

MKHUZE LANDFILL

Mkhuze landfill site is situated approximately 3 km outside the town of Mkhuze. The site is 70m x 30m and has a life expectancy of approximately 3.5 years. The Jozini municipality is the owner and operator of the site. There are no permanent staff on site and irregular burning occurs. The public is not charged to dispose and no records are kept of traffic. The Mkuze landfill site has no signage to the site and is not fenced off. The waste requires daily coverage and a TLB.

ISIBANDLANA LANDFILL

The Jozini landfill site is owned and operated by the Jozini municipality. The site is 80m x 75m and has a life expectancy of 2 years. There are no permanent staff on site and irregular burning occurs. The site is situated in a quarry on a steep cliff. The quarry has been in operation since 1970. This is not an ideal location in terms of:

Visual amenity (proximity to the road),

Site expansion, and also the,

There is a possibility that the storm water could run downwards into the quarry mouth,


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There is no cover material.

The landfill site was once fenced however the fence and the gate was stolen. The site has since been closed subsequent to the DEA waste disposal site licensing process, wherein it was licensed for closure. However, there is still element of illegal dumping on the site.

INGWAVUMA LANDFILL

Ingwavuma Landfill site is situated approximately 15km to the North East of the town of Ingwavuma. The dimensions are approximately 60m x 45m. The site is partly fenced with steel wire. There is an access gate at the entrance which is not monitored. The Municipality is the owner and operator of the site. There are two appointed persons on site from 0700 – 1600 Monday to Friday. Domestic waste is then disposed of on site and burned when necessary. The waste is not covered as in accordance with DWAF requirements. The approximate life-span of the existing site is 5 years, but expansion in all directions is possible. Burning also minimizes the volume of the waste. Due to the distance to the site, the public does not make much use of it.

UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITE COMPLIANT CHECK

On a quarterly basis the uMkhanyakude Environmental Management Unit conduct a waste disposal site compliant check exercise on all waste disposal sites within the District. This to determine the level of improvement within which municipalities manage their waste disposal sites. Since almost all waste disposal sites are illegal, there is poor compliant with most of the checklist indicators. The waste disposal compliant check for Jozini Waste Disposal sites is further highlighted in the table below. It should however be indicated that 2 sites (iSibandlane and iNgwavuma) has since been closed subsequent to the DEA licensing of illegal waste disposal sites project. As such, currently the Jozini municipality utilizes the Mkhuze waste disposal which is itself illegal and unlicensed.


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UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITES COMPLIANT CHECK

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Mkhuze Waste Disposal Site X

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X X X X X X X X X X X X X X X X X

iNgwavuma Waste Disposal Site •


LEGEND:

❖ Fully-compliant

✓ Partially compliant, but not a significant detrimental impact

X Not compliant and/or significant detrimental impact

• Licensed for closure


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RECYCLING, REUSE, RECOVERY AND WASTE MINIMIZATION INITIATIVES

The municipality does not have any recycling policy for either its municipal staff nor for the municipality as a whole. Domestic waste at all the landfill sites was observed to contain large amounts of recyclable material despite the recycling activities. This included plastics and paper grades. General waste at households was observed to contain a large amount of recyclable material. This included plastic and paper grades. There are no accurate records of the quantities of waste generated in different areas of the municipality. It is therefore not possible to set recycling, reuse, recovery and minimization targets. The Jozini Recycling Centre was established with Assistance from the Belgium Government to recycle paper and plastic waste from the Jozini area, unfortunately the site is underutilized. Due to poor management by the municipality the recycling centre has not been utilized for it intended function. New S.A Waste Management and Recycling Service” was once among other recyclers who operated the recycling centre, where cardboard boxes, and plastics were recycled. They had however had a number of problems associated with high transportation costs associated with the distance to the main depot in Durban. The municipality should resuscitate and refurbish the Jozini recycling centre and it should also encourage green waste/compost treatment at the Recycling Centre. Facilities to deal with green waste are available but underutilized at the recycling centre. The municipality needs to consider the implementation of a policy to govern recycling, waste minimization, and reuse activities. Recovery operations for plastic and paper at the landfill site / recycle center need to be improved to increase the amounts of recyclable materials recovered from the landfill site. Recovery of recyclable materials needs to be encouraged at homes and business focal sources. This will reduce the amounts of recyclable waste to landfill site. Public education campaigns required to promote and educate on benefits of recycling. Municipality needs to consider additional public private initiatives to encourage waste recycling and reuse. This could include promoting recycling of waste in outlying settlement areas and having these removed initially by the municipality. Eventually this activity could be contracted out or ‘sold’ to a private recycler. The municipality needs to conduct a detailed study to understand the percentages of recyclable materials that form a part of the general waste stream from residential and business areas. This study should also consider what system to employ for removal of these wastes from residential areas to central areas in the municipality, and hence sale to other areas. An accurate method of recording waste dropped off at the landfill sites needs to be established (weighbridge at the landfill). the existing Mkhuze site and the proposed Regional landfill site must also prioritize this.

ILLEGAL DUMPING

Jozini has been identified as one the dirtiest municipality in the District. Illegal dumping and litter is rife in the municipality, impacting negatively of the Tourism Sector, which is one of the 2 main economic drivers in the municipality. The perpetrators of illegal dumping are Individuals, households, waste transporters, businesses/industries, builders and demolishers. Contributors to illegal dumping includes:

Lack of community pride and lack of respect for law, people and land they live in

Avoiding of cost to transport and pay at disposal/landfill sites

Lack of proper waste collection services


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The following General Provisions should apply to areas where illegal dumping takes place:

Measures to counter act illegal dumping to be considered (instituting waste collection

service in affected area, developing bylaws, law enforcement activities, education and

awareness).

Providing a waste collection service in areas previously not serviced.

Public Awareness (Reduce Reuse Recycle) via schools, shopping centres, pay points.

Public private initiatives - Clean up campaigns including those organized with religious

organizations, recycling forums.

Sign posting areas where frequent dumping occurs.

Identifying known hot spots.

Policing / managing known dumping hot spots.


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MUNICIPAL ENVIRONMENTAL CAPACITY ANALYSIS

ENVIRONMENTAL GOVERNANCE

The prioritization and consideration of environmental management issues in a municipality depend on a functional environmental governance structure. In the absence of a functional structure the likelihood is that environmental management issues would not be taken into consideration, and in some cases the end result would be absence of environmental management policies/plans. In cases where there are some environmental management policies/plans; the absence of a functional environmental management unit and a dedicated environmental management official would most likely result in lack of integration of such a plan into municipal planning processes (the IDP) which in turn leads to poor or non-implementation of the plan.

HUMAN RESOURCE CAPACITY

Thu Jozini municipality has a functional Environmental Management Unit, with an Environmental Management Post filled. However there is no provision of Waste Management Officer Post in the organogram. This leaves the Environmental Management Manager having to manage mostly waste management work. There is one site foreman who is responsible for all three landfill sites. There are 4 drivers (who are considered full time workers). There are 65 general workers who assist with waste collection, street sweeping etc who are paid a daily rate. Eighty percent of time is dedicated to waste litter picking, street sweeping, verge cutting and storm water drain cleaning. Twenty percent of the time is used for other non-waste functions such as moving furniture, cleaning grass and organizing and placing of drums. There is a need to appoint a Waste Officer, to coordinate all activities related to waste management in terms of the Waste Act.

ENVIRONMENTAL PLANNING TOOLS: INTEGRATED WASTE MANAGEMENT PLAN

While the municipality developed its Integrated Waste Management Plan (IWMP) in 2011; the IWMP was never adopted by the Council, and as such the municipality does not have an updated IWMP in compliance with Chapter 3, Sect 12 (d) of NEMWA. Municipality does not have waste by-laws to manage waste management activities. The municipality will resuscitate the development of its IWMP, and must adopt and implement the broad findings of the IWMP and incorporate such findings in to the municipal IDP for implementation. The municipality needs to gazette Bylaws with the following waste management focus areas:

Consideration for the establishment of a waste information system as per the Waste Act. Information from landfills or generators of waste to be fed on to National Database.

Providing access to municipal waste services in areas previously unserviced and consider Free Basic Refuse Removal (FBRR) policy. The municipality will need to determine in a phased and prioritized manner how to include other areas on this service (see also Waste Act S9 (2) c).

Describe the various waste types and requirements for the general management for business, residential, industrial, garden, building rubble, and health care risk in the


85

municipality (to promote separation at source, recycling etc and to develop municipal standards). Include a description of general waste for collection by the municipality, and an indication of those for which a private company will need to be engaged.

Waste generator obligations (i.e. storage of waste do’s and don’ts etc) as above.

Liability to pay for waste services rendered to householders.

Bylaw requirements for the transportation and transfer of waste in line with national

norms.

Provision to control illegal dumping and abandoned articles in Bylaws.

Designation and appointment of Waste Officers in terms of the Waste Act.


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Table 2: Waste Management Challenges within Jozini municipality

PROBLEM INTERVENTION RESPONSIBILITY (DEA ROLE?)

1. Disposal sites

1.1 Unlicensed landfill sites. All Landfill sites should be licensed in terms of the

National Environmental Management: Waste Act (Act

No. 59 of 2008). Municipalities need to apply for the

permit with the provincial environmental departments

which are the regulatory authorities for general waste

facilities.

The Ingwavuma and Isibandlana waste disposal

sites have been licensed through the DEA

Licensing of Illegal Waste Disposal site initiative.

1.2 Need for new landfill sites. In 2012 the municipality embarked on a land

identification process for the proposed new landfill site.

The last activity to have taken place on that process

was the Public Participating Process (PPP) undertaken

by Buk'Indalo Consultants & Stemele Bosch at

KwaQondile (22 June 2012). That process had since

stalled. Most recently the municipality embarked on the

process of legalising the Mkhuze waste disposal site.

That initiative also stalled.

The municipality should address the ownership

issue with the oPhongolo municipality in respect

of the Mkhuze Waste Disposal site. Through its

process: licensing of landfill site; DEA should

also assist the municipality in licensing the

Mkhuze waste disposal site.

1.3 Lack of equipment. The equipment currently utilized by the municipality is

not enough, and cannot handle the ever increasing

pressures associated with the amount of waste

generated within the municipal area. There are only 2

trucks which are expected to collect waste throughout

the municipality. This as a result translates to non-

collection of waste, thereby resulting in the emergence

of illegal dumping spots through the settlements’

streets and open spaces

Adoption and proper implementation of the

IWMP would address the lack of equipment.

DEA should assist the municipality to review/edit

the never-adopted IWMP, for the municipality to

adopt and implement it.

2. Integrated Waste Management Plans (IWMPs).

2.1 IWMP never adopted and never

implemented

The municipality had developed its IWMP in 2012.

However, it has never been adopted by the Council. As

such it has never been integrated into the IDP for

implementation purpose. The municipality should adopt

its IWMP and implement it accordingly.

Adoption and proper implementation of the

IWMP would address the lack of equipment.

DEA should assist the municipality to review/edit

the never-adopted IWMP, for the municipality to

adopt and implement it.


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3. Funding

3.1 Insufficient Funds allocated to

waste management.

The municipality should use the budget allocations

made for the items they are allocated for.

DEA engaged Treasury during the development

of the National Policy on the provision of Basic

Refuse Removal for Indigent Households, and

the allocations for waste were increased.

3.2 No cost recovery in tariffs. The municipality should use the tools provided by

sector departments and Treasury in order to set cost

reflective tariffs.

Further implementation of other policies such as the

National Policy on the provision of Basic Refuse

Removal for Indigent Households will ensure a

balanced approach in setting the cost reflective tariffs.

DEA should conduct training on waste tariff

strategy and model that would assist the

municipality to determine appropriate tariffs for

the waste services it provides based on cost

accounting principles.

NB: The use of this tool and the implementation

of the Policy referred to in 3.1 above will ensure

that no one is disadvantaged form getting the

service on account of cost.

3.3 Poor revenue collection

mechanisms.

4. Waste Collection Service

4.1 Insufficient equipment/tools

(e.g. receptacles)

Proper and efficient planning through the IWMP

process. The municipality have to take an active role in

the development of IWMP even if consultants have

been appointed to do the work. Knowledge of what an

IWMP is and what kind of information should be

contained in such a report will assist municipality to

know when a consultant produces a sub-standard

report.

4.2 Insufficient/inappropriate

vehicles

4.3 Servicing and maintenance

problems

4.4 Households sparsely dispersed

(rural)

4.5 Inaccessible households

5. Governance and institutional

5.1 Political support and buy-in Political leadership should be engaged in issues

pertaining to waste management to ensure political

buy-in.

The DEA engages leadership from all levels of

government through different avenues:

✓ Waste Khoro is an annual event where all

waste management officials (national,

provincial, municipal) come together to


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discuss waste management issues and

recommend action items. The political

leadership including portfolio committee

members, mayors and councillors are invited

as well as the leadership from other sector

departments.

✓ Training is offered on an on-going basis to

municipal officials including councillors. The

recently-held training being “Councillor

Induction Programme (CIP) on Environment,

Waste & Climate Change” held on the 05 –

07 June 2017 in Richards Bay.

6. Compliance

6.1 Do not have Waste By-laws The municipality must customise the model waste by-

laws into its own by laws

The DEA has developed a model by-law which

municipalities can use to custom make their own

by-laws.

7. Human Resources/Personnel

7.1 Lack of capacity: Knowledge Municipalities should appoint suitably qualified and

people with relevant experience.

The DEA gives training and support to

municipalities on an on-going basis on different

aspects of waste management.

✓ Official training on technical aspects e.g.

landfill operator training.

✓ Councillor training on the legal obligations of

municipalities on waste management issues.

✓ Workshops on a wide range of new

developments (tools, legislation).

7.2 Lack of capacity: Personnel Municipalities should ensure an on-going development

of people through attendance of short courses,

conferences etc.

All government spheres can contribute towards

this. DEA is always looking at ways to enhance

the personnel capacity in municipality. The

recently-concluded Youth Jobs in waste is

testimony to the department’s endeavours.


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ENVIRONMENTAL SECTOR INTERVENTION IN THE MUNICIPALITY

Currently DEA has deployed its Local Government Support official (based at a District) to assist municipalities with environmental management issues. DEA is always looking at ways to enhance the personnel capacity in municipality. The recently-concluded Youth Jobs in waste is testimony to the department’s endeavours. Training programme are offered on an on-going basis to municipal officials including councillors. The recently-held training being “Councillor Induction Programme (CIP) on Environment, Waste & Climate Change” held on the 05 – 07 June 2017 in Richards Bay.

BUILDING CONTROL

As with any other rural municipalities, Jozini municipality is characterized by poor building

control systems which is compounded by the reality that the municipality does not own the

land, as it is total owned by the Ingonyama Trust. Therefore, the inability of the municipality

to inform and make suggestions around land allocation results in inability to effectively

manage and control building structure as a result. Poor Building control is reflected through

poorly-organized, poorly-built towns. The municipality has however invested in Building

Control Directorate Unit by ensuring that it is functional. The Directorate has a Manager, and

an Officer. Building Control By-laws have also been developed.

Despite these challenges; a handful of building applications are submitted and subjected

through the municipal building control application processes. There is however an internal

challenge regarding storage and preserving of such application documentations. Jozini Local

municipality have numerous copies of building plans at its disposal and management of

these plans has become a challenge. Old building plans are fading and in a poor physical

state. The National Building Regulation Act states that the plan once submitted needs to be

commented on, approved or refused within a 30-day period. The effective implementation of

a building plan management software solution will facilitate these regulations whilst also

maintaining proper archives of past plans such that in the event of plan applications being

misplaced, the filing application can be completely recreated in a physical form.

The need for electronic filing and management system is further strengthened by

introduction of the MPRA Act where land properties and structures built thereon within Local

Municipalities are required to be rated by municipalities as another source of municipal

revenue. With electronic filing and management system, the Municipality will able to scan

and associate electronic building plans to land properties in a database environment.

Through this process, storage and access to building plans will be effectively controlled.

C.2.4.

C.2.5. SPATIAL AND ENVIRONMENTAL SWOT ANALYSIS

STRENGTHS WEAKNESSES

• SDF

• Implementation of SPLUMA

• IWMP

• 65 Percent of land is registered under the

Ingonyama Trust Board. The remaining

percentage of land is state and privately

owned

• Illegal dumpsites

OPPORTUNITIES THREATS

• Legalising of the Mkhuze Landfill site • Land Ownership


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• Illegal developments

• Flood-line developments


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C.2.6. DISASTER MANAGEMENT

MUNICIPAL INSTITUTIONAL CAPACITY

Municipal Disaster Management Centre In terms of the Disaster Risk Management Act 2002, (Act No.57 of 2002), Section 43-50

outlines the establishment and functions of the Centre in order to ensure an integrated and

co-ordinated approach to Disaster Risk Management within the Municipality.

Jozini Local Municipality Disaster Management unit was established in 2011. The

Municipality currently does not have a Disaster Management Centre (building). However, a

park home is used as a Disaster Centre where Firefighters are based. The Disaster Officer is

situated in one of the Municipal Offices not far from the Fire Station/Disaster Centre. The

Municipality is in the process of drafting a business plan for the establishment of a Disaster

Management Centre. The business plan should be completed by end of 2019/2020 financial

year

Staffing

The Unit has 1 Disaster Officer who was appointed in 2016. The post of Manager Disaster

and Fire Rescue services has been filled.

The Fire & Rescue Services Unit has 8 full-time firefighters and 5 fire fighters interns who

work four shifts. These firefighters who are also assisting in carrying out Disaster

Management activities due to shortage of staff in the Disaster Management Unit.

Office space and Vehicles

A park-home is used as a Fire Station. There are 2 Fire vehicles permanently allocated to

for Fire & Rescue Services. This includes 1 Fire Truck, 1x 500L Bakkie Sakkie and 1x 1500L

mini Pump and a rescue trailer

Municipal Disaster Management Policy Framework

The establishment of the Jozini Local Municipality Disaster Management Framework is

completed. The municipality council has adopted the Jozini Disaster Management Policy

Framework.

The Jozini Local Municipality Disaster Risk framework is available, and is in line with the

National, Provincial and District frameworks and deals with each of the four Key

Performance Areas as well as the three enablers.

Municipal Disaster Management Plan In terms of the Disaster Risk Management Act 2002, (Act No.57 of 2002), Section 53, each

municipality must prepare a disaster risk management plan for its area according the

circumstances prevailing in the area.

The Jozini Local municipality has a Disaster Management Plan which was compiled in 2017

and adopted by the Council on the 18 of December 2018. The Municipality ensured that all


92

relevant stakeholders were involved in the compilation of the plan. The Municipal Disaster

Management has recently been adopted and has been reviewed in December 2019.

Municipal Disaster Management Inter-Departmental Committee

Jozini Local Municipality has no municipal Inter-Departmental committee; however, it makes

use of the Management (Manco), Community Services Departmental and Disaster

Management & Fire & Rescue Sectional meetings to address all Disaster Management

related issues. Moving forward we plan to establish the committee which will comprise of

Community Services Portfolio Chairperson, Director Community Services, Municipal

Manager, Manager Public Safety, Disaster Management and Fire & Rescue Personnel.

Municipal Disaster Management Advisory Forum

Section 51 of the Disaster Management Act (Act 57 of 2002) states that municipalities may

establish a municipal disaster management advisory Forum. Jozini Municipality Disaster

Risk Management Advisory Forum was established and launched on the 24 October 2017.

According to subsection (1) a forum is a body in which the municipality and other key

stakeholders consult one another and co-ordinate their actions on matters relating to

disaster management in areas under their jurisdiction. Terms of Reference have been

developed for all members of the forum. The forum is planned to meet on quarterly basis.

The Disaster Management Forum is meeting quarterly.

DISASTER RISK ASSESSMENT

List of Priority Risks (Hazards)

Based on the combined results of the Ward investigations, the following matrix which reflects

the Hazards threatening Jozini Municipality, as compared to UMkhanyakude District

Municipality was developed:

Table 1: List of Priority Risks (Hazards) for Jozini Local Municipality

No. Prevalent Hazards and Threats

Jozini

01 Road Accidents High Risk

02 Rail Accidents Medium

03 Drought Very High

04 Disease: Animal (Amatele) Very High

05 Disease: Human (HIV/AIDS) Very High

06 Disease: Human (Malaria) Medium

07 Disease: Human (Cholera) Medium

08 Veld/Forest Fires Very High

09 House Fires Very High

10 Severe Storms (Heavy Rainfall) High


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11 Severe Storms (Floods) High

12 Severe Storms (Wind) Medium

13 Severe Storms (Lightning) Very High

14 Severe Storms (Hail) Medium

15 Extremely High Temperatures High

16 Lack of (Adequate) Sanitation Low

17 Lack of (Adequate) Water High

18 Lack of Proper Road Infrastructure High

19 Civil Unrest – Crime High

20 Water Contamination/Pollution Medium

Hazard Maps and Vulnerability Maps

5.2.1. Veld Fires

Fire has a fundamental role of sustaining biodiversity, but if it is not managed properly it may

result in ecosystem degradation. Veld fires can have severe impacts on the environment like

loss of biodiversity and ecologically sensitive areas, and air pollution from smoke.

There are also environmental factors or processes that increase the susceptibility of the

environment to impacts of veld fires. These factors like environmental degradation,

topography and weather play an important role in increasing vulnerability to veld fires.

Veld fires have been a persistent problem in Jozini Municipality area and this situation has

worsened over the past several years due to global warming coupled with the drought

situation the municipality is currently faced with. The Municipality is experiencing devastating

veld and structural fires across all wards especially during the winter/dry season.


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Structural Fires


95

Strong Wind

Floods


96

Lightning

Drought


97

Civil Unrest

Hazmat


98

Heavy Rain

Motor Vehicle Risk


99

Railway

5.2.11 Drowning


100

Disaster Risk Rating Maps (Disaster Risk Evaluation Maps)

The map showing the overall disaster risk evaluation for the entire municipality must also be

provided. The map must state the level of risk. Please note that the Municipality is currently

waiting for the GIS specialist to Map the Disaster incident for the whole of the Municipality.

RISK REDUCTION & PREVENTION

In this section the focus is on disaster risk reduction strategies required for the identified

common risks and hazards in KPA 2. Prevention and mitigation strategies are looked at.

Structural and non-structural measures need to be undertaken to limit the severity of the

adverse impact of natural and technological hazards on vulnerable areas, communities and

households. Prevention where possible, is undertaken to provide outright avoidance of the

adverse impact of hazards and related environmental technological and biological disasters.

The importance of Risk Reduction and Prevention cannot be underestimated; currently the

municipality is involved in awareness campaigns at local schools and in the community on

disaster management. The table below indicates hazards which normally turn into disaster

risks due to the vulnerability of the community and environment because of the lack of

capacity and alertness. Disaster Risk Reduction (DRR) programmes have been developed

to deal with identified disaster risks. These are some of the DRR strategies for example,

integrated development & service delivery, awareness campaigns, capacity building,

dissemination of early warning, land use management and other methods.

Hazard Mitigation Strategies /Risk Reduction Programmes

Structural Fires • Awareness Campaigns

• Fire Drills

• Fire alarms

• Smoke detectors

• Fire brakes

Lightning • Awareness Campaigns

• Installation of lightning conductors

• Indigenous knowledge

Drought • Awareness Campaigns

• Water Harvesting

• Drilling of boreholes

• Desalination

• Erecting shades over dams

• Water restrictions

Strong Winds • Awareness Campaigns

• Plantation of trees

• Early Warning Systems

• Building to standards

Heavy rain • Early Warning Systems

• Awareness Campaigns

• Building to standards

Civil Unrest • Law Enforcement

• Quality Basic Service Delivery

• Public Participation/Consultation

Epidemics • Consistency in Awareness Campaigns


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RESPONSE & RECOVERY

Municipal Capacity in terms of Response and Recovery

Section 53 of the Disaster Management Act (Act 57 of 2002) deals with disaster

management plans for municipal areas. Section 53 (1) (k) of the Act prescribes that a

disaster management plan must contain contingency plans and emergency procedures in

the event of a disaster, providing for prompt disaster response and relief and the

procurement of essential goods and services.

The Municipality set aside Disaster management budget annually for the purchase of relief

materials in the form of tents, blankets, food parcels, plastic sheeting, lighting conductors

and food parcels. This material is provided to victims of disasters or serious incidents when

necessary.

Advisory forum and Joint Operation Committee (JOC) are structures that are always

activated to discuss issues pertaining to response and recovery measure that must be put in

place. Both structures are made up stakeholders that have a role to play in terms of Disaster

Management.

Grant funding allocated for post-disaster recovery (where applicable)

Jozini Municipality has submitted an application to the Department of Human Settlement for

response on households that were affected by disaster incidents that occurred in December

• Vaccinations

Motor Vehicle Accident • Upgrading and road maintenance

• Visibility of Road Traffic Officers


• Visibility of road signs

Veld Fires • Procurement of fire beaters

• Conduction of awareness’s

• Burning of fire brakes

• Improving firefighting equipment

• Recruiting volunteers

Floods • Construction of dams

• Construction according to building standards


• Consistency in Early Warning Systems

• Building Bridges

• Proper maintenance of drainage system

Extremely High Temperatures • Early Warning Systems


Hazmat Incidents • Implementation of Municipal By Laws

• Upgrading and road maintenance

• Visibility of Road Traffic Officers


• Upgrading of Hazmat equipment

Water Contamination/Pollution • Implementation of Municipal By Laws


• Regular inspections and sampling


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2018 and January 2019. The project was completed in December 2019. Department of

Human Settlements has also approved the grant funding to respond on the disaster

incidents occurred in April 2019, The service provider is currently on site .The application for

October 2019 Storm Damages is still in Progress The Jozini Municipality have received post-

disaster recovery intervention from Sassa in a form of food parcels, DSD in a form of food

parcels and counselling to the family that lost their loved ones during disaster storms, Jock

Morrison , Boxer super trade, and Jwayelani also intervenes with food parcels.

uMkhanyakude District also provides relief material when needed and Provincial Disaster

Management Centre has installed 3 lightning conductors to the families of those who died

during October lightning incidents

EDUCATION, TRAINING & AWARENESS

Planned Capacity Building Programmes

Sections 15 and 20(2) of the Disaster Risk Management Act (Act 57 of 2002) specifies the

promotion of capacity building, training and education throughout the Republic, including in

schools, and, to the extent that it may be appropriate.

This key performance area addresses the development of education and training for disaster

risk management and associated professions as well as the inclusion of disaster risk

management and risk-avoidance programmes in school curricula. It also outlines that

awareness needs to be created within the community. For example community and school

awareness campaigns etc.

Disaster Management Sections annually puts aside a budget to conduct awareness

campaigns in schools, war-rooms, communities, traditional leaders, councillors and other

stakeholders. The Municipality has deployed 100 volunteers in all 20 Wards, these

volunteers will also be capacitated on disaster management including disaster awareness

campaigns. These campaigns will assist in prevention or mitigation of disaster incidents.

Planned Public Awareness Campaigns

The Municipality annually plans to conduct 20 disaster awareness campaigns in every ward.

These awareness campaigns are targeted for schools, communities and traditional leaders.

Jozini Municipality is also utilizing Maputaland radio station to warn the community of the

Climate change and special precautions to be taken when such incident occurs.

The awareness campaigns are planned as follows:

Target group Deadline Responsible Section

7 councillors and

7 Traditional Leaders and 6

schools

6 war rooms

By end September 2020 Disaster, Fire & Rescue

Services

10 schools and

6 War-rooms

By end of December 2020 Disaster, Fire & Rescue

Services


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10 schools

6 War-rooms

By end of March 2021 Disaster, Fire & Rescue

Services

10 schools and

6 War-rooms

By end of June 2021 Disaster, Fire & Rescue

Services

Research

The Municipality has never commissioned scientific studies relating to disaster

FUNDING ARRANGEMENTS

Breakdown of available budget for disaster management and fire services

The municipality has budgeted R1 000 000.00 for Disaster Management and R4 740 000.00

for Cocid-19 Indigent relief.


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Funding Mobilization Strategy

After the adoption of Emergency Centre Business plan, Grant application will be forwarded

in different stakeholders including private partnership. Our Section will embark in sourcing

funds from business people in all towns around Jozini Jurisdiction and Cogta in order to

purchase a new fire engine truck and a second bakkie.

Private Partnerships

Jozini Municipality has established a Disaster Advisory Forum which will hopefully gear

private partnerships with local business people and in a long-term partnership from

companies outside the jurisdiction of Jozini Municipality by engaging the Local Economic

Development Sector

C.2.7. DISASTER MANAGEMENT: SWOT ANALYSIS


• Good monitoring and evaluation system

• Existence of required or relevant

expertise.

• Availability of budget (though limited).

• Developed comprehensive programmes.

• Good institutional arrangement.

• Availability of personnel (though limited)

• Disaster Management Plan is in place

with all identified risks.

• Disaster Management Advisory Forum is

in place

• Insufficient funding

• Insufficient Disaster Management

Personnel

• Insufficient human resource (Staff)

• Vehicle shortage


• Employment of more stuff.

• Sharing of best practices and capacity

building obtained from other

municipalities, PDMC, NDMC and other

institutions.

• External sources of funding

• Reduction of disaster management

funding

• Lack of cooperation

• Climate change impact (Severe weather

events).


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C.3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

Municipal Transformation plays an integral role in the maximizing of sustainable service

delivery. Jozini Municipality operates within a sphere of continuous progressive

transformation. This is made possible through the implementation of transformative

strategies which will ultimately feed into building a strong municipal administrative system

and processes. The municipality is geared towards the transformation through the

development and implementation of the Human Resource Strategy and Plan.

C.3.1. HUMAN RESOURCE STRATEGY AND PLAN

Jozini Municipality has reviewed the Human Resource Strategy and it was approved in June

2020. The HR strategy focuses on promoting comprehensive administration which is

proficient and operative that will enable the municipality to meet its development needs.

The Municipality must ensure that financial and capacity resources are provided to meet the

needs of the communities as indicated in the IDP Review, and that would also enable the

adherence to the vision, objective and strategies.

The foundation of the Human Resources function is a Human Resources Strategy which

supports the Integrated Development Plan of the municipality. Jozini Municipality has an

adopted Human Resources Strategy which addresses the following:

Training and development

Labour Relations

Personnel Administration

Organisational Development

Employee Assistance

The vision of Training and Development is to ensure that Council has a skilled and capable

workforce to support inclusive growth and development of skills within the municipality.

This is achieved through co-ordinating and providing quality assured skills development and

training to Council employees to ensure that they function at an optimal level thus

contributing to effective and efficient service delivery.

Implementation of the HR Strategy:

The municipality holds weekly TOP MANCO meetings and monthly Extended MANCO

meetings to ensure that the organizational culture is maintained. Human Resources is a

standing item in MANCO meetings where HR issues such as the Organogram,

recruitment, trainings, attendances etc.

Critical skills are retained in terms of the skills retention policy, whereby staff is

constantly trained thereby ensuring capabilities for suitable for promotions. All budgeted

vacant positions are advertised in terms of the employment equity plan and the selection

process is determined by the EEP

All senior managers (S54/56) undergo a competency testing through SALGA prior to

their appointment. The gaps in training for those managers are identified during this


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process which informs the Personal Development Plan. Employees and Councillors are

provided with CPMD and MFMP trainings.

The HR Policies are reviewed annually and workshopped to the relevant stakeholders

Annual skills audits are undertaken and this informs the workplace skills plan as a means

for identifying opportunities for further growth and development.

Continuous induction programs are undertaken to introduce new employees to the

organisation culture.

Jozini Municipality’s reviewed Human Resource Plan will be approved in May 2020.

The following areas are being implemented in terms of the HR Plan and relevant policies:

Recruitment and Selection

The Recruitment and Selection process is primarily aimed at procuring staff with the

necessary competencies, thus enabling the organisation to deliver on its strategic and

operational priorities. A transparent and objective approach to appointments is currently

being followed where both trade unions are invited to short-listing sessions and interviews as

observers. In this regard, the municipality will ensure that assessments are fair, equitable,

objective, consistent, transparent and non-discriminatory.

Retention

To achieve its strategic objectives, it is just as crucial for the municipality to retain its

competent staff. A major source of discontent amongst staff is the drawn-out process of

TASK Job Evaluations, which was targeted at

- “a consistent basis for pay and remuneration in which the relationships between jobs

are systematic and transparent both within and between municipalities;

- “clearer and consistent job descriptions and job titles/designation;”

- “a better understanding by employer and employees of the skills content of posts and

therefore their education and training needs; and

- “a basis for understanding employment cost factors from one municipality to

another.”

HR ISSUES CHALLENGES PLAN

Recruitment &

Selection

Resistance of filling the

employment requisition form

Availability of Trade Unions

representatives

The employment equity committee to

adversely impact on credibility of

appointment process

To educate HOD that filing of the

requisition form is part of recruitment

process, if not done can lead to audit

query

To have a signed agreement with the

unions who will participate in the

recruitment process, if not available it is

their responsibility to nominate


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somebody who will present failing which

the HR will continue with the recruitment

in their absentia

To follow the recruitment procedure as it

is Skills

Development

Some employees refuse to fill the

skills audit form and don’t return

them to HR

Employees don’t submit

certificate after completion of

training

HR Unit is not informed when an

employee goes to training

It’s difficult to identify the skills

gap without conducting

performance management

People choose trainings that are

not relevant to their job

HOD’s are not involved when

doing the skills or training plan

General Workers don’t often go

on trainings

They do not receive certificates

after training

Conduct workshop on the importance of

filling the skills audit form

Employees to submit certificates after

training

To ask line managers to inform HR unit

when sending people to training

To conduct performance management to

all staff to identify skills gap

Skills Development budget not to be

reduced

People must be sent to the relevant

trainings.

HR should involve HOD’s when

preparing for Training Plan

HR to make sure that the planned

trainings get the first preference and be

transparent to all staff members and is

approved by the Training Committee

Training for General workers to be

arranged

Communicate with service providers to

provide certificate after attending training

Labour

Relations

Unacceptance of labour relation

issues from employees

Time delays between alleged

transgression and actual

disciplinary hearing are too

lengthy due to the appointment of

To conduct more awareness workshop

about labour relations

To train managers on how to handle

disciplinary hearing


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the external presiding officer and

prosecutors

The consistent application of

disciplinary procedures is

reportedly discriminatory

Shortage of skilled people in

handling disciplinary issues

within the HR section

Grievances took too long to be

resolved

To be consistent when applying the

disciplinary procedure

To send HR Personnel to IR trainings

To resolve the grievance as quick as

possible

Pension Not all employees have the

pension fund, they resist in taking

pension fund

Pension payout process takes

longer even though all

documentation has been

submitted

To address the importance of having

pension fund

To make sure the new employees do

sign the pension fund forms

Occupational

Health, Safety

and

Environmental

Lack on safety awareness

campaigns and there is no safety

committee

Water shortage

To appoint a Safety Officer (Budget

constraint)

Provide more water tanks

Performance

Management

Only Managers are assessed

Lack of Personal Development

Plan and the identification of the

skills gap

Lack of talent management

To cascade performance management

to all employees as per their job

descriptions

Job

Descriptions

Few employees haven’t signed

their job description

HOD’s resist to write Job

Descriptions

To make sure that all employees sign

their job description

HOD’s to write Job description for their

employees

Job Evaluation Not all positions are evaluated To evaluate all positions and make sure

that they are properly graded

Exit

Management

Exit interviews are conducted but

not analyzed and interpreted

To analyze and interpret the exit

interview reports in order to improve the

HR function

Organized

Labour

engagement

Organized Labour are not all

invited when developing policies

and procedures

To make sure that Organized Labour are

invited in developing the policies and

processes

Remuneration No remuneration & benefit policy To develop a remuneration & benefit


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& Benefit in place policy

Relevant

legislation

To comply with all HR and LR relevant

piece of legislation

Employee

Wellness

Events

Lack of employee wellness

events

To conduct employee wellness events

on quarterly basis like,

• Breast Cancer

• Prostate Cancer

• BMI

• Esophagus Cancer

• Skin Cancer

ORGANISATIONAL DEVELOPMENT

The Council strives to maintain and enforce a strict workflow to ensure: -

Uniformity

Security

Accessibility

Transparency

during the reporting procedure, from report preparation to the finalization or implementation

of recommendations and resolutions.

There are 5 Portfolio Committees which are scheduled to meet every month that feed into

the 1 EXCO per month.

All reports are approved by the Municipal Manager before they are placed in an agenda.

INSTITUTIONAL ARRANGEMENTS

The purpose of conducting an institutional analysis is to ensure that the municipal

development strategies take existing institutional capacities into consideration and that

institutional shortcomings are addressed. Jozini local municipality was established in 2000 in

terms of the Municipal Structures Act, 1998 (Act No. 117 of 1998). The municipal offices are

at Jozini Town. The municipality also hosts the uMkhanyakude District offices situated in

Mkhuze town. There is also a satellite office in Ingwavuma town.

MUNICIPAL COUNCIL

The Council of Jozini Municipality comprises of 20 ward Councillors and 40 Councillors in

total, with eight (8) EXCO members. The EXCO is chaired by the Mayor, Honourable Cllr DP

Mabika and the Council is chaired by the Speaker, Honourable Cllr NS Myeni.

The Municipality has all the powers assigned to it in terms of the Constitution as well as

relevant national and provincial legislation. The executive and legislative authority is vested

in the Council. The Council therefore, takes all the major decisions of the Municipality

including delegation of powers to political office bearers, Council committees and officials.


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COUNCIL

Political Party Number of seats

IFP 19

ANC 18

EFF 1

DA 1

INDEPENDENT CANDIDATE 1

TOTAL 40

EXCO

Political Party Number of seats

IFP 4

ANC 3

INDEPENDENT CANDIDATE 1

TOTAL 8

There are 5 portfolio Committees established for political oversight over departmental

activities and making recommendations to Council. It is in these committees where policy

issues are debated thoroughly prior to their submission to the Council for adoption.

Through Portfolio Committees, Councillors are able to give political direction to the

administrative programmes of Council. The table below highlights the Portfolio Committees

that have been established to contribute to effective decision-making in processes of

governance and ensure effective implementation of service delivery projects and monitoring

thereof.


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Name of the

Committee

Powers and Functions Chairperson

Council • Executive and Legislative authority

• Approves: IDP, Budget, Bylaws, Staff Establishment, appointment

of MM and s56; raising of loans; SCM deviations; Long term

contracts etc

Cllr N.S. Myeni

(Speaker)

EXCO • Executive and Legislative Authority

• Budgeting preparation and implementation

• Recommends to Council

Cllr. D.P.

Mabika

(Mayor)

MPAC • Oversight Cllr. P.N.S.

Ngubane

Infrastructure • Municipal Roads, Municipal Airports and Airstrips, Housing

Technical), Water, Electricity, Public Works, Project Planning,

Project Management, Contract Management

Cllr. T.D.

Khuzwayo

Development

Planning

• Planning and Building Control, Land Use Management,

Environmental Management, Local, Housing (provision) and Land

affairs, Tourism; tourism investments, Local Economic

Development, Local Tourism, Social Welfare, OSS

Cllr. N.R. Zulu

Community

Services

• Public Participation, Waste Management, Protection Services,

Disaster Management, Emergency services, Contracts

Management, Communications, Ward Committees, Pounds,

Safety and Security, Cemeteries (Reservations), Sports Culture,

Sports and Recreation, Special programmes i.e. Gender,

Disabled and Youth Affairs.

Cllr. D.P.

Mabika

(Mayor)

Corporate

Services

• Administration, Secretariat, Legal Services, ICT, Council Support,

Fleet Management Policies and Procedures, Facilities

Management, Capacity Building and Human Resources.

Cllr. M. Mathe

(Deputy

Mayor)

Finance • Budget preparation and implementation, revenue and expenditure

management, mid-year budget and performance assessment,

revenue generation, capital expenditure control, investments,

assets and liability management, internal audit and audit

committees, financial report and auditing, debt collection credit

control and loans, supply chain management – procurement of

goods and services.

Cllr. D.P.

Mabika

(Mayor)

Table: List of Standing Committees of Council

COMMUNITY DEVELOPMENT WORKER (CDW) PROGRAMME

Currently, Jozini has a total of 15 community development workers (CDW’s). CDWs are

functional, but not to a full extent as there is a challenge of resource shortages.

POWERS AND FUNCTIONS

The powers and functions of the Municipality are described in the table below.

Table: Powers and Functions

FUNCTION AUTHORIZATIONS DEFINITION

Schedule 4 Air pollution Yes Any change in the quality of the air that adversely affects human health

or well-being or the ecosystems useful to mankind, now or in the future.


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Building regulations

Yes The regulation, through by-laws, of any temporary or permanent structure attached to, or to be attached to, the soil within the area of jurisdiction of a municipality, which must at least provide for: Approval of building plans; Building inspections, and Control of operations and enforcement of contraventions of building regulations. If not already provided for in the national and provincial legislation.

