VULAMEHLO INTEGRATED DEVELOPMENT PLAN … INTEGRATED DEVELOPMENT PLAN 2008- 2009 2 1. Introduction Page 2. Situational Analysis 2.1 Locality and character of …

VULAMEHLO INTEGRATED DEVELOPMENT PLAN

2008-2009 1

1 Preface

Vulamehlo Municipality Private Bag X 5509 IDP Section

Scottburgh e-mail: [email protected] 4180 Tel: 039 974 0450 Fax: 039 974 0432 Tel. 039 974 0450 Cell: 082 928 1765

Fax. 039 974 0432 e-mail: [email protected]


2008- 2009 2

1. Introduction Page

2. Situational Analysis

2.1 Locality and character of the area 122.2 Vulamehlo profile 162.3

Page 3. Policy Framework and Development

Strategies

4. High Level Spatial Development Framework

1.1 IDP Preparation Process 6 1.2 Background to IDPs 61.3 Legislative Framework 111.4 MEC Comments on the 2006/2007 IDP Rev iew 13

Summary of key challenges 16 2.3.1 Socio-economic issues 16 2.3. 2 Health 17 2.3.3 Dependency on Social Grants 17 2.3.4 Empowerment of Youth, women and people wit1 Disabilities 17 2.3.5 Spatial Realities 17 2.3.6 Service delivery Backlogs 17 2.3.6.1 Water and Sanitation 17

2.3.6.2 Electricity 18 2.3.6.3 Housing 18 2.3.6.4 Road Infrastructure 18 2.3.6.5 Refuse Removal 18 2.3.6.6 Telecommunication 18 2.3.6.7 Community Facilities 18 2.3.6.8 Local Economic Development 18 2.3.6.9 Municipal Finance 20 2.3.6.10 Institutional Development 20

2.3.6.11 Governance 20

3.1 Introduction 203.2 National Policy context 20 3.3.1 Provincial growth and Developmental Strategy 22 3.3.2 Provincial Spatial and Economic developmental

Strategy 223.4 Municipal Strategy 24 3.4.1 Corporate Strategy 24 3.4.1.2 Vision statement 24 3.4.1.3. Mission statement 25 3.4.1.4 Values 25 3.4.2 Business Strategy 253.4.3 Implementation Strategy 27

4.1 Provincial and regional Context 434.2 Greater regional Economic context 434.3 Land Use Footprint 454.4 Settlement Patterns 464.5 Spatial Development Framework 464.5.1 Primary Development Corridors 464.5.2 Secondary Development Corridors 474.5.3 Tertiary Development Corridors 474.5.4 A System of Service Centres 474.5.4.1 Primary Serv ice Centre 474.5.4.2 Secondary Service Centres 484.5.4.3 Tourism Nodes 484.6 Land Use Management System 49


2008- 2009 3

6.1 Performing of Powers and Functions 62

5. Sector involvement

6. Municipal Transformation And Institutional Development

7. Local Economic Development

8. Financial Viability and Financial

5.1 Service Delivery 505.1.1 Targets and goals 50 5.1.2 Water and sanitation 505.1.2.1 Water services backlogs 505.1.2.2 Sanitation backlogs 505.1.3 Electricity 525.1.3.1 Key Interventions to address electricit backlogs 525.1.3.2 Free basic electricity 535.1.4 Housing 535.1.5 Refuse Removal 545.1.6 Municipal Roads 555.1.7 Infrastructure Development plan 575.1.8.1 Cemeteries and Crematoria 575.1.8.2 Public Libraries 575.1.8.4 Community Halls and multipurpose centres 585.1.8.5 Local Sport Facilities 585.1.8.6 HIV and AIDS 595.1.8.7. Public Transport Issues 595.1.9 Environmental management 60

5.1.10 Disaster management

6.2 Institutional Arrangement 656.2.2 Human Resources development Policies

and Strategy 66 6.3 Analysis of Organogram and vacancy Rates 66

6.4 Skills Development 71 6.5 Various Policies and Bylaws 71

6.6 OPMS 716.9

7.1 Introduction 7.2 The role of Government in LED 727.2.1 Enabler 727.2.2 Connector 727.2.3 Stimulator 727.3 Competitive and comparative advantages 737.3.1 SOWT Analysis 737.4 Economic Sector Analysis 757.4.1 Agriculture 757.4.2 Land Issues 767.4.2.1 Land Sales 777.4.2..2 Land Reform 777.4.3 Tourism 807.4.4 Commerce and Industry 807.4.5 Small scale Business 80

7.4.6 Government Services 807.4.7 Manufacturing 807.4.8 ASGISA 817.4.8.1 Increase Investment 817.4.8.2 Facilitating economic activity within a second

economy 817.4.8.3 Social serv ices Income Support and Human

development 817.4.8.4 Improv ing State capacity 817.4.9 Skills Development 827.4.10 LED Institutional Capacity 827.4..11 Social Partners 83


2008- 2009 4

Management

9. Good Governance and Community Participation

10. Special programmes

References

MAPS

ACCRONYMS

ASGISABEFCDWsCFDEAT

DFADFIDDLGTA

DoHDoLDTIEMP

8.1 Service Delivery and Budget Implementation 838.2 Revenue management and billing system 838.3 Expenditure reports 838.4 Debt Recovery Plan 838.5 Budget and IDP link 838.6 Supply Chain Management 84

9.1 Ward committees and IGR structures 849.2 Anti-corruption Strategy 859.3 Communication Participation Strategy 85

10.1 Project Consolidate 87

EPWP Contractor Learnership ProgrammeDFID, 2005, “Sustainable livelihood approaches”, IDP Guide PacksUgu District IDPP.J. Harrison, 1998 “Re-imagining Planning”, UNDStatistics SA 2001 CensusVulamehlo LED StrategyVulamehlo Housing Sector Plan

Vulamehlo Agricultural Sector PlanVulamehlo Land Use Management SystemMTEFs presentations by sector departmentsEPWP GuidelinesHuman Settlement Redevelopment Pilot Programme –Socio Economic Study (2003)Dududu Ward 6 Socio Economic Situational Analysis

Ward MapLocality MapLand Legal Context MapSDF MapLUF MapHousing MapScheme Plan Dududu VillageScheme Plan Phase 1

Accelerated Shared Growth Initiative of SABusiness Enabling FundCommunity Development WorkersCommercial FarmersDepartment of Environmental Affairs and

TourismDevelopment Facilitation ActDepartment for International DevelopmentDepartment of Local Government and

Traditional AffairsDepartment of HousingDepartment of LabourDepartment of Trade and IndustryEnvironmental Management Plan

1.2.3.4.5.6.7.

8.9.10.11.12.

13.


