JOZINI LOCAL MUNICIPALITY (KZ272) INTEGRATED … · Outcome 7: Vibrant, equitable and sustainable...

JOZINI MUNICIPALITY IDP 2019/20 REVIEW

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JOZINI LOCAL MUNICIPALITY (KZ272)

INTEGRATED DEVELOPMENT PLAN (IDP) 2019/20 REVIEW

4th GENERATION

ADOPTED: 29TH MAY 2019

Prepared by Local 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.................................................................................. 9 A.1. WHO ARE WE? ........................................................................................................... 10 A.2. HOW WAS THIS PLAN DEVELOPED? ....................................................................... 13 A.3. KEY CHALLENGES .................................................................................................... 15 A.4. LONG TERM VISION AND GOALS ............................................................................. 16 A.5. WHAT COULD BE EXPECTED FROM US IN THE NEXT 5 YEARS ........................... 17 A.6. HOW WILL OUR PERFORMANCE BE MEASURED?................................................. 19 SECTION B: PLANNING AND DEVELOPMENT PRINCIPLES .......................................... 20 B1. GOVERNMENT POLICIES AND IPERATIVES ............................................................ 21

SUSTAINABLE DEVELOPMENT GOALS (SDG’S) ................................................. 21 14 OUTCOME WITH SPECIAL EMPHASIS ON OUTCOME 9 ................................ 22 NATIONAL DEVELOPMENT PLAN ........................................................................ 24 KWAZULU-NATAL PROVINCIAL AND GROWTH DEVELOPMENT STRATEGY (PGDS) .................................................................................................................... 25 PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP) .............................. 26 DISTRICT GROWTH AND DEVELOPMENT PLAN (DGDP) ................................... 26 STATE OF THE NATION ADDRESS (SONA) ......................................................... 28 STATE OF THE PROVINCE ADDRESS (SOPA) .................................................... 28 BACK TO BASICS................................................................................................... 28

B2. GOVERNMENT PRIORITIES ....................................................................................... 34 THE NEW GROWTH PATH .................................................................................... 34

SECTION C: SITUATIONAL ANALYSIS ............................................................................. 35 C.1. DEMOGRAPHIC CHARACTERISTICS ....................................................................... 36

C.1.1. DEMOGRAPHIC INDICATORS .................................................................... 36 C.1.2. KEY FINDINGS (INCLUDING TRENDS) ...................................................... 38 DENSITY ................................................................................................................. 41

C.2. CROSS CUTTING ISSUES ......................................................................................... 44 C.2.1. REGIONAL CONTEXT ................................................................................. 44 ADMINISTRATIVE ENTITIES ................................................................................. 44 STRUCTURING ELEMENTS .................................................................................. 47 EXISTING NODES AND CORRIDORS ................................................................... 49 MOVEMENT PATTERNS AND ROUTES ................................................................ 54 LAND COVER AND BROAD LAND USES .............................................................. 57 LAND OWNERSHIP ................................................................................................ 60 LAND REFORM ...................................................................................................... 62 ENVIRONMENTAL ANALYSIS ............................................................................... 64 BIODIVERSITY (INCLUDING PROTECTED AREAS .............................................. 64 HYDROLOGY ......................................................................................................... 66 AIR QUALITY .......................................................................................................... 66 CLIMATE CHANGE ................................................................................................. 66 UMKHANYAKUDE DISTRICT-WIDE WASTE DISPOSAL SITE COMPLIANT CHECK .................................................................................................................... 68 RECYCLING, REUSE, RECOVERY AND WASTE MINIMIZATION INITIATIVES ... 70 ILLEGAL DUMPING ................................................................................................ 70 MUNICIPAL ENVIRONMENTAL CAPACITY ANALYSIS......................................... 73 BUILDING CONTROL ............................................................................................. 78 C.2.5. SPATIAL AND ENVIRONMENTAL SWOT ANALYSIS ................................. 79 C.2.6. DISASTER MANAGEMENT .......................................................................... 80 MUNICIPAL INSTITUTIONAL CAPACITY ............................................................... 80 DISASTER RISK ASSESSMENT ............................................................................ 81