Child care facilities

Yes Facilities for early childhood care and development which fall outside the competence of national and provincial government pertaining to child care facilities.

Electricity reticulation

Yes Bulk supply of electricity, which include for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and also the regulation, control and maintenance of the electricity reticulation network, tariff policies, monitoring of the operation of the facilities for adherence to standards and registration requirements, and any other matter pertaining to the provision of electricity in the municipal areas.

Fire Fighting Yes In relation to District Municipality “Firefighting” means: Planning, co-ordination and regulation of fire services; specialized firefighting services such as mountain, veld and chemical fire services; co-ordination of the standardization of infrastructure.

Local tourism Yes The promotion, marketing and if applicable, the development, of any tourists attraction within the area of the municipality with a view to attract tourists, to ensure access, and municipal services to such attractions, and to regulate, structure and control the tourism industry in the municipal area subject to any provincial and national legislation, and without affecting the competencies of national and provincial government pertaining to nature conservation, museums, libraries and provincial cultural matters.

Municipal airport No A demarcated area of land or water or a building which is used or intended to be used, either wholly or in part, for the arrival or departure of aircraft which includes the establishment and maintenance of such facility including all infrastructure and services associated within an airport, and the regulation and control of the facility, but excludes airport falling within the competence of national and provincial government.

Municipal Planning

Yes The compilation and implementation of and integrated development plan in terms of the Systems Act.

Municipal Health Services

No Subject to an arrangement with MECs to do the necessary authorizations, or alternatively, subject to amendments to the Structures Act, Municipal Health Service means environmental health services performed by a district municipality and includes: • Air pollution, Noise pollution; Solid Waste Removal; Water and Sanitation; Licensing and control of undertakings that sell food to the public; Control of public nuisance; and Facilities for the accommodation, care and burial of animals.

Municipal public transport

Yes The regulation and control, and where applicable, the provision of: • Services for the carriage of passengers, whether scheduled or unscheduled, operated on demand along a specific route or routes or, where applicable, within a particular area• Schedule services for the carriage of passengers, owned and operated by the municipality, on specific routes.

Pontoons and ferries

Yes Pontoons, ferries, jetties, piers and harbors, excluding the regulation of international and national shipping and matter related thereto, and matters falling within the competence of national and provincial governments

Storm water Yes The management of systems to deal with storm water in built-up areas

Trading regulations

Yes The regulation of any area facility and/or activity related to the trading of goods and services within the municipal area not already being regulated by national and provincial legislation

Water (Potable) No The establishment, operation, management and regulation of a potable water supply system, including the services and infrastructure required for the regulation of water conservation, purification, reticulation and distribution, bulk supply points, metering, tariffs setting and debt collection so as ensure reliable supply of a sufficient quality and quality of


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water to households, including informal households, to support life and personal hygiene.

Sanitation No The establishment, provision, operation, management, maintenance and regulation of a system, including infrastructure, for the collection, removal, disposal and/or purification of human excreta and domestic waste-water to ensure minimum standard of service necessary for safe and hygienic households.

Schedule 5 Amusement facilities /Beaches

Yes A public place for entertainment. The area for recreational opportunities and facilities along the sea shore available for public use and any other aspect in this regard which falls outside the competence of the national and provincial government.

Billboards and the display of advertisements in public places

Yes The display of written or visual descriptive material, any sign or symbol or light that is not intended solely for illumination or as a warning against danger which promotes the sale and/or encourages the use of goods and services found in: Streets; Roads; Thoroughfares; Sanitary passages; Squares or open spaces; and/or Private property.

Cemeteries, funeral parlors and crematoria

Yes The establishment, conduct and control of facilities for the purpose of disposing of human and animal remains.

Cleansing Yes The cleaning of public streets, roads and other public spaces either manually or mechanically

Control of public nuisance

Yes The regulation, control and monitoring of any activity, condition or thing that may adversely affect a person or a community

Control of undertakings that sell liquor to the public

Yes The control of undertakings that sell liquor to the public that is permitted to do so in terms of provincial legislation, regulation and licenses, and includes an inspection service to monitor liquor outlet for compliance to license requirements in as far as such control and regulation are not covered by provincial legislation.

Facilities for the accommodation, care and burial of animals

Yes The provision of and/or the regulation, control and monitoring of facilities which provide accommodation and care for well or sick animals and the burial or cremation of animals, including monitoring of adherence to any standards and registration requirements outlined in legislation.

Fencing and fences

Yes The provision and maintenance and/or regulation of any boundary or deterrents to animals and pedestrians along streets or roads.

Licensing of dogs

Yes The control over the number and health status of dogs through a licensing mechanism.

Licensing and control of undertakings that sell food to the public

Yes Ensuring the quality and the maintenance of environmental health standards through regulation, a licensing mechanism and monitoring of any place that renders in the course of any commercial transaction, the supply of refreshments or meals for consumption.

Local amenities Yes The provision, manage, preserve and maintenance of any municipal place, and building reserved for the protection of places or objects of scenic, natural, historical and cultural value or interest and the provision and control of any such or other facility for public use but excludes such places, land or buildings falling within competencies of national and provincial governments.

Local sport facilities

Yes The provision, management and/or control of any sport facility within the municipal area.

Markets Yes The establishment, operation, management, conduct, regulation and/or control of markets other than fresh produce markets including market permits, location, times, conduct etc.

Municipal abattoirs

Yes The establishment conduct and/or control of facilities for the slaughtering of livestock.


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C.3.2. ORGANISATIONAL STRUCTURE/ ORGANOGRAM

The municipality has developed an organogram based on the mandate, powers and

functions and need for effective administration. The new organogram was approved in June

2020 with the IDP.

The organizational structure makes provision for the following departments and strategic

programmes:

The office of the Municipal Manager

Corporate Services

Planning and Economic Development Planning

Infrastructure

Community Services

Finance

The implementation of the organogram is a priority for the municipality given a need to

create sufficient capacity to implement the IDP and render services effectively. The

organogram is revised continuously to cater for the changing needs of the municipality.

However, the key challenge is to attract and retain qualified and experienced personnel on

Senior management positions. This could be due to the remote location of the area in

relation to major urban centres and the limited resources available to the municipality for

staff remuneration.

Municipal parks and recreation

Yes The provision, management, control and maintenance of any land, gardens or facility set aside for recreation, sightseeing and/or tourism and includes playgrounds but excludes sport facilities.

Municipal roads Yes The construction, maintenance, and control of a road which the public has the right to and includes, in addition to the roadway the land of which the road consists or over which the road extends and anything on that land forming part of, connected with, , or belonging to the road.

Noise pollution Yes The control and monitoring of any noise that adversely affects human health or well-being or the ecosystems useful to mankind, now or in the future.

Pounds Yes The provision, management, maintenance and control of any area or facility set aside by the municipality for the securing of any animal or object confiscated by the municipality in terms of its bylaws.

Public places Yes The management, maintenance and control of any land or facility owned by the municipality for public use.

Refuse removal, refuse dumps and solid waste disposal

Yes The removal of any household or other waste and the disposal of such waste in an area, space or facility established for such purpose, and includes the provision, maintenance and control of any infrastructure or facility to ensure a clean and healthy environment for the inhabitants of a municipality.

Street trading Yes The control, regulation and monitoring of the selling of goods and services along a public pavement, road reserve and other public places.

Street lighting Yes The provision and maintenance of lighting for the illuminating of streets.

Traffic and parking

Yes The management and regulation of traffic and parking within the area of the municipality including but not limited to, the control over operating speed of vehicles on municipal roads.

Municipal public works

Any supporting infrastructure or services to empower a municipality to perform its functions


115

There are 6 section 56/57 managers and they are all filled. The municipality has 5 financial

management intern positions which are funded by treasury and they are all filled. The

municipality also has 439 General Workers which are on contract.


116

ORGANOGRAM


117

OFFICE OF THE MUNICIPAL MANAGER


118


119

CORPORATE SERVICES


120

BUDGET AND TREASURY


121

BUDGET AND TREAUSRY


122

PLANNING AND ECONOMIC DEVELOPMENT


123

TECHNICAL SERVICES


124

COMMUNITY SERVICES


125

COMMUNITY SERVICES


126

COMMUNITY SERVICES


127

COMMUNITY SERVICES


128

C.3.3. MUNICIPAL INSTITUTIONAL CAPACITY & STATUS OF CRITICAL

POSTS

The organogram shows an overview of the municipal administrative structure which has

been approved by Council. The Municipality consists of six main departments i.e. Corporate

Services, Finance, Community Services, Technical Services, Planning and Economic

Development as well as the Office of the Municipal Manager.

The following positions have since been filled respectively:

Municipal Manager: Mr. JA Mngomezulu

Chief Financial Officer: Mr. MT Nkosi

Executive Director Community Services: Mr. LB Mpontshane

Executive Director Planning and Economic Development: Ms. N Ndaba

Executive Director Technical Services: Mr. LMV Cele

Executive Director Corporate Services: Mrs. LA Mncwango

All Senior Management posts are considered as critical posts.

The filling of vacancies has been prioritised to enhance the vacancy rate while the staff cost

effect on the overall OPEX (Operating Expenditure) is being monitored to ensure that it does

not exceed the ratio of 40% of OPEX.

Jozini Municipality has six departments which are aligned to five National Key Performance

Areas. Below, an overview is given in terms of each department’s units:

MUNICIPAL DEPARTMENTS & FUNCTIONS

MUNICIPAL

DEPARTMENT

CORE FUNCTIONS /

SECTIONS/UNITS

RESPONSIBLE OFFICIAL

1. OFFICE OF THE

MUNICIPAL

MANAGER

1.1 Overall Strategic Management

of the Municipality

1.2 Office of the Municipal Manager

1.3 IDP

1.4 PMS

1.5 Internal Audit

1.6 Risk Management Services

Municipal Manager (Mr JA

Mngomezulu)

Vacant: Manager in the Office of

the MM

Vacant: Manager: Office of the

Municipal Manager

Ms. Samke Mkhize: Manager:

IDP

Mr. Zweli Mponthsane:

Manager: PMS

Ms. Andisiwe Mhlanti: Manager:

Internal Audit

Vacant: Manager: Risk

Management


129

MUNICIPAL

DEPARTMENT

CORE FUNCTIONS /

SECTIONS/UNITS


1.7 Communications

1.8 Youth Development & Support

Services

1.9 Office of the Mayor

1.10 Office of the Speaker/ Public

Participation Services

Ms. Sinenhlanhla Mthembu:

Manager: Communications

Mr. Nhlonipho Ndlovu:

Assistant Manager:

Communications

Vacant: Manager: Youth

Development & Support

Services

Mr. BC Nsukwini: Manager:

Office of the Mayor

Mr. Xolani Nkosi: Assistant

Manager: Public Participation

2. BUDGET &

TREASURY

OFFICE (BTO)


of the Department

2.2 Revenue & Expenditure

Management Services

2.3 Budget Planning & Reporting &

Asset Management Services

2.4 Supply Chain Management

(SCM) Services

Mr MT Nkosi: CFO: Budget &

Treasury Office (BTO)

Mr. Vusi Gumede: Manager:

Revenue & Expenditure

Ms. Ncediwe Ntini: Assistant

Manager: Expenditure

Management

Mrs. Ntombi Dube: Assistant

Manager: Revenue Management

Mr. Xulu: Manager: Budget

Planning & reporting Services

Ms Kholeka Cele: Assistant

Manager: Budget Planning &

Reporting

Ms. Nxumalo: Assistant

Manager: Asset Management

Services

Mr. Thabani Mdluli: Manager:

Supply Chain Management

(SCM)

3. CORPORATE

SERVICES


of the Department

3.2 Human Resources

Mrs. LA Mncwango: ED:

Corporate Services

Mrs. Mpume Gumede: Manager:

HRD

Mr. Zenzele Ngema: Assistant

Manager: HRD

Mr. Siyabonga Myeni: Assistant

Manager: HRM


130

MUNICIPAL

DEPARTMENT

CORE FUNCTIONS /

SECTIONS/UNITS


3.3 General Administration Services

3.4 Legal Services

3.5 Information Communications &

Technology

Mr. Banzi Buthelezi: Manager:

General Administration

Mrs. Madlopha: Assistant

Manager Council Support

Mr. Mthembu: Assistant

Manager: Ingwavuma satellite

Office

Mr. M Dlamini: Assistant

Manager: Mkhuze Satelite Office

Ms. Siphelele Mpontshane:

Manager: Legal Services

Mr Scelo Dube: Manager:

Information Communications &

Technology

4. PLANNING &

ECONOMIC

DEVELOPMENT

SERVICES


of the Department

4.2 Spatial Planning & Land Use

Management & GIS

4.3 Building Control & Enforcement

4.4 Housing Implementation &

Coordination

4.5 Local Economic Development

(LED) & Tourism Services

Ms. N. Ndaba: ED: Planning &

Economic Development

Services

Mr. Siboniso Myeni: Manager:

Development Planning Services

Mrs. Thuli Ndaba: Manager:

Building Control & Enforcement

Mr. Thabani Dludlu: Manager:

Housing Implementation

Mr. Sabelo Mabaso: Manager:

LED & Tourism Services

5. COMMUNITY

SERVICES


of the Department

5.2 Public Safety Services

5.3 Environmental e Management

Services

5.4 Municipal Library Services

5.5 Disaster Management & Fire

Rescue Services

Mr. LB Mpontshane: ED:

Community Services

Mrs Zama Khumalo: Manager:

Public Safety

Mrs Nozipho Khumalo:

Manager: Environmental

Services

Vacant: Manager: Municipal

Library Services

Mr. Bhekie Mdletshe: Assistant

Manager: Municipal Library Ser.

Mrs. Ayanda Gumede: Manager:

Disaster Management & Fire


131

MUNICIPAL

DEPARTMENT

CORE FUNCTIONS /

SECTIONS/UNITS


5.6 Special Programmes &

Municipal Enterprises

5.7 Social Development Services

Mr Sifiso Nsele: Manager:

Special Programmes &

Municipal Enterprises

Mrs. Busi Mngomezulu:

Manager: Social Development

Services

6. INFRASTRUCTURE

& TECHNICAL

SERVICES


of the Department

6.2 Project Management Unit (PMU)

6.3 Operations & Maintenance (O &

M) Services

6.4 Roads & Storm-Water Services,

Parks & Gardens & Cemeteries

Services

6.5 Building and Maintenance

Mr. LVM Cele: ED: Technical

Services

Mr Nkala: Manager: PMU &

Building Services

Vacant: Assistant Manager:

PMU & Building Services

Mr. Simphiwe Bhengu:

Manager: O & M Services

Mr Xolani Kunene: Assistant

Manager: Roads & Storm-Water

Vacant: Assistant Manager:

Building and Maintenance

HUMAN RESOURCE DEVELOPMENT

The Workplace Skills Plan (WSP) serves as the strategic document that gives direction on

training and development within the Municipality. The WSP is aligned to the National Skills

Development Strategy, the Skills Development Act 97 of 1998 as well as the Skills Levies

Act 09 of 1999. The WSP and Annual Training Reports are submitted annually to the

LGSETA. Submission of these reports ensures that the Municipality receives its mandatory

grant. The municipality trains staff as per the WSP. Employees representative of all

Departments have been sent to different workshops which address the skills gaps identified

by their respective departments. The WSP is reviewed annually. Jozini municipality WSP

was approved in May 2019.

The Training and Development component has positioned itself strategically to improve

current training and development practises within Council as well as to form strategic

partnerships with accredited Training and Development Institutions, Corporates as well as

other entities within the Local Government Sector to establish a standard of best practice.

Council also has a Bursary Policy which caters for employees and members of the

Community (Community Achievement Bursaries).


132

TRAINING & DEVELOPMENT POLICY

To improve the quality of life of workers, their prospects of work and labour mobility

To improve productivity in the workplace

To increase the levels of investment in education and training in the labour market and to

improve the return on that investment

To encourage Jozini Municipality to provide Councillors, Employees and the Community

with the opportunities to acquire new skills

To ensure equality of access to all development opportunities and provide career

development for all Jozini residents

BURSARY POLICY

Assist the employee of the Municipality to improve their academic qualification and to

improve their work performance and their career pathing

Create a lifelong learning culture in pursuit of the principle of the “learning organization”

Assist in developing the professional capacity of employees’ thus promoting service

delivery.

RECRUITMENT & SELECTION POLICY

Recruitment and Selection must be seen as the first step in the process of filling a vacant

post i.e. “sourcing a pool of possible and suitable candidate”. Recruiting, Selecting and

Retaining the right people is paramount to the success of Jozini Municipality.

To match the human resources to the strategic and operational needs of the Municipality

through IDP and SDBIP and ensuring the full utilization and continued development of

employees

Provide a sound framework for the attraction, development and retention of the high

calibre employees.

Align the Recruitment and Selection practices with all legal requirements.

Introduce fair and objective principles and procedures for the staffing of the Municipality

Provide guidelines for the appointment of candidates to the Municipality

The Recruitment and Selection Policy and its implementation will be fundamentally

aimed at matching the human resources to the strategic and operational needs of the

Municipality and ensuring the full utilization and continued development of employees

Recruitment and Selection is an area of decision making that requires thorough

attention, accompanied by best practice guidelines to ensure that risks of corruption and

unfair practices are minimized

RETENTION POLICY

To attract and retain competent staff that can have an adverse effect on service delivery.

To retain key staff members whose services are regarded as critical to achieve the vision

and mission of the Municipality.

To identify individual’s potential for assuming a higher degree of responsibility.

To help develop a skills base for succession planning.

To create and sustain a pleasant humane working environment where employees are

given the opportunity to thrive.


133

Staff retention is a process of ensuring that employees with valued or needed skills or

experience in a scarce/critical field where recruitment is difficult are kept within the

service of the Municipality by using various techniques

The Municipality recognizes that its most valuable asset is its human resources. A great

deal of time and money is invested in the recruitment, training and development of

employees and, as such, every effort should be made to retain those employees who

have scarce or critical skills


134

C.3.4. EMPLOYMENT EQUITY

Jozini Municipality is an equitable employer within targeted group represented in various

layers of the municipal structure. However, there are still a number of areas where

improvement is required. Two of the six Senior Managers are African females, the other four

are African males. Women occupy 15 positions out of the 36 filled middle management

positions.

AN EMPLOYMENT EQUITY COMMITTEE HAS BEEN ESTABLISHED AND IS

RESPONSIBLE FOR THE FOLLOWING:

Annual review of the Employment Equity Plan

To enforce compliance and implementation of the Employment Equity Act.

EMPLOYMENT OF DISABLED PEOPLE

As per the requirement from the Department of Labour, employers are required to employ a

total of 2% people with disability. The municipality must employ people with disability,

positions which are suitable for the people with disabilities must be identified and will be

stated as such on the job advertisement. Currently there are two employees living with

disability.

LABOUR RELATIONS

The main focus of labour relations is to manage and strengthen the relationship between

organized labour and management. South African Local Government Bargaining Council

(SALGBC) represents the municipalities in relations to labour related issues. All the

disciplinary and grievance processes are dealt with in terms of the collective agreement

agreed upon by the Bargaining Council and the Organized Labour. Appeals are also dealt

with in terms of the same collective agreement until cases are referred to Bargaining

Council.

Labour Relations under the Human Resources section is also responsible for the following:

Facilitation of grievance procedures

Facilitation & preparation of Local Labour Forum

Facilitation and arranging workshops on disciplinary processes and procedures with

employees

Assist and advise line management and employees with Labour Relations and Human

Resources related matters

• The EEP is reviewed annually. It has been approved and submitted to Labour.

• WSP was approved by LGSETA

• EEP is a five-year plan it was approved in 2016

• Recruitment and Selection Policy was approved in May 2020

• Retention Policy was approved in May 2020


135

C.3.5.

Category Target

Top Management 0

Senior Management 0

Professional 1 African female

Skilled 5 African females 1 Coloured Female

Semi-skilled 10 African Females

Unskilled 0

Total 17

The Municipality has 3 disabled employees which makes 1,7 %

C.3.6. ICT GOVERNANCE FRAMEWORK

In line with the National Corporate Governance of ICT Policy Framework, Jozini Municipality

has an approved ICT Governance Policy. The purpose of ICT Governance Policy is to

provide a strategic direction for the ICT Services supported by the ICT Strategy, to ensure

that ICT goals are aligned with the IDP objectives, the risks are managed appropriately, and

the ICT resources are used responsibly. In providing strategic direction, ICT Governance

Policy enables the ICT team members to focus and contribute effectively towards the

attainment of departmental goals which talks to the entire Municipality.

The purpose of ICT Governance as per COBIT Framework is to ensure the following:

IT is aligned with the business

IT enables the business and maximises benefits

IT resources are used responsibly

IT risks are managed appropriately

In implementing ICT Governance Policy, an ICT Steering Committee has been established

and is fully functional, constituted by senior management representatives and chaired by the

Executive Director: Corporate Services.

Jozini municipality’s ICT Governance Policy and Strategy was approved in June 2020.


136

C.3.7. MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT:

SWOT ANALYSIS


• Section 79, 80 and other Council

Committees established and are

operational.

• A reliable ICT system for effective

functioning and efficient service

delivery. O Human Resource

Policies in Place

• Opportunity of job creation

• Employment Equity Plan is also in

placed

• Low staff turnover

• WSP is submitted annually and the

mandatory grant is received every

year

• All Senior Management positions are

filled

• Representation of women in senior

management

• Local labour forum not fully functional


• Grading of municipality to another

level

• Job evaluation committee has been

formed

• Receiving of discretionary grants

• Implementation of the electronic

document management system

(EDMS)

• Bursary Policy for councillors,

employees and members of the

public.

• Loss of critical skills


137

C.4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS

The success of local economic development is tied to the provision of basic and other types

of infrastructure to the people. All services under analysis in this section are located in a

specific locality, as per the Spatial Development Framework (SDF) of the municipality and

have potential to enhance socio-economic development. Infrastructure analysis focuses on

the status quo regarding water supply, sanitation facilities, energy and housing provision,

roads and public transport, waste management and telecommunications – all of which

underpins socio-economic development and determines people’s quality of life. The

provision of adequate municipal infrastructure remains a challenge throughout the

municipality.

C.4.1. WATER AND SANITATION

There is stiff competition amongst different water users. While water remains a stumbling

block for economic development through agricultural activities, water for domestic purpose

i.e. portable water, becomes crucial, hence a priority.

Based on the municipal wards IDP participation meetings; water remains the main priority at

Jozini Municipality. In terms of the Umkhanyakude District Municipality’s Water Service

Development Plan (WSDP) (April 2007); Jozini comprises of 17 water schemes. But most of

these schemes are not properly maintained therefore dysfunctional. In areas not covered by

the scheme or/and in cases whereby the schemes are dysfunctional, there are boreholes.

Unfortunately, most of these boreholes are non-functional due to poor maintenance.

It should be noted that Jozini municipality is not a Water Service Authority. Water and

sanitation are the responsibilities of the District municipality.

The table below illustrates the main supply of water to households. There has been an increase in the number of households that have access to piped water; the majority of households still rely on natural resources for their water supply. Only 10.9% of households have access to piped water inside their dwellings. Source of Water

Water source HHs %

Regional/local water scheme (operated by municipality or other water services provider)

17162 44

Borehole 3682 9

Spring 1147 3

Rain water tank 783 2

Dam/pool/stagnant water 2486 6

River/stream 10098 26

Water vendor 476 1

Water tanker 1472 4

Other 1543 4

Total 38849 100

Source: Stats SA (Census 2011)


138


139

Water Infrastructure


140

WATER DEMAND MODEL

In order to have the flexibility to determine water demands for different spatial groupings,

such as scheme or supply footprints, a zero-base demand model based on Census

demographics (with an applied growth rate to get current figures) and levels of service (at

smallest grouping) was adopted for the demand modelling. Although the demand model is

based on the official Census data and agreed unit demands it is not a stochastic model,

involving random demographic and unit demand sampling and probability behavior. It also

does not allow for level of confidence or degree of accuracy calculations of the Census data,

growth rates, nor of the unit demand values adopted. The low and high results represent the

extremes of what the predicted water demands could be. These are calculated in the model

by using the extremes of the range of each data item in determining the results. No

statistical probability or reliability measure can be attributed to these figures, except to say

that all actual results should fall somewhere within this predicted range.

Water Demand Summaries

Row Labels

Sum of Cur

AADD (Rest

LOS) Ave

Sum of

Future

AADD LOS

2020 Ave

Sum of

Future

AADD LOS

2025 Ave

Sum of

Future LOS

AADD 2030

Ave

Sum of

Future

AADD LOS

2040 Ave

Sum of

Future

AADD LOS

2035 Ave

Sum of

Future HHI

2045 Ave

JOZINI 8 702 15 932 16 989 19 105 28 135 24 523 35 360

Row Labels

Sum of CurL

OSSPD Ave

rage

Sum of

Future SPF

LOS 2020

Ave

Sum of

Future SPF

LOS 2025

Ave

Sum of

2030LOS

SPD Ave

Sum of

Future SPF

LOS 2035

Ave

Sum of

Future SPF

LOS 2040

Ave

Sum of

2045HHI

SPD Av

JOZINI 11 883 20 847 22 476 25 733 34 008 42 283 50 55 Source: Draft DC27 WSDP 2016

Deciding what footprint base to use to determine the demand; discuss or review the existing

infrastructure or scheme capacities was found to be quite a challenge. Anomalies were

found between the DWS Water Reconciliation Strategy footprints and the current distribution

infrastructure. In addition, the level of detail in various infrastructure reports/GIS obtained

from previous PSPs differed and subsequently was difficult to compare with one another.

The solution was to develop “Water Master Plan supply areas”, which are comprised of a

larger supply area that simulate the seven (7) regional schemes aspired to by UKDM,

bounded in instances by rivers, distance from source, topography; with smaller sub-schemes

within those regional boundaries that are aligned with the existing infrastructure supply

footprints and operational small schemes areas.

The six (6) water master plan supply areas are areas are Shemula, Jozini, Hluhluwe,

Mpukonyoni, Mtubatuba, and Hlabisa. Water demands have been determined on sub-

scheme level and the infrastructure evaluated at the same or sub-zone level. Sub-zones

were defined for the specific purpose of reviewing bulk distribution main capacities, where

the existing diameters were known and could be assessed.

The Shemula WMP Supply Area is divided into Shemula Eastern Sub-Supply Area and

Shemula West and Central Sub-Supply Area.


141

Shemula Eastern Sub-Supply Area is divided into four (4) Sub-Schemes:

Mshudu

Thengani (Kwangwanase)

Manguzi

Enkanyezini

The Combined demographics and water demand for Mshudu, Thengane, Manguzi and

Enkanyezini are:

Total backlog of 9076 stands (ito Census 2011) that need to receive access to RDP

supply

Household growth of the combined eastern Shemula sub-schemes is from 11015 to

15069 households and a movement/migration of LOS as indicated achieving 25,8% YC

supply by 2030

The capacity of the treatment works of 6,8Mℓ/day is sufficient for the current demand of

3,5Mℓ/day for 2015, or 4,52Mℓ/day with 50% losses

The 20 year (2035) GSPD (Gross Summer Peak Demand) is 11 Ml/day.

The infrastructure capacity and upgrade requirements can be summarized as follows:

The current WTW capacity is 6.8Mℓ/day. This is sufficient for the current demand of

3.5Mℓ/day. The demand will surpass the capacity by 2025 and will increase to 11Mℓ/day

by 2035.

The demand shortage can be addressed by equireme the Shemula Western and

Central Water Sub-Supply Area source.

The demand from Shemula Western and Central Sub-Supply Area water source can be

either 4Mℓ/day where the current Shemula Eastern region water sources are retained or

11Mℓ/day where the Shemula Eastern region water sources are discontinued.

This will require an assessment of the bulk distribution from the Shemula Western and

Central Sub-Supply Area.

The Shemula West and Central Sub-Supply Area is divided into six (6) Sub-Schemes:

Manyiseni

Ingwavuma

Ndumo

Embonisweni

Phelandaba North

Phelandaba South

The combined demographics and water demand for Manyiseni, Ndumo, Ingwavuma,

Embonisweni, Phelandaba North and South are:

Total of 14325 stands (ito Census 2111) that need to receive access to RDP supply

Household growth of the sub-schemes combined is from 27057 to 31882 households

and a movement/migration of LOS as indicated achieving 42% YC supply by 2030.

The 20-year (2035) GSPD (Gross Summer Peak Demand) is 29 Ml/day.

The infrastructure capacity and upgrade requirements for Western and Central Shemula

(Ingwavuma to Phelandaba) is summarized as follows:

The current demand for the supply area is 11Mℓ/day


142

The water treatment works has currently been upgraded and has a combined capacity to

produce 27.5Mℓ/day and will therefore address the current demand shortfall.

There is a shortfall of 1Mℓ/day for the projected 2035 demand

The water treatment works will also supply the demand from Shemula Eastern Region.

This will increase the demand of 28Mℓ/day to 32.7Mℓ/day if the Eastern Region current

supply sources are retained or 39.5Mℓ if the sources are discontinued.

The Jozini WMP Supply Area is divided into Jozini Eastern Sub-Supply Area and Jozini

West and Central Sub-Supply Area.

Jozini Eastern Sub-Supply Area is divided into seven (7) Sub-Schemes:

Tshongwe Malobeni

Othobothini

Nondabuya

Mjindi

Jozini

Mkuze

Mhlekazi

The combined demographics and water demand for Jozini, Malobeni, Mjindi, Nondabuya,

Mkuze and Othobothini are:

Total of 12 611 stands (ito Census 2011) that need to receive access to RDP supply

Household growth of the sub-schemes combined is from 28 167 to 32 173 households

and a movement/migration of LOS as indicated achieving 48% YC supply by 2030.

The 20-year (2035) GSPD (Gross Summer Peak Demand) is 27 Ml/day.

Sanitation varies from water-borne to Ventilated Improved Pit Latrines (VIPs) sanitation. The

difference between the two sanitation provision methods must however be kept in mind.

Water borne sanitation is provided through the connection to a sewer network, while VIPs

are the localized provision of sanitation structures.

The table below illustrates the type of sanitation facility utilized by households. There are

very few households which have access to the flush toilet sewer (including flush septic tank).

A positive trend has been the decrease in the number of individuals who do not have access

to any form of sanitation facility.

Sanitation Facilities (Population Group) (Stats SA, 2011)

Type HHs %

None 8985 23

Flush toilet (connected to sewerage system) 3734 10

Flush toilet (with septic tank) 987 3

Chemical toilet 7850 20

Pit toilet with ventilation (VIP) 6971 18

Pit toilet without ventilation 8115 21

Bucket toilet 542 1

Other 1665 4

Total 38849 100


143

The table below presents the status quo of access to water and sanitation services in Jozini

LM. From the table, it is evident that there are very few settlements/ wards that absolutely

do not have access to water and sanitation facilities. Access to water in many wards is

irregular and a few areas still use boreholes, water tankers or rivers as a source of water.

There are only two wards that do not have access to sanitation (wards 15 and 17). There are

a few sanitation programs that are still underway and therefore more wards will be provided

with these services.


144

Table. Settlements with access to Water and Sanitation

WARD

NO.

SETTLEMENTS WITH ACCESS

TO WATER

SETTLEMENTS WITH ACCESS TO SANITATION

1 There is completely no provision

of water. There are irregular

functioning boreholes.

Sanitation was provided as a package to about 80

households who had access to RDP houses.

2 None Sanitation was provided as a package to households

who had access to RDP houses.

3 None Ezineshe, Komkhulu, Nhlangano and few households

at Mozi.

4 None, except water tankers or

rivers.

None, except self-built toilets.

5 Sinethezekile (50%) and Gedleza

(10%) areas

Hlalanathi, Sibongile and Sinethezekile areas. They are

old and households built after the programme had

passed, do not have toilets.

6 Nyawushani and Biva areas (but

irregular)

Sanitation was provided to all households, except in

households built after the sanitation provision was

completed.

7 Maphaya, MaMlambo and

Emlotheni area.

There are only self-built toilets.

8 Msiyane and Othobothini. In other

areas, installation of water pipes

is underway.

Msiyane and Othobothini areas. However, it’s not all

households that were provided.

9 None Ophondweni, Emhlumeni, Ogwaluweni, Lumbe areas.

But there are households built after sanitation program

was completed that do not have toilets.

10 Kwashukela area. However,

supply is irregular.

Mzinyeni, Kwambuzi, Mangqwashu, Kwashukela and

Empumelelweni. However, there are households that

were built after sanitation provision program which do

not currentl have access to sanitation.

11 Mphoweni, Brijini and

Ntabayengwe. But it is irregular.

Nonjinjikazi, Enkomeni, Ntabayengwe, Mphoweni,

Brijini, e”J”, Mlambongwenya, Nyamane, Kwa-Jimmy,

Kwa-John, Empakeni and Majwayiza.

12 Shumela, Zulwini, parts of

Bhambanana and Esiweni areas.

Although, water is only available

on Wednesdays and Saturdays

Shemula, Mathayini, part of Bhambanana, Onaleni,

KwaMlawu, Thekwane, Bhamu and Ezibayeni

13 Makhanisi, Siwongane, Embodla

areas. At Embodla, supply of

water is not regular.

Makwakwa, Makhanisi and Siwongane areas do have

access to toilets and there are a few sanitation projects

that are currently underway in the ward.

14 Ingwavuma town and parts of

surrounding areas of the town.

Kumanhlali, Elangeni and surrounding areas of

Ingwavuma town.

15 1 functioning borehole near

Manyiseni TC and 1 wind mill.

All other boreholes are sporadic

in providing water.

None

16 Mthanti, Mwayi and Magwangu

areas. Although it’s irregular.

Few previous RDP houses have toilets. Mthanti and

Mwayi areas do have toilets.

17 Mziki, Mahlabeni and part of

Munywana areas

None


145

WARD

NO.

SETTLEMENTS WITH ACCESS

TO WATER

SETTLEMENTS WITH ACCESS TO SANITATION

18 Water pump engines at:

Dinabanye, Zanhleni and

Nkungwini areas.

Previous RDP houses have toilets, Nyathini, Oshabeni,

Dinabanye and parts of Nkungwini areas.

19 None Phaweni, Magobhoyi, Mfingose and certain sections of

Ohlalwini areas have toilets.

20 Mkuze Tshaneni Area- Very few households have their

sanitation facilities maintained. Most are vandalised.

Source: uMkhanyakude Water and Sanitation

Table, Jozini Water Scheme

Source: Water and Sanitation Department

The second table shows water schemes in Jozini LM. It is evident that the majority of the

water plants do not have the capacity to supply the population. Predictions to this situation

presented is that with the increasing population certainly some settlements will be left

without access to water due to the inability of water plants to supply to the growing number

of people. Interventions in this regard should be considered when bulk services are provided

The Umkhanyakude District municipality has an Operations and maintenance Plan which is

being implemented.

WATER SCHEME NAME CHALLENGES

Mkuze plant Inadequate capacity to supply the population

Mkuze River Plant Water source (Mkuze River) dries out

Jozini Old Inadequate capacity and illegal connections

Jozini New Inadequate capacity to supply the population

Makhonyeni Plant Inadequate capacity to supply the population

Block Six Water source depends on permission from commercial

farmers.

Mjindi Central Inadequate capacity to supply the population

Emachobeni Inadequate capacity to supply the population

Shemula water scheme Inadequate capacity to supply the population

Nondabuya water scheme Illegal connections and inadequate capacity to supply

population


146


147

UMKHANYAKUDE WATER & SANITATION PROJECT DEVELOPMENT FOR

JOZINI

All projects have been prioritised using a combination of weighting criteria – Strategic

Importance; Extent of Cost Ratio; Per Capita Consumption (l/capita/day); Non-Revenue

Water; Functional Criticality of Scheme; Institutional Capacity; Available Co-funding; and

Implementation Readiness. Furthermore, the location of the project was evaluated by

identifying 1) the associated per capita cost, 2) the percentage of people who are currently

unserved within that project footprint, and finally the per capita daily demand (ℓ/c/d). A high

per capita daily demand would signal a large number of households who currently have a

reasonably high level of service and are therefore less of a priority than areas which are

completely unserved.

JOZINI WATER

Upgrading the Shemula Water Treatment plant to benefit 62 700 households in Jozini

and uMhlabuyalingana

Implementing the Jozini Bulk Regional Scheme (40 Ml/day) to benefit 50 200 households

in Jozini, uMhlabuyalingana and Big Five

Implementing KwaJobe Community Water Scheme to benefit 3062 households

Upgrading of Mkuze Treatment Works to 5Ml/day to benefit 1362 households.

Refurbishment of Machibini water scheme

5 Water Tankers were provided to Jozini local municipality

BOREHOLE PROGRAMMES

5 boreholes were equipped under drought relief at Kwa Dinabanye Kumkhamu,

Nhlabende, Kings Palace, Madinyana and Khume

17 boreholes drilled at Mambuzikazi, Lindizwe Okholweni (Sandile), Ezimambeni Ward

15, Ezimambeni Ward 15, Pangani Khume, Khume Sola, Manganini A, Manganini C,

Manganini B, Kwagiba, Mangayini D, Mambuzikazi, Lindizwe Okholweni,

SANITATION

6254 households have benefitted under the Ingwavuma Sanitation Project (Wards

9,10,11,12,13,14,15,17,18,19)

2009 households have benefitted under the Jozini Rural Household Project (Wards 3,4,

20)

Jozini Capital Projects

PROJECT NAME DEPARTMENT 2020/21 BUDGET

2021/22 BUDGET

KwaJobe Community Water Supply Scheme (Ntshongwe/Malobeni)

DC27 R 41 976 421,95

R34 862 788

Thembalethu Sanitation Project DC27 R 27 011 514,23

R27 820 163

Non – Revenue Water Project Phase 3 DC27 R - R30 000 000

Jozini Low Cost Housing Sewer Upgrade

DC27 R 4 652 878,77

-

Jozini Umhlabuyalingana VIP Sanitation Projects

DC27 R 28 735 100,72

R30 000 000


148

Ingwavuma Drought Relief DC27 R 788 231,05 -

Nondabuya Water Supply Scheme,Ward 6,8,9,14,19

DC27 R 20 884 303,30

R36 325 350

Greater Ingwavuma Water Supply Scheme

DC27 R 23 761 170,51

R30 000 000

Rehabilitation of the existing uBombo Water Scheme

DC27 R - -78 490

Jozini Regional Community Water Supply Scheme Phase 1A

DC27 R 17 475 290,23

-

Rehabilitation of the existing uBombo Water Scheme Phase 2

DC27 R - R11 027 333

Greater Ingwavuma northern connection

DC27 R - R12 285 961


149

C.4.2. SOLID WASTE MANAGEMENT

The municipality provides waste collection services in its main towns (6), which means that

outskirt areas (the villages) are not covered in terms of waste collection. These households rely

mostly on backyard dumping and burning. Extending waste collection services is one of the

municipality’s intentions.

The municipality has 1 dumping site which is at Mkhuze and it will be licensed for closure by

June 2021 with the assistance of EDTEA. In addition, the municipality is in the process of

developing the Land Use Management Scheme (LUMS) which will enable easy identification of

possible landfill sites.

An Integrated Waste Management Plan (IWMP) has been compiled in order to address issues

relating to waste management, such as refuse removal. The following table depicts percentage

distribution of households by type of refuse disposal. The draft IWMP was approved in June

2020.

Refuse Disposal

* Refuse removal

Removed by local authority/private company/community members at least once a week 2,224

Removed by local authority/private company/community members less often than once a

week

669


Communal container/central collection point 91

Own refuse dump 33,081

Dump or leave rubbish anywhere (no rubbish disposal) 5,535

Other 2,292

Total 44,584

Source: Statistics South Africa (CS 2016)


150

Quantifying the amount of waste generated within Jozini LM

Currently, there are no accurate records of waste generated within Jozini LM or of the waste disposed of in

the Mkhuze disposall site. It is therefore challenging to quantify the precise waste generated within Jozini

municipal area. An attempt has been made, below, to quantify the waste generated within Jozini municipal

area.

Projections based on population statistics

Estimations on the amount of waste generated can be calculated per week, per month or per year. The

2006 State of the Environment Report (SoER) indicated that South Africa generated 42 million m3 of solid

waste per year. This amounted to 0,7kg's per person per day. The generation rates were further broken

down into generation rates per income category and the results were as follows:

Low income= 0.41kg/per person/day or (0.41kgx365 days) =149.65kg/person/year

Middle income=0.74kg/per person/day or (0.74kgx 365days) = 270.1kg/person/year

High income= 1.29kg/person/day or (1.29kgx365days) = 470.85kg/person/year

Table 10: Waste generation projections

Low Income Middle Income High Income Kg Tons

Jozini LM R0-R76, 400 R 76 401 - R 614 400 R 614 001 or more

Number of

households

34 216 4 407 226

tonnes/person/

per annum

0.14965 0.2701 0.47085

Total 5,120,424.4 1,190,330.7 106,412.1

Grand Total 6,417,167.2 6417.17

Table 10 shows that approximately 6417.17 tons of general waste is generated within Jozini LM on annual

basis. This assuming that waste is generated for 365 days a year. The above methodology represents an

income based approach to estimating waste production for a given area.