2008- 2009 5

EPWPEPWP PSCESDPFBSHHIDPIDPRFISRDP

KPAKZNLCFLUFLUMSLRADMIGMSIGMPAMDGNSDPPC

PCPMU

PGDS

PMSPSEDS

RDP

SchemeSLASFSDFSEDASMMEs

SUMMITTATKZNTORsVMUYF

ABBREVIATIONS OF LEGISLATIVE ENACTMENTS

The ConstitutionThe MSAThe Structures ActDFADMAMFMA

NEMA

Conservation Act

Water Services ActProperty Rates ActThe OrdinanceKLAA

1. Introduction1.1 IDP Preparation Process

Expanded Public Works ProgrammeEPWP Prov incial Steering CommitteeElectric ity Sector Development PlanFree Basic ServicesHouseholdsIntegrated Development PlanIDP Representative ForumIntegrated Sustainable Rural Development

ProgrammeKey Performance AreaKwaZulu-NatalLocal Competitiveness FundLand Use FrameworkLand Use Management SystemLand Redistribution ProgrammeMunicipal Improvement GrantMunicipal Systems Improvement GrantMunicipal Plan of ActionMillennium Development GoalsNational Spatial Development PerspectiveProject Consolidate

Project Consolidate Project Management Unit

Provincial Growth and Development Strategy

Performance Management SystemProvincial Spatial Economic Development

StrategyReconstruction and Development

ProgrammeLUMS SchemeSustainable Livelihood ApproachSubsistence FarmersSpatial Development FrameworkSmall Enterprise Development AgencySmall Medium Micro-Enterprises

District Growth and Development SummitTraditional AuthorityTourism KwaZulu-NatalTerms of ReferenceVulamehlo MunicipalityUmsobomvu Youth Fund

WSDP Water Services Development Act

South African Constitution Act 106 of 1996Municipal Systems Act No 32 of 2000Municipal Structures Act No 117 of 1998 Development Facilitation Act No of Disaster Management Act No 57 of 2002Municipal Finance Management Act No of

2000National Environmental Management Act No

107 of 1998Environmental Conservation Act No 73 of 1989Water Services Act No 108 of 1997Property Rates Act NoTown Planning Ordinance No 27 of 1949KwaZulu Land Affairs Act No 112 of 1992

In terms of Section 25(1) of the Municipal Systems Act, 32 of 2000:

each municipal council must, within a prescribed period after the


2008- 2009 6

start of its elected term, adopt a single, inclusive and strategic plan

for the development of the municipality which –

(a) links, integrates and coordinates plans and takes into

account proposals for the development of the municipality;

(b) aligns the resources and capacity of the municipality h

the implementation of the plan;

(c) forms the policy framework and general basis on which

annual budgets must be based;

(d) complies with the provisions of this Chapter (Chapter 5); and

(e) is compatible with national and prov incial development

plans and planning requirements binding on the municipality

in terms of the legislation.

The Vulamehlo Municipality is of necessity responding to this call by

compiling the 2007 – 2012 IDP. This IDP will be subjected to annual

reviews as required in terms of legislation going forw d. The

concept of an IDP needs further unpacking. The section below will

try to define integrated development planning and to set the scene

for the development of the IDP taking into account various

international, national and provincial prerogatives th t have a

bearing on the municipal business.

: The IDP is defined as a principal strategic

planning instrument which guides and informs all plann ng and

development, and all decisions with regard to planning,

management and development in the municipality.

It binds the municipality in the exercise of its executiv e authority,

except if the IDP is not in line with national or prov ncial legislation, in

which case such legislation prevails. It also binds al her persons to

the extent that those parts of the IDP that impose duties or affect

the rights of those persons have been made into a bye-law.

The above statement portrays the IDP as a forward planning tool

and clearly affords the IDP a legal status and legal teeth. It also

implies that the IDP imperatives should transcend the day-to-day

business of the municipality.

The compilation of the current IDP symbolises the beginning of what

has been loosely called ‘the second round of IDPs’. There is an

expectation that the IDP process during the current IDP cycle should

display a level of maturity by taking advantage of the lessons learnt

from the previous term of local government going forward. The

message is now clear from the powers that be - ‘it is not business as 1.2 Background to Integrated Development Planning

IDP: legal definition


2008- 2009 7

usual’. This is the spirit with which municipalities are expected to

execute their mandate.

Indeed the IDP process has been fraught with challenges but some

successes have also been recorded in the midst of those

challenges. The seed has been firmly planted in terms of

entrenching strategic planning and related methodologies in the

local government arena in the form of IDP.

The status of the IDP has also been elevated as it is w seen as a

plan of government as a whole. So while the IDP is informed by the

national and provincial programmes, the opposite is also true in that

government interventions must respond to the real concerns of the

people, which needs are of necessity expressed in the IDP.

This IDP seeks to draw on a number of strategies that ve been

crafted as part of various government interventions at all le els. The

guiding factor is of course to synchronise and adopt t se strategies

to the Vulamehlo situation. This approach acknowledges the fact

that Vulamehlo is both an implementer in its own right and conduit

through which national and prov incial programmes are

implemented.

The diagram overleaf provides a schematic presentation of the IDP.

It reflects the IDP as a melting point for all government interventions.

The diagram highlights key sector plans and programmes that the

IDP. The right hand side of the diagram depicts the le of

Vulamehlo Municipality (i.e. coordination and implementation) of

various sector plans. The left hand side of the diagram reflects that

the IDP is also informed and aligned to the provincial and national

programmes or interventions.

NB: Institutional arrangement to be geared to support plementation


2008- 2009 8

NB: Translation of IDP strategic objectives into space (spatial referencing

It is common knowledge that various planning tools wer v iously

used to repress, control and marginalise some sectors the

population. The introduction of the IDP as a planning tool took place

against the backdrop of entrenched scepticism around v rious

planning tools. However planning is generally done in any ways

and its objectives vary in different parts of the worl

VULAMEHLO INTERGRATED DEVELOPMENT PLAN

Private OrgansNGOsCBOsSector dep

VULAMEHLOMUNICIPALITY

(Powers & Functions)

1. Implementation 2. Facilitation3. Monitoring4. Evaluation5. Lobbying

Provincial Department

NationalDepart

Housing Sector Plan

Agriculture Sector Plan

FinancialPlan

EMP

LED

Electricity

Transport Plan

WaterC

OO

RD

INA

TIO

N

ALIGNMENT


2008- 2009 9

In South Africa, for instance, Harrison (1998) argues at the current

stated objectives of contemporary planning are the ext nsion of

housing, services and infrastructure provision to area of previous

disadvantage, and the integration of areas that were spatially and

administratively fragmented under the previous regime. It is argued

that these concerns are captured in the notion of Integrated

Development Planning (IDP). Therefore the IDP approach is now the

dominant paradigm within South African planning even though the

other forms of planning remain important.