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RISK REDUCTION & PREVENTION ...................................................................... 85 RESPONSE & RECOVERY .................................................................................... 86 TRAINING & AWARENESS .................................................................................... 88 FUNDING ARRANGEMENTS ................................................................................. 89 C.2.7. DISASTER MANAGEMENT: SWOT ANALYSIS ........................................... 91

C.3. MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT ............... 92 C.3.1. HUMAN RESOURCE STRATEGY AND PLAN ............................................. 92 ORGANISATIONAL DEVELOPMENT ..................................................................... 93 INSTITUTIONAL ARRANGEMENTS ....................................................................... 93 POWERS AND FUNCTIONS .................................................................................. 95 C.3.2. ORGANISATIONAL STRUCTURE/ ORGANOGRAM ................................... 98 C.3.3. MUNICIPAL INSTITUTIONAL CAPACITY & STATUS OF CRITICAL POSTS .............................................................................................................................. 112 HUMAN RESOURCE DEVELOPMENT ................................................................ 115 C.3.4. EMPLOYMENT EQUITY ............................................................................. 118 AN EMPLOYMENT EQUITY COMMITTEE HAS BEEN ESTABLISHED AND IS RESPONSIBLE FOR THE FOLLOWING: ............................................................. 118 EMPLOYMENT OF DISABLED PEOPLE .............................................................. 118 LABOUR RELATIONS .......................................................................................... 118 C.3.6. ICT GOVERNANCE FRAMEWORK ........................................................... 118 C.3.7. MUNICIPAL TRANSFORMATION & ORGANISATIONAL DEVELOPMENT: SWOT ANALYSIS ................................................................................................. 120

C.4. SERVICE DELIVERY AND INFRASTRUCTURE ANALYSIS .................................... 121 C.4.1. WATER AND SANITATION ........................................................................ 121 UMKHANYAKUDE WATER & SANITATION PROJECT DEVELOPMENT FOR JOZINI ................................................................................................................... 131 C.4.2. SOLID WASTE MANAGEMENT ................................................................. 133 LANDFILL SITES .................................................................................................. 133 C.4.3. TRANSPORTATION INFRASTRUCTURE .................................................. 143 PUBLIC TRANSPORT .......................................................................................... 143 AIR TRANSPORTATION....................................................................................... 146 C.4.4. ENERGY ..................................................................................................... 148 C.4.4.1. .................................................................................................................. 150 ELECTRICITY BACKLOGS ................................................................................... 153 ELECTRICAL NETWORK REFURBISHMENT ...................................................... 154 C.4.5. ACCESS TO COMMUNITY FACILITIES ..................................................... 155 C.4.5.1. CEMETERIES .......................................................................................... 155 C.4.5.2. SPORTS AND RECREATION .................................................................. 155 THUSONG CENTRE ............................................................................................. 155 LIBRARIES ........................................................................................................... 155 C.4.6. HUMAN SETTLEMENTS ............................................................................ 157 C.4.6.2. HOUSING SECTOR PLAN ...................................................................... 157 C.4.6.5. EXISTING AND PLANNED HOUSING PROJECTS ................................. 159 C.7. TELECOMMUNICATIONS ....................................................................... 161 C.7. SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS ........... 162

C.5. LOCAL ECONOMIC & SOCIAL DEVELOPMENT ANALYSIS ................................... 163 C.5.1. LOCAL ECONOMIC DEVELOPMENT ANALYSIS ...................................... 163 C.5.1.1. LED STRATEGY ...................................................................................... 163 C.5.1.2. POLICY/ REGULATORY ENVIRONMENT .............................................. 163 C.5.1.3................................................................................................................... 164 C.5.1.4. INTERVENTIONS AND PROGRAMMES ................................................. 168 C.5.1.5. BENEFICIARIES ...................................................................................... 169 C.5.1.7. STRATEGIC PROGRAMMES RESPONSIVE TO COMPARATIVE AND COMPETITIVE ADVANTAGES ............................................................................. 203