Waste types

The following waste types are known to be generated within Jozini municipal area:

Household waste

Garden Waste

Business waste

Medical waste


151

Household and domestic waste

Table 11: Refuse removal : Source: Community Survey (2016)

Removed by local authority/private company/community

members at least once a week

2224

Removed by local authority/private company/community

members less often than once a week

669


Own refuse dump 33081

Dump or leave rubbish anywhere (no rubbish disposal) 5535

Other 2292

Grand Total 44584

According to the Statistic South Africa (2016), most of the households (33 081) within the Jozini

LM have their own refuse dump, followed by those households (5 535) who dump or leave

rubbish anywhere with no rubbish disposal. There are only 2 224 households that receive waste

removals services at least once a week.

The municipality collects waste in all of its main towns namely, Mkuze, Jozini, Bhambanana,

Ndumo, uBombo and Ingwavuma. The LM does not collect waste from the outskirts of its main

towns. The households in the outskirts rely mostly on backyard dumping and burning waste.

The backyard dumping and burning of waste may have negative environmental impacts.

In areas where the Jozini LM collects waste, it is understood that households buy their own

black plastic bags. The municipality does not provide waste plastic bags. In Jozini town, waste

is collected from plastic bags placed in kerbside. In Mkuze Town, waste is collected from swing

bins which are located in one central collection point from each street. Domestic waste collected

by the LM contain waste that can be recycled

Business Waste

The town centres generate domestic waste which is collected and stored at a depot point near

the shops such as in Mkuze town and the other main nodes that occur within the Municipality.

Most of the waste generated in the town centers involves packaging and cartons from retails

shops. Most of the waste generated can be recycled if separated from the source of generation.

There appears to be a small recycling industry gathering these waste materials at the depots

and at Mkuze disposal site. This therefore points to the obvious question of how to remove

these materials from the general waste stream. It would be more efficient to remove those

useful components before they reach the disposal site. The volumes recovered will tend to be

higher and the quality of the recovered material is usually better.


152

Waste tyres are amongst the waste generated by business in various towns of Jozini LM. Waste

tyres present a challenging disposal problem because they are immune to the biological

degradation due to their complex nature. Disposal of waste tyres in a landfill is not desirable.

The uncontrolled burning of waste tyres is a health hazard to people, especially the elderly and

children, and it also causes environmental degradation. Currently, Jozini LM does not have a

strategy to deal with waste tyres. Waste tyres can be avoided, reduced and reused and

recycled.

Figure: A view of tyres disposed at the Mkuze disposal site

Building waste

Building waste consists of building rubble from construction, spoil material from road

construction activities, renovation and demolition projects. Such waste often contains concrete,

wood, asphalt, gypsum, metal, brick, and plastic, as well as salvaged building components such

as doors, windows, and plumbing fixtures. In some instances, building waste may also contain

hazardous material such as paint, chemicals etc., which need to be attended to by the

Municipality.

Currently there are no dedicated builder’s rubble sites within Jozini LM. There is a need for the

Municipality to start planning for re-using the rubble, which can include using building rubble to

fill borrow pits and eroded areas. The municipality could also explore opportunities for reusing


153

rubble back into the construction industry and also recycling material such as tar/asphalt from

resurfacing projects instead of disposing these waste materials.

Medical and Hazardous Waste

Jozini Municipality LM is served by two hospitals, Mosvold hospital which is located in

Ingwavuma and Bethesda hospital which is located at Ubombo. There is one Community Health

Centre which is located at Msiyane. The LM has 18 clinics which are located in areas of great

densities. There are also 2 gateway clinics and 6 mobile clinics (with 91 mobile points, but 23 of

these have no shelter).

There are no measures within the municipality on dealing with household medical waste and it

is likely that medical waste from households is collected and disposed off together with the

domestic waste. In terms of the legislation generators of hazardous and medical waste are

responsible for its storage, collection, treatment, transportation and disposal. The municipality

plays a monitoring role of making sure waste disposal is done according to stipulated standards.

Household hazardous waste includes paints, paint thinners, paint strippers, drain cleaners,

bleach, disused motor oil, dry cell batteries, lead acid batteries, button batteries and the

associated packaging containers. Disposable nappies are also categorised as a portion of

health care waste that is hazardous. In this context nappy waste means the discarded soiled

nappies including soiled adult nappies. Nappy waste may be generated in the clinic, CHC and

general households. The clinics and CHC are supposed to manage their nappy waste as per

the stipulations of the 2012 Draft Health Care Risk Waste Management Regulations. It is,

however, not clear how the nappy waste is managed at a household level. There does not

appear to be a strategy in place for the safe disposal of any hazardous domestic waste and

these products may find their way to the dumpsite.

Waste Collection Schedule Places Time Monday Tuesday Wednesda

y Thursday

Friday Saturday

Sunday

Jozini 06:00 – 08:00

Spar Tiger Lodge

Jock Morrison Lebombo

Boxer Tiger Lodge

Spar Lebombo

Jock Morrison Tiger Lodge

Boxer Mall

Mall Town

08:00 – 10:00

Mall Mall Town

Mall Town

Mall Maphanya Location

Mall Resources Town Department of Health Police Station

Town Dumping Site

Dumping Site

10:00 – 12:00

Clinic Dumping Site

Dumping Site

Dumping Site

Town Clinic Dumping Site

Dumping Site

12:00 – 14:00

Suburbs Suburbs Suburbs Suburbs Suburbs

14:00 –

Town Town Town Town Town


154

116:00

16:00 – 18:00

Dumping Site

Dumping Site

Dumping Site

Dumping Site

Dumping Site

Mkuze 06:00 – 08:00

Town Spar

Town Suburbs

Town Ghost Mountain Country Club

Town Spar

Town Suburbs

08:00 – 10:00

Town Mlingo Thembalethu Lindelani

Police Station COGTA

Shoprite Boxer

Mlingo Thembalethu Lindelani

Town Town

10:00 – 12:00

Shoprite Boxer

COGTA Education Clinic

Education Clinic



Town Dumping Site

Town Dumping Site

12:00 – 14:00

COGTA Education

Dumping Site Clinic Dumping Site

Dumping Site

Dumping Site

Dumping Site

Ubombo 10:00 – 12:00

No waste collection

No waste collection

Bethesda Town White City Home Affairs

No waste collection

Bethesda Town White City Home Affairs

No waste collection

No waste collection

Ngwavuma 06:00 – 08:00

Mosvold Hospital Spar

Mosvold Hospital Town


Mosvold Hospital Gateway Clinic


Mosvold Hospital Town

No waste collection

08:00 – 10:00

Town Streets

Streets Town Streets

Town Streets

Town Streets

Streets Dumping Site

10:00 – 12:00

Residential Areas

To Bhambanana

Residential Areas

To Ndumo

Residential Areas

12:00 – 14:00

Dumping Site

Dumping Site

Dumping Site

Bhambanana

10:00 – 12:00

College Shopping centre

12:00 – 14:00

Ndumo 10:00 – 12:00

Clinic Spar Town China Shops

12:00 – 14:00

Dumping Site


155

Waste Bins / Skips at pickup points JOZINI MKUZE UBOMBO NGWAVUMA BHAMBANANA NDUMO

Spar Jock Morrison Boxer Tiger Lodge Lebombo Lodge Mall Town Suburbs Maphaya Location Department of Health Police Station Resource Centre

Spar Shoprite Boxer COGTA Department of Education Mlingo Thembalethu Lindelani Dumping Site Suburbs Ghost Mountain Country Club Police Station

Bethesda Hospital Town DSD Offices White City Home Affairs

Mosvold Hospital Gateway Clinic Town Residential Areas

College Shopping Centre Whole Taxi Rank

Clinic Spar Town China Shops

LANDFILL SITES

Following the closure of iSibandlana and iNgwavuma waste disposal sites, Jozini municipality

has one waste disposal site, i.e. Mkhuze Waste Disposal site. While the said 2 sites have been

closed; there is still element of illegal dumping taking place on the sites.

LANDFILL SITES LOCATION MAP WITHIN JOZINI LM

The status of the 3 sites is indicated in the table below:

Name of Facility Status Licence NR Capacity of

site

Available

airspace

Mkhuze Waste

Disposal

Operational Not Licensed 6300 3.55yrs

Sibandlane Waste

Disposal

Closed Licensed for

closure

1500 2.27yrs

iNgwavuma Waste

Disposal

Closed Licensed for

closure

1350 5.77yrs

MKHUZE LANDFILL

Mkhuze landfill site is situated approximately 3 km outside the town of Mkhuze. The site is 70m

x 30m and has a life expectancy of approximately 3.5 years. The Jozini municipality is the

owner and operator of the site. There are no permanent staff on site and irregular burning

occurs. The public is not charged to dispose and no records are kept of traffic. The Mkuze

landfill site has no signage to the site and is not fenced off. The waste requires daily coverage

and a TLB.


156

UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITE COMPLIANT CHECK

On a quarterly basis, the uMkhanyakude Environmental Management Unit conduct a waste

disposal site compliant check exercise on all waste disposal sites within the District. This to

determine the level of improvement within which municipalities manage their waste disposal

sites. Since almost all waste disposal sites are illegal, there is poor compliant with most of the

checklist indicators.

The waste disposal compliant check for Jozini Waste Disposal sites is further highlighted in the

table below. It should however be indicated that 2 sites (iSibandlane and iNgwavuma) has since

been closed subsequent to the DEA licensing of illegal waste disposal sites project. As such,

currently the Jozini municipality utilizes the Mkhuze waste disposal which is itself illegal and

unlicensed.


157

UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITES COMPLIANT CHECK

Indicators>>>>>

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ite

Name of the Site

Mkhuze Waste Disposal Site X

✓ ✓ X

✓ X

✓ ✓ ✓ ❖ X X X X X X X

❖

iSibandlane Waste Disposal Site •


iNgwavuma Waste Disposal Site •


LEGEND:

❖ Fully-compliant

✓ Partially compliant, but not a significant detrimental impact

X Not compliant and/or significant detrimental impact

• Licensed for closure


158

Recycling, Reuse, Recovery and Waste Minimization Initiatives

Buy-back centres are depots where waste collectors can sell their recyclable waste. The Jozini

LM does not have a buy back centre. The presence of the buy-back centre can create job

opportunities for entrepreneur who operates and manages the buy-back centre, as well as

sorters and balers who accept the recyclable waste from the different waste collectors.

Recyclable waste originates from activities of economic agents such as households, businesses

and government. Waste produced from these sources is collected either through formal or

informal sector activities. The recyclables are taken to Jozini Recycling Centre which is located

in Jozini town.

Jozini Recycling Centre was established with the assistance from the Belguim Government to

recycle paper and plastic waste from the Jozini area. It is understood that due to poor

management the recycling centre has not been utilised for its intended function. It is understood

that there are also facilities within the recycling centre to deal with green waste, however, such

facilities are also underutilised. It is understood that Mpact Recycling Company collects

recyclables from the Jozini Recycling Centre and Mkhuze depot. Recyclables from Mkhuze

depot come from the Mkhuze disposal site. There is evidence of separated waste at Mkhuze

disposal site. The papers, plastic bottles, plastic packets and cardboards were separated at the

disposal site.

Jozini LM does not have any recycling policy for either its municipal staff nor for the municipality

as a whole.

Transfer Station / Drop-of-centres

Currently, there are no drop-off centres and no transfer station. A transfer station is a facility

with a designated receiving area where waste collection vehicles discharge their loads. The

waste is often compacted, then loaded into larger vehicles (usually transfer trailers, but

intermodal containers, railcars, and barges are also used) for long-haul shipment to a final

disposal site—typically a landfill. The presence of a transfer station provides an opportunity for

the screening of waste prior to disposal.

Waste screening has two components: separating recyclables from the waste stream and

identifying any wastes that might be inappropriate for disposal (e.g. hazardous wastes or

materials or infectious waste). Identifying and removing recyclables reduces the weight and

volume of waste sent for final disposal and, depending on local recycling markets, might

generate revenue. Screening for inappropriate wastes is more efficient at the transfer station

than the landfill.

Waste Disposal

The municipality had three waste disposal sites. Isibandlana and Ingwavuma disposal sites

were closed and only Mkuze disposal site is still operational.


159

The Mkhuze disposal site is located approximately 3 km from Mkuze Town. The site is 70 x 30

m and has a life expectancy of 3.5 years. The Jozini LM is the operator of the site. The site is

fenced and has a guard house. It was noted during the site visit that daily coverage of waste is

not practiced in the disposal site.


160

A view of Mkhuze Waste Disposal Site

INTEGRATED WASTE MANAGEMENT PLAN

Jozini Municipality’s IWMP was approved in June 2020 with the IDP.

The municipality needs to gazette Bylaws with the following waste management focus areas:

Consideration for the establishment of a waste information system as per the Waste Act.

Information from landfills or generators of waste to be fed on to National Database.

Providing access to municipal waste services in areas previously unserviced and consider

Free Basic Refuse Removal (FBRR) policy. The municipality will need to determine in a

phased and prioritized manner how to include other areas on this service (see also Waste

Act S9 (2) c).

Describe the various waste types and requirements for the general management for

business, residential, industrial, garden, building rubble, and health care risk in the

municipality (to promote separation at source, recycling etc. and to develop municipal

standards). Include a description of general waste for collection by the municipality, and an

indication of those for which a private company will need to be engaged.

Waste generator obligations (i.e. storage of waste do’s and don’ts etc.) as above.

Liability to pay for waste services rendered to householders.

Bylaw requirements for the transportation and transfer of waste in line with national norms.

Provision to control illegal dumping and abandoned articles in Bylaws.


161

Implementation plan

In order to ensure that the desired end state, goals, targets are met, there should be a tool in place to

measurement success hence there is a need for the development of an implementation plan. The main

issue to be tackled is the unsustainability of waste management within the municipality. Without this being

addressed there is no ability to implement higher order waste management principles or to improve basic

services.

This section sets out strategies for achieving the identified goals and objectives. For each goal identified,

appropriate resource allocations and implementing instruments will be required for their effective

implementation.

Goal 1: Successful development and implementation of the IWMP and waste by-laws from a

legislation and regulatory framework


162

Main Activities Sub-activities Responsible

Department

Approximate

Budget

Timeframe

Legislation and

Regulations

The Municipality

must designate

WMO who will

coordinate

matters related

waste

management.

WMO must carry

out activities in

accordance with

the NWMS

The WMO must

be trained in

matters relating to

waste

management

The Municipal

Manager &

DEDTEA

R0 2021/22

Development of

the municipal

IWMP

Adopt IWMP Council &

DEDTEA

R0 2020/21

Review IWMP, in

terms of the

progress in

achieving the

Goals, on an

annual basis as

per Waste Act

requirements.

WMO R40 000.00 to

review IWMP

on an annual

basis and report

to

Province.

2020-2025

Development of

the waste by-

laws

Ensure that

bylaws are

gazetted

Council &

DEDTEA

R200 000 2020/21

WMO to report

quarterly to the

District on

compliance with

WMO R0 2020-2024


163

Goal 2: Implement and review of the waste management plan from an organisational and institutional perspectives


Department

Approximate Budget Timeframe

Institutional and

Organisational

Needs

Capacity Building

through enrolling in

relevant waste

Jozini Community

Services: WMO

R100 000 2020/21

the waste

collection

standards and

free basic refuse

collection

standards

WMO to report

quarterly to

District on

monitoring and

enforcement of

municipal

waste

management by-

laws

WMO R40 000 2021-2024

Ensure that

sufficient,

dedicated staff

are in place to

enforce the by-

laws: LM to

capacitate the

WMO to qualify as

an EMI

Environmental

Management

Inspector

R100 000 2021/22


164

management

courses

Goal 3: To provide an appropriate, affordable and sustainable waste collection service to all people within the Jozini LM


Department

Approximate

Budget

Timeframe

Waste Collection

and Delivery

Needs

Extending services

to currently un-

serviced areas

Develop and

implement a waste

collection strategy

which will include:

Mapping areas that

are currently un-

serviced;

Defining service levels

for different settlement

types; and

Extending the existing

waste collection

service in terms of the

waste collection

standards.

WMO, GIS

Technician

R150 000 2020/21

Undertake a schedule

and route analysis

-Reschedule and

reroute to make

collection more

effective

- Inform residents of

new route and

schedule

WMO R40 000 2020/21

Provide sufficient WMO R 1 000 000 2021/2022


165

refuse bags to

residents on a weekly

basis

Identify areas to place

bins and skips

because of the

extension of services

WMO R0 2020/21

Determine number of

bins required

WMO R0 2020/21

Purchase bins and

skips required

WMO R500 000 2021/2022

Procurement of

waste management

fleets

Purchasing of a waste

collection truck

Purchasing of an

excavator

Purchasing a

bulldozer

WMO R3 000 000 2021/22

2022/23

2023/24

Goal 4: To implement sustainable recycling within the Jozini LM giving due consideration to social, environmental and economic

factors.


Department


Waste Minimization

and Recycling

Develop and

implement a record

keeping system

Establish an

effective, regular

reporting system

WMO R100 000 2021/22

Develop and

implement a

monitoring and

evaluation system

WMO R0 2020/24


166

Ensure that the

waste information

system feeds into

the government

WIS (waste

information system)

and meets the

requirements of the

National waste

management

strategy

WMO

R00 2020/24

Develop a

municipal recycling

policy

Implement the

recycling policy

WMO, DEDTEA,

DEFF

R50 000 2020/21

Develop and

implement an

interim strategy to

separate waste at

source point

Identify and assess

existing recycling

entrepreneurs and

enter into

agreements with

them

- Work with the

groups / companies

to supply accurate

records for

monitoring purposes

-Coordinate the

workshop with

recyclers

-Incentives for

waste recyclers

WMO

WMO

R150 000

R200 000

2021/22

2021/22

Waste recycling Community Media (posters, R200 000 2020-2024


167

campaigns Awareness

Programmes

on benefits of

recycling

radio,

newspapers),

content, service

provider to prepare

content

Goal 5: Ensure sufficient long-term waste disposal capacity that is environmentally (including legislation) and publicly (socially)

acceptable


Department


Waste Disposal

Issues

To have the safe

and appropriate

disposal of

collected solid

waste

Proper management

of existing landfill

site

Jozini Community

Services, Jozini

Planning

Department,

DEDTEA,

Department of Water

and Sanitation

(DWS) &

Department of

Environmental

Forest and Fisheries

(DEFF)

2020/21

Identify, close and

rehabilitate illegal

dumping sites

WMO, DEDTEA &

DEFF

R1 500 000 2021/22

Fencing of Mkuze

dumpsite and doing

fire-breaks

WMO, R 1 000 000 2021/22


168

Goal 6: Ensure that the population within Jozini LM are informed and made aware of waste management issues in general and of the

IWMP and that all stakeholders are empowered to meet their responsibilities of integrated waste management.


Department

Approximate

Budget

Timeframe

Waste Education,

Awareness and

Information

Dissemination

Develop and

implement

programme/s to

educate and

empower the

community on

waste management

issues

Workshop ward

councillors on waste

management

WMO, DEDTEA,

SALGA, DEFF

R150 000 2020/24

Community

Awareness

Programme

for on illegal

dumping.

Media (posters,

radio,

newspapers),

content, service

provider to prepare

content

R500 000 2020/24

Develop and roll-out

environmental

education and

awareness

campaigns for both

rural and urban

schools

WMO, Department

of Education,

DEDTEA, DEFF &

DWS

R250 000: Learning

and promotional

material

2020/21 –

developing a

campaign and roll

out to 10 % of

schools

2021/22 – Roll-out

campaign to

include 20 % of

schools

2022/23 – Roll-out

campaign to

include 40% of

schools


169

2023/24 – Roll-out

campaign to

include 60% of

schools

2024/25 – Roll-out

campaign to

include 80% of

schools

Goal 7: Ensure sustainable financing for waste management service


Department


Financial Resource

Needs

Undertake full cost

accounting audit of

waste budget,

targets and short to

medium term

expenditure

Ensure sustainable

services by keeping

separate financial

statements

including a balance

sheet of the

services provided

WMO, Director of

Community

Services, Manager

of Community

Services, Financial

Manager

Utilize existing

resources

2020/21


170

C.4.3. TRANSPORTATION INFRASTRUCTURE

Transport and road networks vary a great deal across the municipality. The majority of

citizens rely on foot for daily transport needs.

The road network is made up of primarily provincial, district and access roads, the majority of

which are in poor condition. The road network in Jozini consists of the following:

There is one national road (N2);

Provincial Roads. These road networks serve as the main connectors of the 20 wards,

they also help in connecting to the surrounding municipalities. They also connect the

primary nodes in the municipality. Most of the tarred roads are in a bad condition

especially P522-1 between Jozini town and Mbazwana and the P443 between

Bhambanana and Ingwavuma. These roads are characterized by potholes and livestock

roaming the roads;

The district roads serve as a major connection between major centres, towns and their

respective rural settlement areas, and among the settlement areas. These roads are

characterized by poor maintenance and most of them are gravel roads; making it difficult

to use during rainy seasons; and

There is a number of Artery Roads within Jozini Municipality which despite being

gravelled are in a poor state.

One of Jozini municipality challenges is that most of the roads are in a state of disrepair and

requires substantial upgrading. This renders some settlements almost inaccessible by a

normal car and accounts for a poor public transport system in these areas.

PUBLIC TRANSPORT

Public transport is relatively underdeveloped because the number of people travelling from

the outer parts of the Municipality is so low. The municipality is characterized by poor

transportation linkages and therefore poor mobility.

Movement on the Jozini roads is perceived to be dangerous, due to:

the bad state of the roads,

free-roaming animals and

the weak state of roadworthiness of many of the vehicles in the area.

Public transport is poor and dangerous. As many of the roads are inaccessible for buses and

taxis, “bakkies” are illegally used for public transport.

The poor conditions of the road network in the municipality determine the access to

transportation by the communities. Due to the conditions, taxi and bus transportation is not

accessible to the neediest of the communities. Such communities are spatially placed in the

outskirts of the major centres or towns and are connected to these centres/towns by either

district or artery roads whose conditions are not conducive for taxis and buses to drive

through.

An efficient transport system can significantly increase the economic conditions of an area.

This is due to the reduced cost in the time spent travelling raising productivity, the actual

cost of travelling reduces as more efficient means of travel be used and it allows for faster


171

delivery of goods and services. Road access allows more people the opportunity to access

markets for both supply and consumption thus stimulating the local economy.

Access and accessibility represent one of the major factors enabling both human and

economic development.

The major existing road linkages consist of the following:

N2 in the south-west providing regional and national access to the area

P 522 linking the N2 to Jozini and Bhambanana

P522 linking Bhambanana to Ingwavuma and the Swaziland border

P444 linking Jozini to Mseleni

Jozini municipality is responsible for provision of access roads and there are plans in place

to do the new access roads. The municipality has budgeted for a plant (machinery) which

will assist in delivering this service.

DEPARTMENT OF TRANSPORT PROJECTS Project name Ward Department Budget

D1886 Ingwavuma to Machobeni (upgrade-3.5km)

14 DoT R 7,14 Million

D1841 Mbadleni to Ndumo (upgrade- 16.17km)

16 & 17 DoT R 2,5 Million

D9 Road and culvert Mamfeni to Njidi (road & culvert- 11.5km)

6 DoT R 150 Million

D1842 Embadleni to Boarder Control (upgrade- 47.22km)

15 & 18 DoT R 923 Million

P236 Rehab (KM 6+200 to KM 14+00) 7.8km

DoT

P443 Rehab (KM 21+00 to KM 23+54)

2.5km

DoT

P522-1 Rehab (KM 28+50 to KM 37+00) 29.5km

DoT

P443 Rehab

(KM 10+00 to KM 17+00) 17km

DoT


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Transport network


173

INTEGRATED TRANSPORT PLAN

UMkhanyakude District is in a process of developing Public Transport Plan and Jozini

municipality forms part of the steering committee.

The primary aim of the project is to review the current Transport plan for the

district.

AIR TRANSPORTATION

Accessibility by air is important from both economic and tourism development, existing

airfields are as indicated,

Mkuze houses the Mkuze air strip. Currently there are plans to upgrade the runway and

facilities to regional airport status with adequate facilities to handle commercial flights. The

upgrade would boost the activity in the area by providing more direct, quicker access to

tourism areas. The airport would create a limited number of direct jobs but provide a

significant boost to the economy. There is also a small grass strips at Ingwavuma, Ndumo

and Ubombo that appear to be dysfunctional.


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175

C.4.4. ENERGY

Energy distribution has important economic developmental implications with a potential to

make considerable impact. This impact relates to improved living conditions, increased

productivity and greater sustainability of the environment. In the municipality electricity is

largely generated by Eskom. The provision of electricity to houses has been identified as the

priority in the municipality through the ward participation meetings. Jozini Municipality is

characterized by a huge backlog in electricity provision. While such a backlog could be

attributed to limited power of the available substations in relation to demand; sparsely nature

of households plays a determining factor in electricity provision.

Source of energy for heating

Energy Source HHs %

None 6792 17

Electricity 9006 23

Gas 1472 4

Paraffin 304 1

Wood 20517 53

Coal 505 1

Animal dung 89 0

Solar 155 0

Other 9 0

Total 38849 100 Source: Stats SA (Census 2011)

It is quite evident from the above figure that the majority of household in Jozini are heavily

reliant on wood as a source of energy for heating and cooking

Source of Energy for Cooking

Type HHs %

None 155 0

Electricity 9952 26

Gas 3482 9

Paraffin 220 1

Wood 24768 64

Coal 150 0

Animal dung 30 0

Solar 33 0

Other 59 0

Total 38849 100


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Source: Stats SA (Census 2011)

The use of electricity within Jozini LM is minimal and this could be because of the rural

nature of the municipality. Access to electricity between 2001 and 2011 has improved

Source of Energy for Lighting

Energy Source HHs %

None 585 2

Electricity 11301 29

Gas 307 1

Paraffin 218 1

Candles 25072 65

Solar 1365 4

Total 38849 100 Source: Stats SA (Census 2011)

20.1% of the population use electricity for lighting purposes, while the use of electricity for

cooking is estimated at 16.2% and for heating at 14.4%. The use of candles for lighting has

decreased drastically between 2001 and 2011, while the use of electricity for lighting

increased


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The above tables paint a depressing picture as far as access to electricity in Jozini

Municipality is concerned. The use of wood as for cooking and candles for lighting remain

high among households in Jozini Municipality. About 64% of households still utilize wood for

cooking, while around 65% still rely on candles for lighting. This implies that the use of

electricity remains a luxury for households. The use of woods impacts negatively on the

environment, because it intensifies deforestation.

ESKOM is trying to address the electricity backlog through upgrading the Service stations

and building a new one.


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C.4.4.1.

Jozini Local Municipality does not have electricity distribution license, even for the towns.

Eskom is the only Electricity Distributor for towns and rural villages. The whole electricity

network under Jozini LM belongs to Eskom.

The electricity infrastructure has serious challenges. The network is very old and some of it

has even passed its lifespan.

THE ELECTRICITY INFRASTRUCTURE

The whole electricity network belongs to Eskom. There are a number of HV and MV cables

that originate from the five substations which distribute electricity within different parts of the

municipal area. This is further supported by the MV substations that are there.

Despite the fact that a number of houses still do not have access to electricity, the capacity

of the existing sub-stations is nearing its maximum supply, however Eskom has made plans

to address this situation. This included the development of another sub-stations, a 20 MVA

132/22Kv substation in Ndumo.

Whilst the capacity of some of the electricity infrastructure within the area appears to be

weak and below acceptable standards, the community does not yet experience black-outs

as there are not many people with electricity.

The implementation of the Rural Electrification programme entails the detailed design of the

distribution electricity connector infrastructure as per the Eskom and NERSA guidelines and

specifications of a 20 AMP connection. Construction activities will include overhead

distribution lines, individual household connections, installation of pre-paid electricity meters

and in-house distribution boards.

The Jozini Local Municipality will take overall responsibility for the implementation of

schedule 5B projects. Once the projects are completed, the infrastructure in those areas

falling under Eskom supply will be handed over by the Municipality to Eskom for operation

and Maintenance.


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ELECTRICITY BACKLOGS

The licensed distributors in the area under the Jozini Local Municipality (JLM) is Eskom.

Eskom has five substations within the Jozini Local Municipality. The five substations are:

Mkhuze substation;

Makhonyeni substation;

Nondabuya substation, and

Ndumo substation.

The Jozini Local Municipality is characterized by serious backlogs. Currently, it is claimed

that out of 38,849 households, only 10,203 have access to electricity. This figure translates

to 26.3% of houses electrified, which is far much lower than the national figure. The huge

electricity backlog is partly attributed to the sparsely nature of the households, in addition to

lack of sufficient capacity from Eskom substations.

To confirm the seriousness of lack of access to electricity in the Municipality, around 59% of

households still utilize wood for cooking, while 57% relies on candles for lighting. To the

majority of households in the area, the use of electricity still remains a luxury.

ESKOM PROJECTS

PROJECT WARD SOURCE OF FUNDING 2020/21

Oshabeni/ Nonjinjikazi electrification (407)

11 ESKOM R5 394 201.00

Amandlethu electrification (204) 8 ESKOM R3 271 581.41

Ndumo phase 3 (Thelamama) electrification (672)

16 ESKOM R9 104 176.41

Enkungwini #2 electrification (239) 18 ESKOM R4 228 479.03

KwaShukela #2 & Emabhodini electrification (296)

10 ESKOM R5 290 249.00

Eziphosheni, Magwangu & Maphindela Phase 2 electrification (269)

16 ESKOM R4 868 187.70

Mkhonjeni Biva Island electrification (284)

6 ESKOM R5 669 551.22

Mzinyeni & KwaMbuzi Phase 2 electrification (471)

10 ESKOM R8 291 276.00

Makhathini NB41 electrification (250) 6 ESKOM R4 500 000.00

Jozini Bulk extension (100) 7 ESKOM R650 000.00

Eziphosheni, Magwangu & Maphindela Phase 2 (link line)

16 ESKOM R2 141 450.95

KwaShukela #2 & Emabhodini (link line)

10 ESKOM R3 000 000.00

Enkungwini #2 (link line) 18 ESKOM R4 502 176.50

Mkhonjeni Biva Island (link line) 6 ESKOM R5 362 524.00

Ndumo phase 3 (Thelamama) (link line)

16 ESKOM R2 462 828.67

Mzinyeni & KwaMbuzi Phase 2 (link line)

10 ESKOM R5 161 173.00

PROJECT WARD SOURCE OF FUNDING

2020/21

Nhlangano 3 INEP R7 000 000.00


181

KwaQondile 7 INEP R4 000 000.00

Mkhuze waManzi/ Mshophi 1 & 20 INEP R1 000 000.00

Majozini/ Manqonjwana

Electrification

2 INEP R2 000 000.00

ELECTRICAL NETWORK REFURBISHMENT

The Municipality plans to carry out refurbishment of the electrical network as their

infrastructure is very old. They plan to do this in phases. The initial stage is to upgrade the

two incomers which are the Munic 1 and Munic 2. They have estimated a budget of R140.8

million to complete this work.

According to the information obtained from the business plan, the Municipality has a backlog

of 28,646 houses without electricity. The estimated funding required for the current backlog,

based on the estimated household cost per connection of R19,000 will translate to a total of

R5443 million to be raised to deal with the total backlog, without considering new housing

developments.


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C.4.5. ACCESS TO COMMUNITY FACILITIES

C.4.5.1. CEMETERIES

There are 2 cemeteries that are under Jozini municipality i.e. Umkhuze and Ingwavuma.

There are also 7 other cemeteries which are in the villages but are not owned by the

municipality. Those villages are Makhonyeni A, Makhonyeni B, Sibongile, Hlalanathi, Biva,

Mkhonjeni and Bhanjana. The municipality is clearing and fencing the ones in the villages.

There is a new cemetery that is proposed at Ndumo. In the past years, there have been a

challenge of not having cemetery bylaws, this issue has now been addressed (the bylaws

have been gazetted).

C.4.5.2. SPORTS AND RECREATION

The municipality has built a number of community halls and constructed a number of sports

fields/ grounds with the assistance of the Department of Sports and Recreation in some. In

total Jozini municipality has 21 sportsfields and 43 halls. It has been noted that most of these

facilities were in the past not well maintained, the municipality has tried to renovate most of

these facilities.

THUSONG CENTRE

Jozini Municipality has 1 Thusong Centre which is located within Jozini town and another

Service Centre located at KwaNgwenya (ward 1). This centre is operating well. There are

government departments that occupy offices within this centre. The Jozini Thusong Service

Centre is set within the development communication change which reflects a democratic

approach to a public communication and information system. As it aims to put the

information needs of citizens first in the communication process, this system is to empower

the poor and disadvantaged. Jozini Thusong Service Centre is viewed as a means to

operationalize the development communication approach as well as address information and

service imbalances at local level by bringing government closer to the people.

LIBRARIES

The municipality has 05 libraries (Jozini, Manyiseni, Ndumo, Qondile and KwaJobe). There

is one library which is still under construction (Ingwavuma) The libraries currently

accommodate from preschool up to tertiary students. The libraries are currently engaged to

the following programmes:

Internet cafes;

computer for blind people;

Advocacy on Educational programmes;

Computer literacy;

reading activity;

Outreach programmes;

career guidance and

mobile library.


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Social Facilities


184

C.4.6. HUMAN SETTLEMENTS

There has been a more than significant increase between 1996 and 2001 and between 2001

and 2011 in the number of households residing in formal dwellings. As can be expected,

there has also been a significant decrease, over the same time periods, in the number of

households residing in traditional dwellings.

The Jozini LM plays a role in housing delivery at the local level, since housing delivery is

identified as being one of the municipalities mandates. The core role of local municipalities

as outlined in the Constitution, 1996 is to take all reasonable and necessary steps, within the

framework of national and provincial legislation and policy, to ensure that the inhabitants

within its area of jurisdiction have access to adequate housing.

C.4.6.2. HOUSING SECTOR PLAN

The formulation of the Jozini Housing Sector Plan (HSP) Review is in accordance with

statutory requirement of section 9(1) of the National Housing Act (No. 107 of 1997) which

informs the compilation of Housing Sector Plans. Part 4 of the Act specifically requires

municipalities to compile strategies and targets, as part of their Integrated Development

Plans. As such the Jozini Municipality has developed a comprehensive strategic plan of

which the main objective is to create sustainable human settlement within the municipal

area. Sustainable human settlements in this instance, refers to the creation of human

settlements that cater for the infrastructural and socio-economic needs of the people. The

objective is to sustain livelihoods rather than catering only for housing (BNG).

This new Jozini LM HSDP envisages a more demand driven housing delivery process that

will enable the municipality to assume overall responsibility for housing programmes within

their areas of jurisdiction. As such, all municipalities have to be accredited and demonstrate

their capacity to plan, implement and maintain projects and programs that are integrated with

their IDPs.

Area Percentage

Urban 4,9%

Tribal/Traditional 94,9%

Farm 0,2%


185

Since the introduction of the Housing Act, (Act No. 107 of 1997), the National government

has introduced a comprehensive programme to address a range of housing needs in South

Africa. The programme is outlined in the National Housing Code and the recently introduced

Comprehensive Plan for the Creation of Sustainable Human Settlements (commonly known

as Breaking New Ground). The National Housing Code (March 2000) sets out clearly the

National Housing Policy of South Africa. It identifies the primary role of the municipality as

taking all reasonable and necessary steps, within the framework of national and provincial

legislation and policy, to ensure that the inhabitants within its area of jurisdiction have access

to adequate housing on a progressive basis. This entails the following:

Initiating, planning, facilitating and coordinating housing development. This can be

undertaken by the municipality itself or by the appointment of implementing agents.

Preparing a housing delivery strategy and setting up housing development goals.

Setting aside, planning and managing land for housing.

Creating a financially and socially viable environment for housing delivery.

Facilitating the resolution of conflicts arising from housing delivery initiatives.

Facilitating the provision of bulk services.

Administering national housing programmes.

Expropriating land for housing development.

The main aim of this plan is not only to assist the municipality in fulfilling the above-

mentioned role assigned to it in terms of the National Housing Code, but it is also to fulfill

development goals and objectives outlined in the IDP and SDF.

The Housing Plan is aligned with strategies and development goals in the IDP and SDF. The

Jozini Local Municipality has committed itself to support the acceleration of sustainable

human settlements at appropriate locations and to ensuring that social development is

catered for within the municipality.

The following are some of the key development trends/ patterns and their implication for the

delivery of housing in Jozini Local Municipality:

Population densities in Jozini are highest in the northern parts of the municipality (ward

14, 5 and 10). The delivery of housing should be focussed in areas where there are

higher population densities as well as identified investment areas.

Jozini LM has a very youthful population as the majority are aged between 15 and 64

(54. 8%). This has implications in terms of the type of services that might be required.

Although the relative youthful population is decreasing, it is still dominating and adds

pressure on the provision of educational facilities and employment opportunities to retain

them within the municipal area. Youth unemployment rate is 52.7%. This implies that

because this group is the most dominant group within Jozini, there may be a need to

expand on housing instruments and explore various other ways in which unemployed

people can access housing delivery processes.

Majority of the Jozini LM population belong to the very low-income groups (earn less

than R3200 p/m). Low levels of income indicate high levels of poverty and high levels of

dependency. The area has a strong rural character with the low-income population who

can qualify for housing subsidies.


186

There is a huge percentage of economically inactive people (31%), this may be an

indication of the level of grant dependency within the municipality. This has detrimental

implications for the sustainability of housing projects in the future and the ability of

household heads to maintain houses, pay municipal rates and services.

There are more females than males in Jozini this suggests the need for future housing

projects to be gender sensitive and prioritize housing issues confronted by females.

Jozini LM has undulating terrains. This has detrimental implications for service delivery

which should be considered at the planning phases of development processes.

The population settlement trend is that people are generally settled in rural settlements

where there is a lack of infrastructure development and services. Therefore, housing

projects should be in areas close to existing economic opportunities, services and

facilities.

C.4.6.5. EXISTING AND PLANNED HOUSING PROJECTS

Table. Planned and Current Housing Projects


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PROJECT NAME WARDS/

LOCATION

PROJECT

TYPE

PROGRESS TO DATE

1. JOZINI WARD 05

(1000 UNITS)

Ward 05 Rural Housing Stage 1 (Planning)

Milestones have been

completed packing of stage 2

is underway, Department of

Human settlements to advise

when the project will be

presented to MEC’s

Technical evaluation

committee for stage

2(construction) approval.

2. SIQAKATHA

HOUSING PROJECT

(1000 UNITS)

Ward 06 Rural Housing The project is in stage 1

(detailed planning), Project

steering committee has been

established and a workshop

was conducted on the 04th of

February 2020 for members

to be trained and also to sign

the constitution. (

Planning is ongoing).

3. MSIYANE

NONDABUYA RURAL

HOUSING PROJECT

(800UNITS)

Ward 08 &

19

Rural Housing The project is in stage 1







the constitution. (

Planning is ongoing

4. MAMFENE &

GEDLEZA/HLALANAT

HI HOUSING

PROJECT (800 UNITS)

Ward 05 &

06

Rural Housing The project is in stage 1







the constitution.

5. ZINESHE GUJINI

RURAL HOUSING

PROJECT (800 UNITS)

Ward 03 &

04

Rural Housing Project is in stage 1 the

project has had challenges

that will be addressed in the

next housing forum that will

take place on the 19th of

February 2020.


188

6. JOZINI WARD 16

HOUSING PROJECT

(1000 UNITS)

Ndumo ward

16

Rural Housing Stage 1 Milestones have

been completed packing of

stage 2 is underway,

Department of Human

settlements to advise when

the project will be presented

to the MEC’s technical

evaluation committee for

stage 2(construction)

approval and appoint of

constructer.

7. MHLEKAZI MKUZE

RURAL HOUSING

PROJECT (800 UNITS)

1 & 20 Rural Housing Feasibility Study

8. MAPHAYA

MADINYANE RURAL

HOUSING PROJECT

(800 UNITS)


9. OPHONDWENI

MZINYENI RURAL

HOUSING PROJECT

(800 UNITS)


10. NYAMANE

MACHOBENI RURAL

HOUSING PROJECT

(800 UNITS)


11. SHEMULA

MAKHANISI RURAL

HOUSING PROJECT

(800 UNITS)


12. MBADLENI NDUMU

RURAL HOUSING

PROJECT (800 UNITS)


13. MANYISENI AND

NKUNGWINI RURAL

HOUSING PROJECTS



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190

C.7. TELECOMMUNICATIONS

Item Yes No

Cellphone 85,7% 14,3%

Computer 4,1% 95,9%

Television 39,8% 60,2%

Satellite Television 5% 95%

Radio 69,4% 30,6%

Landline / Telephone 2,2% 97,8%

Motor Car 13,9% 86,1%

Refrigerator 35,3% 64,7%

Electric / Gas-Stove 36,1% 63,9%

Between 2001 and 2011, there has been a dramatic increase in the number of households

who had access to televisions, cell phones and the internet. This is important to note, since

it could, in the future, become a means to directly communicate with households.