The core values and approaches that inform and define he IDP as

an overall approach to planning and development emerged from

a myriad of processes including, but not limited to, the RDP all of

which have had a profound impact in terms of shaping the South

African legal terrain, development trajectory and governance post

1994 with, of course, varying degrees of success.

The latter values seek, as it were, to respond to the cio-economic,

spatial and political abnormalities characteristic of the South African

landscape prior to 1994, in particular, and to the present era to

some degree as the national transformation agenda cont es. In

this regard, Harrison (1998) correctly points out that in South Africa,

planning ( ) might therefore be described as an instrument to

overcome the physical or spatial dimensions of the inequities and

divisions promoted under apartheid.

Moreover, the values that the country is aspiring to n w as

expounded in various policies and legislative enactments are, to a

large degree, consistent with the so-called universal values and

international progressive thinking on development and governance.

The African Renaissance as well, which is in essence a vanguard of

African values, has also given impetus to the latest trends in

governance perspectives.

It is now common cause, for instance, that the values and methods

inherited from previous regimes such as, top-down and silo-based

approaches to development’, have often had an effect of stifling

development through the creation sometimes of unnecess y red

tape, interventions that do not respond to the real needs of the

people, de-politicisation of people, abuse of power, the destruction

of the environment, minimal developmental impact stemm g from

uncoordinated interventions, duplication, etc.

The values of accountability, transparency, co-operative

governance, integration, coherence, bottom-up and people-

centred or driven approaches to development etc. on the other

hand seek to counter the above negativities and bring bout the

IDP


2008- 2009 10

optimisation of resources and the redressing of the past imbalances

through, inter alia, maintaining a balance between gro th and

development. The latter values have now been institutionalised

through various legislative mechanisms and have become a critical

component of the regulatory env ironment.

The promulgation of the South African Constitution therefore

signified the codification of values that are, as it w meant to

underpin the struggle for fundamental political, social and

economic change thus entrenching the theoretical found

and aspirations of, for example, the RDP and other related

programmes. This is despite the wide held misperception about the

failure of the RDP.

The IDP approaches seek to entrench these principles.

The constitution is a point of entry for any quest to understand the

legislative framework pertaining to local government a it is

premised as the supreme law of the land as opposed to he

parliamentary supremacy tradition of the authoritarian states. This

invariably means that any legislative pronouncement that is

inconsistent with the constitution is invalid and of no force and

effect.

The constitution mandates and provides for three spheres of

government all of which are autonomous, interdependent and

interrelated. This signifies a turning point in the history of governance

in this country as local government is now accorded th same status

as the other spheres of government.

The municipal council is now vested with executiv e and legislative

authority within its area of jurisdiction. But on the same vein, it is also

cautioned to exercise and execute its mandate within the

parameters and confines of the national and provincial legislation

such that if there is a conflict between various legislative provisions,

the provincial and national legislation shall prevail over local

government byelaws etc not unless the former legislation is

inoperative.

Section 152 of the Constitution sets out the mandate o local

government. Municipalities are enjoined to carry out heir duties in

an open manner and are accountable to their customers. In going

about their day-to-day business, municipalities must promote

sustainable social and economic development, safe and althy

env ironment, and encourage stakeholder participation.

1.3 Legislative Framework


2008- 2009 11

Section 153 of the Constitution calls on municipalities to be

developmental in their orientation and to uphold natio l and

provincial programmes in the spirit of co-operative governance. This

refers to government interventions such as NSDP, PGDS, DS, ASGI-

SA, etc. The founding constitutional provision for the three

categories of municipalities is section 155. The Vulamehlo

Municipality is therefore categorised as Category B municipality. The

constitution further provides for the promulgation of nabling

legislation to effect the constitutional pronouncements and

aspirations pertaining to local government.

A number of Acts have since been enacted to giv e content to the

above clauses. The White Paper on Local Government (19 ) was

the first policy document to define key developmental oles and

responsibilities for local government and to claim a pla and make

a strong case for integrated development planning at l al level.

The White Paper was soon to be followed by a series of Acts aimed

at regulating municipalities. These are the Systems Ac , Structures

Act, Municipal Demarcation Act, Municipal Finance Management

Act and the Property Rates Act. All of these Acts cons itutes the

regulatory environment for local government.

The Systems Act is particularly focussed on the IDP pr ss. The Act

reminds and sensitise municipalities about their constitut al

mandate as outlined above. It also sets out and defines the content

of an IDP including the legal process for the IDP formulation and

annual review. The IDP process plan is therefore a critical legal

requirement towards the overall IDP formulation and re w

processes.

The Systems Act also provides for checks and balances n the sense

that municipalities are required to submit IDPs to the MEC in the

province for comment within ten days of adoption thereof.

Moreover the MEC is empowered to refer the IDP back to council if

it does not meet or contravenes certain legal prescripts within 30

days of submission.

In preparing its IDP, the Vulamehlo municipality was guided by the

comments and recommendations received from the DLGTA during

the assessment of the 2006/07 IDP. The following is a ummary of the

issues raised by the MEC:

1. The municipality needs to clearly reflect as to which

functions are assigned and performed by the municipality.

2. The municipality is advised to finalise its OPMS frame ork

and incorporate it into the IDP.

1.4 MEC Comments on the 2006/2007 IDP Review


2008- 2009 12

3. The organogram of the municipality clearly highlighting

vacancies for section 57 employees also needs to be

factored into the IDP.

4. The municipality is also advised to develop a communic ion

strategy.

5. The HRD strategy also needs to be developed and reflected

on the IDP.

6. The finalisation of the LED plan also needed to be attended

to.

7. The municipality has also not managed to compile a

detailed financial plan.

8. The municipality was also advised to compile an

infrastructure investment plan and to finalise it hous ng sector

plan. This also included the reviewing of the SDF.

The municipality has since attended to these tasks and will continue

to do so during the current and outer financial years.

The Vulamehlo Local Municipality (KZN 211) forms part of the Ugu

District Municipality (DC21). It is located south of the eThekwini

municipality and is bordered by Umdoni to the east, Mkhambathini

and Richmond to the north and Ubuhlebezwe to the west. It was

established in 2001 with limited existing capacity at the time.

The municipality is characterised by incisive valleys, river systems,

hilly and broken terrain. The fragmented and steep top phy has

limited development in the area and greatly determined settlement

patterns. The major riv er systems within the area are the uMkhomazi,

Mpambanyoni and Mthwalume rivers. The other perennial rivers

which flow through Vulamehlo include Nungwane, Lovu, Msimbazi,

Mzimayi, uMzinto and Mkhumbane Rivers.