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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 ......................... 203 LOCAL ECONOMIC DEVELOPMENT: SWOT ANALYSIS .................................... 203 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 ..... 219 FREE BASIC SERVICES ...................................................................................... 219 C.6.3. REVENUE RAISING STRATEGIES ............................................................ 220 C.6.4. DEBT MANAGEMENT ................................................................................ 221 C.6.5. FINANCIAL MANAGEMENT ....................................................................... 222 C.6.5.1. SCM ......................................................................................................... 222 TECHNICAL SERVICES ....................................................................................... 222 C.6.5.2. ASSETS AND INFRASTRUCTURE ......................................................... 223 C.6.5.3. REPAIRS AND MAINTENANCE .............................................................. 223

PLANNED REPAIRS & MAINTENANCE .......................................................................... 223 C.6.5.4. FINANCIAL RATIOS ................................................................................ 224 C.6.6. LOANS/ BORROWINGS AND GRANT DEPENDENCY ............................. 225 C.6.7. EXPENDITURE MANAGEMENT ................................................................ 225 C.6.8. AUDITOR GENERAL’S OPINION ............................................................... 227 AUDIT OPINIONS FOR THE 3 PREVIOUS YEARS .............................................. 260 C.6.9. MUNICIPAL FINANCIAL VIABILITY SWOT ANAYSIS ................................ 261

C.7. GOOD GOVERNANCE AND PUBLIC PARTICIPATION ANALYSIS ......................... 262 C.7.1. BATHO PELE ............................................................................................. 262 BATHO PELE POLICY AND PROCEDURE MANUAL .......................................... 262 SERVICE DELIVERY IMPROVEMENT PLAN (SDIP) ........................................... 263 C.7.2. OPERATION SUKUMA SAKHE (OSS) ....................................................... 263 C.7.3. IGR ............................................................................................................. 264 C.7.4. WARD COMMITTEES ................................................................................ 265 C.7.5. TRADITIONAL LEADERSHIP ..................................................................... 265 C.7.6. IDP/ BUDGET STEERING COMMITTEE .................................................... 266 C.7.7. MANAGEMENT STRUCTURES ................................................................. 266 C.7.8. COMMUNICATION PLAN/ STRATEGY ...................................................... 266 C.7.9. PERFORMANCE AND AUDIT COMMITTEE .............................................. 267 C.7.10. RISK MANAGEMENT ............................................................................... 268 C.7.10.1. RISK MANAGEMENT COMMITTEE ...................................................... 268 C.7.10.2. RISK REGISTER & ANTI-FRAUD AND ANTI-CORRUPTION STRATEGY .............................................................................................................................. 268 C.7.11. MUNICIPAL POLICIES ............................................................................. 268 C.7.12. MUNICIPAL BYLAWS IN TERMS OF SCHEDULE 4B AND 5B ................ 270 C.7.13. BID COMMITTEES ................................................................................... 270


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C.7.14. MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC) ........................ 271 C.7.15. PORTFOLIO COMITTEES ........................................................................ 272 PUBLIC PARTICIPATION ANALYSIS ................................................................... 277 C.7.16. GOOD GOVERNANCE & PUBLIC PARTICIPATION: SWOT ANALYSIS . 278 C.7.18. WARD BASED PLANS ............................................................................. 279 C.7.19. LAND USE MANAGEMENT ...................................................................... 279

C.8. KEY CHALLENGES .................................................................................................. 280 C.9. COMBINED SWOT ANALYSIS ................................................................................. 281 SECTION D: MUNICIPAL VISION, GOALS AND OBJECTIVES ....................................... 283 D.1. LONG TERM VISION ................................................................................................ 284

MUNICIPAL VISION .............................................................................................. 284 MUNICIPAL MISSION ........................................................................................... 284 VALUES ................................................................................................................ 284 4.1.3. STRATEGIES, GOALS AND OBJECTIVES ................................................ 285

D.2. GOALS, OBJECTIVES AND STRATEGIES .............................................................. 285 SECTION E: STRATEGIC MAPPING ............................................................................... 294