191

C.7. SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS


• Strength

• Community halls in all but one ward

• Community facilities: sport fields,

• Financial resources

• Quarterly site visit by portfolio committee.

• Libraries

• Electricity licence

• Inconsistency on goal implementation

• Limited office space

• Incomplete project due to poor

management.

• Lack of infrastructure plan.

• Potholes in towns.

• No legal landfill site


• Rural development as identified in

national development plan

• Funding sources such as DBSA and

donor funds.

• Lack of proper water and sanitation

service

• Rapid urbanisation without services

• Drought

• Poor maintenance of provincial road.


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C.5. LOCAL ECONOMIC & SOCIAL DEVELOPMENT ANALYSIS

C.5.1. LOCAL ECONOMIC DEVELOPMENT ANALYSIS

According to guidelines prepared by World Bank “Local Economic Development (LED) is the

process by which public, business and non-governmental sector partners work collectively to

create better conditions for economic growth and employment generation. The aim is to

improve the quality of life for all.

C.5.1.1. LED STRATEGY

Jozini municipality has an LED Strategy which was approved in June 2020.

The funding to review the strategy was received from COGTA and Officials from COGTA

were part of the project steering committee during the review of the strategy. It is attached in

the IDP document. The municipality is planning to review the LED strategy in 2020/21.

C.5.1.2. POLICY/ REGULATORY ENVIRONMENT

INFORMAL ECONOMY POLICY

The municipality has an adopted Informal Economy Policy which regulates permits for street

vendors.

The informal economy provides a form of livelihood to the poor and makes an important

contribution to the economic and social life of residents in Jozini Municipality. The informal

economy in Jozini is diverse, ranging from street traders and shebeen owners to child

careers and domestic workers. It is often characterized by its flexibility, creativity, resilience

to absorb shocks, and its ability to adapt to changing external environments. This activity is

quite widespread and accounts for a significant proportion of the employment and income of

the municipality.

The development of the Ithala Mall and adjoining retail facilities in Jozini CBD plays a

significant role in promoting small business development and prevention of leakage of

buying power to neighbouring towns. The services of the informal economy in Jozini not only

address selling of food and beverages but also extend to tertiary services such as plumbing

and catering. The issue of lack of finance and appropriate business skills hinder

entrepreneurs from developing their businesses into fully-fledged formal operations.

The major challenges that the informal sector experiences are summarized as:

Competition from big supermarkets makes it difficult for the informal traders (the informal

traders compete with the supermarkets who sell the goods at a very cheap rate because

they buy the stock in bulk and this reduces their potential income and growth of their

business);

There is a lack of facilities such as street vendor shelter, safe packaging and storage

facilities for sellers;

Lack of access to capital for expansion of business and for improvement;

Lack of awareness of incentives available to them which could benefit them;

Lack of awareness of support structures available to the; and the

Lack of management and business skills.


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INVESTMENT/ RETENTION POLICY

Investment, Promotion and facilitation strategy was developed and it was adopted by

Council in June 2020. Its vision is to enable the Jozini Municipality to be a world class

investment destination that promotes, facilitates and attracts both domestic and foreign

investments to grow its local economy and alleviate poverty by 2030.

The goals, strategies and projects that constitute investment promotion and facilitation

strategy will assist all stakeholders in the Municipality to efficiently and effectively undertake

investment promotion and facilitation, which will ultimately lead to increased levels of

investment and job creation.

The following goals were developed:

First goal: to develop the capacity and promote coordination between supporting

government agencies and sector departments.

Second goal: to undertake investment promotion and marketing of the municipality.

Third goal: to ensure targeted infrastructure development, improved land access and

more efficient spatial planning in the municipality.

Fourth goal: to facilitate and promote investment in the municipal’s key economic sectors

Fifth goal: to facilitate the development, expansion and aftercare of existing businesses

in the municipality

EPWP POLICY

The EPWP policy is aligned with EPWP phase 3 but still need to be adopted by the Council.

SMME’S AND CO-OPERATIVES DATABASE

There is a database for all active/registered SMMEs and Cooperatives in the municipality.

C.5.1.3

This PGDS and PGDP provides KwaZulu-Natal with a reasoned strategic framework for

accelerated and shared economic growth through catalytic and developmental interventions,

within a coherent equitable spatial development architecture, putting people first, particularly

the poor and vulnerable, and building sustainable communities, livelihoods and living

environments.

Attention is given to the provision of infrastructure and services, restoring the natural

resources, public sector leadership, delivery and accountability, ensuring that these changes

are responded to with resilience, innovation and adaptability. This will lay the foundations for

attracting and instilling confidence from potential investors and developing social compacts

that seek to address the interconnectedness of the Provincial challenges in a holistic,

sustainable manner, whilst nurturing a populous that is productive, healthy and socially

cohesive.


194

The PGDS aligns itself to the Millennium Development Goals (MDGs), the New Growth Path

(NGP), the National Development Plan (NDP), as well as various other national policies and

strategies. It identifies seven strategic goals, all of which have a direct bearing on economic

development. They are:

Goal 1: Job Creation;

Goal 2: Human Resource Development;

Goal 3: Human & Community Development;

Goal 4: Strategic Infrastructure;

Goal 5: Environmental Sustainability;

Goal 6: Governance and Policy; and

Goal 7: Spatial Equity.

Strategic Goal 1, Job Creation, deals directly with local economic development, and is of

particular importance to the purposes of the current analysis. The key strategic objectives

within this goal are:

Unleashing the agricultural sector;

Enhancing sectoral development through trade and investment;

Improvising the efficiency of government-led job creation programmes;

Promoting SMME and entrepreneurial development; and

Developing the knowledge base to enhance the knowledge economy.

In addition, other cross cutting goals and objectives relate to the development of strategic

infrastructure such as roads and rail, ensuring demand-driven skills development and

training, ensuring efficient coordination between all developmental stakeholders, and

promoting spatial equity through spatial concentration.

Implications for Jozini LED:

To this end, the Jozini LED needs to ensure:

A focus on development of key economic sectors (agriculture, manufacturing, tourism,

SMME & informal sector and services);

Advancement of investment promotion and facilitation as a means to stimulate economic

development;

Development of SMMEs and promotion of entrepreneurship;

Industry-driven skills development and training;

Development of spatial concentration through use of nodal and corridor development;

Enhanced coordination between all stakeholders.

The District Municipality has developed a DGDP. This was done in order to compile a

comprehensive and strategic vision and direction for growth in the District until the year

2030. The long-term vision for uMkhanyakude District as outlined in the DGDP is simply and

clearly “uMkhanyakude Metro by 2030”. The vision is said to be about two things;

1. the resolve by the family of Municipalities to bridge the urban/rural divide insofar as the

development of the District needs to ensure that all the people of the District needs to

have access to and enjoy the conveniences of a metropolitan city; and

2. to rally the people of the District around one large, long term planning idea.


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This DGDP was designed to link the IDP with the National and Provincial planning

imperatives. The District DGDP identified the following Strategic Goals for Long Term

development within uMkhanyakude:

1. Expanded District Economic Output and increased quality and quantity of employment

opportunities

2. Enhanced quality of District Human Resources

3. Improved quality of life and life expectancy within the District

4. High quality infrastructure network to support quality of life and economic growth

5. District development to be characterised by integrity and quality of physical environment

and underpinned by a coherent spatial development

6. Excellence in governance and leadership

Furthermore, there are six Key Performance Areas (KPAs) that were identified within the

DGDP. These are the following:

1. Municipal Transformation and Institutional Development

2. Service Delivery and Infrastructure Development

3. Local Economic Development

4. Municipal Financial Viability and Management

5. Good Governance and Public Participation

6. Spatial Planning and Environmental Management

Implications for Jozini LED:

Importance of IGR structures and communication between local and district

municipalities

Local Economic Development as a KPA for the DGDP

Integrated urban and rural development

Improved municipal leadership, training and capacity

LED for the promotion of employment opportunities and economic growth

MAIN ECONOMIC CONTRIBUTERS

Agriculture

Tourism

Business: Formal and Informal

AGRICULTURE

The climate of Jozini Local Municipality can, for the most part, be described as subtropical

and varies from moist subtropical along the coast to moderately dry subtropical in the west.

The climate, together with the soils of the area has the greatest influence on agricultural

production in the area. Value-adding remains a challenge for Jozini Municipality’s agricultural

production. Value-adding approaches should focus on processing, packaging, marketing and

the distribution of local produce. Workers are more likely to transfer their skills to value-

added enterprises than to non-agricultural manufacturing and service industries.

The municipality has established a consolidated database for all farmers in and out of the

schemes (Ndumo and Makhathini Flats) which includes the number of hectors each famer

plants and commodities.


196

A partnership was also established between the Spar group to address issues of fresh

produce markets as a result Jozini farmer are supplying cabbages and butternuts to 7 spar

shops within uMkhanyakude and Zululand Districts.

The municipality has set aside the budget to fence community gardens so as the respond to

one home one garden concept. This is done through its poverty alleviation projects policy

developed by the Municipality.

The Municipality is planning to resuscitate the sitting of the Agriculture forum meetings so as

to enhance the engagement between stakeholders within the agricultural sector on a formal

platform.

Jozini Municipality needs to harness the potential of proposed strategies and plans for

agriculture in order to:

Promote the development of economic infrastructure, such as market stalls at accessible

locations;

Provide agricultural extension services (fertilizers, seeds, irrigations etc.) and training

programmes with the Department of Agriculture as a key partner;

Identify international donor agencies for investment programmes;

Promote agricultural beneficiation; and

Identify suitable areas for the development of market gardens.

In addition to traditional livestock the following activities are present in Jozini:

Sheep farming;

Goat farming;

Dairy ranching;

Poultry production;

Wildlife ranching;

Aquaculture;

Vermiculture;

Apiculture; and

Alternative animal production systems

Crops produced in the area include:

Cotton;

Sugarcane;

Fruit and vegetables;

Fruit trees (avocado, papaya, banana, citrus, and mango);

Cassava; and

Forestry.

TOURISM

Tourism is regarded as a cross-sectoral industry in that it has linkages with other sectors

such as retail, manufacturing, transport, catering, hospitality, etc. As a result, it is difficult to

measure the contribution of tourism to the local economy as GVA from the tourism industry

is spread across a number of other sectors. The provincial catering and accommodation

sector employed close to 42,000 people, and generated a GVA of more than R6.7 billion in


197

2011. The sector experienced 5.7% real average annual GVA growth since 2001, while

employment within the sector declined at 1.9% per annum. This indicates that while the

sector is growing, the employment in the sector is not growing at the same pace as the

output and there is a need to boost employment in the sector.

In order for tourism development to be effective within the context of the LED, it needs to be

aligned to the tourism strategy for Jozini Municipality and the newly developed Draft Tourism

Strategy for Ndumo. The vision for tourism in Jozini Municipality is the following:

To increase the tourism product offerings in order to attract tourists that have traditionally

bypassed the area and in the long term to turn Jozini into a fully-fledged destination in its

own right by focusing on the area’s natural asset base, the diverse cultural representations

and the unspoilt natural beauty of the area.

It is necessary to institutionalize the tourism industry by promoting partnership investments.

The Jozini Dam is an under-exploited resource in the area. The local municipality has

identified the need for park and recreational zones at Jozini to boost the local economy

through tourism. The Muzi Lake, boat and canoeing projects have been specified as a

priority project represents a potential entry point to unlock potential.

The main attractions in the Jozini region listed in the IDP review are:

Lebombo Mountains; Pongolapoort Dam (commonly known as Jozini Dam); Pongolapoort

Game Reserve; Mkhuze Game Reserve; Ndumo Game Reserve; Hlathikulu Forest; Jozini

Dam Development; Border Cave; fishing in the Pongolo River; King Dingaan’s Grave;

Usuthu Gorge.

MANUFACTURING

The manufacturing sector is the joint third (with general government) largest contributor to

the Local Municipality’s GVA (contributing 13% in 2013). The provincial manufacturing sector

employed close to 287,000 people, and generated a GVA of more than R76 billion in 2011.

The sector experienced 2.4% real average annual GVA growth since 2001, while

employment within the sector declined at 2.0% per annum.

Some of the key constraints highlighted by manufactures in the context of LED, which have

had an impact on employment and output of the sector are:

Increasing input costs (electricity, water, labour and capital goods);

Collapse of the rail network and unreliability of the current rail service;

Underinvestment into electricity and water supply infrastructure;

Lack of available, zoned industrial land;

Too much red-tape creating an administrative burden for industry;

Lack of maintenance and provision of roads and other bulk services;

Restrictive labour legislation;

Declining competitiveness due to a lack of new investment (and technology);

Vulnerability to international market prices;

Lack of coordination between public and private sector;

Lack of support for industry by local government (in terms of lobbying with provincial and

national government and SOEs); and


198

Impact of HIV/AIDs on the working age population.

Manufacturing contributes 13% to Jozini’s overall Gross Value Added and employs 5.43% of

the total employed persons within the formal economy. Jozini’s industrial activity is limited

due to lack of supporting infrastructure. However, it should be noted that despite this, there

are numerous SMME and informal activities in evidence in the area. For these smaller

operators as well as large scale industrialists, water and power access remain constraints,

there are opportunities that can be explored in this sector. Expanding established industry

has a range of exciting possibilities and municipal support functions will play an increasingly

important role in supporting continued inward investment in to the local area. There is also a

number of untapped opportunities in the manufacturing sector, especially timber processing

which is currently dominated by larger established sawmills.

RETAIL, COMMERCE AND THE INFORMAL ECONOMY

Informal trading has become a feature of the urban and rural environment in Jozini Local

Municipality, and requirement its changing nature in both spatial and economic terms. The

municipality has developed an Informal Trading policy.

The uncontrolled and unplanned growth of this sector will have a negative impact on the

developmental agenda of the municipality. It can result in conflicts between stakeholders due

to the uncertainty of each other’s rights and limitations, e.g. informal traders and big

businesses and officials.

The advantages of having an informal trader’s policy are:

It defines a holistic and integrated approach to informal trading;

It will clarify the municipality’s position on informal trading;

It will form the basis for the implementation of By-Laws that regulate informal trading in

the municipality; and

It provides basis for resource allocation decisions.

C.5.1.4. INTERVENTIONS AND PROGRAMMES

The following co-operatives will be supported by the Department of Small Business

Development:


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C.5.1.5. BENEFICIARIES

PIG PRODUCTION PRODUCERS TO BE SUPPORTED WITH PIG FEED :113 Total:

No. NAME & SURNAME INKOSI ISIGODI WARD

No.of Pigs

1 Mvumo Bernard

Mathenjw

a Makhanisi 13

13

2 Mlambo Simphiwe

Mathenjw

a Makhanisi 13

17

3 Sithembiso Gcina Sibisi

Mathenjw

a Makhanisi 13

25

4 Phoseka Vukonaye

Mathenjw

a Makhanisi 13

10

5 Keneth Mthembu

Mathenjw

a Makhanisi 13

12

6 Thulani Mthembu

Mathenjw

a Makhanisi 13

16

7 Msweli Bongani

Mathenjw

a Makhanisi 13

18

8 Siphengu Manzini

Mathenjw

a Makhanisi 13

9

9 Mlambo Gumbe Peter

Mathenjw

a Makhanisi 13

5

10 Mbongeni Mthenjwa

Mngomez

ulu Lundini 14

7

11 Ntokozo Khumalo

Mngomez

ulu lundini 14

9

12 Abner Mavimbela Mngomez

ulu

Nkoyoyweni

14 11

13 Thandazile Nosipho Tembe

Mngomez

ulu Njinjikazi 11

10

14 Sipho Mlambo

Mathenjw

a Makhanisi 13

12

15 Robert Malu

Mathenjw

a Makhanisi 13

15

16 Gadlaza Saul Mafuleka

Mngomez

ulu manhlali 14

10

17 Ndlovu Fungile Maggie

Mngomez

ulu Njinjikazi 11

9

18 Sbongile Mpontshane

Mngomez

ulu Njinjikazi 11

22

19 Ndlovu Velaphi

Mngomez

ulu Njinjikazi 11

15

20 Ndlovu Nomzamo

Mngomez

ulu Njinjikazi 11

12

21 Dingile Ndlovu

Mngomez

ulu Njinjikazi 11

11

22 Xolani Ncube

Mngomez

ulu Njinjikazi 11

10

23 Senzo Mafuleka Mngomez

ulu

Mkhontweni

11 6


200

24 Sindi Lukhele Phoseka Mngomez

ulu

Mkhontweni

11 7

25 Makhunga Obert Mngomez

ulu

Mkhontweni

11 5

26 Zodwa Mafuleka Mngomez

ulu

Mkhontweni

11 12

27 Nokwazi Ndwandwe Mngomez

ulu

mkhontweni

11 11

28 Mngomezulu Duduzile Mngomez

ulu

mkhontweni

11 14

29 Sbongile Myeni Mngomez

ulu

mkhontweni

11 12

30 Mngomezulu Sphiwe Mngomez

ulu

Mkhontweni

11 6

31 Tryphina Mzobo Shongwe Gumede Mhlekazi 1 8

32 Thembani Buthelezi Gumede mhlekazi 1 7

33 Bonginkosi Sithole Mngomez

ulu

Machobeni

14 9

34 Sibongile Mngomezulu

Mathenjw

a Manyiseni 15

5

35 Ndlazi Anton Mathenjwa

Mathenjw

a Manyiseni 15

9

36 Thuleleni Mathenjwa

Mathenjw

a Manyiseni 15

11

37 Khumbulani Mathenjwa

Mathenjw

a Manyiseni 15

13

38 Busisiwe Mathenjwa

Mathenjw

a Manyiseni 15

14

39 Notsikelelo Thusi

Mathenjw

a Manyiseni 15

11

40 Myeni Hlengiwe

Mathenjw

a Manyiseni 15

13

41 Ntombifuthi Gumede

Mathenjw

a Manyiseni 15

17

42 Mthuli Irene Mathenjwa

Mathenjw

a Manyiseni 15

13

43 Mahunga Mathenjwa

Mathenjw

a Manyiseni 15

15

44 Thokozile Mathenjwa

Mathenjw

a Manyiseni 15

16

45 Khululiwe Mngomezulu

Mathenjw

a Manyiseni 15

15

46 Philani Tusokwakhe

Mathenjw

a Manyiseni 15

13

47 Bongekile Nkosi

Mathenjw

a Manyiseni 15

12

48 Tibekile Mathenjwa

Mathenjw

a

Kuhlehleni 15 20

49 Ntandoyenkosi Zondo

Mathenjw

a

Kuhlehleni 15 14

50 Bhekumuzi Gumbi Mngomez Ingwavum 14 12


201

ulu a

51 Sibusiso Myeni

Mngomez

ulu

Ngonyam

eni 18 11

52 Mshiniboyi Mbhamali

Mngomez

ulu

Ngonyam

eni 18 13

53 Mkhishwa Vilane

Mngomez

ulu

Ngonyam

eni 18 22

54 Jimson Mbhamali

Mngomez

ulu

Ngonyam

eni 18 20

55 Tholwaphi Mabuyakhulu

Mngomez

ulu

Ngonyam

eni 18 23

56 July Mngomezulu

Mngomez

ulu

Ngonyam

eni 18 18

57 Doris Mabuyakhulu

Mngomez

ulu

Ngonyam

eni 18 17

58 Sibongile Mngomezulu

Mngomez

ulu

Ngonyam

eni 18 15

59 sphephile Mabuyakhulu

Mngomez

ulu

Ngonyam

eni 18 5

60 Mhlengezinto Mathenjwa

Mngomez

ulu Magugu 14 10

61 Jerry Mngomezulu

Mngomez

ulu

Nkungwin

i 18 5

62 Rebeca Mngomezulu

Mngomez

ulu

Nkungwin

i 18 11

63 Sindisiwe Phile

Mngomez

ulu

Nkungwin

i 18 18

64 Bongumenzi Mathenjwa

Mngomez

ulu

Nkungwin

i 18 11

65 Lungile Mngomezulu

Mngomez

ulu

Nkungwin

i 18 7

67 Bongumusa Mngomezulu

Mngomez

ulu

Nkungwin

i 18 8

68 Philile Mngomezulu

Mngomez

ulu

Nkungwin

i 18 14

69 Khumbuzile Gumbi

Mngomez

ulu

Nkungwin

i 18 16

70 Ngumzana Mngomezulu

Mngomez

ulu

Nkungwin

i 18 16

71 Ntombiyenkosi Mbamali

Mngomez

ulu

Nkungwin

i 18 14

72 Zolile mngomezulu

Mngomez

ulu

Nkungwin

i 18 12

73 Celiwe Gina

Mngomez

ulu

Nkungwin

i 18 5

74 Nokuthula Masango

Mngomez

ulu

Nkungwin

i 18 10

75 Sayinile Mngomezulu

Mngomez

ulu

Nkungwin

i 18 19

76 Nokukhanya Mafuleka

Mngomez

ulu

Nkungwin

i 18 15

77 Khanyile Simephi

Mngomez

ulu

Nkungwin

i 18 26


202

78 Winile NSIBANDE

Mngomez

ulu

Nkungwin

i 18 20

79 Hlengiwe Gina

Mngomez

ulu

Nkungwin

i 18 23

80 Kobus Meyer Myeni Makhonyeni

05 35

81 Busangani Mahlaba Myeni Makhonyeni

05 25

82 Elijah Khoza gumede gedleza 5 55

83 Nozipho Mngomezulu Myeni Makhonyeni

05 51

84 Mbhekiseni Nkosi Gumede Makhonyeni

05 16

85 Busisiwe Qwabe Gumede Mamfene 06 18

86 Mjabuleni Mhlongo Myeni Section 17 07 15

87 Sithembile nyawo Gumede Mamfene 06 40

88 Nelisiwe Mamba Myeni sibandlana 07 55

89 Busangani Mahlaba Myeni Makhonyeni

05 25

90 Fikile Khumalo Myeni Makhonyeni

05 15

91 Moses Myeni Myeni Makhonyeni

05 16

92 Thobile Mabunda Gumede Makhonyeni 5 30

93 Thubelihle Fakude Myeni makhonyeni 5 18

94 Nompumelelo Tshambeni Nyawo Mamfene 06 17

95 Fikile Khumalo Myeni Makhonyeni

05 15

96 Moses Myeni Myeni Makhonyeni

05 26

97 Thabani Myeni Myeni Makhonyeni

05 25

98 Siphiwe S Dludlu Nyawo Endabeni 8 50

99 Mgezeni Sithole Gumede makhonyeni 5 35

100 Thabi F Ncamphalala Gumede Makhonyeni 5 35

101 Mbuso Mukhabo myeni makhonyeni 5 20

102

Nyawo Ophondweni

09 50 Sipho Dlamini

103

Nyawo Bhambanana

12 150 Njabulo Maseko

104

Nyawo Ohlalwini 19 20 Velaphi Mngomezulu

105

Nyawo Mangqwashu

10 46 Bonkazi Buthelezi

106

Nyawo Nondabuya 19 09 Sibiya Bheji Elijah

107

Nyawo Nondabuya 19 12 Felani Mpotshana

108 Nyawo Bhambanan 12 31


203

Norah Jabulile Mathenjwa a

109 Bonginkosi Super Nyawo Nyawo Msiyane 09 30

110

Nyawo Nondabuya 19 14

Magqwabaza Mpotshane

111

Nyawo Nondabuya 19 10

Thembisile Mpotshane

112

Nyawo Bhambanana

12 30

Constance Myeni

113 Siphesihle Amon Gumede

Nyawo Bhambanana

12 15

KEY NATURAL ASSETS/ RESOURCES

C.5.1.7. STRATEGIC PROGRAMMES RESPONSIVE TO COMPARATIVE AND

COMPETITIVE ADVANTAGES

SPECIFIC PROGRAMME THAT SEEKS TO TRANSFORM THE LOCAL TOURISM

PLAYERS:

Existence of the Community Tourism Organisation (CTO) which drives tourism

programmes.

Identification of Woman Organisations doing craft work

Sourcing of funding of tourism projects run by historically disadvantaged communities

(Mozi Pan and Ngodini Border Cave)

PROGRAMME THAT TARGETS THE INFORMAL ECONOMY

The municipality is assisting informal traders in various ways. One of the things that are

done is construction of market stalls in towns.

C.5.1.8. JOB CREATION

Job creation is done through EPWP and LED projects.

The municipality also has a povrty alleviation programme which contributes to job creation.

C.5.1.9. EPWP INDICATORS

The EPWP is implemented in all 20 wards

The number of Jobs created through the programme is 290

The reference group as a coordinating body is in place and it sits once a month

Capacity building initiatives to participants are done as to meet some of the objectives for

the programme

C.5.1.11. CAPACITY OF THE MUNICIPALITY


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The figure below presents the location of Jozini LED within the Planning and Economic

Development Department of Jozini Municipality.

C.5.1.12. MOBILISATION OF PRIVATE SECTOR RESOURCES

The municipality has developed an investment and promotion strategy and it was approved

in May 2019. This strategy will assist the municipality with initiatives that will attract private

investors, etc.

LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS


• Subtropical

• Plenty of land under irrigation and without

irrigation

• Enough water

• Known as fruit basket

• Existing LED strategy

• Existing Tourism strategy

• Fully functional Unit

• Limited resources to support

Cooperatives, SMME’S and big

projects

• Shortage of Staff (capacity) within the

Section

• Shortage of infrastructure (informal

traders)


• Heritage sites, Monuments (Idlinza Lenkosi

Udingane), Caves etc.

• Natural Resources (Pans, Animals Birds,

Gorges, Mountains etc)

• Location (Swaziland Mozambique, N2)

• Other attractions (Jozini Dam, Game

Reserves)

• No revenue base

• Red tape

• Political Instability


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C.5.2. SOCIAL DEVELOPMENT ANALYSIS

C.5.2.1. POVERTY ERADICATION MASTER PLAN (PEMP)

It is government’s mission to ensure that communities living under conditions of poverty are

helped to rise above their current condition. “Poverty is a human rights issue and

government has a mandate to do everything possible to ensure that communities that are

faced with poverty are given a chance to better their lives.

The municipality has developed a Poverty Eradication (Reduction) Master Plan and it is

implemented. Each ward has been budgeted for an amount of R1 000 000.00 to implement

this plan for 2020/21.

C.5.2.2. HEALTH

Jozini is served by two (2) hospitals namely; Mosvold hospital which is located in Ingwavuma

and Bethesda hospital located at Ubombo. Jozini also has 1 Community Health Centre

which is located at Msiyane.

Jozini has eighteen (18) clinics which are located in areas of great densities. There are also

two gateway clinics and 6 mobile clinics (with 91 mobile points, but 23 of these have no

shelter), but the communities are not satisfied with this service.

Access to health services is still unreasonable since many people are forced to travel more

than 10km to make use of the facilities. This service is one of the priority needs. There is an

application of some form of planning standards which suggests that a population of 50 000

people needs to be provided with a hospital while 6000 people needs to be provided with a

clinic. This therefore suggests that the area is supposed to be serviced by 3 /4 hospitals and

31 clinics which suggest a backlog of 2 hospitals and 14 clinics. It must be noted that these

standards tend to be difficult to comprehend in a rural context especially in an area such as

Jozini which is characterized by the sparsely populated settlement.

The minimal/lack of access to portable water and electricity limits the level and quality of

health care in the area. Additional constraints affecting quality healthcare is the shortage of

doctors in the region, specialists in particular. In addition, out of all the districts in KwaZulu-

Natal the rate of HIV/AIDS is estimated to be the highest in Umkhanyakude District

Municipality (which includes Jozini Municipality). A cause of concern is that no exact figures

could be provided on a local or district level. Associated with HIV/AIDs is the high number of

tuberculosis patients. The high prevalence rate not only decreases life expectancy, it has

significant impacts on the productivity of the population. The impact of HIV/AIDS in Jozini

Municipality is aggravated by the high level of poverty in the area, making it difficult for

people to escape the poverty trap.


206

Map. Hospital Catchments


207

Map. Clinic Catchments


208

C.5.2.3. EDUCATION

In terms of the Department of Education stats, there are 168 schools under Jozini

municipality. According to the public participation meetings that have been conducted, many

schools need additional classrooms and the upgrading of facilities. Due to their location,

some schools do not even have access to basic infrastructure services including access

roads. Accommodation for teachers in all areas is also a big problem. Educators are forced

to travel far and during the rainy season, many of the schools are inaccessible.

Lack of schooling or low levels of education will affect the level of income received in the

community and is also a reflection of the standard of living. According to the Business Trust

(2207), low education also affects the ability of local residents to actively participate in

development programmes.

Research indicates that the economic benefits of educating girls are similar to that of

educating boys, but the social benefits favour female education over male education.

Education of females increases the level of health and nutrition thus increasing overall health

and productivity. Income earned by females increase their bargaining power in households

and a greater proportion of women’s income on child goods compared to that of men.

Economic theory suggests that education improves the level and quality of human capital, in

turn increasing the productivity of individuals, but increasing the output generated per

worker. Education facilitates long term growth and is often described as a tool to escape the

poverty trap.

Female education also raises the labour force participation, which significantly raises the

productivity and output of the economy.

KEY ISSUES

A need for additional classrooms;

A need for cottages/ accommodation for teachers;

A need for the upgrading of school facilities;

A need for basic infrastructure for schools, including fencing;

Feeding schemes and

A shortage of pre-school facilities.

Facility Number

Crèche (Formal and Informal) 26

Primary School 104

Secondary School 44

Combined School 6

Based purely on the distance factor it is clear that the area is well provided for with regards

to both primary and secondary facilities. There are three areas however where

concentrations of households are further than 5km from a primary and six areas where

concentration of households are further than 5km from a secondary school.


209

Source: Stats SA Community Survey 2016


210

Map. Primary School Catchment


211

Map. Secondary School Catchments


212

C.5.2.4. COMMUNITY DEVELOPMENT (VULNERABLE GROUPS)

The Special Programmes Unit is responsible for the co-ordination of the mainstreaming of

issues of Historically Designated Individuals to the agenda of the municipality in general.

This includes ensuring service delivery impacts in a manner that enhances the capacity of

these groups to be part of the society as opposed to being a subject that is at the periphery.

As a way of mainstreaming the designated groups, SPU has the responsibility of

establishing structures that are meant to be the voice of these groups in influencing the

municipalities to ensure that these groups participate at all levels of setting the agenda for

service delivery.

5.2.4.1. YOUTH DEVELOPMENT

The youth participation is encouraged in Jozini Municipality. Jozini municipality has a Youth

Forum. This forum together with the municipality has come up with some initiatives that will

really help in empowering the youth of Jozini.

Youth development is one of the Jozini municipality top priorities.

5.2.4.2. DEVELOPMENT OF THE PEOPLE WITH DISABILITIES

Jozini Municipality takes an initiative in accommodating and supporting people with disability.

A number of activities are conducted within the area. The municipality tries to employ people

living with disabilities. Facilitate collaboration between Government and the Disability Sector

to enhance service delivery. The municipality has a Disability Forum. The municipality is also

represented at the District Disability Forum.

5.2.4.3. DEVELOPMENT OF THE ELDERLY

The Municipality has a relatively high population of Older Persons. The poorest people live in

rural areas where there are no resources. The municipality and Department of Social

Development are working hard in eradicating poverty within our communities by coming up

with projects through the poverty alleviation programme that people could do in their areas.

There is a Senior Citizens Forum which deals with developing the elderly.

5.2.4.4. DEVELOPMENT OF WOMEN

In the South African context participation of women and the consideration of their needs is a

cardinal principle embedded in all local initiatives. Jozini municipality has a Women’s Forum

which deals with capacitating women and issues affecting women these days. The Women’s

Forum is the most functional forum in Jozini municipality.

The municipality also has a Men’s Forum, where men discuss issues affecting women and

how to deal with men who abuse women.

5.2.4.5. PEOPLE AFFECTED BY CRIME, HIV/AIDS, DRUGS, ETC

HIV/AIDS has had a major impact on both the quality of life of communities and families and

on the economy. A number of initiatives have been implemented through the National

Department of Health to combat the current epidemic however major challenges still remain.

Within Jozini, 15.62% of the population was diagnosed with HIV in 2013, which is marginally

higher than the District with 15.48% of the population infected with HIV. The number of HIV


213

and Aids related deaths has increased in both the DM and the LM. In 2013, 64% of the

deaths in the Jozini LM were Aids-related and 62% of the deaths in the uMkhanyakude DM

were Aids related.

The municipality has the HIV/AIDS Programme which deals mainly with HIV/Aids pandemic

that adversely affect socio-economic conditions of people residing in our municipality and

outside the jurisdiction of the municipality. It deals with the ways and means in which to deal

with the pandemic such that different structures have been established in the municipality to

deal with it. This is done under the auspices of the National, Provincial and municipalities

policies dealing with HIV/Aids. A variety of structures exist such as Ward Aids Councils and

Local Aids Council and these structures report on a monthly basis to inform District (District

Aids Council) and Provincial reports (Provincial Aids Council).

The municipality has in consultation with other stakeholders done different activities to

advocate and promote awareness in order to combat the spread of the disease. Such

activities include Heroes Walk, Prayer Day, and World Aids day.

HIV rate at Jozini Municipality are estimated to 17% of the total population.

Source: Umkhanyakude Municipality IDP


214


215

C.5.2.5. SPECIAL PROGRAMMES AND PLANS

BUDGET

Arts and Culture R2 500 000

Disability Day R300 000

Disability Forum

Disability programme

Early childhood development programme R250 000

HIV & Aids Related Programmes

Indigenous Games

Operation Sukuma Sakhe Interventions

Senior Citizens

Women’s day

Youth day

C.5.2.6. DISABILITY SUMMITS

Jozini municipality celebrates disability day by holding a disability Summit each year.

C.5.2.7. SAFETY & SECURITY AND NATIONAL BUILDING & SOCIAL

COHESION

Jozini Municipality launched its Safety and Security Forum during 2018/19. The forum sits on

a quarterly basis and it is functional.

C.5.2.8. MUNICIPAL SAFETY PLAN

Jozini Municipality together with Department of Community Safety and Liaison and other

stakeholders have developed a draft Safety and Security Plan. This plan is part of the IDP

Annexures.

C.5.2.9. SOCIAL DEVELOPMENT SWOT ANALYSIS


• Special programmes budget

• Forums focusing on vulnerable groups

• Poor access to social development services

• The spread of HIV/AIDS is neglected.


• • Crime


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C.6. MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Jozini Municipality from a financial perspective is a municipality that remains dependant on

grants and shall remain so for the foreseeable future as such until alternative revenue

sources are created to enhance the current constrained own revenue sources.

Approximately 90% of Council revenue comes from National Transfers there is little scope

for cross subsidisation given the limited business sector and therefore increases in tariffs

impacts directly upon domestic consumers and hence almost immediately burdens the

municipality’s cash flow. Increased taxation will invariably mean increased non-payment

hence the tariffs have only been increased by the proposed NT 5, 6%.

C.6.1. CAPITAL FUNDING & EXPENDITURE TO ADDRESS SERVICE

DELIVERY

The municipality has R14 Million from INEP which will assist in implementation of planned

electrification projects.

ESKOM has come up with a plan to address the backlog challenge that the municipality has

in terms of access to electricity.

The municipality got an increase on MIG allocation of R46 760 000 as compared to 2019/20

which was R37 million. Part of own capital expenditure not funded by the allocations

mentioned above is accordingly considered to be funded by Equitable share and other own

revenue anticipated to be collected as mentioned above.

Summary of funds received and their source of funding

Account Description Budget year 2020/21

Transfers recognised – Capital – MIG R46 760 000.00

INEP R14 000 000.0

TOTAL R60 760 000.00

Projects (Ongoing and New)


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Investment Register

Month Interest rate Number of days Opening Balance Deposits Interest Earned Withdrawals Closing Balance

Jun-20 30 days 54,511,209.58 233,525.00 - 54,744,734.58

Jul-20 30 days 54,744,734.58 25,000,000.00 382,292.12 80,127,026.70

Aug-20 30 days 80,127,026.70 130,273.97 80,257,300.68

Sep-20 30 days 80,257,300.68 130,273.97 - 30,130,273.97 50,257,300.68

Oct-20 30 days 50,257,300.68 25,000,000.00 130,273.97 - 75,387,574.65

Nov-20 30 days 75,387,574.65 - 130,273.97 - 75,517,848.62

Dec-20 30 days 75,517,848.62 130,273.97 - 26,062,118.49 49,586,004.10

Jan-21 30 days 49,586,004.10 25,000,000.00 130,273.97 74,716,278.07

Feb-21 30 days 74,716,278.07 130,273.97 74,846,552.05

Mar-21 30 days 74,846,552.05 130,273.97 - 25,651,369.86 49,325,456.16

Apr-21 30 days 49,325,456.16 25,000,000.00 130,273.97 74,455,730.13

May-21 30 days 74,455,730.13 130,273.97 74,586,004.10

Jun-21 30 days 74,586,004.10 130,273.97 - 25,743,835.62 48,972,442.46


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C.6.2. SOCIAL AND ECONOMIC REDRESS VIA INDIGENT MANAGEMENT

FREE BASIC SERVICES

The priorities reflected within this budget are aligned with the strategy and priorities of the

Municipality. Whilst changes in policy and direction cannot simply happen overnight there

have been significant shifts in Council thinking whilst maintaining at all times synergy with

the Constitutional requirements of Local Government in respect of basic services and within

the general dictates of the National treasury guidelines.

Poverty reduction projects: part of other expenditure is the service delivery base projects

which the municipality in its IDP planned to hand over to the community as per their

suggestions during public participation meetings that took place as per Budget and process

plan. As we know that Jozini Municipality is categorized in terms of 20 wards each ward has

been allocated R1 00 000.00 which makes R20 million in total.

The indigent policy: The Municipality has an indigent policy in place and is currently

reviewing the Indigent register which will inform the provision of free basic services. The

Indigent Policy was approved in May 2019 and it is currently under review.

Jozini Municipality was characterized by high levels of unemployment and poverty

Unemployment was recorded at 44% in 2011, and youth unemployment stood at 53%. Jozini

had a total of 692 (1,8%) households headed by children and 54% of households headed by

women. The average household income was 47 018, with almost 80 000 households

earning R1 600 or less.

The municipality has allocated budget for free basic services which is made up of

community bursaries, indigent register, indigent support, burial assistance and free basic

energy (FBE).

The budget for indigent relief is R1 100 000.00.

Income forgone:

The amount for indigent support increases each year as Jozini is faced with a challenge of

unemployment.

The municipality has also allocated budget for people with disabilities. There are

programmes/ plans to utilise this budget and monitoring for this is done through quarterly

reports/ assessments.


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C.6.3. REVENUE RAISING STRATEGIES

The municipality has a Revenue Enhancement Strategy. There is a real challenge when it

comes to Revenue collection since most of our communities are indigent and the

municipality mostly relies on grants. The other factor which contributes to this is that the

municipality does not own the land and that makes it difficult to collect property rates.

The following has been planned:

Collection of 40% of monthly billing by 30th of the following month

Implementation of debt collection and credit control policy.

Monitoring and management of deliverables of the appointed debt collector each month.

Reduction of long outstanding debt

Implementation of credit control policy to allow proactive approach to dealing with

defaulting debtors

Implementation of credit control policy to provide for arrangements and concessions’

Data cleansing exercise

Engagements with business owners

Waste collection in rental housing and business

Make traffic department to be fully fledged

Land audit

Parking

The municipality holds meetings with government debtors and top 10 debtors. This has

helped a lot as the departments are now paying.


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C.6.4. DEBT MANAGEMENT

The Municipality is facing a challenge of Aging Debtors with a huge amount of R189 million. Some of the debtors are non-traceable which

makes it difficult to follow up and issue out demand letters. Approximately 93.45% of the total debtors are over 90 days, budget has been

accordingly adjusted to cater for such provision for doubtful debts. Majority of the long outstanding debtors for Households relates to indigent

customers, and they will be written off upon completion of the indigent register. Organs of State balance is made up of National Public Works

properties, which are still being verified by agents appointed by Works. Commercial category balance is mostly made up of Tiger Lodge

property, Senekal, Crystal Lagoon and Thanda Royal properties.

Debtors Aged Analysis

The municipality has a Credit Control and Debt Collection Policy in place.


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C.6.5. FINANCIAL MANAGEMENT

C.6.5.1. SCM

The municipality has procurement plans that were prepared by departments and are in-line

with the Budget and SDBIP. The municipality uses these procurements plans when

implementing the SDBIP.

The challenges faced with SCM are as follows:

Inefficiency of the advanced procurement system we end up doing manual orders

The unit is short-staffed

Non adherence to SCM regulations by departments supported.