The Vulamehlo Municipality largely comprises of traditional areas

under the Vulamehlo House of Traditional leadership made up of

Izimpethu Zendlovu, Mandleni, Mbhele, AmaNyuswa, Qiko,

Zembeni, and Ukuthula. There are, however, three other traditional

houses which form part of Umbumbulu Traditional house mely

Thoyana, Maphumulo and Isimahla traditional houses also forming

part of the Vulamehlo Municipality (refer to land legal context map)

The traditional settlement areas located in the Northern parts of

Vulamehlo (falling under the uMbumbulu stream) are sep ated

from the rest of the municipality by the uMkhomazi River. With

regards to development form, there is an almost equal split of l d

between commercial agriculture and traditional settlem areas.

2. Situational Analysis

2.1Locality and character of the area


2008- 2009 13

43%

2%

55%46%

48%

Commercial Agriculture

Nature Reserve

Imiz i

Important areas of bio-divers ity

Traditional Authorit ies

Land Use/Resource

Area

Area (Ha)

% of Municipal

Area

Municipal Area (Ha)

Economic: Commercial Agriculture and High potentialagricultural areas

42,023.15 97,352.02

Economic / Environmental Management: Nature Reserve

2,187.30 97,352.02

Imizi / Subsistence Agriculture

53,141.05 97,352.02

Important areas of bio-diversity

45,062.25 97,352.02

Traditional Authorities

46,569.47 97,352.02

1. 43%

2. 2%

3. 55%

4. 46%

5. 48%

The above table demonstrates that approximately 48% of the area

is held under communal ownership through traditional a ties

and is administered together with the Ingonyama Trust d. The

balance of the area is priv ately owned, except for Vernon Crookes

Nature Reserve, which is managed by KZN Ezemvelo Wildlife.

The pie chart also depicts the information set out in the above table.

It also confirms the abovementioned split.

Land use typo logy


2008- 2009 14

2.2Vulamehlo Profile


2008- 2009 15

Extent of the Vulamehlo Municipal area Population (Statistics SA 2001)Population Density (people/km2)Population Group (%)

Black African Coloured Indian White

Male Population (%) Female Population (%) Municipal Age profile

Dependency Ratio (No. of people dependent on economically active group)HIV/AIDS status (% infected across District)Education Levels

Employment (out of labour force)Financial Grant Dependency (municipality)Number of Municipal Wards Number of Councillors (10 Ward & 10 Proportional Representation)Number of Traditional Authority AreasService Backlogs (% people with no access)

WaterSanitationElectricity

Description: Vulamehlo Municipality (KZ 211) - local municipality falling within Ugu District (DC 21)

973 km283 039

74

99 %0.3 %0.3 %0.2 %46 %54 %

0 to 4 13 %5 to 19 42 %20 to 64 38 %Over 65 5 %

60%

40%No Schooling 23 %Grade 12 9 %Unemployed 24 %

100%1020

10

72 %65 %80 %

Source: DLGTA


2008- 2009 16

2.3 Summary of key challenges

2.3.1 Socio-economic issues

Structure of Vulamehlo Economy based on employment

Economic sector No. of people

employed

Percentage of total

The Vulamehlo municipality is characterised by high le els of

poverty, a vast backlog of basic services and low skills base resulting

from inadequate levels of education and training. A large

proportion of the population is very poor, with low le els of

employment, limited and irregular household incomes. The

unemployment rate is 24%. This unemployment rate is slightly lower

than the country’s 26.4% unemployment rate. The highes

employment sector is agriculture which provides 36.4% of

employment in the municipal area. Mining and quarrying is the

smallest employer with 0.3% of employment found in this sector.

Employment centres are located at some distance from t

municipality, and most of the employed population regularly

commute long distances to other economic centres, such as

Scottburgh, Port Shepstone, Durban, Ixopo, other towns along the

South Coast, as well as Pietermaritzburg and Johannesburg.

Dududu village currently fulfils the role of an administrative and

social services centre for a large part of the municipality, but still

requires substantial development and improved access t compete

with nodes outside the municipality. Besides, Dududu is not easily

accessible from all areas within the municipality.

The dispersed, low-density settlement pattern, makes the provision of

physical and social infrastructure (roads, water, elec ricity, clinics,

schools, and police stations), and the costs of instal maintaining

and operating infrastructure very high.

Steep riv er valleys and hilly terrain create obstacles to accessibility

and limit the extent of agricultural production. Weak oad and

communication linkages exacerbated by hilly topography, with few

tarred surfaces and few bridges across rivers are problematic. In

particular, north-south linkages are very poorly developed within

and beyond the sub-region.

Agriculture, hunting,

Forestry & Fishing

2082 36.4%

Undetermined 811 14.2%

Community, Social &

Personal services

805 14.1%

Private Households 544 9.5%

Wholesale & Retail

Trade

462 8.1%

Manufacturing 370 6.5%

Transport, Storage 7 218 3.8%


2008- 2009 17

communication

Construction 205 3.6%

Financial Insurance,

Real Estate &

Business services

171 3.0%

Electric ity, gas, &

water Supply

30 0.5%

Mining & quarrying 18 0.3%

TOTAL EMPLOYED 5716 100%

Source: Stats SA

There is no hospital within Vulamehlo suffice to say that there are

four fixed clinics and 26 mobile points. There are a n mber of

medical conditions that have been identified by the de artment of

health, the details of which are set out in the analys section.

A significant number of local residents are not economically active

and there is a high level of unemployed people who put strain on

those who are employed. This is coupled with over-dependency on

grants particularly the youth and elderly. In terms of the Municipal

status report compiled in 2004 the dependency ratio is

approximately 60%.

The analysis of the population demographics shows that the youth

makes up the bulk of the population. This invariably means that the

municipality has to prioritise the issues of, inter al skills

development, job creation, sports and recreation. Ther are

structures that have been put in place to deal specifically with

matters affecting vulnerable groups, namely women and youth

council structures.

The municipality is characterised by difficult topogra dispersed

settlement patterns. This makes it extremely difficult to render

serv ices. The proximity of the area to Durban and other big centres

has not yielded any positive spatial results to the mu y.

Instead the problem of economic leakage to these neighbouring

areas continues to pose a challenge to the municipality’s economy.

Whilst a number of communities still do not have acces to clean,

drinking water and decent sanitation, the district has made

significant inroads in terms of eradicating backlogs. e water

2.3.2 Health

2.3.3 Dependency on social grants

2.3.4 Empowerment of youth, women and people with

disabilities

2.3.5 Spatial realities

2.3.6 Service delivery backlogs

2.3.6.1 Water and sanitation


2008- 2009 18

backlog remains at 16.7% while the sanitation backlog s 14.9%.

However there is an issue of water schemes that are cu rently not

operational.

The prov ision of electricity has been identified by th community as

a number one priority. At this stage, no new connections are being

done as the existing infrastructure does not have spare capacity to

accommodate new developments or connections.