E.1.1. ENVIRONMENTALLY SENSITIVE AREAS ................................................. 295 E.1.2. DESIRED SPATIAL OUTCOMES ............................................................... 295 INTRODUCTION ................................................................................................... 295 PURPOSE OF THE SDF ....................................................................................... 295 REGIONAL CONTEXT .......................................................................................... 296 ADMINISTRATIVE ENTITIES ............................................................................... 296 EXISTING NODES AND CORRIDORS ................................................................. 300 BROAD LAND USES ............................................................................................ 301 EXISTING SPATIAL STRUCTURES OF JOZINI ................................................... 301 AREAS OF ENVIRONMENTAL INTEREST .......................................................... 303 OPPORTUNITY AREAS........................................................................................ 303 INTERVENTION AREAS ....................................................................................... 303 THE MAKHATHINI INTEGRATED MASTER DEVELOPMENT PLAN ................... 304 TOWN PLANNING SCHEME ................................................................................ 307 PRIVATE DEVELOPMENTS ................................................................................. 313

E.2. IMPLEMENTATION PLAN ......................................................................................... 314 PROJECTS ........................................................................................................... 363

SECTION F: FINANCIAL PLAN ........................................................................................ 389 F.1. PURPOSE ................................................................................................................. 390

BACKGROUND ..................................................................................................... 390 LINKING THE IDP AND THE BUDGET ................................................................. 391

F.2. 3 YEAR MUNICIPAL BUDGET ................................................................................. 392 OPERATIONS AND MAINTENANCE COSTS OF MUNICIPAL FIXED ASSETS .............. 393 PLANNED REPAIRS & MAINTENANCE .......................................................................... 393 F.3. SOUND FINANCIAL STRATEGIES (REVENUE ENHANCEMENT STRATEGIES & EXPENDITURE MANAGEMENT PLAN) ........................................................................... 394 F.4. PRIOR 3-YEAR OPEX ............................................................................................... 394 F.5. MTEF ALLOCATIONS ............................................................................................... 395 SECTION G: ANNUAL OPERATIONAL PLAN (SDBIP) .................................................... 399 7.1 ANNUAL OPERATIONAL PLAN (SDBIP) ................................................................... 400 SECTION H: ORGANISATIONAL & INDIVIDUAL PERFORMANCE MANAGEMENT SYSTEM ........................................................................................................................... 401 H.1. INTRODUCTION AND BACKGROUND .................................................................... 402

PERFOMANCE MANAGEMENT POLICY STATEMENT....................................... 402 ORGANISATIONAL PERFOMANCE MANAGEMENT SYSTEM ........................... 402

H.4. BACK TO BASICS ..................................................................................................... 404 8.1.4 ANNUAL PERFOMANCE REPORT ............................................................. 404

SECTION I: ANNEXURES ................................................................................................ 405


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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 second review of the fourth generation Integrated Development Plan for Jozini Municipality i.e. 2019/20. 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 2019/20 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 plan and will enable the municipality to manage the process of fulfilling its developmental responsibilities better, faster and effectively. 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, in my capacity as the Mayor of Jozini Local Municipality I encourage all strategic partners and stakeholders to 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 MAYOR, CLLR. DP MABIKA - JOZINI LOCAL MUNICIPALITY

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%

Investment points

Primary nodes Secondary nodes Tertiary nodes

Mkhuze Jozini

Ingwavuma Ubombo Bhambanana Ndumo

Ophansi Manyiseni Makwakwa Emabhanoyini


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Map showing all 20 wards


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A.2. 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 2018/19; 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 2019/2020 Strategic Planning Session Outcomes Report – January 2019 The State of the Nation and Province Address of 2019 Etc…

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

CLUSTER WARD VENUE DATE TIME

1 & 2 1, 2, 3, 4, 5, 6, 7, 8, 19 & 20

Biva Community Hall

05 November 2018 10:00am

3 & 4 9, 10, 11, 12, 13, 14, 15, 16, 17, 18 & 19

Ezulwini Community Hall

06 November 2018 10:00am

2nd round of IDP and Budget Roadshows Meetings:

CLUSTER WARD VENUE DATE TIME

1 & 2 1, 2, 3, 4, 5, 6, 7, 8, 19 & 20

Mhlekazi Community Hall

16 April 2019 10:00am

3 & 4 9, 10, 11, 12, 13, 14, 15, 16, 17, 18 & 19

Bhambanana Community Hall

17 April 2019 10:00am


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A.3. KEY ORGANIZATIONAL CHALLENGES