SCM management practices and principles are designed around issues of the Batho Pele

Principles and the main Core objectives of providing service delivery.

The municipality has deviation forms. On emergency and urgency cases the municipality

does deviate and a well-informed reason is required to be filled in the deviation forms.

Measures to address SCM challenges

Implementation of advanced procurement system by beginning of August 2020.

Filling of vacant positions

Strict monitoring of the implementation of the Procurement plan for 2020/21 budget.

The SCM Policy makes provision for disabled to qualify for tenders.

One of the objectives of the policy is:

To spend a minimum of 40% of its annual procurement budget with Historically

Disadvantage, youth, women, people with disabilities within the jurisdiction of Jozini

Municipality, through the application of Preferential Procurement Policy and relevant policies.

- 40% Youth

- 40% Women

- 20% People living with disabilities

C.6.5.2. ASSETS AND INFRASTRUCTURE

The municipality in its capital budget has made provision for repairs and maintenance during

the 2020/21 financial year.

Various initiatives to address the maintenance of assets were explored in the previous years;

and will still be explored during the 2020/21 financial year these will include implementation

of the asset management plan that is in place. The municipality also has dedicated asset

management officials whose responsibility is to oversee the entire asset management

function and ensuring that this function is not left to chance.

National Treasury has indicated that a minimum of 40% of the capital budget should be for

renewal as opposed to new infrastructure. It is important to however note that in the case of

Jozini Municipality there exists enormous infrastructure backlogs where the municipality is

having to almost start from scratch in the provision of the infrastructure requirements, with


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the development of a comprehensive asset management plan it is anticipated that it will

provide a clear directive in terms of identification of assets due for renewal ensuring that the

renewal of assets is not a by chance initiative but one that is deliberate one informed by a

long term strategic view.

C.6.5.3. REPAIRS AND MAINTENANCE

PLANNED REPAIRS & MAINTENANCE

Project Name 2020/21 2021/22 2022/23

Repairs and maintenance of public toilets

R1 066 239.00

Repairs of sportsfields

R5 000 000.00

Repairs and maintenance of access roads

R3 000 000.00

Repairs and maintenance of office buildings

-

Repairs and maintenance of community hall

R1 000 000.00

Repairs and maintenance of 121 res

R500 000.00

Maintenance of street lights

R1 000 000.00

Purchase of plant R6 000 000.00

C.6.5.4. FINANCIAL RATIOS

Financial Ratios

Cost Coverage ratio

Total Assets: Total Liabilities

Budgeted Total Assets 395,096,666.96

Budgeted Total Liabilities 36,145,263.79

Ratio 10.93:1

Current Ratio

Current Assets: Current Liability

Current Assets 77,162,650.96

Current Liability 19,455,982.00

3.97:1

Capital Expenditure to Total Expenditure

Capital Expenditure 48,899,777.00


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Total Expenditure 283,911,252.04

17.22

Debt to Revenue

Debt And Provision 189,823,833.00

Revenue 283,425,775.93

0.67

Collection Rate

Cash Collection -

Rates 17,786,296.00

Refuse 1,809,183.00

Rental 862,812.00

20,458,291.00

Billing

Rates 31,522,557.98

Refuse 3,146,904.00

Rental 862,812.00

35,532,273.98

Rate 57.58

Remuneration to Total Expenditure

Employee related Cost 87,773,686.79

Remuneration for Cllrs 14,832,072.98

Total Expenditure 235,011,475.04

43.66

C.6.6. LOANS/ BORROWINGS AND GRANT DEPENDENCY

Jozini municipality has over the recent years remained relatively financially stable.

Continuous efforts are made to comply fully with the MFMA and other legislations directly

affecting financial management. Jozini municipality cannot afford salaries that are

prerequisite to GRAP due to the inability to attract the suitably qualified accountants at the

skill required by GRAP as well as given the current limitation as it relates to the geographical

location of our municipality. It is therefore highly unlikely that qualified accountants are going

to respond given the current salaries that we offer, however we remain committed to

muddling through these deep waters the best way we know how in order to respond to the

concerns raised by the AG regarding the skills levels of the BTO.

The municipality’s grant dependency is at 90%.


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The municipality does not have any borrowings at the moment.

C.6.7. EXPENDITURE MANAGEMENT

JOZINI MUNICIPALITY 2020-21 Final Budget Funding

2020/21 2021/22 2022/23

Equitable share 195 084 000,00 209 586 000,00

222 009 000,00

EPWP 2 746 000,00 -

FMG 2 800 000,00 3 000 000,00 3 200 000,00

Provincialisation of Library 905 000,00 935 000,00 981 000,00

Community Services Library Grant

4 281 000,00 4 582 000,00 6 357 000,00

Ward Based Plan 500 000,00

Rental of Facilities 849 118,00 894 970,37 943 298,77

Property rates 29 076 947,00 30 647 102,14 32 302 045,65

Refuse 3 725 642,00 3 926 826,67 4 138 875,31

Interest on investments 4 270 113,00 4 500 699,10 4 743 736,85

Interest earned - outstanding debtors

11 058 935,00 11 656 117,49 12 285 547,83

Licences 2 394 585,00 2 523 892,59 2 660 182,79

Fines 113 672,00 119 810,29 126 280,04

Other 487 988,00 514 339,35 542 113,68

Total 258 293 000,00 272 886 758,00

290 289 080,93

Mig 46 760 000,00 40 174 000,00 42 380 000,00

INEP 14 000 000,00 15 000 000,00 10 000 000,00

TOTAL 60 760 000,00 55 174 000,00 52 380 000,00

TOTAL REVENUE 319 053 000,00 328 060 758,00

342 669 080,93

2020-21 FINAL BUDGET EXPENDITURE

Sum of 2020-21 Final Budget

2021/22 2022/23

Employee related costs 93 532 524,00 98 583 280,30 103 906 777,43

Remuneration of councillors 14 835 656,00 15 636 781,42 16 481 167,62

Depreciation & asset impairment

15 732 536,00 39 565 538,95 41 702 078,05

Contracted services 37 538 462,00 22 846 462,89 24 080 171,89

Debt impairment 21 675 961,00 16 582 092,94 17 477 525,96

Expenditure Transfers and subsidies

19 539 767,00 20 594 914,42 21 707 039,80

Other expenditure 55 030 402,00 58 002 043,71 61 134 154,07


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Other materials 100 000,00 105 400,00 111 091,60

Property, plant and equipment 74 786 407,00 78 824 872,98 83 081 416,12

Grand Total 332 771 715,00 350 741 387,61

369 681 422,54

- 13 718 715,00 - 4 710

957,00 9 897 365,93

Funding from Cashed back Reserves

- 13 718 715,00


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C.6.8. AUDITOR GENERAL’S OPINION

The financial statements were audited by the Auditor-General in terms of section Public Audit Act of South Africa, 2004 (Act No. 25 of 2004)

(PAA). The results are therefore included below.

Jozini Municipality received a qualified audit opinion in the 2018/19 financial year.

Below is an action plan to address all Auditor General findings as per the management report.

AG ACTION PLAN

Description

AG recommendation Management response Action required Responsible person

Due date


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1 Poverty alleviation deficiencies

A policy for poverty alleviation programme should be drafted and approved. The procurement plan of similar items should be planned in advance so as to determine whether there will be a need to follow a tender process. Irregular expenditure must be disclosed for items where competitive bidding was not followed Per inspection of the general ledger, we noted that there is number of similar items that were split and bought at different dates. Management should identify this items and consider them for disclosure of irregular expenditure With respect to finding no. A to C, management must provide evidence to support delivery of the goods. With respect to findings no. D to N, all these deficiencies must be rectified moving forward, these will be followed up next year. Progress of the programme should be monitored and progress reported on a regular basis to ensure that funds of government are used for intended purpose and to improve implementation of the projects.

A – Management acknowledges and agrees with the finding, this has been caused by listing all projects in the IDP, but the prioritization thereof only takes place in-year, hence wards would request their items at different times, which is what would have caused this problem. Going forward, the Municipality has now developed a policy and a procurement plan, which will assist in identifying what needs to be procured, by when, and this will assist in grouping some purchases, and thereby going through one tender process. B – The finding is acknowledged however, management does not agree with auditors on this one since a file has been given to auditors with a list of all beneficiaries and their contact details, and these lists were stamped and signed by ward councillors. Beneficiaries can be contacted for further verification of receipt. C – Management acknowledges the finding and agrees with auditors, what has been happening is that after projects would have been identified through the IDP, a Councillor would then approach LED department within the Municipality and just indicate what is it they would like procured at that point in time, then a requisition would be completed. This has been a gap, but this recently developed policy will bring this to an end, and a more defined process will be embarked on which would have been informed by the beneficiaries needs, and which further informs procurement plans. D – Management acknowledges the finding and agrees with auditors, a policy has been developed for 2019/2020, going forward. E – Management acknowledges the finding and agrees with auditors, it is anticipated that going forward, the recently developed policy will address this. F – Management acknowledges the finding and agrees with auditors, going forward this will be addressed by the policy.

Development of Poverty alleviation policy which will guide the implementation of poverty alleviation programs

Ms N Ndaba

(Director Planning)

28-Feb-20


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2 Performance indicator not well defined, and not consistent

The principles of a good performance indicator in terms of the FMPPI should be considered when developing a performance indicator. The performance management section should perform an assessment of all performance indicators developed by the municipality to ensure that these indicators are in line with the principles of a good performance indicator in terms of the FMPPI.

Finding acknowledged. Going forward, the municipality will ensure that the indicators are well defined.

Perform adjustment on SDBIP during the budget adjustment process

Ms Mkhize (IDP/PMS Manager)

28 February 2020

3 LED: Evidence for number of cooperatives trained not submitted for audit

The principles of a good performance indicator in terms of the FMPPI should be considered when developing a performance indicator. The performance management section should perform an assessment of all performance indicators developed by the municipality to ensure that these indicators are in line with the principles of a good performance indicator in terms of the FMPPI.

None Verification of performance information by respective HOD's before submission to IDP/ PMS section. IDP/ PMS section to do verification before submission to Auditors on a quarterly basis.

Ms Mkhize (IDP/PMS Manager)

28 February 2020


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4 Unauthorised and irregular expenditure not prevented

Management should ensure that there are mechanisms in place such as checklists to monitor compliance with laws and regulations.

Management acknowledges the finding and agrees with auditors, but steps have been taken eliminate unauthorised expenditure by doing away with VIP protection for other Councillors except for the Mayor, Speaker and Deputy Mayor. All bid committee members will be taken to training, to assist up-skill everyone in bid committees. This training should take place in 2019/2020 financial year.

Unauthorised expenditure will be prevented by ensuring that no appointments are made outside of final funded organogram; and in instances where budget has been exceeded, adequate adjustments must be made during budget adjusment period. For the other overspending of personnel expenditure and other operational expenditure, the municipality will perform a detail assessment of the budget spent up to December 2019, to identify any overspent for the 2019/2020, after which the adjustments will be made in the mid year adjustment budget. With reference to the overspent on the finance costs relating to the landfill site provision and long services award, the municipality will calculate the budgeted amounts for the 2019/2020 period for adjustment in the mid-year adjustment budget. For Interest and penalties relating to late payment for pay as you earn the municipality will submit interest and penalties remission request in terms of tax administation act.

Mr MT Nkosi (CFO)

31-Mar-20


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5 Section 32 investigations of unauthorised, irregular and fruitless and wasteful expenditure not conducted

Management should ensure that investigations on UIFW are conducted

Management acknowledges the finding and agrees with auditors, but it must be noted that this expenditure has been taken to Council, Council referred it to MPAC, and expenditure that is thought to have some foul play in them have been referred to forensic investigators, for instance, Sunset Beach, this was the travel agent; and also Somkhanda who was doing Mkhuze road. Investigations done by MPAC are to incorporate suitably qualified investigators or auditors to assist with the investigation and coming up with appropriate recommendation to Council.

Mr JA Mngomezu

lu (MM)

30-Jun-20

6 Investment in an institution not registered in terms of the Banks Act 1990

Management should ensure that there is adequate review and monitoring of compliance with the relevant laws and regulations.

Management acknowledges and agrees with the finding however, it should be noted that when the finding was raised last year, financial year had already begun, and by the time we acted on the auditors’ finding it was already in the year under audit, 2018/2019. The last time the Municipality invested with Ithala Bank was in September 2018

Letter to close of the account will be drafted, get approved by the Municipal Manager and be emailed to Ithala bank, a subsequent follow up will be made.

Mr IS Xulu (Manager Financial Planning)

28 Feburary 2020


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7 Unjustifiable deviations from the 3 quotation process

Management should ensure to only disclose items as deviations only if it is justifiable and in accordance with requirements of Section 36 of the MFMA Supply Chain Management Regulations. The above must be disclosed as irregular expenditure.

Management acknowledges the finding but does not agree with auditors, when looking at sourcing of taxis it is practically impossible to source taxis in any other way but going through taxi associations, not unless we don’t mind to see taxi wars erupting, and this exposes the Municipality to un-avoidable abuse by these associations, hence all this expenditure is reported to Council, and referred to MPAC for further investigations, and only MPAC will recommend if this expenditure can be accepted and written off. All municipality’s deviations are treated in the same way as irregular expenditure. For Human Communication, three quotations were sourced with the hope that it would be within R30,000 thresh-hold, but all quotations came above R30,000 and because of the urgency to advertise at the time, the Municipality went ahead with a deviation. This payment has also been referred to MPAC for further investigations. Jozini Tiger Lodge was the only venue within Jozini that could accommodate everyone invited, hence a deviation.

All taxi procurement will be disclosed as irregular expenditure Management will engage Taxi Associations to request a formal entity to be used. Management will engage travel agency for all accommodations to avoid procurement directly from the hotel

Mr TV Mdluli (SCM

Manager)

30-Jun-20


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8 No consequent management on investigations conducted

The municipal manager should provide this audit with remedial action implemented for the above investigations including the following:1. Reason for delays in reporting the investigations to council.2. For all investigation remedial steps that have been taken to:a. Recover the lost resources, financially or otherwise.b. Discipline all individuals implicatedc. Prevent re-occurrence of the matter3. For each case where practicable provide the assessment and accounting thereof of the financial implication e.g. fruitless and wasteful expenditure recognised, debt recognised, assets recovered (revenue).Investigation reports should be conducted timely and tabled to the council shorty after being issued in order to allow the sufficient time to institute disciplinary action.The audit has intention to formally report this matter to the mayor, council or other appropriate authorities as deem necessary based on the response from municipal manager. However, should the responses or remedial action taken be adequate no escalation will be made.

None Mr JA Mngomezu

lu (MM)

30-Jun-20

9 Non-Submission of Financial misconduct, Fraud allegations and improper conduct Reports to Council

It is recommended that management monitor the compliance with laws and regulations and the disciplinary board be established. Investigation reports should be tabled to the council shorty after being issued in order to allow the sufficient time to institute disciplinary action, if any.

The reports were tabled to Council on 22 May 2019.

Mr JA Mngomezu

lu (MM)

30-Jun-20


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10

Procurement process not followed

Management should ensure adequate internal processes that ensure that all bids awarded without following proper SCM processes are recorded as irregular expenditure or if valid deviation exist these should be recorded in the deviation schedule. Management should provide the completed investigation report from NMK forensics

Management Acknowledges the finding but does not agree with auditors since this expenditure has been disclosed under the irregular expenditure prior

Matter was resolved and AFS were adjusted with the disclosure of iregular expenditure Section 32 will then apply going forward.

Mr TV Mdluli (SCM

Manager)

28 Feburary 2020

11

Winning bidders’ rates and taxes not declared

Management should ensure that all SCM processes per SCM Policy and regulations are implemented. Irregular expenditure amounting to total payments made of R471 500 and R1 022 345.41 must be disclosed in the financial statements respectively.

Management acknowledges finding and agrees with auditors, irregular expenditure disclosure will be adjusted accordingly.

Matter was resolved and AFS were adjusted with the disclosure of irregular expenditure Section 32 will then apply going forward.

Mr TV Mdluli (SCM

Manager)

30-Jun-20


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12

Construction of Majalantini access road

The municipal manager should • Improve project management processes from planning (needs assessment, feasibility), MIG administration, construction and payments (according to specification, contract clauses, MIG requirements and actual work done), close out and commissioning of the asset. The entire process should be driven by key milestones relating to timelines, quality, cost containment and compliance requirements of MIG and contract concluded, as well as timely reporting and corrective actions. The work of the manager of PMU should bear evidence of oversight signature/s of senior management. • Consider other forms of contracts, apart from the SLA • Management should evaluate the value of the road and impair the road with amount in access of the fair value/recoverable amount. All impairment recognised to be included as fruitless expenditure for further investigation. Audit must be provided with this assessment and journals for consideration.

A. Construction of Majalantini access road The extension of time was granted, and documentation to that effect is available for audit inspection. Limitation of scope 3. Quality deficiencies This project is Still on a 12 months liability period that’s why the final retention has not been released based on Picture 1-8. Picture number 4 technical v-drains is not constructed in the fill and there are various types of drains. 4. Contract Management The project Specification was met since all defects and liabilities are covered through retention that is withheld by the municipality. All processes where followed as planned, starting from initiation phase to close out and relating prescript such as Colto, General condition of contracts (GCC), Red Book, Drainage Manual and MIG Guidelines were followed and met.

Mr LMV Cele

(Technical Director)

31 March 2020)


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13

Commitments inaccurate

The commitment schedule should be continuously updated to include all capital commitments as at year end. The commitment schedule should be reviewed to ensure all capital contracts still in progress at year end are disclosed. Outstanding supporting evidence should be submitted by management and the necessary adjustment and register must be provided for audit.The overpayment of suppliers should be disclosed as irregular expenditure. Management should investigate all the errors including possible similar errors in the population and provide correcting supporting documents.

a) (i) Management acknowledges the finding but does not agree with auditors since Zai was appointed for extension of Municipal Offices, the project which started in 2014 with different designs being produced, but were later discarded, hence some of the WIP written off in the Annual Financial Statements under audit. The last plan that was approved was acted upon, hence Municipal renovations implemented by Sele and Musa, at a contract cost of R3 657 162.21 as captured by auditors. The total amount for Municipal renovations approved by MIG was R15 645 063.50, and this is the figure consultant’s costs have been calculated on. (ii) Management acknowledges the finding but does not agree with auditors since there is an appointment letter for Vumesa, dated 28 March 2017, at a fee of 11%. This appointment letter is available for auditors to inspect. b) Management acknowledges the finding but does not agree with auditors since the difference is caused by variation orders issued against these projects, these variation orders are available for auditors’ inspection.

Matter was resolved and AFS were adjusted with the disclosure of fruitless and wasteful expenditure on payments of old designsSection 32 will then apply going forward.

Mr. TV Mdluli (SCM Manager)

28 February 2020


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14

Rehabilitation of Top Town Access Roads (Provincial Ref. 2011MIGFK272200455: Date 28 February 2011)

The municipal manager should • Reassess the work done and request corrective action / recover shortfall from Thellong who was the service provider contracted with, in terms of the provisions in the SLA. • As Section 34(1) stipulates that “any willful or negligent non-compliance with a provision of this Act constitutes financial misconduct”, in such event, sub-section (2) provides that section 171 of the Municipal Finance Management Act, applies in respect of said financial misconduct, then disciplinary procedures be considered against municipal staff who have not performed their duties. • Investigate with view to recovering payment to: o Thellong for amounts which exceeds their allocation by R135 509 at September 2018 (all other amounts paid to date for this project to be included) and o Ethala for the payment of extension time claim of R842 375 which was drawn against 200m of the road not completed. In this instance there was no contractual relationship with Ethala for time delay claims, as well as that there was ample time for Thellong to address the matters causing delays. In this regard the role of the Municipality’s Project Management Unit should also be critically assessed as foregoing a portion of the road for the payment of this claim was approved by the PMU manager and therefore his action is considered willful. • Review the asset register with number of KM recorded, evaluate the value of the road and impair the road with amount in excess of the fair value/recoverable amount. All impairment recognised to be included as fruitless expenditure for further investigation. Audit must be provided with this assessment and journals for consideration. • Improve project management processes from planning (needs assessment, feasibility), MIG administration, construction and payments (according to specification, contract clauses, MIG requirements and actual work done), close out and commissioning of the asset. The entire process should be driven by key milestones relating to timelines, quality, cost containment and compliance requirements of MIG and contract concluded, as well as timely reporting and corrective actions. The work of the manager

Management acknowledges the finding and partially agrees with auditors: A. Limitation of scope: programme should have been provided by Technical department, confirmation of final retention and amount has been given to auditors during their audit of retention; project plans and BOQ, BOQ’s would have been available to auditors when they were auditing payment vouchers for this project since this is part of supporting documents that make up a voucher; council approval for cession might have been impossible to find since cessions are a discretion of the Municipal Manager, there is no requirement that they must be approved by Council; SLA for Ethala would not be there since the contract is still with Thelong; Council approval to make part payments on turnkey project could not be provided since no such item was ever tabled to Council; and motivation and approval for amending number of kilometres was never given to auditors since none was ever prepared. B. Extension of time was never considered since the continuation of this project had been granted by the Court. C. Deliverables not achieved have been re-visited by the Municipality’s Professional Engineer, and upon his report, a journal for impairment of this road, as recommended by auditors, has been prepared. D. Consultant’s fees appear to have exceeded because they had to start afresh with the work, considering time that had lapsed and conditions that had changed on site because of this time lapse. E. Management confirms that feasibility studies were not done, but also there is no proof that these had been claimed for. F. Upgrading not done or incomplete, all work not done as per BOQ has been impaired on the project. G. Project management will be improved upon in future. H. Contract arrangements unclear, consultants’ fees incurred for this item have been impaired. I. Road length measured by the

Mr LMV Cele (Technical Director)

28 February 2020


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15

Irregular expenditure not disclosed

Management should exercise care to ensure that all breaches of the SCM processes are reported in the financial statements. The above must be disclosed as irregular expenditure

Management acknowledges the finding and agrees with auditors, adjustment will be made to the Annual Financial Statements to increase irregular expenditure accordingly.

Matter was resolved and AFS were adjusted with the disclosure of fruitless and wasteful expenditure on payments of old designs Section 32 will then apply going forward.

Mr TV Mdluli (SCM Manager)

31 March 2020)

16

Employees ‘extended period for acting positions not approved by the MEC

• Management should ensure that going forward acting positions are initially filled for a period of 3 months or less, thereafter obtain MEC of Local Governments approval for extended periods, should the position still not be permanently filled. • The amounts paid to employees for acting beyond the 3 months for which MEC approval was not obtained should be disclosed as irregular expenditure.

Management acknowledges the finding but disagrees with auditors since MEC’s approval are in the employees’ personal files.

Communication and the follow up with MEC office will be done

Ms L Mncwango (Corporate Director)

31 March 2020)

17

Donated assets not recognized at fair value

Management should ensure that all assets that have been donated to the municipality are measured at their fair value at acquisition date as required by GRAP. Management should provide the fair value of these assets for auditing together with valuation supporting documents (Person used, method used, their qualification, experience etc.) Management should revise the entire population of donations received, to determine if there are any other donations not appropriately valued and provide evidence that the entire population has been revised.

Management disagrees with the finding. The assets were donated to the municipality as new assets and the Department of Arts and Culture provided all the supporting documents e.g. BOQs and completion certificates as documents to support the cost the department incurred in acquiring the assets. The assets were assessed by the municipality during the hand over with the help of consultants, upon considering all the documentation given during the hand over, serves as evidence available to determine the market price which is the fair value of an Assets in question.

All Donated Assets will be recognised at fair value, assessment will commence for already donated assets

Mr MT Nkosi (CFO)

31 March 2020)


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18

Failure to establish a disciplinary board for the 2018/2019 financial year

It is recommended that management monitor the compliance with laws and regulations and the disciplinary board be established

Management agrees with auditors. This disciplinary board was only established on the 4th of July 2019 through a shared service with uMkhanyakude district, and a resolution to this effect has been given to auditors, going forward we intent to make a full use of a disciplinary board when a need arises.

Mr JA Mngomezulu (MM)

31 March 2020)

19

Non-submission of the annual procurement plans and quarterly reports to the Provincial treasury by stipulated date

Management should review and monitor compliance will SCM regulations and reasons for non-compliance should be documented and investigation in order to put corrective measures

We acknowledge and agree with the auditors’ findings, and the Municipality has since developed procurement plan for 2019/2020, and this will be submitted to Provincial Treasury by end of October 2019.

Procurement plans for 2019-20 were submitted in October 2019


31-Oct-19

20

Indigent register not prepared

It is recommended that management commence the process of creating and updating the indigent register in order to have a more realistic revenue, debtors and provision for impairment reported

Management acknowledges and agrees with the audit finding, and further states that process has already started to develop an indigent register, and a draft is available for auditors’ scrutiny.

Compilation & Adoption of the Final Indigent Register

Mr B Mpontshane (Director Community Services)

31 March 2020)


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21

Free electricity provided not supported by approved indigent listing

Management should prepare an indigent register and follow up with Eskom to provide the listing of people receiving free basic services

Management acknowledges the finding and agrees with auditors, the municipality is in a process of developing an indigent register, and this will only be applicable for 2019/2020 financial year, going forward.

Compilation & Adoption of the Final Indigent Register

Mr B Mpontshane (Director Community Services)

31 March 2020)

22

Allowance for impairment of debtors incorrectly calculated

Management must review the whole age analysis, recalculate the allowance for impairment based on the principles of GRAP and provide correct amount. Also adequate reviews should be conducted against supporting documents like age analysis.

A – Management acknowledges the auditor’s finding but does not agree with auditors. At the face of it, the auditors’ statement might prove to be true, but information collected from previous experience has proven that paying debtors have remained the same, regardless of their categories, so their risk of not paying has always been the same for different categories, that being residential, commercial and agriculture. B – Management does not agree with auditors since the figure calculated on of R111m excludes government debtors of R31.2m, as appearing in the age analysis given to auditors. Auditors will notice that total debtors as per “Original” tab in the age analysis is R137.9m, and provision was only calculated on R111m, this is proof that government debtors of R31.2m had already been taken out. C – Management disagrees with auditors, workings calculated on from the age analysis has included refuse for business debtors. Total refuse debtors from the same “Original” tab again add up to R16.997m, and the Municipality only took out government refuse debtors of R2.598m to get to get to R14.4m calculated on.

Management has already provided the adjustments and are informing last audited AFS Management will review Credit Control and Debt collection policy to prevent the repeated finding

Mr VI Gumede (Finance Manager)

28 February 2020


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23

Deficiencies in the expenditure management

Management should ensure that the staff adheres to all internal control measures in place. Management should also give us remedial controls, which make them to be comfortable about the completeness of the invoices, and accuracy of the receipt dates.

Management acknowledges and agrees with the auditor’s finding, but an email has been printed and will be given to auditors, an email which confirms that this invoice was received on 18 September 2018, and was subsequently paid for on 28th of the same month. Remittance advices can be printed on the system to confirm if the same invoice has been paid for before or not, and this helps the municipality to ensure that it does not pay for the same invoice twice, on top of this, the system has been developed such that it does not process the same invoice twice, it rejects it when it is being captured for the second time. SCM unit has since been tasked with stamping receipt date on all invoices received going forward, and invoices received through emails will always have a date on which that email was sent or received.

Management has begun the process of voucher audit every month to ensure that every invoice is stamped and registered. Invoice register will be signed by Finance Manager/ SCM Manager on Monthly basis


Jun-20

24

No supporting document for expenditure

Management should ensure that reliable and complete records are made available for the for the audit. The above information must be submitted within two days of this communication or management is requested to provide the response in respect of this limitation as well as remedial action that will be taken in respect of these matters.

All vouchers for Sunset Beach have been referred to forensic investigators, and hence it has been a bit of a mission to locate some of the vouchers, but we have nevertheless since been able to find voucher number SUN001674, and this is available for auditor’s inspection. It must be noted that all these payments have been recorded as irregular expenditure and referred to forensic investigators for further investigations. B – Management acknowledges the finding and agrees with the auditor, and this is the reason why all this expenditure has been recorded as irregular and referred to forensic investigators for further investigations. Auditors will recall that we had to request these files from forensic investigators to get them the sample they had selected.

Management will make copies of information submitted to forensic for record keeping, and will submitted copies to AG whenever these documents are included in the sample.


28 February 2020


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25

Incorrect leave days used in the calculation of provision for leave

Management should implement adequate controls over the management of leave forms. The differences above should be investigated and management should provide evidence that the entire population as it affects provision for leave is investigated and therefore corrected

10.1 Ms. T.C. Buthelezi: Her leave report shows 38 leave days taken as per the VIP system and leave provision report submitted to AG which is correct, however the leave that was taken on the 29/10/2018 to 02/11/2018 was a duplication as they appear in leave number 0331 and 0335 hence they were clipped together in the personal file but it was recorded only once in the system. There is another transaction which was duplicated on the leave taken on 24/12/2018 to 15/01/2019 and the leave taken on 01/01/2019 to 04/01/2019 however on the VIP System was recorded once which is correct. 10.3 Mrs. N.E. Madlopha: Her leave report shows 32 annual leave days taken as per the VIP system and leave provision report submitted to AG which is correct. The leave that was taken on 27/06/2019 to 10 /07/2019 was overlapping between the two financial years however the system allocated 10 annual leave days on the new financial year instead of 7 days. 10.4 Mr. MM Nxumalo: Mr Nxumalo has taken five annual leave days as per the VIP System and as per the Leave provision report submitted to AG. The leave form for Mr. MM Nxumalo was erroneously filed to another M Nxumalo as we have 3 M Nxumalo’s on the system.

Leave Schedule and Leave Report will be done for verification. This will help us for accuracy.

Ms N Gumede (HR Manager)

31 March 2020)

26

Prior period error findings

Management should ensure the accuracy and validity of the error before preparing the financial statements

Management agrees with the finding and has taken a step to review all R1 value assets and revise their useful lives and a journal to this extent will be provided.C) Management notes the finding, however the amount that was effectively reversed was R13 180 044.68 and AG’s final re-calculated figure is R13 396 945.91 after engagements.

Management has already provided the adjustments and are informing last audited AFSManagement will however go for a full population of all assets that might reach their useful lives in a near future and change estimation.


Assets from Arts and Culture have been verified then we will determine the fair value.


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27

Late submission of VAT201 Returns to SARS

The municipality should ensure that VAT submissions are done timeously to avoid penalties for late submissions and to ensure that the municipality's tax matters are up to date as required

Management agrees with the audit finding only insofar it relates to the late submission of the VAT returns, but confirms that no interest and penalties have been incurred. In fact, the municipality has received all the VAT refunds due from the SARS – see attached VAT statement of accounts for confirmation that no interest and penalties were levied by the SARS.

A resource from NT is assisting Expenditure clerk in preparing those returns on Monthly basis


30-Jun-20

28

No permit to operate the municipal dump site

Engagements with COGTA and the Pongola municipal council should be fast tracked to ensure that the dump site is licensed.

Management acknowledges the finding and agrees with auditors, processes are in place to get the dump site licensed.

Continuous engagement and follow up with the National Department of Environmental Affairs and the KZN Department of Economic Development, Tourism & Environmental Affairs to encourage them to fast-track the licensing of the Mkhuze Dumping Site

Mr. LB Mpontshane: Executive Director: Community Services

30-Jun-20

29

No evidence of skills transfer

Management should ensure that an action plan to transfer the skills of the consultants to the staff is developed and monitored.

Consultants were appointed to assist current BTO unit with skills transfer, and this has been evidenced by the fact that we are currently producing monthly financial statements on our own, and where we get stuck, we then call up on consultants to assist. This will carry on until expiry of their current contract, and we hope by then we will be producing AFS on our own, and they will only be doing quality assurance.

Action Plan to transfer skills to the staff will be developed, Implemented and Monitored


30-Jun-20


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30

Consultants policy not approved and contract excluded essential contract management clauses

• All policies and plan that are in draft needs to be approved and communicated to the staff. • Consultants term of reference should include criteria for transfer of skills such as employees to be trained and skills to be transferred. • All new contracts should include penalty clauses i.e. It should clearly state the value of the penalty. Existing contract that still have a long contract term, an addendum to the contract could be signed. • Prior to consultants being invited to submit bids or proposals, a full GAP/ needs assessment should be performed.

Management acknowledges the finding and agrees with auditors, this policy is still to be workshopped to all Councillor and staff, and thereafter will be adopted. The Municipality is talking to consultants to draw up a detailed program of skills transfer, a program that can be measured and monitored. Going forward, the Municipality will include penalty clauses in contracts entered into.

Consultants policy will be developed Service Level Agreement that will include all Clauses will be developed


31 March 2020)

31

No evidence of right of use land used by the municipality

Management should provide the auditors with evidence to confirm that they have the right of use of the land used by the municipality. Municipality should consider recognising the transaction in accordance with GRAP17 or GRAP 23 as services in kind.

Management acknowledges the finding and agrees with auditors that there is no documentation to support that the municipality has right of use of land, but this letter has been sourced from Ntsinde Chief, and the right has been given in principle but the letter to this effect is still coming.

Planning and Community will liaise with traditional authorities in obtaining PTO for the land in which Municipal Offices are built.

Mr S Myeni/ Mr B Mpontshane

31 March 2020)


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32

Differences between the Output VAT GL amounts and the Output Vat declared to SARS

As the municipality is registered as a VAT vendor on a payment basis, the municipality has to account for (i.e. raise output VAT) once the payments for goods/services have been received from the customers; and input VAT when payment has been made. The above differences should be investigated and proposed adjustments be submitted for audit consideration

1.1. Management disagrees with finding. Both VAT accounts are used for VAT accrual transactions like for example billing and subsequent receipts of the amounts billed. While the actual amount receipted will amount to the VAT liability due and payable to the SARS, the raising of the billed output tax accrual and subsequent decreasing of the billed output tax accrual is also reflected in the output VAT account. We acknowledge that by having both VAT accrual and actual VAT liability amounts in one account, it may create practical difficulties. This practical matter is however managed by the municipality. We have forwarded the 2019 VAT recon to the AG, which confirms the composition of the VAT balance at June 2019 and which also took cognisance of the VAT accruals amounts included in the VAT balance be it for output tax and input tax. The VAT recon accordingly confirms that we are dealing with the perceived practical difficulty by having VAT accrual and actual VAT liability amounts in one VAT account instead of in separate VAT accounts for each.1.2. It is therefore a reality that in a given month there will be VAT accrual transactions and actual VAT liability amounts. For SARS purposes, only the actual VAT liability amounts should be included for any VAT calculation. VAT accrual amounts should not be part of any VAT return calculation.1.3. We are accordingly of the view that in light of our reasons provided above, the VAT output payable to SARS as calculated by the municipality is correct for the 2018/2019 year and there are no adjustments required to the output tax liability to the SARS. 2.1. We disagree that the output VAT for July 2018 has been misstated with R1,950,065,00. The amount represents VAT input accrual reversals of June 2018 VAT input accruals linked to creditors, which is a normal accrual reversal. The municipality however made a bona fide inadvertent error by using the incorrect VAT account. The credit should have been recorded in the input VAT account and not the output VAT account. As the amount does not represent output VAT,

Not sure of the action to be taken.


31 March 2020)


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33

30. Vacancy in key IT positions

Management should prioritise general controls over IT by appointing a responsible person for the IT function (IT manager)

The Municipality acknowledges and partially agrees with the auditors’ findings: The Municipality has recently appointed an IT Manager, who should be starting in November 2019, and the other three posts are still vacant.

Partly resolved and more to be done

Mr S Dube 31 March 2020)

34

Inadequate physical access and environmental controls in the server room

Management should prioritise general controls over IT by finalising the construction of the server room

The Municipality acknowledges and partially agrees with the auditors’ findings: Processes are in place to convert IT office into a server room, and this should be achieved by end of current financial year.

Management will prioritise general controls over IT by finalising the Revamp of the server room


35

IT Policies and Procedures not signed

Management should prioritise general controls over IT by ensuring that all policies and procedures are approved by the appropriate level of officials by signature

The Municipality acknowledges and partially agrees with the auditors’ findings: IT policies and procedures have been approved by Council, and copy of Council resolution will be given to auditors.

Management must prioritise general controls over IT by ensuring that all policies and procedures are approved by the appropriate level of officials by signature and make sure that the Councillor resolution is in place.


36

No offsite storage

Management should prioritise general controls over IT by ensuring that an offsite back up system is sourced

The Municipality acknowledges and partially agrees with the auditors’ findings: Server and back up are kept at different sites, hence off-site; and the key to the safe where back up is kept, is in custody of IT Officer, Mr Ndlazi, and no one else has access to that back up.

Management must prioritise general controls over IT by ensuring that an offsite back up system is sourced and is tested for the data recovery



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Management has been monitoring the implementation of the above plan in ensuring that all findings by Auditor-General as per management

report for the financial year 30 June 2019 are addressed. Furthermore, review of internal controls by management will be undertaken to ensure

full compliance with all municipal finance prescripts.


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AUDIT OPINIONS FOR THE 3 PREVIOUS YEARS

YEAR AUDIT OPINION

2016/17 Unqualified

2017/18 Unqualified

2018/19 Qualified

The municipality is committed to improve from the Qualified Audit opinion to the Clean Audit.

There are Top MANCO meetings which take place every weekly to report on the progress of

implementing the AG Action plan. The Audit Committee also monitors the implementation of

this plan.


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C.6.9. MUNICIPAL FINANCIAL VIABILITY SWOT ANAYSIS


• Availability of Relevant Documents

• Capable Staff

• Availability of possible sources of

Funding

• Strong Community Participation on

Budgeting in reporting processes

• Positive liquidity

• Strong regulatory Framework

• Approved policies

• Do not have loans/ Borrowings

• Negligence of community assets

• High Staff turnover

• Inability to bill revenue from affording

households or businesses

• Overreliance on Consultants

• High grant dependency ratio


• Improvement of staff

• Opportunity of skills transfer from

consultants

• The municipality will have a standardized

reporting format which will be understood

at a provincial and national level.

• Foreigners putting a burden on Municipal

Budget

• Fraud and Corruption

• Withholding of conditional grants by

national department will result to no

service delivery.

• Non- compliance with MSCOA which

could result in no transfer on equitable

share to the municipality as per the

legislated date.


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C.7. GOOD GOVERNANCE AND PUBLIC PARTICIPATION ANALYSIS

C.7.1. BATHO PELE

BATHO PELE POLICY AND PROCEDURE MANUAL

The White Paper on the Transformation of the Public Service identifies transforming service

delivery as one of eight national transformation priorities. This involves achieving service

excellence through delivering services professionally, and in a courteous, efficient and

cogent manner, which ensures predictable and affordable services to all citizens, all the

time.

In terms of Chapter 4 section 17 (2) (a) of the Municipal Systems Act 32 of 2000, the

Municipality maintains a reputation of aiming to deliver the highest quality of services. The

Municipality’s systems and procedures allow for the establishment of mechanisms,

processes and procedures to enable local communities to participate in the affairs of the

municipality and for this purpose provide for the receipt, processing and considering of

petitions and complaints lodge by members of the local communities. Feedback mechanism

are in place whereby citizens can communicate to the municipality when services are not

being delivered in line with the expectation as espoused within the eight Batho Pele

Principles. The Municipality has approved the Batho Pele Policy and is being implemented

as per above.

Jozini Municipality has appointed the IGR/ Batho Pele Officer and has also formed a Rapid

Response Task Team which falls under the Office of the Speaker. This committee holds

meetings on a monthly basis.

Batho Pele is understood to be an initiative that aims to get our municipal employees to be

service oriented, to strive for excellence in service delivery and to commit to continuous

service delivery improvement. It commits us, as Jozini Local Municipality to be held

accountable by our communities for the level of services we deliver. Therefore, we have to

put our communities at the centre in delivering services. Jozini Municipality recognises the

need for the existence of Batho Pele and its importance as a service principle and it also

acknowledges that a guiding philosophy in service delivery is to get all its employees to be

service oriented, to strive for excellence in service delivery and to commit to continuous

service delivery improvement.

The purpose of the Batho Pele policy is to enable the Municipal employees to deliver

services in a customer focused way as stated in the Batho Pele national policy and ensure

that the Jozini Municipality’s systems, procedures and attitudes of its employees are

reoriented in favour of service delivery.

The objectives of the Jozini Municipality Batho Pele Policy which was approved by the

Council on June 2020 are:

To have a customer – centred approach to service delivery

To reduce financial and time costs incurred arising from poor customer service due to

repeat calls from and to customers.


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To equip our staff with knowledge and competencies to continuously enhance the

service standards according to changing customer needs.

To make the employees of the Jozini Municipality more accountable to citizens

To build effective relationships with the end users of public services (consultation)

To apply high standards and professional ethics

Complaints registers and suggestion boxes are available in all municipal offices. The

policy contains service standards which all council employees in all departments

[including Senior Managers] should adhere to.