To this end a need for the construction of electricity sub-stations and

/ or upgrade of existing ones has been identified. In ary,

capacity constraints in terms of the existing infrastructure, illegal

connections and poor accessibility of areas are some of the

challenges that will make it difficult for the municipality to meet the

set targets for the eradication of electricity backlogs.

The municipality has developed a housing development plan (HDP).

In terms of the HDP, there is a backlog of 15586 housing units to be

built within the next five years. There are three existing housing

projects, namely, Dududu, Isimahla and Mdumezulu. Two of them

are due to be completed in the 2007/2008 financial year. This will

reduce the backlog by a third.

The current SDF has identified the improvement of linkages within

the municipality and beyond as a catalyst to economic

development. At present there are poor road networks and the

access roads are in bad condition. This has serious im lications for

serv ice delivery and economic development.

The municipality has an access road upgrade programme. wever

the demand for this service outweighs the current capacity of the

municipality in terms of human and financial resources.

Whilst the municipality is not at this stage rendering this service, a

feasibility study has been done to determine the need. The said

feasibility study report has estimated waste streams as follows:

Clinics No 4 4,4 m3 264kg

Institutions No. 5 0,51 m3 30kg

Shops & Restaurants No. 3 15,12 m3 907kg

2.3.6.2 Electricity

2.3.6.3 Housing

2.3.6.4 Road infrastructure

2.3.6.5 Refuse removal

General waste

Source Estimated

volume/week

Estimated

mass/day


2008- 2009 19

Vernon Crookes No. 1 1,5 m3 90kg

Total 1291kg

Clinics 216l/week N/A

Based on the above the estimated daily mass of general

waste generated in the Municipality is 21, 7 tonnes.

Except for a small percentage which is moved off site

and disposed of at the regional landfill, the waste is

disposed of on site by burning.

The relatively small amount of medical waste generated,

is removed from the area and disposed of elsewhere.

Telecommunication infrastructure remains one of the major

challenges. However, network coverage even in deep rural sections

of the municipality, has improved as a result of the newly installed

cell masts in most parts of the municipal area.

The municipality is yet to map out existing community ties

through the use of GIS within its area of jurisdiction But during the

IDP consultative meetings, the provision of, for insta e, sporting

facilities, cemeteries, resource centres etc, was identified as a

critical area that needs to be attended to by the local authority.

The need for focussed LED interventions cannot be over phasised

in Vulamehlo. The municipality is currently experienci g a negative

growth rate and the unemployment levels are at a recor high. A

LED plan has been developed and is being implemented.

The major challenge is the funding for implementation particularly of

the anchor projects. Same goes for the agricultural de elopment

plan which needs implementation. The municipality is also struggling

to roll out a skills development programme and to attr

investments and retain existing businesses. The agencies that are

tasked with providing business advisory services and s capital to

SMMEs are currently not reaching Vulamehlo and are mos ly

concentrated in big centres such as Port Shepstone.

2.3.6.6 Telecommunication

2.3.6.7 Community facilities

2.3.6.8 Local economic development


2008- 2009 20

2.3.6.9 Municipal finance

Institutional development

2.3.6.11 Governance

3. Policy Framework and Development Strategies

3.1 Introduction

3.2 National Policy Context

The municipality is 100% grant dependent. A number of venue

generating strategies need to be identified and implemented to

change the status quo. The municipality is also struggling to

implement the Property Rates Act.

The organogram for the organisation has been rev iewed nd this

has enabled the municipality to come up with an instit ional plan.

However there needs to be a realisation that the latter institutional

plan is a liv ing document and requires constant review. With the

grading of the municipality having been lowered and the current

high staff turnover, it is going to be difficult for the municipality to

fully implement the IDP. It does not look like the municipality’s staff

capacity to implement its IDP is likely to be beefed up in the near

future due to budgetary constraints.

Ward committees have been established but are currentl not

effective. The IGR structure has been established and is meeting

regularly. Capacity building for these structures is critical in terms of

achieving what they are set out to achieve.

The strategic framework is pitched at three levels, namely, National,

Provincial and local levels. This approach is in line h

intergovernmental planning principles which seek to enforce the

notion of co-ordination and integration with a view to working

towards a common national v ision as set out in the NSDP.

The NSDP was launched by the Presidency in May 2003. The NSDP is

an overarching national policy directive which seeks t

contextualise and provide a framework for future spatial

development. It provides a common purpose for government and is

aimed at identifying key areas to achieve positive spatial outcomes

with government spending.

The Government’s national spatial v ision has been crafted as

follows:

2.3.6.10

“South Africa will become a nat ion in which investment in

infrastructure and development programmes support gove nment’s

growth and development object ives:


2008- 2009 21

Ø

Ø

Ø

Ø

v

v

v

v

By focussing economic growth and employment

creation in areas where most effective and sustainable

By supporting restructuring where feasible to ensure

greater competit iveness

By fostering development on the basis of local potential

By ensuring that development institutions are able to

provide basic needs”

The basic principles of the NSDP that underpin the latter vision are as

follows:

Economic growth is a prerequisite for the achievement of other

policy objectives, key among being poverty allev iation

Government spending on fixed investment, beyond the

constitutional obligation to provide basic services to all citizens

e.g. water, electricity, health and education facilities, should be

focussed on localities of economic growth

Efforts to address the past and current social inequalities should

focus on people and not places

In order to overcome the spatial distortions of apartheid, future

settlements and economic development opportunities should

be channelled towards the activity corridors and nodes at are

adjacent to or link the main growth centres

As an instrument for policy co-ordination, the NSDP is premised on

the notion of co-operative governance and healthy

intergovernmental relations among the three spheres of

government. The synchronisation of the IDPs to NSDP is a critical

success factor for the implementation of the NSDP.

The Ugu DM and the LMs are participating in a pilot project which

seeks to test the application of the NSDP at local lev l. This project

has seen the municipalities and other stakeholders reaching

consensus on the major issues facing the district and lso agreeing

on interventions necessary to operationalize the NSDP. This shared

intergovernmental understanding on issues and priority actions has

now enabled Vulamehlo to better define itself within t Ugu District

family.

The Vulamehlo Municipality is one of the localities wi the district

that is hardest hit by high unemployment levels, poverty, negative

economic growth, low tax base as well as low skills ba . The

municipality has to deal with these issues in the context of dispersed

settlement patterns and severe services backlogs.

Application of the NSDP to Vulamehlo


2008- 2009 22

To further frustrate developmental efforts is a lack of credible

statistical information to base assumptions and interv s. The

municipality is also characterised by a strong rural component even

though areas such as Dududu are beginning to show semi-urban

characteristics. The current landownership patterns ar not as

conducive to development and the development potential of

various land parcels is yet to be mapped out and under tood.