To improve service delivery, with a shift away from inward-looking, bureaucratic systems,

processes and attitudes as in increased commitment, personal sacrifice, dedication and

a search for new ways of working which puts the needs of the public first, which are

better, faster and more responsive to the citizen’s needs.

SERVICE DELIVERY IMPROVEMENT PLAN (SDIP)

During the Strategic Planning Session, the Municipality identified the following services to be

improved and will be implemented in the 20/21 Fiscal Year:

Maintenance of community facilities

Youth Development

Disaster Management

Service Delivery Charter and Standard Service Delivery Improvement Plan (SDIP) are in

place and these were adopted in June 2020.

C.7.2. OPERATION SUKUMA SAKHE (OSS)

The programme aims to embrace the community partnerships and the integration of

fieldworkers, by encouraging coordination of comprehensive services of different service

providers such as government departments, state owned enterprises and civil society as it

views the delivery of anti-poverty programmes as a collective responsibility. The program is

anchored on 3 important areas which are food security, healthier communities (addressing

HIV/AIDS and T.B.) and empowerment of youth and women. It also aims to address the

social ills which are substance abuse, teenage pregnancy, crime, road accidents and

gender-based violence.

There are different steps to understanding household and community needs. The community

care givers (CCGS) visit households whereby a household head will provide information on

the individuals in the household, using the household profiling tool which is completed by the

CCGS and Youth ambassadors, the baseline information of the household is then

established.

The war room meetings then take place whereby there is discussion of the household needs

per department; the needs are then submitted to the departmental focal person for action.

There are three main structures for OSS, the political structure, the coordinating structure

and the oversight structure. In Jozini municipality the honourable Mayor is the political

champion, there is also a Local Task Team that is supported by the Municipal Executive

Council. At the ward level the ward councillors are championing OSS whilst there are Ward


251

Task Teams that are supported by the ward committees. War rooms have been established

in all the 20 wards of Jozini with some war rooms in some wards being fully functional.


252

C.7.3. IGR

Intergovernmental Relations in South African context concern the interaction of the different

spheres of government. The Constitution declares that government is comprised of National,

Provincial and Local spheres of government which are distinctive, interdependent and


253

interrelated. According to the Constitution of the Republic of South Africa, Act, No.108 of

1996, Section 41 (2), an Act of Parliament must establish or provide structures and

institutions to promote and facilitate Intergovernmental Relations and provide for appropriate

mechanisms and procedures to facilitate settlement of Intergovernmental disputes. The

primary location of Intergovernmental Relation system is within the Department of Provincial

and Local Government (DPLG) in conjunction with the Cabinet Governance.

Jozini Municipality has developed a number of programmes and actions to improve good

governance and relations with external role-players but also to improve internal efficiencies.

Jozini Local Municipality falls under the uMkhanyakude District Municipality which has an

operational IGR structure. There are a number of forums/ clusters that have been

established in the District and Jozini is part of those forums and participates in IGR forum

meetings. Each Forum/ cluster is chaired by municipal managers except for the Mayors’

Forum which is chaired by the District Mayor. The Forums are as follows:

Mayor’s Forum

Municipal Managers’ Forum

CFO’s Forum

Planners’ Forum (which includes LED)

Corporate Governance Cluster

Technical Services and Infrastructure cluster

Community Services cluster

The MUNI-MEC is a provincial intergovernmental body that meets quarterly to analyse the

state of local governments and is made up of the MEC and Municipal Mayors and Municipal

Managers within the province. The body also serves and platform where programmes and

projects by Provincial and National Government that will be implemented locally are

packaged. Current issues and challenges affecting municipalities are identified and

strategically dealt with. His Worship the Mayor Cllr DP Mabika and the Acting Municipal

Manager form an integral part of this forum as representatives of the municipality.

The municipality has appointed the IGR/ Batho Pele Officer who will be working with the

Assistant Manager Communications.

C.7.4. WARD COMMITTEES

In terms of the Municipal Structures Act, (Act 117 of 1998) municipalities are required to

establish ward committees to enhance community participation in municipal development

processes. In compliance with this legislative requirement the Jozini Council set up ward

committees in each of the twenty wards and the total number of the ward committee

members is 200 (10 per ward).

The ward committees have since their establishment added much value to municipal

processes by providing inputs from a community perspective. They play a major role in the

IDP process both in terms of highlighting community priorities but also in maintaining

constant communication between the Council and the communities. The municipality has a

dedicated Officials that deal with matters relating to ward committees on behalf of the Office


254

of the Speaker. Training opportunities have also been made available for ward committee

members to increase their capacity.

C.7.5. TRADITIONAL LEADERSHIP

The Traditional Leadership institution has been and continues to be at the centre of social

development within the Jozini Municipality, particularly as the rest of the country experiences

challenges resulting lack of social cohesion and the crumbling of family units. Amakhosi

work and live with people within their communities and are well-positioned to advise and

guide the municipality using local/historical knowledge. Jozini is fortunate to have 07

Traditional Authorities and they all sit in the Council and Portfolio Committee meetings. The

Synergistic partnership has begun to create a good working relationship and communication

between Amakhosi and the Municipality in all matters concerning the development of the

area.

C.7.6. IDP/ BUDGET STEERING COMMITTEE

The municipality has an IDP/ Budget steering committee which consists of the Managers,

HOD’s, Mayor, Speaker and Whips of political parties. This committee has four standing

meetings and it seats as and when required. The IDP/ Budget Steering Committee is chaired

by the Mayor.

C.7.7. MANAGEMENT STRUCTURES

The municipality has a Top Management Committee (MANCO) which consists of the HOD’s

and it seats weekly; and the Extended MANCO which seats monthly.

C.7.8. COMMUNICATION PLAN/ STRATEGY

Jozini municipality has an adopted communication strategy. The primary purpose of the

strategy is to present mechanisms and guidelines for communication between internal and

external environment of the municipality. It is further in the interest of the strategy that could

be used in formulating the municipal policy on communication.

The strategy focuses on a number of interventions/ programmes aimed at strengthening the

communications between the stakeholders, strengthening the social responsibility of the

municipality and further harmonizing the relationship that the municipality has with the

community at large.

C.7.9. PERFORMANCE AND AUDIT COMMITTEE

The municipality has a Permanent Internal Audit Manager who works with Tshidi and

Associates Consultants who were appointed during 2018/19. Each financial year a risk

based internal audit plan is prepared and approved by the Audit Committee. The Internal


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Audit Activity reports to the Performance and Audit Committee on the implementation of the

risk based internal audit plan and matters relating to internal audit, internal controls,

accounting procedures and practices, risk and risk management, performance management,

loss control and compliance with the relevant legislations.

Jozini Municipality has established a Performance and Audit Committee in accordance with

section 166 of the Municipal Finance Management Act, no 56 of 2003. The status, authority,

roles and responsibilities are in accordance with section 166 of the Municipal Finance

Management Act (MFMA), no 56 of 2003 and MFMA Circular 65 of 2013 and are delegated

by the Jozini Municipal Council.

The Audit Committee of the Jozini Municipality is authorized, in terms of its charter, to

perform the duties and functions required to ensure adherence to the provisions of the

Municipal Finance Management Act, the applicable provisions of the Municipal Systems Act

and the Municipal Structures Act and other applicable regulations. In carrying out its

mandate, the Audit Committee must have regard to the strategic goals of Jozini Municipality

and its strategic focus areas and development priorities as outlined in the Integrated

Development Plan (IDP) and the Service Delivery Budget Implementation Plan (SDBIP).

The Audit Committee is required to consider any matters relating to the financial affairs of

the municipality, internal and external audit matters. The committee must review and assess

the qualitative aspects of financial reporting, the municipality’s processes to manage

business and financial risk, governance processes and compliance with applicable legal,

ethical and regulatory requirements. The Audit Committee does not assume the functions of

management which remain the responsibility of Exco, Council and the delegated officials.

The Audit Committee may:

• Communicate with the Council, Municipal Manager or the internal and external auditors

of the municipality.

• Have access to municipal records containing information that is needed to perform its

duties or exercise its powers.

• Request any relevant person to attend any of its meetings, and, if necessary, to provide

information requested by the Audit Committee.

The following are members of the Audit and Performance Audit Committee and Mr Z Zulu

was appointed as the chairperson of the Committee:

NAME DESIGNATION

Mr. Z. Zulu Chairperson

Mr. P. Mntambo Member

Mrs. S Khanyile Member

Mr. M. Nxumalo Member

The Committee members are remunerated for attendance of meetings in line with the

National Treasury Regulation that regulates the remuneration of commission and committee

and are reimbursed for expenses incurred for attending audit committee meetings.


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C.7.10. RISK MANAGEMENT

C.7.10.1. RISK MANAGEMENT COMMITTEE

The municipality has a Risk Management Committee which is functional. The risk

responsibility is under the Risk Management and Governance Officer who reports to the

Internal Audit Manager.

C.7.10.2. RISK REGISTER & ANTI-FRAUD AND ANTI-CORRUPTION

STRATEGY

There is a risk register which is updated regularly by the committee comprises of operational

risks, Fraud Risks, IT Risks. The municipality conducted a Risk Assessment workshop in

preparation for the 2019/20 Risk Register on 21-22 May 2019 with the assistance of

Provincial Treasury.

Jozini Municipality has adopted an Anti-Fraud and Corruption Strategy, with the following

aims:

Enhance public confidence in the municipality,

Build and maintain an ethics culture in order to avoid possibilities for conflict of interest

well in advance,

Strengthen community participation in exposing and reporting corruption,

Create organizational culture of transparency,

To encourage councillors in particular to engage communities in anti-corruption initiative,

To prevent, detect and investigate fraud and corruption, and take appropriate action in

the event of such irregularities,

To build public accountability as well as internal accountability and transparency,

To enhance efficiency, effectiveness and responsiveness of the Jozini Municipality,

To promote effective participation of municipal stakeholders in decision making and in

corruption prevention, and

Increase municipal credibility and remove public distrust

Risk Management Committee

NAME

Mr LB Mpontshane

Ms N Ndaba

Mr LMV Cele

Mrs LA Mncwango

Mr MT Nkosi

Ms A Mhlanti

Mr S Dube


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C.7.11. MUNICIPAL POLICIES

POLICY RESPONSIBLE DEPARTMENT

COMPLETED Y/N

APPROVED Y/N

DATE OF ADOPTION

Bursary policy Y Y June 2020

Desertion and Absconding Policy

Y Y June 2020

Grievance Policy Y Y June 2020

Induction Policy Y Y June 2020

Injury on duty Policy Y Y June 2020

Leave Policy Y Y June 2020

Occupational Health and Safety policy

Y Y June 2020

Promotion Policy Y Y June 2020

Retention Policy Y Y June 2020

Car Allowance Policy Y Y June 2020

Acting Allowance Policy Y Y June 2020

Code of Ethics Policy Y Y June 2020

Disciplinary Hearing Policy

Y Y June 2020

Dress Code Policy Y Y June 2020

Employment Equity Policy

Y Y June 2020

Home Owners ‘Allowance Policy

Y Y June 2020

Hours of work and Overtime Policy

Y Y June 2020

Migration and Placement Policy

Y Y June 2020

Performance Management Policy

Y Y June 2020

Probation Policy Y Y June 2020

Recruitment and Selection Policy

Y Y June 2020

Recognition of long service Policy

Y Y June 2020

Remuneration Policy Y Y June 2020

Sexual Harassment Policy

Y Y June 2020

Support and funeral assistance policy

Y Y June 2020

Standby Allowance Policy

Y Y June 2020

Termination of employment Policy

Y Y June 2020

Training and Development Policy

Y Y June 2020

Activity Monitoring Policy Y Y June 2020

Firewall Management policy

Y Y June 2020


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IT change Management Policy

Y Y June 2020

IT Risk Management Policy

Y Y June 2020

Patch Management Policy

Y Y June 2020

IT Performance and Capacity Management Policy

Y Y June 2020

IT Security Policy Y Y June 2020

Physical security and Environmental Controls policy

Y Y June 2020

Backup and Restore Policy

Y Y June 2020

Help-desk and Incident Policy

Y Y June 2020

User Account Management Policy

Y Y June 2020

Budget Virement Policy Y Y June 2020

Anti-fraud and Anti-corruption strategy

Y Y June 2020

Disaster Management Plan

Y Y June 2020

Housing Sector Plan Y Y June 2020

Communication Strategy Y Y June 2020

Batho Pele Policy Y Y June 2020

Human Resource strategy

Y Y June 2020

LED Strategy Y Y June 2020

Risk Management Policy Y Y June 2020

Safety and Security Policy

Y Y June 2020

Asset Maintenance Policy

Y Y June 2020

Asset Disposal Policy Y Y June 2020

Credit Control and Debt collection by-law

Y Y June 2020

S&T Policy Y Y June 2020

Supply Chain Management Policy

Y Y June 2020

Cellphone, Telephone and 3G Policy

Y Y June 2020

Indigent Policy Y Y June 2020

Tariffs Policy Y Y June 2020

Subsistence and Travel Policy

Y Y June 2020

Petty Cash Policy Y Y June 2020

Banking and Investment Policy

Y Y June 2020

Budget Policy Y Y June 2020


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Municipal Property Rates policy

Y Y June 2020

Operations and Maintenance policy

June 2020

C.7.12. MUNICIPAL BYLAWS IN TERMS OF SCHEDULE 4B AND 5B

MUNICIPAL BYLAW STATUS ADOPTION DATE PROMULGATION

DATE

Pound Gazetted

Building control Gazette process

SPLUMA Gazetted March 2017 16 March 2017

Traffic In a process of

gazetting

December 2018

Fire Rescue In a process of

gazetting

February 2019

C.7.13. BID COMMITTEES

In terms of Section 112(1) of the Local Government Municipal Finance Management Act 56

of 2003 the supply chain management policy of a municipality must be fair, equitable,

transparent, competitive and cost-effective and comply with a prescribed regulatory

framework for municipal supply chain management.

In terms of the Jozini Supply Chain Management Policy the Accounting Officer is required to

establish a committee system for competitive bids consisting of:

(i) A Bid Specification Committee;

(ii) A Bid Evaluation Committee; and

(iii) A Bid Adjudication Committee;

The municipality has made appointments in all Committees and all three Committees are

functional. The following officials have been appointed to represent the Jozini Council on the

aforementioned Committees:

BID SPECIFICATION COMMITTEE MEMBERS:

DESIGNATION DEPARTMENT NAME

Chairperson Technical Services Mr M Nkala

Member Planning & Economic

Development

Mr S Mabaso

Member Technical Services Mr X Kunene

Member Finance Mr N Sibiya

BID EVALUATION COMMITTEE MEMBERS:


Chairperson Technical Services Mr S Bhengu


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Member Finance Mr N Nkambule


Development

Mrs T Ndaba

Member Finance Mr V Gumede

Member Corporate Services Mr S Dube

BID ADJUDICATION COMMITTEE MEMBERS:


Chairperson Technical Services Mr LMV Cele

Member Finance Mr MT Nkosi

Member Finance Mr T Mdluli

Member Community services Mr B Mpontshane


Development

Ms. N Ndaba

Member Corporate Services Mrs L Mncwango

An Employee of the Supply Chain Management Unit is required to be present at the

meetings of the Specification and Evaluation Committees.

C.7.14. MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)

The primary function of the Municipal Public Accounts Committee (MPAC) is to assist the

Council in exercising its oversight and accountability responsibilities and functions; by

generally exercising political oversight on behalf of the council; by holding the executive and

municipal administration to account; by overseeing and reviewing municipal accounts to

ensure the effective and efficient utilization of the municipal resources; and by carrying out

the responsibilities of initiating and preparing the annual oversight report. The Jozini LM

MPAC meets at least quarterly per annum.

NAME OF COUNCILLOR/

POLITICAL PARTY

DESIGNATION WARD/PR COUNCILLOR

Cllr P.N.S Ngubane

DA CHAIRPERSON PR

Cllr T.R Fakude ANC Member PR

Cllr. LA Khumalo IFP Member PR

Cllr S.P Myeni ANC Member PR

Cllr DP Jobe IFP Member PR

Cllr M.Z Nxumalo IFP Member Ward 20

Cllr S.S Mkhize ANC Member Ward 11

Inkosi S. Myeni-Ntsinde

MYENI NTSINDE

Inkosi S. Myeni-Ntsinde Inkosi S. Myeni-Ntsinde T/C

C.7.15. PORTFOLIO COMITTEES

The municipality has 5 Portfolio Committees and they are fully functional.

FINANCIAL SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY



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Cllr D.P. Mabika IFP Chairperson (Mayor) Ward 16

Cllr NS Myeni IFP Member & Speaker Ward 1

Cllr S.K Mncwango IFP Member PR

Cllr H.E Myeni ANC Member PR

Cllr V.E Gumede ANC Member Ward 06

Cllr B.I Msweli ANC Member Ward 13

Cllr, NL Gumbi IFP Member Ward 7

Inkosi Nyawo M.M.Nyawo

NYAWO TC Inkosi Nyawo T/C

COMMUNITY SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY


Cllr D.P. Mabika IFP Chairperson (Mayor) Ward 16

Cllr JP Mkhwamubi ANC Member Ward 10

Cllr M.Z Nyawo IFP Member Ward 19

Cllr B Nhlenyama IFP Member PR

Cllr B Mahaye IFP Member Ward 05

Cllr P.E Vilane ANC Member Ward 18

Cllr. N.L Gumbi IFP Member Ward 7

Inkosi Myeni -Ngwenya:

MYENI-NGWENYA TC

Inkosi Myeni-Ngwenya T/C

CORPORATE SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY


Cllr M Mathe IFP Chairperson PR

Cllr V.E Mthethwa ANC Member Ward 3

Cllr S.Z Mathenjwa IFP Member Ward 2

Cllr. N.R Zulu IFP Member & Deputy Mayor PR

Cllr T.Z Nyawo ANC Member PR

Cllr M.Z Tembe ANC Member PR

Cllr S.P Shabangu ANC Member PR

Inkosi Jobe-: S. Jobe Jobe Tc Inkosi Jobe T/C

INFRASTRUCTURE SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY


Cllr T.D Khuzwayo IFP Chairperson PR

Cllr T.M. Khumalo ANC Member Ward 17

Cllr N.F Mthethwa ANC Member PR

Cllr B.Q Gumede IFP Member Ward 12

Cllr. SV Mathenjwa INDEPENDANT Member Ward 15

Cllr M.L Mavundla IFP Member Ward 08

Cllr. SW Nkonyane EFF Member PR

Inkosi M. Mngomezulu

MNGOMEZULU TC

Inkosi Mngomezulu T/C

PLANNING & ECONOMIC DEVELOPMENT SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY

DESIGNATION WARD/PR

Cllr N.R Zulu IFP Chairperson (Deputy Mayor)

PR

Cllr M.S Nkosi IFP Member Ward 09


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Cllr RH Gumede ANC Member PR

Cllr R.N Ndlovu ANC Member PR

Cllr B Nhlenyama IFP Member PR

Cllr J.E Buthelezi IFP Member PR

Cllr. ME Ndlela ANC Member Ward 14

Cllr. TW Zikalala ANC Member Ward 4

Inkosi NM Mathenjwa

MATHENJWA TC

Inkosi NM Mathenjwa Mathenjwa T/C

PUBLIC PARTICIPATION ANALYSIS

In terms of Chapter 4 section 16 (1), a municipality must develop a culture of municipal

governance that complements formal representative government with a system of

participatory governance, and must for this purpose encourage, and create conditions for,

the local community to participate in the affairs of the municipality, including in the

preparation and implementation and review of its integrated development plan in terms of

Chapter 4.

Jozini Municipality’s public participation unit is mainly responsible for the day to day running

of the Speaker’s offices and councillors. Its main purpose is to build a working relationship

between the council and the communities; this relationship is through the ward councillors

and the ward committees. Ward committees serve as the vehicles of information from the

council to the community and from the community to the council. Jozini Municipality has got

20 wards and under each ward 10 ward committee members are elected to serve on the

structure.

Jozini municipality has trained all the ward committees on 8 skills development modules.

And on day to day they get support from the office of the Speaker. They are also getting a

stipend of R1000.00 each monthly for easy and smooth running of their programs in their

respective wards. This unit has developed a public participation plan that the council

adopted. This plan plays a great deal in the IDP processes. It has also developed a ward

committee support plan. This plan serves as a guiding document that the council needs to

follow when dealing with public participation matters.

This unit is also part and parcel of three forums under uMkhanyakude district and the

province:

Speakers Forum (where the Speakers of 5 sister municipalities meet to discuss public

participation matters since they are the champions of it.)

Public participation practitioner’s forum (5 sister municipalities under the district)

Provincial public participation Forum (where all KZ municipalities meet to discuss public

participation related matters)

For the IDP to be in line with provincial guidelines, this unit has developed ward based plans

for each ward.


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C.7.16. GOOD GOVERNANCE & PUBLIC PARTICIPATION: SWOT ANALYSIS


• Community consultations

• Internal Audit is in place

• Annual Reports are prepared and submitted as required

• District IGR in place

• Policies are reviewed annually

• Functional War Rooms

• Lack of implementation of some policies

• Difficulty in prioritising community needs in relation to budget constraints

• Ward Committee capacity and resources lacking.

• Lack of implementation of by-laws


• AG Report provides an opportunity to achieve a Clean Audit

• Low levels of participation by certain stakeholders in the IDP process


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C.7.18. WARD BASED PLANS

The municipality under took the ward-based planning and Ward Based Plans were

developed in November.

The IDP projects are informed by these ward-based plans.

C.7.19. LAND USE MANAGEMENT

The municipality commenced with the process of developing a Land Use Management

Scheme (LUMS) that aims at managing and directing development in Jozini jurisdiction. With

unforeseen circumstances; the municipality had to terminate the contract with the Service

Provider who was appointed to develop LUMS. To date; the municipality have applied for

exemption to COGTA for extension of time.


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C.8. KEY CHALLENGES

KPA CHALLENGE

Basic Service Delivery Backlog on basic infrastructure (housing, water, electricity,

sanitation, roads)

Backlog on infrastructure maintenance in towns

Municipal Institutional Development and Transformation

Ageing Infrastructure Lack of proper water and sanitation service Electricity license Backlog of housing development Incomplete and poorly constructed houses

Local Economic Development

Inability to attract investors to the area (mostly due to the

infrastructure backlog)

High level of unemployment

No strategy in place for SMME’s

Outdated LED Strategy

Outdated Tourism Strategy

The spread of HIV/AIDS is neglected and is not taken

seriously by the municipality

Escalation in the abuse of the Drug use and other substances

Municipal Financial Viability and Management

Poor debt management and revenue collection strategies

Low equitable share

High grant dependency ratio

Number of Indigent beneficiaries too high

Gaps in the Municipal Debtors book

Loss of assets.

Good Governance and Public Participation

Lack of support from sector departments in planning

processes

Bylaws not in place

Spatial Planning and Environmental Management

Absence of a legal waste disposal site

Land tenure- 65 Percent of land is registered under the

Ingonyama Trust Board. The remaining percentage of land is

state and privately owned

Illegal developments and mushrooming of shops and small

businesses

No by-laws in place to regulate the submission of building

plan

Challenge in terms of issuing title deeds on low cost housing


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C.9. COMBINED SWOT ANALYSIS

STRENGTHS

• Availability of Relevant Documents

• Capable Staff

• Strong Community Participation on Budgeting in reporting processes

• Community consultations

• Internal Audit is in place

• Annual Reports are prepared and submitted as required

• District IGR in place

• Policies are reviewed annually

• Functional War Rooms

• Special programmes budget

• Forums focusing on vulnerable groups

• SDF currently under review

• Implementation of SPLUMA

• IWMP

• Bursary Policy for councilors, employees

• Policies are in place

• Employment Equity Plan

• Municipal Organogram is in place.

• Section 79, 80 and other Council Committees established and are operational.

• A reliable ICT system for effective functioning and efficient service delivery. o Human Resource Policies in Place

• Community halls in all wards

• Community facilities: sport fields,

• Site visits by portfolio committee.

• Plenty of land under irrigation and without irrigation

• Enough water

• Known as fruit basket

• Existing LED strategy

• Existing Tourism strategy

• Fully functional Unit

WEAKNESSES

• Skewed gender balance

• Basic services backlog

• Lack of resources (vehicles)

• Unemployment rate

• Poor access to social development services

• The spread of HIV/AIDS is neglected and is not taken serious by the municipality.

• Neglegence of community assets

• Inability to bill revenue from affording households or businesses

• Overreliance on Consultants

• Lack of implementation of some policies

• Difficulty in prioritising community needs in relation to budget constraints

• Ward Committee capacity and resources lacking.

• There are few by-laws that are in place

• Lack of implementation of by-laws

• 65 Percent of land is registered under the Ingonyama Trust Board. The remaining percentage of land is state and privately owned

• Illegal dumpsites

• Illegal developments

• Limited resources.

• Area prone to Disaster Incidents.

• Sharing national boundaries with 2 Countries.

• Limited office space

• Incomplete project due to poor management.

• Potholes in towns.

• No legal landfill site

• Limited resources to support

Cooperatives, SMME’S and big projects

OPPORTUNITIES

• Jozini dam

• Mkuze development

• Formalisation of towns

• Development around Jozini dam

• Provision of in-service training to students

• Jobs creation

• Grading of municipality to a higher level

• Improvement of staff

THREATS

• Basic services backlog

• Large rural hinterland

• Dispersed settlement pattern

• Traditional Authorities- land issues

• Late approval of projects

• Limited funds to improve infrastructure development

• Loss of critical skills

• Lack of a job evaluation forum in order


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• Opportunity of skills transfer from consultants

• Cumbersome SCM processes may delay service delivery

• AG Report provides an opportunity to achieve a Clean Audit

• Employment of more staff.

• Sharing of best practices and capacity building obtained from other municipalities, PDMC, NDMC and other institutions.

• External sources of funding

• Implementation of the electronic

document management system (EDMS)

• Rural development as identified in national development plan

• Funding sources such as DBSA and donor funds.

• Heritage sites, Monuments (Idlinza Lenkosi Udingane), Caves etc.

• Natural Resources (Pans, Animals Birds, Gorges, Mountains etc)

• Location (Swaziland Mozambique, N2)

• Other attractions (Jozini Dam, Game Reserves)

•

to determine post levels. The South African Local Government Association is however in the process of getting a job evaluation framework in place

• Foreigners putting a burden on Municipal Budget

• Fraud and Corruption

• Low levels of participation by certain stakeholders in the IDP process

• Reduction of disaster management funding

• Lack of cooperation

• Climate change impact (Severe weather events).

• Lack of proper water and sanitation service

• Rapid urbanisation without services

• Drought

• Poor maintenance of provincial road.

• No revenue base

• Red tape

• Political Instability


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SECTION D:

MUNICIPAL

VISION, GOALS

AND OBJECTIVES

JOZINI MUNICIPALITY IDP | 2020/21 REVIEW

269

D.1. LONG TERM VISION

The strategic framework will address the objectives and strategies of Jozini municipality that it

needs to achieve in a specific time frame to address key issues identified. The objectives and

strategies of the municipality are in line with the national and provincial guidelines as well as

aligned to the uMkhanyakude District Municipality’s strategy.

MUNICIPAL VISION

The review of the Jozini Municipal IDP remains consistent with the strategic approach and

commonly owned vision which was adopted by Council in December 2016 after a strategic

planning session. This vision is informed by the SWOT analysis and key challenges that were

identified during the Strategic Planning Session.

‘A MUNICIPALITY WITH SUSTAINABLE SERVICES, THRIVING SOCIO- ECONOMIC

DEVELOPMENT AND GOOD GOVERNANCE FOR ALL.’

MUNICIPAL MISSION

TO STRENGTHEN DEMOCRACY, PUBLIC PARTICIPATION AND STAKEHOLDER

MANAGEMENT

TO MANAGE FINANCIAL RESOURCES OF THE MUNICIPALITY EFFICIENTLY,

EFFECTIVELY AND ECONOMICALLY

TO GROW THE ECONOMY OF THE BEDROCK OF AGRICULTURE AND TOURISM

BY CREATING A CONDUCIVE ENVIRONMENT FOR INVESTMENT

The above vision underpins an integrated approach to improving the standard of living of all the

people in the Jozini area. In order to achieve the above vision, the municipality will have to

continue function in an accountable and financially sound manner.

VALUES

INTEGRITY

COMMITMENT

PROFESSIONALISM

PATRIOTISM


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4.1.3. STRATEGIES, GOALS AND OBJECTIVES

Jozini Local Municipality’s strategic focus is characterized by the following Key Performance Areas:

Municipal Transformation and Institutional Development; Basic Service Delivery; Social and Economic Development; Municipal Financial Viability and Management; Good Governance and Public Participation and Cross Cutting Issues;

It is also aligned to the 12 National Outcome Delivery Agreements, especially Outcome delivery 9 which concerns COGTA and local municipality.

KEY PERFORMANCE AREA

GOAL OBJECTIVES STRATEGIES

Good Governance

and Public

Participation

To promote a

municipal governance

system that enhances

and embraces the

system of

participatory

Governance

• Facilitate the

Functionality of Ward

Committees through

continuous

capacitation

• Development of a

Credible Integrated

Development plan

within prescribed

legislative guidelines

• Implementation of

communications

strategy to help the

organisation to

communicate

effectively

To maintain an

organizational

performance

management system

as a tool to monitor

progress of service

delivery

• Monitor, evaluate,

measure and review

the performance of

the municipality

against indicators

and targets set in

the IDP


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Ensure

Institutionalisation of

Batho Pele Culture

• Implement a

Service Charter

Basic Service

Delivery

Rendering effective &

efficient Infrastructure

Planning

implementation

services

•

•

•

•

•

Cross Cutting Promote spatial

and environmental

management

Ensure an integrated

and aligned planning

system through

SPLUMA

implementation

• To ensure the

existence of

Municipal Spatial

Development

Framework

• To develop a single

Land Use

Management

Scheme

• To ensure an

effective application

of Geographic

information system

Ensure compliance

with National

Building

Regulations and

Municipal Bylaws

Ensure enforcement of

Building Regulations

• Implementation of

gazetted bylaws

• Facilitate illegal

structure eradication

Local Economic

Development

Creating job

opportunities for all

To respond to

unemployment rate of

Jozini

• Facilitate the EPWP

• Coordinate poverty

alleviation

programmes


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Provide effective

support to the local

farmers, SMMEs

and Cooperatives

Ensure support

through material and

respond to poverty

• Unlock the

agricultural potential

• Facilitate

SMME/Cooperatives

development

•

Promote Jozini as a

tourist destination

Ensure effective

implementation of

Jozini tourism strategy

• Improve marketing

of Jozini as a tourism

destination


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SECTION E:

STRATEGIC

MAPPING


274

E.1.1. ENVIRONMENTALLY SENSITIVE AREAS

Areas of environmental concern include the following:

• Wetlands and watercourses,

• Areas prone to soil erosion, steep slopes,

• archaeological sites and

• tourism assets Rural Settlement with no adequate water and sanitation are also of big concern. In general, the following areas were identified as future conservation areas.

E.1.2. DESIRED SPATIAL OUTCOMES

INTRODUCTION

Local Government: Municipal Systems Act, Act 32 0f 2000, Section 26 requires one of the core components of each municipal IDP must be a Spatial Development Framework (SDF). The minimum elements that must be included in the SDF are also spelt out therein. It is stated that the SDF should operate as an indicative plan, whereas the detailed administration of land development and land use changes be dealt with by a land use management scheme, which will actually record the land use and development permissions accruing to a piece of land. Jozini Local municipality SDF was approved in May 2019 with the IDP. The SDF is attached in this IDP document.

PURPOSE OF THE SDF

The primary purpose of an SDF is to represent the spatial development goals of the Jozini municipality that result from an integrated consideration and sifting of the spatial implications of different sectoral issues. The SDF contains four main components:

• Guidelines for land use and development;

• Guidelines for land use management;

• A capital expenditure framework showing where the municipality intends spending its capital budget; and a strategic environmental assessment.

The timing of the process of compiling an SDF must correspond with that of the IDP. Each of 11the above mentioned components of the SDF must guide and inform the following:

• Direction of growth

• Major movement routes

• Special development areas for targeted management to redress past imbalances

• Conservation of the natural and built environment

• Areas in which the intensity of land development could either be increased or decreased

• Areas in which particular types of land use should be encouraged and others discouraged The Jozini Municipality in partnership with District and other neighboring Local municipalities are in a good position to implement this idea as the Spatial Development Framework plays a most


275

direct role in influencing spatial planning, land use management, and local development processes and outcomes. The Spatial Development Framework should give effect to the vision, goals and strategies of the IDP. The main of Spatial Development Framework as defined in the guidelines of the Department of Traditional and Local Government Affairs are:

To promote sustainable functional and integrated settlement patterns in order to: - Discourage low density urban sprawl; - General social and economic opportunities for people; and - Promote ease accessibility to those opportunities.

Maximize resource efficiency, e.g. - Ensuring the protection of the available environmental resources within the municipality;

and - Protecting productive land for agricultural purposes.

Enhance regional identity and unique character of places. Ensure conformance with the neighboring district, local and provincial development

frameworks.

REGIONAL CONTEXT

Jozini Municipality is located in Northern KwaZulu Natal and borders Swaziland and Mozambique. Jozini Municipality falls within the Umkhanyakude District Municipality and covers an area of 3073.08 km². This equates to approximately 32% of the area of the district. The Lebombo Mountains and Makhatini Flats provide diverse and beautiful terrain rich in local resources including water features and even fossil sites. The name Jozini means place of spears and is attributes to the many spears found in the caves in the area that were used during ancient wars. Jozini Municipality borders the following municipal areas as shown on the map at overleaf:

• Umhlabuyalingana Local Municipality to the East

• Hlabisa and the Big 5 False Bay Local Municipalities to the South

• Portions of the Greater St Lucia Wetland Park to the South

• The Uphongolo Local Municipality (Zululand District) to the West

• Mozambique to the North

• Swaziland to the West

ADMINISTRATIVE ENTITIES

The Jozini Municipality has 20 municipal wards. The following is a list of Traditional Councils in the Jozini Municipality:

Mathenjwa Mngomezulu Nyawo Myeni-Ntsinde Jobe Ngwenya Siqakatha

The Jozini Municipality also has a portion of State owned land within its area of jurisdiction as indicated on the map herewith.


276

Apart from the Administrative entities listed above, the Jozini Municipal area also boasts a number of environmentally sensitive areas, i.e.:

Game Farms Protected Environmentally Sensitive Areas Non-Protected Environmentally Sensitive Areas Ezemvelo Wildlife Protected Areas Areas of High Intrinsic Biodiversity Value

The location of the above are shown on the Environmental Considerations and the Environmental and Tourism Asset maps on the following pages.


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278


279

EXISTING NODES AND CORRIDORS

Investment points (Nodes) are the existing and future growth points and centers of population concentration within the municipality. They form the bases for the allocation of funding and resources as well as the rollout of service delivery. It is crucial to build upon such investment points we also find a clustering of certain activities such as shops, schools, churches, community halls and clinics. The table below contains the hierarchy of investment points for Jozini:


Mkhuze Jozini

Ingwavuma Ubombo Bhambanana Ndumo

Ophansi Manyiseni Makwakwa Emabhanoyini

Mkhuze: is the economic hub of the municipal area and will remain the focus for future development. Mkuze town is central located and it served by major road such as the N2 which links it with Hluhluwe, Mtubatuba, Richards Bay towns. There is an influx of major services such as offices, residential development and commercial uses has led to Mkuze being the major investment node within the area of Jozini Municipality. Jozini: is the second economic hub within the area of jurisdiction of the Jozini municipality, however the topographical constraints and land tenure issues has led to flee of potential investors to other areas. Rural Areas: rural areas are characterized by extensive commercial and subsistence farming, mainly crop production and cattle farming. Movement Patterns and Routes Investment Links are the activity spines of the municipality as well as they provide access to services and encourage economic development thereby improving the living conditions of local municipalities. Such spines link areas/destinations and carry varying volumes of traffic. In the Jozini context, the following hierarchy of investment links has been identified:

National link (the N2) Primary Investment link Potential Primary Investment Link Secondary Investment Link Potential Secondary Tertiary Investment Link

The above links are all shown on the accompanying spatial development framework map. Both the potential primary and secondary investment links should be noted. The former instance the link to Swaziland off the Bhambanana Ingwavuma road through the Cecil Mark Pass and secondly the route parallel and to the east of the N2. The potential secondary investment link between Ubombo and Jozini has been identified considering the route. Umkhanyakude District New Corridor Names

NORTH - SOUTH CORRIDOR (N-2) (Richards Bay – Mtuba/Hlabisa – Hluhluwe – Mkhuze – Golela)

CULTURAL HERITAGE CORRIDOR HLABISA – NONGOMA (Gateway to the Kingdom)

BORDER HERITAGE CORRIDOR (Cecil Mack Pass – Ingwavuma – Bambanana – Ngwanase – Kosi Bay)

ZULU OCEAN CORRIDOR


280

(Richards Bay – St Lucia – Hluhluwe – Kosi Bay to Maputo) AILE OF KINGS HERITAGE CORRIDOR

(Liberation Route: Jozini/N2 Turnoff – Sikhandane – Kwaliweni – Ingwavuma – Cecil Mack Pass)

MAPUTALAND AEROTROPOLIS CORRIDOR New City Corridor (Emabhanoyini)

BROAD LAND USES

The current land uses evident in the municipal area relate to the places people live, the manner in which they live as well as the manner in which they use the land. As such, the following broad, and related, land uses are evident in the Jozini municipal area.

• Wetlands and waterbodies associated with the Pongola River and its course in a northerly direction towards Mozambique as well as the Mkuze River along the southern boundary of the municipality.

• Some, although rather limited, unimproved grassland and barren rock.

• Forests and Woodlands are located along the ridge of the Lubombo Mountains as well as along the Mkuze River.

• The distribution of cultivated land in the municipality is limited.

• Some areas of the municipality are degraded land. A map indicating the distribution of the above-mentioned land uses in the Jozini Local

EXISTING SPATIAL STRUCTURES OF JOZINI

The existing spatial structures of Jozini Municipal are defined by a number of elements. These elements are classified as follows:

• There are areas of conservation and environmental interest within the Jozini areas and those areas are: Ndumo game reserve and the Pongola floodplain.

• Structuring elements of the area include the Lebombo Mountain Range, Jozini Dam, Ingwavuma, Pongola and Mkuze rivers as well as the two hospitals within the area, Bethesda hospital at Ubombo and Mosvold hospital at Ingwavuma. These elements present both opportunities and problems to the development of the municipal area in terms of tourism attractions and the provision of infrastructure and services.

• The inherent potential of the municipality includes areas of high agricultural potential and a number of tourism/ historical sites, such as the Makhathini Flats, Mkhuze Farms, Dingane’s Grave, Border Cave and the Usuthu Gorge.

• Jozini location provides for a number of Tran frontiers the opportunities, as mooted in the Lebombo SDI, along the international boarders of Swaziland and Mozambique, the Cecil Mack Pass etc.

• There are a number of urban areas (nodes) as well as a population settlement pattern.

• Some areas within the Jozini municipality have limited potential, both in terms of access to clean water and sanitation and conservation areas and good soils. In such areas, survival strategies, including improved methods of subsistence agriculture should be pursued. See below showing existing spatial structures


281

Existing Spatial Structures


282

AREAS OF ENVIRONMENTAL INTEREST

There are a number of environmental sensitive areas (both protected and unprotected) in the Jozini Local Municipality. They include game farms located in ward 1, areas along the Lebombo Mountains, the Pongola river floodplain, Ndumo game reserve as well as Hlathikhulu Forest and the Usuthu George. The above links are all shown on the accompanying spatial development framework map. Both the potential primary and secondary investment links should be noted. The former instance the link to Swaziland off the Bhambanana Ingwavuma road through the Cecil Mark Pass and secondly the route parallel and to the east of the N2. The potential secondary investment link between Ubombo and Jozini has been identified considering the route.

OPPORTUNITY AREAS

The implementation of the Jozini IDP or other location advantages may result in the evolution of development nodes at certain locality in future. Such areas need to be identified as opportunity areas as part of the IDP. They are:

• Proposed agricultural processing of cotton at Nondabuya

• The Msiyane Hall area at the entrance to the tertiary investment link providing access to Hlathikhulu Forest tourism development

• Msiyane Community Healthcare Centre

• Ndumo School of Excellence

• Bhambanana Town Formalisation

• Uhlaza Village

• KwaNyawo area (Master Plan)

• Makhathini flats agricultural processing (proposed LRAD project)

• Hlathikhulu Forest investment by DEAT

• Border Cave/Usuthu Gorge

• Ghost Mountain

• Cecil Mark Pass

INTERVENTION AREAS

A number of areas in the Jozini Municipality are significant as areas of restoration and rehabilitation on the basis of their economic potential and environmental sensitivity, i.e. the cultural tourism attractions of Dingane’s Grave, Border Cave and the Ghost Mountains. It is further a known fact that the land with some of the highest agricultural potential is the Pongola Flood Plain and, as such, this area needs to be managed and developed in a manner that ensures its preservation. Given the above, this natural economic base, agricultural and environmental attractions, needs to be protected to ensure its survival and future contribution to the economic development of the area. Some areas within the Jozini municipality are prone to natural disasters and need to be adopted and enforced to lessen the impact such as natural disasters.


283

Furthermore, some areas within Jozini have limited agricultural and environmental potential lands are relatively isolated. Special measures need to be introduced in such, i.e. improved methods of subsistence agriculture.

THE MAKHATHINI INTEGRATED MASTER DEVELOPMENT PLAN

The Makhathini Integrated Master Development Plan is a plan focusing on the development of two local Municipalities i.e. Jozini and Umhlabuyalingana municipalities in the District of UMkhanyakude. The plan was developed on the instruction of the MEC oversight Committee for the Lebombo SDI and Economic Cabinet Cluster. The plan aims to integrate all government activities and develop the two main economic driving sectors in the area, i.e. agriculture and tourism. The planning process will ensure that an integrated plan is developed for the spatial planning of the area which is consistent and part of the IDPs of the two municipalities concerned. This is a multi-billion-rand project both private and public sector will invest in agriculture and tourism. There is also a component of infrastructure development attached to the project. The project is in line with rural development initiatives. A steering committee to oversee the entire planning process for the project has now been established. UMkhanyakude District Municipality has been requested to host all steering committee meetings for the project. The District is also the co-chair of such meetings with the Department of Agriculture Environment and Rural Development. The fact that this is the area has a subtropical climate and water available for the irrigation of around 10000 ha from the Jozini Dam is well known. This means that crops can normally only be grown during the rainy season in the summer rainfall areas of South Africa, can be grown throughout the year on the Makhathini Flats under irrigation. A further benefit is that some crops grown on this area can reach the market 3 to 4 weeks before those grown in other areas of South Africa because of the favorable heat units of the area. Extensive research has been done over many years on the irrigable areas. What is not well done, is the fact that this subtropical area of KwaZulu/Natal is not just limited to this irrigable area of around 10 000 to 13 000ha. The total area of what is generally known as Makhathini (Jozini and Umhlabuyalingana Local Municipalities) totals over 450 000ha, which a recent study has shown to include just over 407 000ha of grazing area and possible area of around 33 000ha on which appropriate crops can be produced in the summer. To unlock the economic potential of the area on a sustainable basis (economical, environmental and social) with agriculture and tourism being the main drivers of the economy of the area, will require an integrated and coordinated effort by all stakeholders. These include the appropriate provincial, national and local government departments and organizations responsible for agriculture, environment, conservation, land, water, electricity, traditional affairs, roads, education, health, housing, economic development, etc. The process must form part of the existing institutional structures for integrated governance in the province. The Provincial Spatial Economic Development Strategy (PSEDS) is such a coordinating institutional structure and it is proposed that the Makhathini Integrated Development Steering Committee will form a sub-committee of Maputo Corridor Sub-committee of the PSEDS.


284

The Makhathini Integrated Development plan will furthermore form part of the UMkhanyakude District and Jozini and Umhlabuyalingana Municipalities’ IDPs and this is already happening as information is currently being reflected accordingly. The final result of the integrated planning and implementation of the Makhathini Plan is:

The optimal and sustainable use of the agricultural and tourism potential of the District areas of Umhlabuyalingana and Jozini;

Agricultural development; and The development of adequate support infrastructure.


285


286

TOWN PLANNING SCHEME

Jozini municipality was in the last financial year funded by CoGTA to start a process of developing a town planning scheme for all six nodes namely: Jozini, Mkhuze, Ubombo, Ingwavuma, Ndumo and Bhambanana. Draft schemes have been developed with the assistance of COGTA. The municipality is now anticipating to make budget provisions the completion of these.


287

Jozini draft scheme


288

Mkhuze draft scheme


289

Ingwavuma draft scheme


290

Ubombo draft scheme


291

Bhambanana draft scheme


292

Ndumo draft scheme

PRIVATE DEVELOPMENTS


293

E.2. IMPLEMENTATION PLAN

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

NO Outcome

9 Objective/Output Strategies

Performance Measure/Indicator (Unit of Measure)

Demand

Baseline (Previous

Year Actuals)

MULTI-YEAR TARGETS

Responsible Department

2020/21 2021/22 2022/23

ID01

Pil

lar

5:B

uild

ing

cap

ab

le l

ocal

go

vern

me

nt

insti

tuti

on

Rendering effective & efficient Strategic Leadership of the Municipality

Coordination of staff meetings

No of staff meetings to be conducted

4 1 4 4 4 Corporate Services

ID05 Coordination of EXCO meetings

No of EXCO meetings held


ID06 Coordination of Council meetings

No of Council meetings held


ID07 Coordination of Audit Committee meetings

No of Audit Committee meetings held

4 4 4 4 4 Office of the Municipal Manager

ID08 Coordination of MPAC meetings

No of MPAC meetings held

4 4 4 4 4 Corporate Service

ID09 Coordination of Risk Management Committee meetings

No of Risk Management Committee meetings held


ID10

Improve institutional and Organisational

capacity

Coordination of LLF meetings

No of Local Labour Forum meetings held

4 4 LLF Meetings

4 4 4 Corporate Services

ID11 Coordination of Portfolio Committee meetings

No of Portfolio Meetings coordinated


ID12 Develop workplace skills plan for efficient administration

Percentage of municipality's payroll budget actually spent on implementing Workplace Skills Plan

1% 1% 1% Corporate Services

ID13 Preparation and adoption of the HRD Strategy

No. of Human Resource Development Strategies adopted



294

ID14 Prepare and adopt Employment Equity Plan

No. of Employment Equity Plans adopted


ID15

Prepare and adopt Annual Workplace Skills Plan and submit to LGSETA

No. of Annual Wrkplace Skills Plans preapared and submitted to LGSETA


ID16

Prepare and submit Employment Equity Targets to Dept. Labour

No. of Employment Equity Targets prepared and submitted to Dept. of Labour


ID17 Conduct Employment Equity forum meetings

No of Employment Equity Forum to be conducted


ID18 Conduct Employment Local Labour forum meetings

No of workshops for LLF members conducted


ID19 Prepare and adopt organogram 2020/21

No. of Organograms adopted


ID20 Prepare and adopt Employee Wellness Plan

No. of Employee Awareness Plans adopted


ID21 Conduct Employee Wellness Programme/events

No. of Employee Awareness Programmes conducted


ID22 Prepare and adopt Occupational Health & Safety Plan

Number of Health and Safety Plans adopted


ID23 Conduct Health and Safety meetings

No of Occupational Health & Safety meeting conducted

2 None 2 2 2 Corporate Services

ID24 Update Litigation Cases Register

Number of Litigation Cases Register updates


ID25 Enhance and ensure

effectiveness of the Information

Adoption of ICT policies

No of ICT Policies adopted by Council

16 Corporate Services

ID26 Prepare and adopt ICT Strategy

No. of ICT strategies adopted

1 1 1 1 Corporate Services


295

ID27 Communication

Technology (ICT) systems

Conduct ICT Steering Committee meetings

No of ICT Steering Committee conducted

4 4 4 4 Corporate Services

ID28 Prepare and adopt ICT Procedures

No. of ICT Procedures adopted


ID29 Review and adopt ICT Charter

No. of ICT Charters adopted



296

KPA 2: BASIC SERVICE DELIVERY

NO. Outcome



Demand

Baseline (Previous

Year Actuals)

MULTI YEAR TARGETS Responsible Department

2020/21 2021/22 2022/23

SD01

Pill

ar 2

- D

eliv

eri

ng

bas

ic

serv

ice

s

Rendering effective & efficient Infrastructure Planning implementation services

Prepare and adopt Electrification Master Plan (EMP)

No. of Electrification Master Plan (EMP) adopted

1 None Prepare and adopt Electrification Master Plan (EMP)

1 Review

1 Technical Services

SD02 Prepare and adopt Operations and Maintenance Plan

No. of Operations and Maintenance Plan s adopted

1 1 Prepare and adopt Operations and Maintenance Plan

1 1 Technical Services

SD03 Prepare and adopt Integrated Transport Plan

Number of Integrated Transport Plans adopted

1 None Prepare and adopt Integrated Transport Plan


SD04 Rendering effective & efficient Infrastructure Planning implementation services

Prepare monthly progress reports on maintenance of roads & storm water plan

No. of monthly progress reports on maintenance of roads & storm water plans prepared

12 12

Prepare 12 monthly progress reports on maintenance of roads & storm water plan


SD05

Connections of electricity to households through rural electrification:

No. of households connections

345 None Connections of 600 650 700 Technical Services

SD09 Rendering effective & efficient Infrastructure Planning implementation

Maintenance of 5 High Mast lights

No. of 5 High Mast lights maintained

5 2 Maintenance of 5 High Mast lights

6 6

SD12 Procurement of Municipal Owned backup generator

No. of Municipal Owned backup generators procured

1 Procurement of Municipal Owned backup generator

1 _ Technical Services


297

SD13 services Procurement of new

slasher No. of new slashers procured

1 None Procurement of new slasher

_ _ Technical Services

SD31 Spend 100% Budget for the capital projects

% of budget spent on capital projects

100% 100% Spend 100% Budget for the capital projects

100% 100% Technical Services

SD32 Ensure Access to free basic electricity

No. of households with access to free basic electricity 829 829

Ensure Access to free basic electricity 900 950

Technical Services


298

KPA 3: LOCAL ECONOMIC DEVELOPMENT

NO Outcome 9 Objective/Output Strategies Performance

Measure/Indicator (Unit of Measure)

Demand

Baseline (Previous

Year Actuals)

MULTI YEAR TARGETS Responsible Department 2020/21 2021/22 2022/23

LED01

Rendering effective & efficient Local Economic Development & Tourism

Review and adopt LED Strategy

No. of LED Strategies adopted

1 1 1 1 1 Planning & Economic Development

LED02

Prepare and adopt Investment attraction and Promotion Strategy

No. of Investment attraction and Promotion Strategies adopted


LED03 Coordination of CTO meetings

No of quarterly CTO meeting held


LED05 Coordination of tourism forum meetings

No of quarterly tourism forum meetings held


LED06 Conduct Tourism Awareness campaigns

No of tourism awareness campaigns conducted


LED07 Participate at Annual Tourism Indaba

No. of Annual Tourism Indaba attended


LED10

Conduct quarterly Business Inspections.

No of quarter Business Inspection conducted



299

LED11

Review and adopt EPWP Policy Framework

No. of EPWP Policy Frameworks adopted


LED12

Rendering effective & efficient Local Economic Development & Tourism

Appointment of EPWP beneficiaries and preparation of EPWP quarterly reports

No of EPWP beneficiaries appointed by 30 September 2019 and quarterly reports prepared each quarter


LED13 Procurement of EPWP Protective Clothing

No. of EPWP Protective Clothing procured


LED14

Coordination of EPWP steering committee meetings

No of EPWP Steering Committee meetings held


LED15 Training of SMME's/ Cooperatives

No of SMME/ Cooperatives trained

20 20 20 20 Planning & Economic Development

LED19

Coordination of quarterly business chamber meetings

No of quarterly business chamber meeting held


LED20

Review and adopt Informal Economy Policy Framework

No. of Informal Economy Policy Frameworks adopted


LED22

Coordinate quarterly Informal Economy Chamber meetings

No of quarterly Informal Economy Chamber meetings held



300

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

NO Outcome


Performance Measure/Indicator (Unit of

Measure) Demand

Baseline (Previous Year

Actuals)


2020/21 2021/22 2022/23

FV01

Pill

ar 4

- S

ou

nd

Fin

anci

al

Man

age

men

t

To ensure full compliance with municipal legislation by 2022

Section 71 reports Preparation and submision to the Mayor and PT

No of Section 71 reports prepared and submitted to Mayor and PT

12

Twelve Section 71 reports prepared and submitted to Mayor and PT

12 12 12 Budget & Treasury Office

FV02

Section 72 report preparation and submission to Council

No of Section 72 report Prepared & submitted to council

1 One section 72 report


FV03

Section 52 reports Preparation and submission to Council

No of Section 52 reports prepared and submitted to council

4 4 reports 4 4 4 Budget & Treasury Office

FV04

develop and maintain a financially viable and sustainable institution that achieves full compliance with municipal legislation by 2022

Submission of Vat returns to SARS

No of Vat returns submitted to SARS

12 12 12 12 12 Budget & Treasury Office

FV05 monthly updates of investment register

No of monthly updates of investment register


FV06

Submission of Supply Chain Management reports to Mayor & PT

No of Supply Chain Management reports to Mayor & PT

12

Twelve monthly Supply Chain Management Reports


FV07

Submission of Annual Financial Statements to relevant authorities

No of Annual Financial Statements submitted to relevant authorities by 31 August 2020

1 2019/20 AFS 1 1 1 Budget & Treasury Office


301

FV08


Preparation of Draft Budgets and submission to Council & PT

No of Draft Budgets prepared & tabled to Council & Submitted to PT

1 2020/21 Budget


FV09

Review of adjustment budget and adoption by Council

No of adjustment budget reviewed and adopted by Council by 28 February 2021

1 2019/20 Adjusted Budget


FV10 Preparation of interim Financial Statements

No of interim Financial Statements by 28 February 2021


FV11

Preparation of Final Budgets and submission to Council & PT

No of Final Budget prepared & adopted by Council & submitted by 31 May 2021

1 2020/21 Budget


FV12


Prepare AFS preparation plan and submit to Municipal Manager

No of AFS preparation plan prepared and submitted to Municipal Manager

1 2019/20 AFS year end action plan

Budget & Treasury Office

FV13 Asset Register update

No of updates on assets register

12 12 monthly update


FV14 Bank Reconciliations

No of bank reconciliation 12 12 monthly update


FV15 Grants reconciliations

No of grants reconciliation 12 12 monthly updates


FV16 Credit Reconciliations

No of Credit Reconciliation 12 12 Monthly updates



302

FV17 Debtors reconciliations

No of debtor’s reconciliation

12 12 monthly updates


FV18 Preparation of Supplementary Valuation roll

No of supplementary valuation roll


FV19 Review and update of contract register

No of contract register reviewed/updated


FV20

Comply with financial reporting requirements as outlined in the MFMA

No of Municipal financial Rations Calculated

4 4



4 4



4 4



4 4



303

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

NO. Outcome



Demand Baseline (Previous

Year Actuals)

MULTI YEAR TARGETS Responsible Department 2020/21 2021/22 2022/23

GG01

Rendering effective and efficient Integrated Development Planning & Performance Management Systems & B2B Services

Prepare and submit Annual Performance Report to AG

No of Annual Performance Reports prepared and submitted to AG and relative authorities by 31 August

1

2018/19 Annual Performance Report

1 1 1 Office of the Municipal Manager

GG02 Prepare and submit Annual report to Council

No of Draft Annual Report prepared and tabled to council January

1 2018/19 Annual report

1 1 1 office of the Municipal Manager

GG03 Prepare and submit Oversight report to MPAC

No of oversight report prepared and submitted to MPAC by March

1 2018/19 Oversight Report

1 1 1 office of the Municipal Manager

GG04 Presentation of Audit reports to Council

No of Audit Report presented to Council by 30 June

4 5 4 4 4 office of the Municipal Manager

GG05 Payment of Audit Committee members

No of Audit Committee Payments by 30 June


GG06 Update of Risk Register

No of Risk register updates by 30 June



304

GG07

Rendering effective and efficient Integrated Development Planning & Performance Management Systems & B2B Services

Adoption of the SDBIP 28 days after the adoption of Budget

No of SDBIP to be adopted by Council by 28 days after the adoption of the budget by June


GG08 Prepare and adopt IDP/Budget Process Plan by 31 August

No. of IDP/ Budget process plans adopted by 31 August


GG09 Printing of Annual report

Number of Annual report copies printed by June


GG10 Prepare and adopt IDP

No. of IDP's adopted by 30 June

1 1 1 1 1

Office of the Municipal Manager

Conduct 3 IDP Steering Committee meetings and RF Meetings

3 3

GG11

Prepare and adopt Mid-Term Assessment Report (S72) by 31 January and submit to PT & COGTA

No. of Midterm Assessment Reports adopted

Approval of Section 72

Report

Section 72 Report

Section 72 Report

1 1 Office of the Municipal Manager

GG12 Prepare and adopt oversight report on AR by 31 March

No. of Oversight Reports on AR adopted

2019/20 Oversight

Report

2018/19 Oversight Report

Adopted oversight

Report 2019/20



305

GG13

Review and adopt Performance Management Policy Framework

No. of Performance Management Policy Frameworks adopted by June 2021

Reviewed PMS

Framework & Policy

PMS Framework & Policy

Reviewed PMS

Framework & Policy


GG14

Signing & advertising of Performance Agreements by Senior Managers

No. of signed Performance agreements

6 6 6 6 Office of the Municipal Manager

GG15 Conduct quarterly performance assessment

No. of Performance Assessments conducted


GG16 Prepare and adopt Back to Basics Support plan by 31 July 2019

No. of B2B support plans adopted


GG17

Sumbission of B2B Support Plan Implementation Progress Reports to COGTA.

No of Provincial B2B Support Plan Implementation Progress Report submitted to COGTA


GG18 Rendering effective & efficient communications; Batho Pele and Intergovernmental Relations Services

Prepare and adopt Communication Strategy by 30 June

No. of Communication Strategies adopted


GG19

Prepare and adopt Service Delivery Charter/Service Standards by 30 June

No. of Service Delivery Charters/ Service Standards adopted



306

GG20 Production of quarterly external newsletters

No of quarterly external newsletter produced by 30 June


GG21 To produce and publish monthly Internal newsletters

No of monthly Internal newsletter produced and published by 30 June


GG22 Attendance of Radio slots by the Mayor.

No of Radio Slots attended by the Mayor


GG23 Attendance of Communications Forum meetings

No of Communications Forum Meetings attended by 30 June 2020


GG24 Procurement of diaries & calendars by 31 December

Nuo. Of diaries and calendars procured

400 diaries & 5000

calendars

550 diaries & 8000

calenders

400 diaries & 5000

calendars

400 diaries & 5000

calendars

400 diaries & 5000

calendars

GG25

Rendering effective & efficient internal Audi & Risk Management Services

Prepare and adopt Internal Audit Plan by 31 August

No. of Internal Audit Plans adopted

Reviewed Internal

Audit Plan 1 1 1


GG26 Update Risk Register and submit to Council quarterly by 30 June

No. of Risk Registers Updates and submision to Council


GG27

Prepare and adopt Internal Audit and Audit Committee Charter by 30 June 2020

No. of Internal Audit and Audit Committee Charters adopted

Reviewed Audit

Charter 2 2 2 2



307

GG28

Prepare and adopt Risk & Fraud Prevention Strategy & Plan by 30 June

No. of Risk & Fraud Prevention Strategy & Plans adopted

1 None 1 1 1 Office of the Municipal Manager

GG29

Rendering effective & efficient Public Participation services

Prepare and adopt Public Participation Strategy by 30 June

No. of Participation Strategies adopted


GG30 conduct ward committee meetings

No of Ward Committee meetings conducted


GG31 Conduct Ward Committee Skills Training Session

No. of Ward Committee Skills Training Sessions conducted


GG32

Conduct Ward Committee Functional Workshop on Roles & Responsibilities by 30 September

No. of Ward Committee Functional Workshop on Roles & Responsibilities conducted


GG33 Conduct need analysis (Speaker’s Imbizo) by 31 December

No. of need analysis (Speaker’s Imbizo) conducted


GG34 Conduct IDP Road show by 30 June

No. of wards participating in IDP Roadshows



308

GG35

Rendering effective & efficient Youth Development and Support & Services

Prepare & adopt Youth Development Strategy by 30 June

No. of Youth Development Strategies adopted


GG36 Celebrate Youth Day by 30 June

No. of Youth Day celebrations


GG37 Establish Youth Forum by 30 June

No. of Youth Forums established

1 None Office of the Municipal Manager

GG38 Conduct Citizen/Participation Surveys by 31 March

No. of Citizen/Participation Surveys conducted


GG39 Coordinate Municipal Rapid Response meetings

No of Municipal Rapid Response Team meetings held by 30 June


GG40

Submission of Ward Public Participation functional verification reports to COGTA

No of Ward Public Participation functional verification reports submitted to COGTA by 30 June


ID Conduct Youth Basic Computer Training

No of Youth Basic Computer Training conducted by 30 June

4 4 4 4 4 Community Services

PP01

Rendering effective & efficient

Municipal Library Services

Conduct Scchools Outreach programmes

No of Schools outreach programme conducted by 30 June



309

PP02 Conduct Schools Reading competitios.

No of Schools Reading Competition conducted by 30 June


PP03 Coordinate Library Interest Group Forum meetings

No of Library Interest Group Forum held by 30 June


PP04

Rendering effective & Public Safety Services

Conduct Road blocks No of Road Blocks conducted by 30 June


PP05 Procurement of Speed Machine Calibrated

No. of Speed Machine Calibrated by 30 June


PP06 Payment of Traftman System

No. of Traftman System Payments by 31 March

1 1 Community Services

PP07 Conduct Road Safety School Visits

No of Road Safety School Visit conducted by 30 June


PP08

Rendering effective & efficient Public safety services

Conduct Crime Awareness Campaigns

No of Crime Awareness Campaign Conducted by 30 June


PP09 Conduct Arrive alive Campaign Launch

No of Arrive alive Campaign Launch conducted by 30 June


PP10 Conduct Jozini Operation Valingozi Easter launch

No of Jozini Operation Valingozi Easter launch conducted by 31 March


PP11 Submission of eNatis reports

No of eNatis Reports submitted by 30 June



310

PP12 Rendering effective & efficient environmental management service

Undertake environmental management service site inspections

No of environmental management services site inspections undertaken by 30 June


PP13 Prepare and adopt Integrated Waste Management Plan

No. of Integrated Waste Management Plans adopted by 30 June

1 None 1 1 1 Community Services

PP14 Pound Management Services

Conduct animal management awareness campaigns

No of animal management awareness campaigns conducted by 30 June



Conduct waste management awareness campaigns

No of Waste Management Awareness Campaign conducted by 30 June


PP16.2 Collection of waste % of households with access to basic solid waste removal

37% 37% 37% 37% 37%


Conduct Waste Management Skills training workshop

No of Waste Management Skills Training Workshop conducted by 30 June


PP18

Formalize Mkhuze dumping site in partnership with Dept. Environmental Affairs

No. of dumping sites formalized by 31 Dec


PP19

Rendering effective & efficient environmental management service

Preparation of Mkhuze dumping site rehabilitation reports

No of Mkhuze dumping site rehabilitation reports prepared by 30 June



311

PP20 Conduct Medical surveilance for waste management workers

No of Medical Surveilance for Waste Management Workers conducted by 30 June


PP32

Coordinate Sports development & Support council meetings

No of Sports Development & Support Council Meetings held by 30 June


PP33 Coordinate Municipal Arts & Culture forum meetings

No of Municipal Arts & Culture Forum meetings held by 30 June


PP34 Coordinate PLD forum meetings

No of PLD Forum meetings held by 30 June


PP35 Participate in the Annual Umkhosi Wamaganu Ceremony

Participation Annual Umkhosi Wamaganu Ceremony by 31 March


PP36 Participate in Umkhosi Womhlanga

Participation in Umkhosi Womhlanga by 30 Sept


PP37 Facilitate & conduct Siqakatha Cultural and Heritage programme

Facilitate & conduct Siqakatha Cultural and Heritage programme by 30 June


PP38

Facilitate & conduct Mngomezulu Cultural and Heritage programme

No. of Cultural & Heritage programmes conducted in Mngomezulu by 30 June


PP39

Facilitate & conduct KwaNgwenya Cultural and Heritage programme

No. of programmes conducted in KwaNgwenya Cultural and Heritage by 30 June



312

PP40 Facilitate & conduct Ntsinde Cultural and Heritage programme

No. of Cultural & Heritage programmes conducted in Ntsinde by 30 June


PP41 Facilitate & conduct KwaJobe Cultural and Heritage programme

No. of Cultural & Heritage programmes conducted in KwaJobe e by 30 June


PP42

Facilitate & conduct KwaNyawo Cultural and Heritage programme

No. of Cultural & Heritage programmes conducted in KwaNyawo by 30 June


PP43

Facilitate & conduct Mathenjwa Cultural and Heritage programme

No. of Cultural & Heritage programmes conducted in Mathenjwa by 30 June


PP44 Host Annual Mayoral Cup Tournament

No. of Annual Mayoral Cup Tournaments hosted by 30 June


PP45

Rendering effective and efficient social development services

Host Women’s Day celebration

No. of Women’s Day celebrations hosted by 31 Dec

1 1 1 1 Community Services

PP46 Conduct Disability day and awareness campaign

No. of Disability day and awareness campaigns conducted by 31 December


PP47 Coordinate Women's Forum meetings

No of Women Forum meetings held by 30 June


PP48 Establish Men’s Forum No. of Men’s Forums established by 30 June



313

PP49 Celebrate Annual HIV/AIDS Day

No. of Annual HIV/+AIDS Day celebrations by 31 December


PP50 Participate in Indigenous Games

No. of Indigenous Games attended by 31 December


PP51 Participate in Annual SALGA Games

No. of Annual SALGA Games attended by 31 December


PP52 Coordinate Synergistic Partnerships engagement sessions

No of Synergistic Partnerships Engagement Sessions held by 30 June


PP53

Rendering effective and efficient social

development services

Submission of Indigent burial reports to portfolio committee

No of monthly indigent burial reports submitted to portfolio committee by 30 June


PP54 Coordinate Local AIDS Council meetings

No of Local Aids Council Meeting held by 30 June


PP55 Celebrate Annual HIV/AIDS Day

No. of Annual HIV/AIDS Day celebrations by 31 December


PP56 Conduct Fight against social ills awareness campaigns

No of Fight against social ills awareness campaigns conducted by 30 June


PP57 Coordinate quarterly meetings for Senior citizens

No of quarterly meetings for Senior Citizen’s by 30 June



314

PP58 Coordinate Interfaith sector forum meetings

No of Interfaith Sector Forum Meetings held by 30 June


PP59

Coordinate Operation Sukuma Sakhe’s Local Task Team Forum Meetings

No of Operation Sukuma Sakhe’s Local Task Team Forum Meetings held by 30 June


PP60 Coordinate Traditional Healers Forum meetings

No of Traditional Healers Forum meeting held by 30 June


PP61 Participate in Municipal Golden Games

No. of Municipal Golden Games attended by 30 June


PP62 Coordinate Children Forum meetings

No of Children Forum meetings held by 30 June


PP63 Coordinate Local drugs substance action committee meeting

No of Local drugs substance action committee meetings held by 30 June



315

KPA 6: CROSS CUTTING

NO

Outcome 9

Objective/Output Strategies Performance

Measure/Indicator (Unit of Measure)

Demand

Baseline (Previous

Year Actuals)


2020/21 2021/22 2022/23

CC01

Rendering effective & efficient Spatial Planning & Land Use Management Services & GIS

Review and adopt Spatial development framework

No. of Spatial development frameworks adopted


CC02 Prepare and adopt Land Use Scheme in line with SPLUMA

No. of Land Use Scheme in line with SPLUMA adopted


CC03

Attendance of quarterly Provincial SPLUMA Forum and Work sessions

No of quarterly Provincial SPLUMA Forum and Work sessions attended


CC04 Prepare and adopt GIS Policy Framework

No. of GIS Policy Frameworks adopted by 30 June

1 None 1 Review Review Planning & Economic Development

CC05

Procurement and installation of GIS Software & Hardware

No. of GIS Software & Hardware procured and installed

1 None 1 _ _ Planning & Economic Development

CC06 Attendance of District Planners ‘Forum meetings

No of quarterly district Planner’s Forum meetings attended by 30 June


CC07

Rendering effective & efficient building control & enforcement services

Procurement of Building Plan Management Software

No. of Building Plan Management Softwares procured



316

CC08 Conduct By-laws

awareness campaigns.

No of By-Laws awareness campaigns by 30 June

6 None 6 6 6 Planning & Economic Development

CC09

Rendering effective & efficient Human Settlement Planning & Implementation Services

Coordination of housing Forum meetings

No of quarterly housing Forum meetings held by 30 June


CC10

Preparation of Housing projects implementation reports.

No of Housing projects implementation reports prepared by 30 June


CC11

Transfer of Ingwavuma registered Tittle Deeds to rightful owners

No of Ingwavuma registered tittle deeds transferred to rightful owners by 30 June


CC12

Rendering effective & efficient Human Settlement Planning & Implementation Services

Registration of long-term leases

No of registered long-term lease by 30 June


CC13

Conduct Consumer education awareness workshop for Councillors, ward committees and MANCO

No of Consumer education Awareness Workshops for Councillors, ward committee and MANCO


PP21

Rendering effective & efficient disaster management & fire rescue services

Prepare and adopt Disaster Management Framework & Plan

No. of Disaster Management Framework & Plans adopted by 30 June

Reviewed Framework

and Plan 2019/20 2 2 2

Community Services


317

PP22

Conduct Disaster management & fire advisory forum meetings

No of Disaster Management & Fire Advisory Forum held by 30 June 2020


PP23 Preparation and adoption of Fire Rescue ByLaws

No. of Fire Rescue ByLaws adopted by 30 June


PP24

Preparation and adoption of Disaster Management & Fire Rescue Centre Business Plan

No. of Disaster Management & Fire Rescue Centre Business Plans adopted by 31 March


PP25

Facilitate Disaster & fire rescue practitioners wellness sessions

No of Disaster & Fire Rescue Practitioners Wellness Sessions facilitated by 30 June


PP26

Conduct Disaster & fire rescue awareness campaigns

No of Disaster & Fire Rescue Awareness Campaigns conducted by 30 June


PP27 Installation of 250 Lightning conductors

No. of lightning conductors installed by 31 March

250 None 250 _ _ Community Services

PP28

Attendance of District Disaster Management practitioners’ meetings

No of District Disaster Management Practitioners meetings attended by 30 June



318

PP29 Attendance of PDMC meetings

No of Provincial PDMC Meetings attended by 30 June


PP30

Conduct fire drills No of Fire Drills conducted by 30 June

2 None Community Services

Erection of emergency shelter houses

No of Emergency Shelter Houses erected by 30 June



319

PROJECTS

PROJECT WARD SOURCE OF FUNDING 2020/21 2021/22 2022/23

Manyiseni Youth Centre 15 MIG R7 000 000.00

Mtshakela/ Ekulingeni access road 9 MIG R3 000 000.00

Ezinhlalavini access road 8 MIG R3 000 000.00

Cezwana Youth Centre 4 MIG R4 000 000.00

Emthonjeni Sports Field 14 MIG R1 000 000.00

Sidakeni Sports Field 9 MIG R500 000.00

Upgrade of Jozini municipal offices MIG R6 387 584.00

Upgrading Mkhuze CBD Roads 20 MIG R2 200 000.00

Empileni Community Hall 1 MIG R3 000 000.00

Kwambuzi Community Hall 10 MIG R3 000 000.00

Kwaphaweni Community Hall 19 MIG R2 000 000.00

Nhlangano Community Hall 3 MIG R2 000 000.00

Onaleni Community Hall 12 MIG R1 000 000.00

Eziphosheni Community hall 16 MIG R4 000 000.00

PMU Consultants R4 672 416.00

Nhlonhlela Community Hall 1 MIG

Sinethezekile Sportsfield 5 MIG

Ndumane Access Road 6 MIG

Munywana Sportsfield 17 MIG

Machobeni Community Hall 14 MIG

Ngonyameni Community Hall 18 MIG

Makwakwa Skills Centre 13 MIG

Ndumo Community Hall 16 MIG

Ubombo Sportsfield 2 MIG

Sibonokuhle Sportsfield 4 MIG

Ophansi Sportsfield 20 MIG

Ngwavuma Multi-Purpose Centre 14 MIG


320

Combo-Court- Makhane 13 MIG

Madeya Community Hall 17 MIG

Nyathini Sportsfield 18 MIG

Ingwavuma taxi rank

Construction of the Jozini Disaster Management & Fire Rescue Services Centre

Construction of the Jozini By-Pass Route

Refurbishment of the Mkhuze Landfill Site

Construction of Market Stalls in various Nodes (i.e. Ingwavuma, Ndumo, Bhambanana, Jozini, uBombo & Mkhuze)

Refurbishment of Mkhuze & Jozini Tourism Information Centres

Construction of the Cecil Mark's Pass Development

Construction of Jozini Sports Complex (Emasotsheni)

Construction of Mkhuze Testing Station

Construction of KwaSiqakatha Cultural Village and Museum

Construction of the Jozini Civic Centre

Majozini/ Maqonjwana

Electrification 02

INEP

2 000 000,00

KwaQondile Electrical Connections 07 INEP 4 000 000,00

Mkuze waManzi/ Mshophi Electrical

Connections 01 & 20

INEP

1 000 000,00

Nhlangano Electrification 03 INEP 7 000 000,00


321


322

PROJECT NAME WARD DEPARTMENT 2020/21 BUDGET 2021/22 BUDGET

KwaJobe Community Water Supply Scheme (Ntshongwe/Malobeni)

DC27 R 41 976 421,95 R34 862 788

Thembalethu Sanitation Project

DC27 R 27 011 514,23 R27 820 163

Non – Revenue Water Project Phase 3

DC27 R - R30 000 000

Jozini Low Cost Housing Sewer Upgrade

DC27 R 4 652 878,77 -

Jozini Umhlabuyalingana VIP Sanitation Projects

DC27 R 28 735 100,72 R30 000 000

Ingwavuma Drought Relief

DC27 R 788 231,05 -

Nondabuya Water Supply Scheme,Ward 6,8,9,14,19

DC27 R 20 884 303,30 R36 325 350

Greater Ingwavuma Water Supply Scheme

DC27 R 23 761 170,51 R30 000 000

Rehabilitation of the existing uBombo Water Scheme

DC27 R - -78 490

Jozini Regional Community Water Supply Scheme Phase 1A

DC27 R 17 475 290,23 -

Rehabilitation of the existing uBombo Water Scheme Phase 2

DC27 R - R11 027 333

Greater Ingwavuma northern connection

DC27 R - R12 285 961


323

D1886 Ingwavuma to Machobeni (upgrade-3.5km)

14 Transport R 7,14 Million

D1841 Mbadleni to Ndumo (upgrade- 16.17km)

16 & 17 Transport R 2,5 Million

D9 Road and culvert Mamfeni to Njidi (road & culvert- 11.5km)

6 Transport R 150 Million

D1842 Embadleni to Boarder Control (upgrade- 47.22km)

15 & 18 Transport R 923 Million

P236 Rehab (KM 6+200 to KM 14+00) 7.8km

P443 Rehab (KM 21+00 to KM 23+54)

2.5km

P522-1 Rehab (KM 28+50 to KM 37+00) 29.5km

P443 Rehab

(KM 10+00 to KM 17+00) 17km


324

Makhathini Youth farming

Small Business Development

Vezithanga Agriculture Small Business Development

Umpheme Poultry Broilers

Small Business Development

Ingenzeka Small Business Development

Oshabeni/ Nonjinjikazi electrification (407)

11 ESKOM R5 394 201.00

Amandlethu electrification (204)

8 ESKOM R3 271 581.41

Ndumo phase 3 (Thelamama) electrification (672)

16 ESKOM R9 104 176.41

Enkungwini #2 electrification (239)

18 ESKOM R4 228 479.03

KwaShukela #2 & Emabhodini electrification (296)

10 ESKOM R5 290 249.00

Eziphosheni, Magwangu & Maphindela Phase 2 electrification (269)

16 ESKOM R4 868 187.70

Mkhonjeni Biva Island electrification (284)

6 ESKOM R5 669 551.22

Mzinyeni & KwaMbuzi Phase 2 electrification (471)

10 ESKOM R8 291 276.00

Makhathini NB41 electrification (250)

6 ESKOM R4 500 000.00

Jozini Bulk extension 7 ESKOM R650 000.00


325

(100)

Eziphosheni, Magwangu & Maphindela Phase 2 (link line)

16 ESKOM R2 141 450.95

KwaShukela #2 & Emabhodini (link line)

10 ESKOM R3 000 000.00

Enkungwini #2 (link line)

18 ESKOM R4 502 176.50

Mkhonjeni Biva Island (link line)

6 ESKOM R5 362 524.00

Ndumo phase 3 (Thelamama) (link line)

16 ESKOM R2 462 828.67

Mzinyeni & KwaMbuzi Phase 2 (link line)

10 ESKOM R5 161 173.00

Ward based Plans All wards COGTA R500 000.00

Jozini Ward 05 (1000 Units)

Ward 05 Human Settlements

Siqakatha Housing Project (1000 Units)

Ward 06 Human Settlements

Msiyane Nondabuya Rural Housing Project (800units)

Ward 08 & 19 Human Settlements

Mamfene & Gedleza/Hlalanathi Housing Project (800 Units)


Zineshe Gujini Rural Housing Project (800 Units)


Jozini Ward 16 Housing Project (1000

Ndumo ward 16 Human Settlements


326

Units)

Mhlekazi Mkuze Rural Housing Project (800 Units)

1 & 20 Human Settlements

Maphaya Madinyane Rural Housing Project (800 Units)


Ophondweni Mzinyeni Rural Housing Project (800 Units)


Nyamane Machobeni Rural Housing Project (800 Units)


Shemula Makhanisi Rural Housing Project (800 Units)


Mbadleni Ndumu Rural Housing Project (800 Units)


Manyiseni And Nkungwini Rural Housing Projects


JOZINI LOCAL MUNICIPALITY -PLANNED AGRICULTURAL INFRASTRUCTURE PROJECTS OF 2020/2021-2021/2023

Project Name Locality Ward Category Commodity Amount Activity Size Type

Mthidlwe Mthidlwe 1 Communal Subsistence Beef R850 000.00 Supply, deliver, offload, & erect fence 8.5 km

Livestock

Nonjijikazi Nonjinjikazi 2 Communal Subsistence Vegetables R350 000.00 Supply, deliver, offload, & erect fence 3.83 km

Crop Production

Ukhethe Mamfene 3 Communal Subsistence Vegetables R400 000.00 Supply, deliver, offload, & erect fence 4.0 km

Crop production

Eziphosheni Ziphosheni 16 Communal Subsistence Vegetables R950 000.00 Supply, deliver, offload, & erect fence 9.5 km

Crop production

Sibuyelekhaya Mkhuze 4 CPA Smallholder Vegetables R1 844 000.00 Supply, deliver, offload, & erect fence 18.44 km

Mixed Farming


327

Zambula Mamfene 5 Communal Subsistence Vegetables R350 000.00 Supply, deliver, offload, & erect fence 3.5 km

Vegetables and cash crops

Mabhungu Othobothini 6 Communal Subsistence Vegetables R450 000.00 Supply, deliver, offload, & erect fence 4.5 km

Crop Production

Sukamasenze Makhanisi 7 Communal Subsistence Vegetables R249 000.00 Supply, deliver, offload, & erect fence 2.49 km


Buhlebenvelo Mkhuze 8 CPA Subsistence Vegetables R400 000.00 Supply, deliver, offload, & erect fence 4.0 km

Crop Production

Mozi Mozi 9 Communal Subsistence Groundnut Production

R480 000.00 Supply, deliver, offload, & construct 4.8 km

Groundnut production

Zambul a Mamfene 10 Communal Subsistence Vegetables R550 000.00 Irrigation system Installation 10 HA


Sukamasenze Makhanisi 11 communal Subsistence Vegetables R550 000.00 Irrigation system Installation 10 HA


sondlisizwe Ndumo 12 communal Subsistence Vegetables R1 000 000.00 Irrigation system Installation 10 HA


Myeni Goats Manqayini 13 communal Subsistence Goat Production

R1000 000.00 Supply, deliver, offload, erect fence, and build Goats sheds 10 km

Livestock

Nkungwini Goats

Nkungwini 14 Communal Smallholder Goat Production

R1000 000.00 Supply, deliver, offload, erect fence, and build Goats sheds 10 km

Livestock

Thembalethu Mkhuze 15 CPA Smallholder Piggery Production

R 4000 000.00 Construction of grower house and production inputs

Livestock

Bukelentuthwaneni vila ndini

Bhambanana

16 communal Subsistence Vegetables R400 000.00 Supply, deliver, offload, & erect fence

4.0 km

crop Production

Nkungwini Nkungwini 17 communal Subsistence Livestock

R350 000.00 Siting, drilling & equipping of the borehole

Livestock

Jobezineshe Zineshe 18 communal Communal Estate

Crop Production

R400 000.00 supply, deliver, offload and erect fence 4.0 km

Crop production

Makhanya Goats

Ophondweni 19 communal Subsistence Livestock R550 000.00 Supply, deliver, offload, erect fence, and build goat sheds 5 km

Livestock

Gujini Gujini 20 communal Subsistence livestock R830 000.00 Drilling and siting of borehole 5 km

Livestock

Edakeni Dakeni 10 Communal Subsistence Livestock R250 000.00 Dam scooping Livestock

Manyiseni Goats

Manyiseni 21 communal Subsistence Livestock R550 000.00 Supply, deliver, offload, erect fence, and supply, and build Goats sheds 4.0 km

Livestock


328

LANDCARE PROJECTS: Approved Business plans: 2020/2021

Project Name Local

Municipality

Jobs created Budget Comments

Manqayini (Cont) Jozini 30 R1,114,000 Grazing area. Final follow-up control on alien plants,

on 400ha.