However there are areas and sectors that demonstrate p ential. It

is now commonly agreed that agriculture and tourism are the

promising sectors within Vulamehlo. Retail and public v ices are

also sectors that the municipality needs to facilitate densification in

strategic nodal points.

The PGDS is a provincial policy directive, which builds on and

compliments the NSDP but also add detail by taking into account

provincial specific challenges and priorities. The pro cial priorities

are identified as:

Sustainable governance and service delivery

Sustainable economic development

Integrating investment in community infrastructure

Developing human capability

Developing comprehensive response to HIV/AIDS

Fighting poverty and protecting vulnerable groups in

society

The municipality needs to craft its IDP and LED programmes

around these cascaded national and prov incial policies This will

ensure that there is common understanding of issues that need

to be addressed. This in turn will go a long way in co-ordinating

government efforts around eradicating underdevelopment and

thus bring about prosperity in an integrated fashion.

By way of introduction it is important to set out the rationale

behind the crafting of the PSEDS:

The following problem statement captures the misnomer s

identified by the crafters of the PSEDS:

There is a disconnect between national, prov incial and

municipal planning

3.3 Provincial Policy Framework

3.3.1 Provincial Growth and Development Strategy

Relevance to Vulamehlo

3.3.2 Provincial Spatial and Economic Development

Strategy

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Ø

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Ø

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Ø

Ø


2008- 2009 23

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Ø

Weak understanding of the geographic profile of the

areas we intend to develop

Weak impact as a result of uncoordinated interventions

No clear end goal for each geographic area (DM) after

interventions

The PSEDS provides a spatial context to the PGDS and is therefore

aligned to both the MDGs and national objectives. The two main

challenges facing KZN are poverty and underdevelopment based

on the legacy of inequality. The PSEDS is intended as guide to

serv ice and to achieving the goals set in AS-GISA to halve poverty

and unemployment by 2014 in order to address the above issues.

Moreover PSEDS has as its pillars the following:

Increasing investment in the province

Improving skills and capacity building

Broadening participation in the economy

Increasing competitiveness

The PSEDS aims to redress spatial disparities through curbing urban

sprawl; identify priority areas for investment; ensuri g alignment with

municipal SDFs; guide budgeting processes of the spheres of

government; and influence investment decisions of the ivate

sector.

In order to achieve its objectives, the PSEDS has identified the

following principles:

Government has a constitutional duty to provide basic

services to all people

All areas of the province require development

Certain areas of the province will driv e economic growth

The PSEDS attempts to indicate where different types of

investment should be directed in order to achieve

economic growth and development

To this end, the PSEDS has identified the following se s as key

economic drivers in KZN:

Agriculture (including agri-processing and land reform)

Manufacturing

Tourism

Serv ices sector (including government services)

The logistics and transport sector is seen as a precur or for growth in

the above four sectors. Services provision (water and ergy) has


2008- 2009 24

Corporate Strategy

Implement. Strategy

Business Strategy

also been identified as a critical underlying factor i the process of

growing and developing the province.

The municipal strategy is based on a three tier approa strategy

development. This approach is based on the understanding that

strategies operate at different levels, namely, corpor e, business,

and implementation strategic levels. The corporate str egy is

encapsulated in the vision and mission statements as w l as the

values that the organisation aspires to.

The business strategy is comprised of eight overarching business

strategies. The latter strategies than culminate into number of

implementation strategies aimed at assisting the municipality to

realise its strategic imperatives.

This is encapsulated in the vision and mission stateme as follows:

3.4. Municipal Strategy

3.4.1 Corporate Strategy

3.4.1.2 Vision Statement

By 2025 Vulamehlo will be self sustainable and economically viable

through agriculture, tourism and the establishment of a vibrant town.


2008- 2009 25

3.4.1.3 Mission Statement

3.4.1.4 Values

3.4.2 Business Strategy (8 Overarching strategies)

The purpose of the Vulamehlo Municipality is to facilitate and co-

ordinate the provision of sustainable infrastructure a d services

thereby creating an enabling environment that allows t active

involvement of the broader community in order to improve the

quality of life of all Vulamehlo residents.

The Vulamehlo Municipality seeks to uphold and promote he values

of responsiveness, transparency, accountability, innov on,

consultation and service excellence.

The eight overarching strategies falling under this category are

captured in the bullets below. Each strategy is championed by

relevant managers within various business units or dep ments.

Detailed action plans will be developed for the implementation

these core strategies.

The latent potential of the key economic drivers within the

municipal area is harnessed through the prov ision of the

necessary infrastructure, clustering of investments to create

thresholds and economies of scale, diversification and

creation of new products including marketing, promoting

partnerships, expanding and identifying niche markets,

capitalizing on unique strengths and qualities, attracting

investments, and the gearing up of the local actors to

exploit existing or resultant opportunities through education

and training, skills development and the overhaul of t

SMME support.

Capacity and systems to apply for, receive, administer,

monitor, and report on grant funding and to manage the

implementation of projects is developed to maximise the

redistributive role of the municipality (focus on muni ipal

officials)

A sustainable economic base for the municipality is

established from which an income stream cane be

established.

Widespread poverty within the municipality is alleviated or

reduced thus making it possible to consider payment for

services rendered by the municipality.v

v

v

v


2008- 2009 26

v

v

v

The quality of life of the communities is enhanced through a

full range of services, speedy, cost effective and innovative

service delivery, improve accessibility and linkage, a the

positioning of communities to benefit government

procurement spend.

Communities are empowered to participate in the affairs of

the municipality and are constantly updated about

municipal programmes and other governance structures a e

fully functional and able to dispense their mandate ti usly

and efficiently. This includes capacity of building of political

bearers and officials to entrench communication.

Environmental concerns are incorporated into the

development planning process at the same level at which

socio-economic and institutional issues are addressed

These strategies are captured in the tables below and are linked to

objectives. A number of projects are then identified out of the

strategies.

3.4.3 Implementation Strategies


2008- 2009 27

NATIONAL KEY PERFORMANCE AREA

STRATEGIC OBJECTIVE

PROGRAMME PROJECT/ACTIVITIES

Infr

ast

ruc

ture

an

d se

rvic

es

To ensure the provision of affordable sustainable basic services to communities to sustainable standard (RDP) and convenience level

To coordinate the provision of water and sanitation services to the community.

Monitoring implementation of WSD plan.

Development of the Energy Sector Plan.

Energy Sector PlanTo coordinate the provision of electricity to the community. Implementation

of Free Basic Electricity.

Submission of the Indigent Register to ESKOM.

To provide community facilities i.e. sports field, community halls, taxi ranks community centre etc.

Finalize and Implement Infrastructure Investment Plan.

Infrastructure and Investment Plan.

To ensure overall decreased travelling times through proper road maintenance and linkages.

To improve accessibil ity and mobility.

Development of Access Roads Priority Implementation Plan.