Manzaluhlaza

(Cont)

Jozini 30 R1,114,000 Grazing area. Final follow-up control on alien plants,

on 352ha.

TOTAL 60 R2 228 000.00 752.0 HA

PIG PRODUCTION PRODUCERS TO BE SUPPORTED WITH PIG FEED :113 No. NAME & SURNAME INKOSI ISIGODI WARD No.of Pigs

1 Mvumo Bernard Mathenjwa Makhanisi 13 13

2 Mlambo Simphiwe Mathenjwa Makhanisi 13 17

3 Sithembiso Gcina Sibisi Mathenjwa Makhanisi 13 25

4 Phoseka Vukonaye Mathenjwa Makhanisi 13 10

5 Keneth Mthembu Mathenjwa Makhanisi 13 12

6 Thulani Mthembu Mathenjwa Makhanisi 13 16

7 Msweli Bongani Mathenjwa Makhanisi 13 18

8 Siphengu Manzini Mathenjwa Makhanisi 13 9

9 Mlambo Gumbe Peter Mathenjwa Makhanisi 13 5

10 Mbongeni Mthenjwa Mngomezulu Lundini 14 7

11 Ntokozo Khumalo Mngomezulu lundini 14 9

12 Abner Mavimbela Mngomezulu Nkoyoyweni 14 11

13 Thandazile Nosipho Tembe Mngomezulu Njinjikazi 11 10

14 Sipho Mlambo Mathenjwa Makhanisi 13 12

15 Robert Malu Mathenjwa Makhanisi 13 15


329

16 Gadlaza Saul Mafuleka Mngomezulu manhlali 14 10

17 Ndlovu Fungile Maggie Mngomezulu Njinjikazi 11 9

18 Sbongile Mpontshane Mngomezulu Njinjikazi 11 22

19 Ndlovu Velaphi Mngomezulu Njinjikazi 11 15

20 Ndlovu Nomzamo Mngomezulu Njinjikazi 11 12

21 Dingile Ndlovu Mngomezulu Njinjikazi 11 11

22 Xolani Ncube Mngomezulu Njinjikazi 11 10

23 Senzo Mafuleka Mngomezulu Mkhontweni 11 6

24 Sindi Lukhele Phoseka Mngomezulu Mkhontweni 11 7

25 Makhunga Obert Mngomezulu Mkhontweni 11 5

26 Zodwa Mafuleka Mngomezulu Mkhontweni 11 12

27 Nokwazi Ndwandwe Mngomezulu mkhontweni 11 11

28 Mngomezulu Duduzile Mngomezulu mkhontweni 11 14

29 Sbongile Myeni Mngomezulu mkhontweni 11 12

30 Mngomezulu Sphiwe Mngomezulu Mkhontweni 11 6

31 Tryphina Mzobo Shongwe Gumede Mhlekazi 1 8

32 Thembani Buthelezi Gumede mhlekazi 1 7

33 Bonginkosi Sithole Mngomezulu Machobeni 14 9

34 Sibongile Mngomezulu Mathenjwa Manyiseni 15 5

35 Ndlazi Anton Mathenjwa Mathenjwa Manyiseni 15 9

36 Thuleleni Mathenjwa Mathenjwa Manyiseni 15 11

37 Khumbulani Mathenjwa Mathenjwa Manyiseni 15 13

38 Busisiwe Mathenjwa Mathenjwa Manyiseni 15 14

39 Notsikelelo Thusi Mathenjwa Manyiseni 15 11

40 Myeni Hlengiwe Mathenjwa Manyiseni 15 13

41 Ntombifuthi Gumede Mathenjwa Manyiseni 15 17

42 Mthuli Irene Mathenjwa Mathenjwa Manyiseni 15 13

43 Mahunga Mathenjwa Mathenjwa Manyiseni 15 15

44 Thokozile Mathenjwa Mathenjwa Manyiseni 15 16

45 Khululiwe Mngomezulu Mathenjwa Manyiseni 15 15


330

46 Philani Tusokwakhe Mathenjwa Manyiseni 15 13

47 Bongekile Nkosi Mathenjwa Manyiseni 15 12

48 Tibekile Mathenjwa Mathenjwa Kuhlehleni 15 20

49 Ntandoyenkosi Zondo Mathenjwa Kuhlehleni 15 14

50 Bhekumuzi Gumbi Mngomezulu Ingwavuma 14 12

51 Sibusiso Myeni Mngomezulu Ngonyameni 18 11

52 Mshiniboyi Mbhamali Mngomezulu Ngonyameni 18 13

53 Mkhishwa Vilane Mngomezulu Ngonyameni 18 22

54 Jimson Mbhamali Mngomezulu Ngonyameni 18 20

55 Tholwaphi Mabuyakhulu Mngomezulu Ngonyameni 18 23

56 July Mngomezulu Mngomezulu Ngonyameni 18 18

57 Doris Mabuyakhulu Mngomezulu Ngonyameni 18 17

58 Sibongile Mngomezulu Mngomezulu Ngonyameni 18 15

59 sphephile Mabuyakhulu Mngomezulu Ngonyameni 18 5

60 Mhlengezinto Mathenjwa Mngomezulu Magugu 14 10

61 Jerry Mngomezulu Mngomezulu Nkungwini 18 5

62 Rebeca Mngomezulu Mngomezulu Nkungwini 18 11

63 Sindisiwe Phile Mngomezulu Nkungwini 18 18

64 Bongumenzi Mathenjwa Mngomezulu Nkungwini 18 11

65 Lungile Mngomezulu Mngomezulu Nkungwini 18 7

67 Bongumusa Mngomezulu Mngomezulu Nkungwini 18 8

68 Philile Mngomezulu Mngomezulu Nkungwini 18 14

69 Khumbuzile Gumbi Mngomezulu Nkungwini 18 16

70 Ngumzana Mngomezulu Mngomezulu Nkungwini 18 16

71 Ntombiyenkosi Mbamali Mngomezulu Nkungwini 18 14

72 Zolile Mngomezulu Mngomezulu Nkungwini 18 12

73 Celiwe Gina Mngomezulu Nkungwini 18 5

74 Nokuthula Masango Mngomezulu Nkungwini 18 10

75 Sayinile Mngomezulu Mngomezulu Nkungwini 18 19

76 Nokukhanya Mafuleka Mngomezulu Nkungwini 18 15


331

77 Khanyile Simephi Mngomezulu Nkungwini 18 26

78 Winile NSIBANDE Mngomezulu Nkungwini 18 20

79 Hlengiwe Gina Mngomezulu Nkungwini 18 23

80 Kobus Meyer Myeni Makhonyeni 05 35

81 Busangani Mahlaba Myeni Makhonyeni 05 25

82 Elijah Khoza gumede gedleza 5 55

83 Nozipho Mngomezulu Myeni Makhonyeni 05 51

84 Mbhekiseni Nkosi Gumede Makhonyeni 05 16

85 Busisiwe Qwabe Gumede Mamfene 06 18

86 Mjabuleni Mhlongo Myeni Section 17 07 15

87 Sithembile nyawo Gumede Mamfene 06 40

88 Nelisiwe Mamba Myeni sibandlana 07 55

89 Busangani Mahlaba Myeni Makhonyeni 05 25

90 Fikile Khumalo Myeni Makhonyeni 05 15

91 Moses Myeni Myeni Makhonyeni 05 16

92 Thobile Mabunda Gumede Makhonyeni 5 30

93 Thubelihle Fakude Myeni makhonyeni 5 18

94 Nompumelelo Tshambeni Nyawo Mamfene 06 17

95 Fikile Khumalo Myeni Makhonyeni 05 15

96 Moses Myeni Myeni Makhonyeni 05 26

97 Thabani Myeni Myeni Makhonyeni 05 25

98 Siphiwe S Dludlu Nyawo Endabeni 8 50

99 Mgezeni Sithole Gumede makhonyeni 5 35

100 Thabi F Ncamphalala Gumede Makhonyeni 5 35

101 Mbuso Mukhabo myeni makhonyeni 5 20

102 Sipho Dlamini Nyawo Ophondweni 09 50

103 Njabulo Maseko Nyawo Bhambanana 12 150

104 Velaphi Mngomezulu Nyawo Ohlalwini 19 20

105 Bonkazi Buthelezi Nyawo Mangqwashu 10 46


332

106 Sibiya Bheji Elijah Nyawo Nondabuya 19 09

107 Felani Mpotshana Nyawo Nondabuya 19 12

108 Norah Jabulile Mathenjwa Nyawo Bhambanana 12 31

109 Bonginkosi Super Nyawo Nyawo Msiyane 09 30

110 Magqwabaza Mpotshane Nyawo Nondabuya 19 14

111 Thabisile Mpotshane Nyawo Nondabuya 19 10

112 Constance Myeni Nyawo Bhambanana 12 30

113 Siphesihle Amon Gumede Nyawo Bhambanana 12 15

PRIORITY PROJECTS

WARD 1 WARD 2 WARD 3 WARD 4 WARD 5

Empileni community hall Ubombo sports centre (combo- court)

Access roads Cezwane sportsfield Gedleza skills centre


Mbukeni bridge Upgrade of Emasosheni sportsfield

Combo-court sportsfield Bhekindoda community hall

Mzinyeni Multi-purpose centre

Upgrade of Ezibukweni Sportsfield


Magugu Sportsfield Thekwane community hall Combo-court sports centre Upgrade of Ingwavuma town hall

Upgrade of Manyiseni sportsfield


Eziphosheni community hall

Nyamane sportsfield Oshabeni sportsfield Mfingose sportsfield Tshaneni hall


333

SECTION F:

FINANCIAL PLAN


334

F.1. PURPOSE

The purpose of this section is to outline the comprehensive multi-year financial plan that will

ensure long-term financial sustainability for the municipality.

A multi-year financial plan is essential to ensure that the municipality continues to

implement its mandate effectively without impairing its capital base. It will also enable the

municipality to move towards self-sufficiency in meeting the growing demands of service

delivery.

The focus here is to outline the role forecasting as a critical tool of local government

finance and to provide guidelines to strengthen local public finances in improving the

financial management. In particular, proper financial management must: adequately

control the total level of revenue and expenditure, appropriately allocate public resources

among functional areas and programs, and, ensure that departments operate as

efficiently as possible. This Plan is prepared in terms of section 26(h) of the Local

Government Municipal Systems Act, as amended, which stipulates that municipalities

must prepare a financial plan as part of their Integrated Development Plan. The three-

year Financial Plan includes an operating Budget and Capital budget, informed by the

IDP priorities. It takes into account the key performance areas of the IDP. All

programmes contained in the budget are reflected in the IDP. The key benefit of financial

planning and budgeting is that it gives stakeholders the opportunity to stand back and

review their organizational performance and the factors affecting operational

requirements.

These can include:

Greater ability to make continuous improvements and anticipate problems

Sound financial information on which to base decisions

Improved clarity and focus

A greater confidence in your decision making

In contrast with accounting records, which are retrospective, a financial planning or in

simple terms budgeting is generally a projection of future revenues and expenditures. At

a minimum, a financial plan is used to control financial transactions as well as a

management and planning tool. Because local government provides services, forecasts

are needed to plan for and control the receipt and expenditure of monies to meet these

ends.

BACKGROUND

A financial plan is prepared for a period of at least three years; however it is preferred

that it should be for over a period of five or more years

A multi-year financial plan is prepared to ensure financial sustainability of the

municipality, paying particular attention to the municipality’s infrastructure requirements.

It is also an important component of the municipality’s Integrated Development Plan.

The multi-year financial plan will also ensure that the municipality has greater financial

health and sustainability making it easier to collaborate on projects with other levels of

government and various public and private stakeholders. This will further enhance the

ability of the municipality to have access to more financing, funding and grants.

Municipalities require access to adequate resources and budgetary powers to fulfil their

assigned functions. Municipalities need to have access to adequate sources of revenue


335

– either own resources or intergovernmental transfers – to enable them to carry out the

functions that have been assigned to them. Municipalities should be encouraged to fully

exploit these sources of revenue to allow for realistic planning and should ensure

efficient allocation of these financial resources. The rural nature of the municipality and

the fact that 95% of all land are under Tribal Management have a serious effect on the

revenue base. Tribal land is exempted from property rates with the effect that the

Councils revenue collected from property rates are very limited.

LINKING THE IDP AND THE BUDGET

The general principle in constructing a municipal budget is that the developmental policy

proposals that are contained in the IDP of the municipality must be costed and budgeted for.

Having looked at the municipality’s IDP, you may want to verify whether priority issues have

also been budgeted for in alignment with the IDP documentation. This information should, at

least to some extent, be found in the municipality’s budget.

The IDP has been taken into a business and financial planning process leading up to the

2020/21 MTREF, based on the approved 2019/20 MTREF, Mid-year Review and adjusted

budget. The business planning process has subsequently been refined in the light of current

economic circumstances and the resulting revenue projections.

With the compilation of the 2020/21 MTREF, each department/function had to review the

business planning process, including the setting of priorities and targets after reviewing the

mid-year and second quarter performance against the 2019/20 Departmental Service

Delivery and Budget Implementation Plan. Business planning links back to priority needs

and master planning, and essentially informed the detail operating budget appropriations

and three-year capital programme.


336

F.2. 3 YEAR MUNICIPAL BUDGET

JOZINI MUNICIPALITY 2020-21 Final Budget Funding

2020/21 2021/22 2022/23

Equitable share 195 084 000,00 209 586 000,00 222 009 000,00

EPWP 2 746 000,00 -

FMG 2 800 000,00 3 000 000,00 3 200 000,00

Provincialisation of Library 905 000,00 935 000,00 981 000,00

Community Services Library Grant

4 281 000,00 4 582 000,00 6 357 000,00

Ward Based Plan 500 000,00

Rental of Facilities 849 118,00 894 970,37 943 298,77

Property rates 29 076 947,00 30 647 102,14 32 302 045,65

Refuse 3 725 642,00 3 926 826,67 4 138 875,31

Interest on investments 4 270 113,00 4 500 699,10 4 743 736,85

Interest earned - outstanding debtors

11 058 935,00 11 656 117,49 12 285 547,83

Licences 2 394 585,00 2 523 892,59 2 660 182,79

Fines 113 672,00 119 810,29 126 280,04

Other 487 988,00 514 339,35 542 113,68

Total 258 293 000,00 272 886 758,00 290 289 080,93

Mig 46 760 000,00 40 174 000,00 42 380 000,00

INEP 14 000 000,00 15 000 000,00 10 000 000,00

TOTAL 60 760 000,00 55 174 000,00 52 380 000,00

TOTAL REVENUE 319 053 000,00 328 060 758,00 342 669 080,93

2020-21 FINAL BUDGET EXPENDITURE

Sum of 2020-21 Final Budget

2021/22 2022/23




15 732 536,00 39 565 538,95 41 702 078,05


Debt impairment 21 675 961,00 16 582 092,94 17 477 525,96


19 539 767,00 20 594 914,42 21 707 039,80


Other materials 100 000,00 105 400,00 111 091,60

Property, plant and equipment

74 786 407,00 78 824 872,98 83 081 416,12

Grand Total 332 771 715,00 350 741 387,61 369 681 422,54

- 13 718 715,00 - 4 710 957,00 9 897 365,93

Funding from Cashed back Reserves

- 13 718 715,00


337

OPERATIONS AND MAINTENANCE COSTS OF MUNICIPAL FIXED ASSETS

The municipal has put aside 8% of the budget for Repairs and maintenance of municipal

assets.

PLANNED REPAIRS & MAINTENANCE

Project Name 2020/21 2021/22 2022/23

Repairs and maintenance of public toilets

R1 066 239.00

Repairs of sportsfields R5 000 000.00

Repairs and maintenance of access roads

R3 000 000.00

Repairs and maintenance of office buildings

-

Repairs and maintenance of community hall

R1 000 000.00

Repairs and maintenance of 121 res

R500 000.00

Maintenance of street lights R1 000 000.00

Purchase of plant R6 000 000.00

F.3. SOUND FINANCIAL STRATEGIES (REVENUE ENHANCEMENT

STRATEGIES & EXPENDITURE MANAGEMENT PLAN)

The municipality has put in place strategical measures in place to ensure that the financial

status of the Municipality is improved. These measures were shared during the recent

Strategic Planning Session which was held in January 2020.

These measures will ensure that the Municipality is not found to be underspending or

overspending on the budget that will be utilised towards service delivery in the next financial

year. The Municipality has existing structures which will continue to ensure that the budget

which has been set aside to better the livelihood of our people is monitored closely. These

structures include Budget Steering Committee, MPAC, Audit Committee, and Auditors which

are the soldiers guarding the monies of the communities whether they are being spend

accordingly.


338

F.4. PRIOR 3-YEAR OPEX

Row Labels Sum of 2020-21 Draft Budget

2021/22 2022/23




Debt impairment 21 675 961,00 22 846 462,89 24 080 171,89


15 732 536,00 16 582 092,94 17 477 525,96


18 839 767,00 19 857 114,42 20 929 398,60


Other materials 7 200 000,00 7 588 800,00 7 998 595,20

Property, plant and equipment 64 860 823,00 68 363 307,44 72 054 926,04

Grand Total 318 949 422,00 336 172 690,79 354 326 016,09

F.5. MTEF ALLOCATIONS

The Municipality’s expenditure framework for the 2020/21 Annual budget and MTREF is

informed by the following:

Given that one of the primary drivers of this budget is to keep tariff increases with the

inflationary envelope of 5.4 per cent, expenditure allocations in excess of the 2019/20

Adjustments budget are very limited.

Related to the above weakness the capital programme carries the risk of not ensuring

that the asset renewal strategy and backlog eradication is achieved in this budget;

Funding of the budget over the Draft medium-term is informed by Section 18 and 19 of

the MFMA;

Operational gains and efficiencies will be directed to funding the capital budget and other

core services; and

Strict adherence to the principle of “no project plans no budget”. If there is no business

plan no funding allocation can be made.


339

CASHFLOW


340

SECTION G:

ANNUAL

OPERATIONAL

PLAN (SDBIP)


341

7.1 ANNUAL OPERATIONAL PLAN (SDBIP)

The SDBIP marries the Performance Management System (as required under the Municipal Systems Act) with the budget and the IDP. Thus, the strategic direction mapped out in the IDP is matched with financial resources and delivery of services as specified in the PMS. The requirement for an SDBIP is stated in the MFMA, Section 69.3(a) and is the responsibility of the Accounting Officer or the Municipal Manager. It can of course be delegated under Section 79. Put simply the SDBIP allows the budget to be implemented fully as it identifies:

The Strategic Imperative – Through links with the IDP. The Financial Imperative – Through links with the budget. The Performance Imperative – Through links to the PMS.

The National Treasury Circular 13 describes in detail the approach to SDBIPs. Basically, there is a high level SDBIP for the purposes of high-level monitoring by stakeholders, backed by full detail all the way to the individual employee. Starting from the top (the MM), all staff operate under KPIs within the identified KPAs. In effect the SDBIP becomes the implementation tool for the budget and the basis for non-financial monitoring. At the highest level, every vote could be aligned to an IDP strategy and some KPIs. These then form the basis of future monthly and in year reporting. The state of play at iLembe is that the budget is already married to the IDP and performance indicators are developed for each vote or capital project.


342

JOZINI LOCAL MUNICIPALITY(KZ272)

SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN

(SDBIP)

2020/2021 FINANCIAL YEAR


343

Prepared by Jozini Local Municipality

Circle Street, Bottom Town, Jozini 3969

Tel: 035 572 1292

Fax: 035 572 1266

E-mail: [email protected]

Website: www.jozini.gov.za

KPA 1:MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENR:PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/21

KPANO

National KPA

Measurable

Objective/Output

Strategies

Performance Measure/Indicator (Unit of

Measure)

Demand

Baseline

(Previous Year Actuals

)

Annual

Target

Q1 Q2 Q3 Q4

Target Actu

al Budget'000

Target Actual Budget'0

00 Target Actual

Budget'000

Target

Actual

Budget'000

mailto:[email protected]

http://www.jozini.gov.za/


344

ID01

MU

NIC

IPA

L TR

AN

SFO

RM

ATI

ON

AN

D IN

STIT

UT

ION

AL

DEV

ELO

PM

ENT


efficient Strategic

Leadership of the

Municipality

To submit Council Oversight Committees functionality Reports by 30 June 2021

No of Council Oversight Committees functionality Reports

4 4 Four 100.00

% 100.00%

100.00%

1

ID02

To review and adopt all Municipal Policies & Strategies by 30 June 2021

No of Municipal Policies and Strategies reviewed and adopted by Council

65 8000% 0 80

ID03

To Develop workplace skills plan for efficient administration by 30 June 2021

Percentage of municipality's payroll budget actually spent on implementing Workplace Skills Plan

1% 1% 1% 0.25% 0.25% 0.25% 0.25%

ID04

To Prepare and adopt Employment Equity Plan 31 January 2021

No. of Employment Equity Plan adopted

1 1 1 1 1 EEP adopted

0


345

ID05

To Prepare and adopt organogram 2020/21 by June 2021

No. of Organograms prepared and adopted

1 1 1 1

1 Organogram prepared and adopted by Council

ID06 Enhance

and ensure effectivene

ss of the Informatio

n Communic

ation Technology

(ICT) systems

To Prepare and adopt ICT Procedures by 30 June 2021

No. of ICT Procedures prepared and adopted

1 1 1 1

1 ICT Procedures prepared and adopted

ID07

To Review and adopt ICT Charter by 30 June 2021

No. of ICT Charters reviewed and adopted

1 1 1

Quarterly progress report on ICT Charters Reviewed and adopted

Quarterly progress report on ICT Charters Reviewed and adopted

1 ICT Charters Reviewed and adopted


346

ID08 Covid-19

To Prepare and adopt Municipal Workplace Recovery Plan for Covid - 19 Pandemic by 30 June 2021

No of Workplace Recovery Plan developed and adopted by 30 June 2021 1 1 1

1 Workplace Recovery Plan developed and adopted

Quarterly progress report on Workplace Recovery Plan developed and adopted




347

KPA 2:GOOD GOVERNANCE & PUBLIC PARTICIPATION PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/21

NO. National

KPA

Measurable Objective/O

utput

Strategies Performance Measure/Indicator (Unit of Measure)

Demand

Baseline (Previou

s Year Actuals)

Annual Target

Q1 Q2 Q3


0 Target Actual

Budget'000


0

GG01

Rendering effective and efficient Risk Management

To develop adopt Risk Management Register by 30 June 2021

No of Risk Management Register developed and adopted

1 1

1 Risk Management Register developed and adopted

0

Quarterly progress on Risk Management Register developed adopted

Quarterly progress on Risk Management Register developed adopted

GG02

Rendering effective and efficient Performance Management

To Prepare and submit

Annual Performance Report to AG by 31 August

2020

No of Annual Performance Reports prepared and submitted to AG and relative authorities

1 1 1

1 Annual Performance report prepared

and submitted

0


348

GG03

GOOD GOVERNANCE AND PUBLIC

PARTICIPATION

To sign 6 Performance Agreements for Section 54 & 6 by 31 July 2020

No of Performance Agreements signed for Sec 57

6 6 6

6 Performa

nce Agreements signed

for Sec 57 for

2020/2021

GG04

To Update Litigation Cases Register by June 2021

Number of Litigation Cases Register updates

4 4 4 1 1 1

GG05

Rendering effective and efficient Audit Reports

To Present Audit Committee Reports to Council by 30 June 2021

No of Audit Committee Reports presented to Council

4 4 4 1 Put

Budget 1 1 0

GG06

Rendering effective and efficient IDP ; SDBIP & B2B

To Prepare and adopt 2021/22 Final IDP by 30 June 2021

No of Prepared and adopted 2021/22 Final IDP

1 1

IDP & Budget Process

Plan

Put

Budget

Strategic Planning Session

Prepare and adopt

draft 2021/22

IDP

GG07

To Prepare and adopt 2021/22 SDBIP by 28 days after the approval of

Prepare and adopt 2021/22 SDBIP by 28 days after the approval of the budget 2020/2021

1 1 1

Prepare and adopt draft 2021/22 SDBIP

0


349

the budget 2020/2021

GG08

To Prepare and adopt B2B Support Plan by 31 July 2020

No of Prepared and adopted B2B Support Plan

1 1 1 0

Quarterly

Progress Report

on Provincia

l B2B report

and Support

Plan

Quarterly Progress Report on Provincial B2B report and Support Plan

GG09

Rendering effective and efficient Communication Strategy

To prepare and adopt Communication Strategy by 30 June 2021

No of Communication Strategy prepared and adopted

1 1 1

Quarterly

progress Report

on Commun

ication Strategy prepared

and adopted

Quarterly progress Report on Communication Strategy prepared and adopted


350

GG11GG10

Rendering effective and efficient Operation Sukuma Sakhe(OSS)

To prepare and submit Operation Sukuma Sakhe(OSS) Implementation Reports

No of Operation Sukuma Sakhe(OSS )Implementation Reports( 2.6M) 4 4 4 1 1 1

PUBLIC PARTICIPATION

PP01

To prepare and adopt Public Participation Annual Plan for 20 wards by 30 June 2021

No of Public Participation Annual Plan prepared and adopted

1 1 1

1 Public Participation Annual Plan prepared and adopted

1.025m

Quarterly progress report on Public participation Plan for 20 wards

1.025m

1.025m


351

PP02

To develop and adopt Ward Base Plans 2021/2021 for all 20 Wards by 30 June 2021

No of Ward Base Plans 2021/2021 developed and adopted

20 20 20

PP03

To implement Municipal Library Services Programmes by 30 June 2021

No of Municipal Library Services implementation reports

1 1 1 1 Library Services

Plan 1.525m

Quarterly

progress Report

on Library

Services Plan

developed and

adopted

1.525

m

Quarterly progress Report on Library Services Plan developed and adopted

1.525m

PP04

To review and adopt Safety and Security Plan by 30 June 2021

No Safety and Security Plan reviewed and adopted

1 1 1 0


352

PP05

To implent Public Safety functionality by 30 June 2021

No of Public Safety functionality Reports submited ( Quarterly)=

1 1 1 Quartely Report:

Quartely Report

Quartely Report

PP06

To gazette Traffic By -Laws by 30 June 2021

No Traffic By Laws Gazetted

1 1 1 1 100

KPA 3: LOCAL & SOCIO -ECONOMIC DEVELOPMENT PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/21

NO National

KPA Measurable

Objective/Output


Demand

Baseline (Previous

Year Actuals)

Annual Target

Q1 Q2 Q3


353

Strategies Target Actual Budget'000 Target Actual Budget'000 Target

LED01

Loca

l Eco

no

mic

De

velo

pm

ent&

So

cial

Se

rvic

es

To respond to unemployment rate of Jozini

No of Reviewed and adopted LED Strategy by 30 June 2021

1 1 1

Tor's' Advert and Appointment of service provider

125 1st Inception report

125 Draft LED Strategy

LED02

Rendering effective & efficient Local Economic development services

To Ensure support through material and respond to poverty

The number of procured working equipment and material for SMME'S and Cooperatives by 30 June 2021

40 40 13 133 13


354

LED03


Number of Poverty Alleviation projects implemented by June 2021

120

LED04

Construction of Mkhuze Market Stalls completed by 30 June 2021

5 None 5

Advertise, Appoint Service Provider

Site establishment

500 Construction at a window level


LED05

Rendering effective and efficient Indigent register

To Review and adopt Indigent register by 30 June 2021

No of Indigent register reviewed and adopted by council

1 1 1

1 Indigent register

developed and adopted

Quarterly progress

Report on Indigent register


Quarterly progress

Report on Indigent register



355

LED06

To submit Indigent Burial Support Reports submitted to Council by 30 June 2021

No of Indigent Burial Support Reports submitted to Council

4 4 4 Quarterly Report:

R250.000

Quarterly Report:

R250.000

Quarterly Report: R250.000

LED07

To prepare and submit Special Programmes and Municipal enterprises Reports by 30 June 2021

No of Special Programmes and Municipal enterprises Reports

4 4 4 1 1 1

KPA 4: BASIC SERVICE DELIVERY PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/21

NO. National Measurable Strategies Performance Demand Baseline Annual Q1 Q2


356

KPA Objective/Output Measure/Indicator (Unit of Measure)

(Previous Year

Actuals)

Target

Target Actual Budget'000 Target Actual

Budget'000

SD01

BA

SIC

SER

VIC

E D

ELIV

ERY



Planning implementation of Basic services

Delivery

To Prepare and adopt Operations and Maintenance Plan

No. of Operations and Maintenance Plan s adopted by Council by 30 June 2021

1 1 1 1 R0.00

SD02

To Connect households through rural electrification by 30 June 2021

No of households connections

500 None 500

Appointment of Enginneer,survery, design, preparation of BOQ and procurement

R800 000.00

Excavation, plantation of poles, string MV lines, installation of pole box and meter box.

2m


357

SD03



Planning implementation

services

To tarred 1.2 kms road maintained by 30 June 2021

No of kms of tarred road maintained

1,2km None 1.2km

Appointment of Enginneer,survery, design, preparation of BOQ and procurement

R500 000.00 Tender and appointment of contractor

R300

000.00

SD04 To Mantain 100 streetlight by 30 June 2021

No of streetlight maintained

100 185 50 Preparation of Bill of Quantity, advertising,

R0.00

Appointment of contractor, Excavation & plantation of poles.

R100

000.00

SD05 To Mantain of 8 High Mast lights by 30 June 2021

No. of 8 High Mast lights maintained

13 5 8

Preparation of Bill of Quantity, advertising, appoinment of service providers

R0.00 2 R60 000.00

SD06 Rendering effective &

To Constuct 9 kms of gravel

No. of kms of gravel road

9 km None 9km Appointment of contractor, Site

1m Road formation nd preparation of base

1m


358



services

road by 30 June 2021.

constructed by 30 June 2021.

establishment

SD07




services

To construct1.3kms of tarred road by 30 June 2021

No of kms tarred road constructed by 30 June 2021

1 km 1 km 1 ,3km Appointment of contractor, Site establishment

R500 000.00 Road formation nd preparation of base

R500

000.00

SD08 To Construct 2 Youth Centers

No. of Youth centers constructed

2 None 2 Appointment of contractors, Site establishment

R800 000.00 Construction 2m

SD09 To Construct 7 Community Hall

No. of community halls constructed


2m Construction R4.00

SD10

To Construct Jozini

municipality offices

No. of offices constructed

1 None 1 Appointment of contractor, Site establishment

R400 000.00 Construction R800

000.00


359

SD11




services

To Construct of Sports Fields

No. of sports fields constructed


R200 000.00 Construction R500

000.00

SD12 To Maintain 3 sport fields

No. of sports fields maintained

3 3 3 Appointment of Enginneer,survery and design

R100 000.00 Appointment of contractors and

maintenance

R500 000.00

SD13

Effective implementation and spending on MIG projects as per approved

business plan by COGTA

To Spend 100% Budget for the capital projects

% of budget spent on capital projects

100% 100% 100% 5% 30%


360

KPA 05: FINANCIAL VIABILITY PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/2021

National KPA

Measurable Objective/Output

Strategies


Demand Baseline (Previous

Year Actuals)

Annual Target

Q1 Q2 Q3

Target Actual Budget'000 Target Actual Budget'000 Target Actual Budget'000

FV01

MU

NIC

IPA

L V

IAB

ILIT

Y A

ND

FIN

AN

CIA

L

MA

NA

GEM

ENT

No of Section 71 reports prepared and submitted to Mayor and PT

12

Twelve Section 71 reports prepared and submitted to Mayor and PT

12 Compile 3 reports for S71 reports

-

Compile 3 reports for S71 reports

- Compile 3 reports for S71 reports

-

FV02

No of Section 72 report Prepared & submitted to council

1 One section 72 report

1

Compile Section 72 (Mid-Term Report)

-


361

FV03

No of Section 52 reports prepared and submitted to council

4 4 reports 4 compile quarterly report

-

compile quarterly report

- compile quarterly report

-

FV04

No of monthly updates of investment register

12 12 12 3X Monthly Update

-

3X Monthly Update

- 3X Monthly Update

-

FV05

Rendering effective & efficient Financial services

No of Supply Chain Management reports to Mayor & PT

12

Twelve monthly Supply Chain Management Reports

12

Compile monthly & quarterly reports

-


-


-

FV06

No of Annual Financial Statements submitted to relevant authorities by 31 August 2020

1 2019/20 AFS 1 1

-


362

FV07

No of Draft Budgets prepared & tabled to Council & Submitted to PT

1 2020/21 Budget

1

Compile the Draft Annual Budget, Table the Budget to Council and submit to

-

FV08

No of adjustment budget reviewed and adopted by Council by 28 February 2021

1 2020/2021 Adjusted Budget

1

Compile and adopt adjusted budget

-

FV09

No of interim Financial Statements by 28 February 2021

1 1 1

Compile interim Financial Statements

0

FV10

No of Final Budget prepared & adopted by Council & submitted by 31 May 2020

1 2020/21 Budget

1

FV11

No of updates on assets register

12 12 monthly update

12 3X Monthly Update

-

3X Monthly Update

-

3X Monthly Update

-

FV12

No of Credit Reconciliation

12 12 Monthly updates

12 3X credit Reconciliation

-

3X credit Reconciliation

- 3X credit Reconciliation

-

FV13

No of debtors reconciliation

12 12 monthly updates

12 3X Debtors Reconciliation

-

3X Debtors Reconciliation

- 3X Debtors Reconciliation

-


363

FV14

No of contract register reviewed/updated

12 1 12 3X Monthly Update

-

3X Monthly Update

- 3X Monthly Update

-

KPA 06: CROSS CUTTING KPA 6: CROSS CITTING: PERFORMANCE MANAGEMENT SYSTEM ORGANISATIONAL SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2020/21

NO Measurable

Objective/Output Strategies


Demand

Baseline (Previous

Year Actuals)

Annual Target

Q1 Q2 Q3

Target Actual Budget'000 Target Actual Budget'000 Target Actual Budget'000


364

CC01 Ensure an integrated and aligned planning system through SPLUMA implementation

To Draft Land Use Scheme in line with SPLUMA by 30 June 2021

1 None 1

TOR's' Advert and Appointment of service provider

1ST Inception report

400

Public Participation and workshops

400

Draft Land Use Scheme document

CC02

Ensure provision of sustainable human settlements

To conduct quarterly housing Forum meetings by 30 June 2021

4 3 4 1 0 1 0 1 0 1

CC03

To prepare Housing quartley projects implementation Plan by 30 June 2021

4 3 4 1 0 1 0 1 0 1

CC04

Rendering effective & efficient Spatial Planning & Land Use Management Services & GIS

To Review and adopt Spatial development framework 2020/21 by 30 June 2021

No. of Spatial development frameworks adopted

1 1 1

Prepare of TOR, advertise and appoint SP

0

1ST inception report and squo report

0

Table draft SDF to Council for approval

0


365

CC05

Attendance of quarterly Provincial SPLUMA Forum and Work sessions

No of quarterly Provincial SPLUMA Forum and Work sessions attended by 30 June 2021

4 3 4 1 0 1 0 1 0

CC06

To Procure and installation of GIS Software & Hardware by 30 June 2021

No. of GIS Software & Hardware procured and installed

1 None 1 1 400

CC07

Rendering effective & efficient building control & enforcement services

To Procure of Building Plan Management Software by 30 June 2021

No. of Building Plan Management Software procured

1 None 1 1 50

CC08

Rendering effective and efficient integrated Waste Management

To Review and adopt Integrated Waste Management Plan by 30 June 2021

No of Integrated Waste Management Plan developed and adopted

1 1 1


366

CC09 To acquire Waste Truck by 31 March 2021

No of Waste Truck acquired

1 1 1 1 Put Budget

CC10

To develop and adopt Disaster management Framework Plan by 30 June 2021

No of Disaster management Framework Plan reviewed and adopted

1 1 1 0

CC011

To prepare and submit Disaster management Relief implementation Reports to Council by 30 June 2021

No Disaster management Relief implementation Reports submitted to Council

4 4 4 One 250 One 250 One 250


367

CC12

To prepare and submit Covid-19/ Disaster implementation Reports to Council by 30 June 2021

Covid-19/ Disaster Implementation Reports

4 4 4 One 2.5m 1 2.2m 1 2.2m

CC13

To develop and adopt Fire and Rescue Plan by 30 June 2020

No of Fire and Rescue Plans( Summer and Winter)

1 1 1 1(

Summer) 1( Winter)

CC14

To gazette Fire and Rescue By -Laws by 30 June 2021

No Fire and Rescue By -Laws gazetted

1 1 1 1


368

______________________________________________________________

__________________________________________

COMPILED & SUBMITTED BY MR. JA MNGOMEZULU MUNICIPAL MANAGER

DATE

______________________________________________________

___________________________________________

RECEIVED AND PPROVED BY HIS WORSHIP MAYOR

DATE CLLR. DP MABIKA – JOZINI LOCAL MUNICIPALITY


369


370

SECTION H:

ORGANISATIONAL &

INDIVIDUAL

PERFORMANCE

MANAGEMENT SYSTEM


371

H.1. INTRODUCTION AND BACKGROUND

Performance management is a strategic management approach that equips the Mayor, Municipal Manager, Heads of Departments, employees and stakeholders with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and review the performance of the institution against indicators and targets for efficiency, effectiveness and impact. The PMS entail a framework that describes and represent how the municipality’s cycle and processes of performance planning, monitoring, measurements, review, reporting and improvement will be conducted, organized and managed. The core elements of the system are:

• Organisational PMS;

• Section 57 Performance contracts;

• Employee Performance Appraisal System;

• IT System;

• Performance Audit Committee;

• Annual Report;

• Quarterly Reports

• Public Participation and internal and external communication mechanisms. The Performance Management Framework has been developed and the PMS policy has been updated and reviewed. The Municipal Manager and Managers directly reporting to the Municipal Manager has signed the Performance Agreements.

PERFOMANCE MANAGEMENT POLICY STATEMENT

Both the Performance Management Framework and Policy outlined the objectives and principles of Jozini Municipality PMS. The objectives of the Jozini PMS are aligned with the IDP strategic objectives which are in section D.

ORGANISATIONAL PERFOMANCE MANAGEMENT SYSTEM

Performance Management involves the setting of targets, and measuring the desired outcomes and activities undertaken to attain the targets of an organization. It also involves measuring the performance of the individuals who contribute towards the achievement of the strategic vision of the organization. For a Performance Management System to be successful it is imperative that:

• Top management and the Council take ownership of the development and implementation of the OPMS.

• All stakeholders understand and are actively involved in performance management processes.

• All officials are trained and take responsibility for performance management The IDP is linked to the PMS and as well as the five national KPAs being:

• Infrastructure and Services / Basic Service Delivery

• Socio-Economic Development / Local Economic Development (LED)

• Institutional Development and Transformation

• Good Governance and Democracy / Public Participation


372

• Financial Viability and Management

• Cross cutting Each organizational KPA is cascaded down to a level at which it could be allocated to the department and the specific individual Section 57 Manager who need to fulfill that functions. For each KPA, a KPI is derived in respect of each of the development priorities and objectives contained in the IDP and a performance target with a timeline for that particular function is assigned. In turn the Performance Contracts/Agreements of each Section 57 Managers enters into a Performance Contract with the municipality. The Performance Contracts are reviewed annually, in line with the requirements of that year’s strategy. The organizational scorecard for Jozini is attached. Performance Management Processes Key performance indicators have been refined in support of the municipality’s development priorities and objectives as set out in the revised IDP framework and will remain for the duration of the IDP period for consistency in measuring and reporting on long term strategies and projects. Measurable performance targets with regard to each of these development priorities and objectives were established. A process to ensure regular reporting is in place and is fed back to the Council via the Audit Committee.


373

H.4. BACK TO BASICS

8.1.4 ANNUAL PERFOMANCE REPORT

An annual report is prepared annually and one of the issues considered during the IDP review is the issues and challenges raised in the Annual Report.


374

SECTION I:

ANNEXURES


375

No. Sector Plan Completed? (Y/N)

Adopted (Y/N)

Adoption Date (if adopted)

Date of Next Review

1 SDBIP Y Y June 2020 2020/21

2 SDF Y Y June 2020 2020/21

3 Disaster

Management Sector

Plan

Y Y June 2020 2020/21

4 Ward Based Plans Y Y June 2020 2020/21