To ensure optimal use and harnessing of environmental resources to reduce environmental degradation.

Ensure adherence to waste disposal bylaws and policies.

Development and Workshopping of Waste Management Policies.Implementation of refuse removal feasibility study.Waste transfer stationService level agreement with Umdoni LM.Provision and promotion of education and

•

•

•

•

•


2008- 2009 28

awareness campaigns on the importance of Waste Management.

To alleviate poverty by ensuring food security for all communities through labour intensive approach to Public Works and Implementation of effective sustainable community based economic projects.

Development of EPWP plan of action.

EPWP plan of action.Identification and compilation of a Database of emerging contractors.Conduct and coordinate training programmes for emerging contractors.

Promote Integrated Development Plan.

Finalisation of all IDP Sector Plans.Engagement of Sector Departments to participate in the IDP Rep Forum.

Capacity Building to manage Municipal Grants.

Development Planning Capacity Building.Project Management Capacity Building.

To render effective Strategic Planning Services to the Municipality.

Implementation of the Land Use Management Systems.Develop and implement a Human Resource Plan.

HR Plan.Provide effective HR Support Services to enable the municipality to deliver on its mandate.

Develop, workshop, implement and ensure compliance with HR policies and procedures.

HRD Policies

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•

Mu

nic

ipa

l Tr

an

sfo

rma

tion

a

nd

Inst

itutio

na

l D

eve

lop

me

nt


2008- 2009 29

Develop a workplace skills plan.

Workplace Skills plan and submission to SETA

Motivation and Teambuilding.

Teambuilding Activities

Staff recruitment and retention.

Staff recruitment and retention policy.

Occupational Health and Safety.

Develop and implement an OHS Policy.

Adoption and implementation of the Organisational Structure and associated Institutional Plan.

Implementation of the Organisational and Institutional Plan.

Implementation and Compliance with the registry policy.

Development of the Registry Policy.

Fleet Management

Monitoring Compliance with Fleet Management Policy.

Telephone and Stationery Control

Management of Telephone Usage and Stationery.

Cleaning and Hospitality Services

Maintain a clean and Welcoming Environment.Branding of the Municipality.

To provide effective Auxil iary Services to the Municipality.

Security Services Maintain a safe working environment.Protection of Municipal Assets.

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•

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•

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•

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•


2008- 2009 30

Ensure effective functioning of governance committees.

Administrative support to committees.Appointment of an Administrative Officer.Implementation of Council Resolutions.Capacity Building of Committees.Formulation of a Policy of regulating the functioning of Ward Committees.

Entrenchment of Batho Pele Principles.

Capacity Building of Staff on BP Principles.Information Desk

To ensure good governance and enhancement of Community Participation.

Cooperation with Community Development Workers

Alignment of CDW activities with Municipal Affairs.

To keep the Community informed about Municipal Activities

Promotion of Openness and Transparency.

NewsletterWebsiteRoadshowsCommunity Radio SlotsNewspapersCommunity Participation Strategy.IzimbizoCustomer Satisfaction SurveysDevelopment of Promotional Material.Implementation of the Local Government Barometer programme.

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Go

od

Go

vern

an

ce

an

d C

om

mu

nity

Pa

rtic

ipa

tion


2008- 2009 31

To ensure access and management of Community Facilities.

Develop a policy for management of Community Facilities.

GIS Data capturing of Community Facilities.Policy –Management of Community Facilities.

To ensure a decrease in crime incidence and prevalence.

Establishment of Community Policing Forum.

CPFs

To ensure quality healthcare services for all communities.

Implementation and monitoring of the Health Sector Plan.

Health Sector PlanPromotion of Heath Education and Awareness Campaigns.Mobil isation of funds for the implementation of HIV/Aids Awareness Campaigns.

To ensure access to a variety of Sporting Codes and Recreational Activities.

Promote participation in new Sporting Codes and Diversify Recreational Facilities.

Indoor Sports ComplexMaintenance of Sport FieldsMobil ization of funds for Dududu Recreational Facilities

To ensure the development of the Municipality into a viable administrative institution with an increasing Municipal Revenue.

Development of an Effective and Economical Treasury .

Financial PlanPreparation and submission of Financial Statements.Preparation of budget.

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•

National KPA

Strategic Objective Programme Project/Activities

Fin

an

cia

l M

an

ag

em

en

t


2008- 2009 32

Revenue Collection

Collection of all revenue due.Development and implementation of Revenue Generation Strategies.Finalisation of Property Roll and Valuation.Implementation of the Property Rates Act.

Develop an Incentive Driven Billing System.

Development of a Billing Policy and Procedure.

Billing System.

Leverage of external/internal/international revenue.

Develop a Strategic Revenue Leverage Plan.

Revenue Leverage Plan

Develop a Strategic Asset Management Plan

Development of an Asset Management Plan and Policy

Implementation of Asset Management Plan.

Promote the establishment of the necessary infrastructure

Business plan for agricultural infrastructure needsFeasibil ity study input depotsAgricultural hub and a training centreLocal depot with a cold room and market stall

•

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•

•

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•

National KPA

Strategic objective Strategic Activity

Project

Soc

ial&

Ec

on

om

ic

De

velo

pm

en

t v

v

v

v


2008- 2009 33

Conduct land production potential assessment

Spatial representation of agricultural potentialSecure land availability agreements with land owners

Expansion & diversification of products

Identification of high value, traditional & alternative cropsImplementation of the value chain modelBee keeping & honey productionImplementation of the agricultural development plan

Expansion and identification of niche markets

Identify target and alternative marketsIdentification of projects to support the Ugu MarketLocal depot

To change the mindset of the people about agriculture

Agricultural promotion

Learnerships for emerging farmersFarmer trainingSkills development & mentorshipAgricultural forumPromotion andsupport of Co-opsAgricultural / environmental awareness campaignsCitizen Activation Programme

To fast track access to land

Speed up implementation ofland acquisition programme

Identification of arable land for proactive land acquisition purposes

v

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v

v

v

vv

vv

v

v

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National KPA


Soc

ia

l &

Eco


2008- 2009 34

To promote access to water for irrigation purposes (emerging farmers)

Identification of water sources and mechanisms for storage and reticulation

Formation of water user associationFeasibil ity study for Water harvesting

Identify and promote tourism potential

Promote adventure & cultural tourismMarketing of tourism sitesTourism development planOperational for the KwaQiko Tourism Project

To promote tourism development

Establish linkages with tourism ventures outside the municipal boundary

Tourism routesDevelopment of new tourism products

Investment promotion & business retention & capacity building of SMMEs

Promotion of market research, marketing, knowledge & awareness campaigns

Implementation of Investment promotion and business retention strategy

Identification of capital investment projects & new products

Identify, package, & motivate new development

Feasibil ity study –optimisation of natural assetsImplementation of LED anchor projects

Promote capacity building, training, monitoring & support services

Implement rural business development & advisory services

Intensification of relations with social partners (SEDA, UYF, IDT etc)Skills AuditingExtension of SEDA services to VM

v

v

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vv

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v

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National KPA



2008- 2009 35

Make agricultural development a municipal focus

Increase agricultural capacity in municipality Regular interaction with agricultural structuresAfford agriculture priority in strategic planning

Appoint “Agriculture Liaison Officer” in Municipality, Provide agricultural skills training to LED officials.Regular attendance (of municipality) at meetings of farmers associations and other relevant structures.Prioritise agricultural strategies in IntegratedDevelopment Plan and other Sector plans

Establish communication programme focused on changing perceptions

Group specific focussed communication programmeFarmer communication programme “Buy local programme”

DAEA Technician, Workshops, traditional Council Workshops, Councillors WorkshopsStreet Theatre Programme (focusing on the principles of successful farming).Street Theatre Programme.

v

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Soc

ial &

Ec

on

om

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2008- 2009 36

Improve access to land for agriculture

Improve access to agricultural land in the Traditional Council areasImprove security of tenure in Traditional Council areasPrevent loss of agricultural land to other usesFacilitate access private/freehold land

Identify tracts of high potential land currently underutilisedForm farmer groups representing procedures in close proximity to identified sitesFacilitate discussions between farmer groups and Traditional Authorities Engage Traditional Council to create awareness about need to improve tenure security for farmersInvestigate ways of piloting the new Communal Land Rights ActIdentify high potential land that is threatened by other development Develop a plan with Traditional Authorities and Housing Departments as well as a process for making decisions about potential developments. Identify land belonging to Churches that could be used for agriculture and hold negotiations

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v

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v

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2008- 2009 37

Improve access to water

Upgrade and expand existing irrigation projectsEstablish new irrigation projects along riversEstablish water harvesting initiatives for homestead productionInvestigate the possibil ity of constructing weirs on tributaries

Identify irrigation related needs at existing irrigation projects, as well as potential for expansionIdentify sites adjacent to rivers where irrigation is possible (good soil, water available, catchments not closed)Source funds for capital developmentEstablish best practice examples of water harvesting techniques for vegetable productionInvestigate the possibil ity for using rooftop water harvesting to meet water needs for piggeries Identify suitable sites and determine size of area that could be irrigatedPackage funding proposal (MIG)

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2008- 2009 38

Improve access to finance

Establish capacity to provide financial adviceProvide regular finance information sessions

Training for “Agriculture Liaison Officer” Promote advisory services offered

v

v

v

v


2008- 2009 39

Improving access to equipment and agricultural inputs

Improve the services offered by local contractorsSecure funding for additional machinery and implementsEstablish and support commodity structures so that procedures can purchase inputs collectively Support the establishment of entrepreneurs to sell inputs and hire out equipment

Facilitate discussions between contractors and representatives of structures representing crop farmers and vegetable proceduresIdentify funding sources and assist individuals with submitting applications for financial support for purchasing tractors and implementsEstablish structures that represent poultry procedures, community garden & irrigation projects, cane farmers, timber procedures.Through discussions with commodity structures, identify equipment needs and willingness to hire such equipment.Identify funding sources and identify potential beneficiariesHold discussions with diptank committees. Assertain potential to establish entrepreneurs that can sell livestock, poultry health

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2008- 2009 40

National KPA


Soc

ial &

Ec

on

om

ic D

eve

lop

me

nt

Improving access to markets

Local agricultural product market systemAgricultural marketing information system

Establish basic market infrastructure Establish a local marketing networkIdentify and train entrepreneursEstablish linkage to Provincial market information systemIdentify individuals in government responsible for disseminating market information

Train farmers how to access markets

Agricultural Marketing Skills Development Programme

Secure appropriate resources for Agricultural marketing Skills Development Programme Develop appropriate training materials (if not available )Ongoing presentation of marketing Skills Development Programme

v

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v v

v

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2008- 2009 41

National KPA

Strategic Objective Programme Project/Activities So

cia

l & E

co

no

mic

D

eve

lop

me

nt

Provide emerging farmers with business training

Agricultural Business Skills Development Programme

Secure appropriate resources for Agricultural Business Skills Development Programme Develop appropriate training materials (if not available)Ongoing presentation of business Skills Development Programme

v v

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2008- 2009 42

Actively facilitate implementation of existing projects

Identify needs on an individual project basis Allocate necessary support interventions to various roleplayersFacilitate mentorship support for commercially orientated projects

Municipality, in conjuction with DAEA, to hold discussions with specific projects or with producer group structures to identify problems being encountered by specific projectsMunicipality to facilitate discussions between stakeholders that are implementing/supporting projects to find ways to address identified problems and allocate tasksMunicipality to hold discussions with Mondi and woodlot representatives to identify issues that need to be addressed.Municipality to hold discussions with DAEA regarding farmers/ projects that require mentorship support.

Municipality to hold discussions with associations representing commercial farmers regarding potential mentors

v

v

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v

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National KPA


Soc

ial &

Ec

on

om

i


2008- 2009 43

Develop new project proposal and appoint champions

Evaluate concepts/ proposals Undertake pre-feasibilities Identify champions Develop full business plans and source funding for feasible options

Establish a forum to evaluate proposals Develop a set of criteria for evaluating proposals Evaluate concepts for which there is sufficient information available ( invite relevant people to participate)Determine concepts for which pre-feasibility are required Undertake pre-feasibilities for selected concepts/opportunitiesMunicipality to identify champions (government departments or private partners) to drive the process of testing and implementing concepts Municipality to facilitate discussions with champions and other stakeholdersDevelop full business plans and source funding for initiatives that appear feasible and have identified champions

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National KPA



2008- 2009 44

To develop an Integrated Waste Management Plan for the Municipality

Solid Waste Management Plan

To develop a Solid Waste Management Plan and Implementation ProgrammePreparation of regulations related to waste management and their inclusion in the Municipal By-Laws

Reduce waste to landfill

Waste prevention and minimization

Formation of landfill airspaces either by providing the Municipality’s own landfill or by negotiating with the owners of the Humperdale site

Stop illegal dumping

Recycling Implement a recycling project which is going to consider the feasibility of implementing the composting programme

Reduce pollutionWaste collection and Transportation

Collection and transportation of waste to the landfill

Develop a waste education and awareness campaigns

Waste Minimization and prevention educational programme

Implementing education and awareness campaigns to inform people how to prevent waste

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Documents

VULAMEHLO INTEGRATED DEVELOPMENT PLAN … INTEGRATED DEVELOPMENT PLAN 2008- 2009 2 1. Introduction Page 2. Situational Analysis 2.1 Locality and character of …