KPA 01: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

Inadequate Implementation of the Staff Attraction & Retention Policy Prolonged Litigation Cases Lack of a Municipal-Wide Gender Equality Policy Framework Inadequate Implementation of Batho Pele

KPA 02: BASIC SERVICE DELIVERY AND INFRASTRUCTURAL DEVELOPMENT

Absence & Ageing Basic Infrastructure Lack of universal access to water and sanitation services Lack of universal access to Refuse removal Services Lack of Electrification License Backlog of housing development Lack of a Municipal-Wide Infrastructure Plan Lack of a Municipal-Wide Electrification Plan Lack of a Municipal-Wide Integrated Transport Plan (ITP) Lack of a Municipal-Disaster & Fire Rescue Services Centre

KPA 03: SOCIO – ECONOMIC DEVELOPMENT

Inability to attract investors to the area (mostly due to the infrastructure backlog) High level of unemployment Lack of a Municipal-Wide SMME Plan Inadequate implementation of LED Strategy

KPA 04 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Lack of support from sector departments in planning processes Delays in gazetting of various Bylaws Unresolved and unimplemented Forensic Reports Recommendations

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 Challenge in terms of issuing title deeds on low cost housing Absence of a Single Wall to Wall Scheme Congestion in Jozini Town


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A.4. LONG TERM VISION AND GOALS

The vision of the municipality is as follows:

A MUNICIPALITY WITH SUSTAINABLE SERVICES FOR ALL, THRIVING SOCIO- ECONOMIC DEVELOPMENT AND GOOD GOVERNANCE.

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 2019/20 financial year and beyond:

1. Economic Growth

1.1. Prioritize agriculture production and transformation

1.2. Access to land

1.3. Sector department support

2. Social-Economic 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

3.1. Improve organizational Efficiency

3.2. Entrench a positive organizational culture

3.3. Improve skills of employees


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A.5. 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 utilized

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


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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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A.6. 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.


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SECTION B: PLANNING AND DEVELOPMENT

PRINCIPLES


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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 poverty reduction programme where each ward has R1000000.00 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

Life below water

Life on Land

Peace, justice and strong institutions Good governance

Partnerships for the goals


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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: 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;


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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;

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.


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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

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

•


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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

• Helping the households in planting trees

Governance and Policy

• Annual Policy reviews

• Reviewing the Anti-Fraud and Corruption Strategy


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• 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:


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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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STATE OF THE NATION ADDRESS (SONA)

President Cyril Ramaphosa presented the State of the Nation Address (SoNA) to a joint sitting of the two Houses of Parliament (National Assembly and National Council of Provinces) on 07 February 2019 at 19H00. The theme for this year was: “Following Up on Our Commitments to the People: Making Your Future Work Better.” The following are some of the keys points that the President touched on during the SONA:

Eskom will be split in three Government plans to "immediately embark" on a process of establishing three separate entities – Generation, Transmission and Distribution – under Eskom Holdings.

'Investment books' will be compiled for each province A new target to improve South Africa’s ease-of-doing-business ranking A requirement for work experience will be dropped in the public sector Release of state-owned land for human settlements Introduction of eVisa regime New gas and oil legislation after the Brulpadda boon New infrastructure implementation model Eradicate unsafe school toilets within 3 years Compulsory early development for all children Access to a tablet for every pupil by 2025 New technology subjects, and technical high schools A new bank for housing No taverns, shebeens and liquor outlets near schools Scorpions 2.0 Election day date A war room for public health

STATE OF THE PROVINCE ADDRESS (SOPA)

Kwa-Zulu Natal Premier Willies Mchunu delivered the State of the Province Address at the KZN Legislature; Pietermaritzburg on Wednesday 27 February 2018. The theme of the state of the province address for this year was “We are ready to hand over, towards even better and faster growth and development of our Province and it’s people”

BACK TO BASICS

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.


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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. The municipality was rated as functional on the 1st and 2nd quarters of 2018/19. JOZINI MUNICIPALITY B2B SUPPORT PLAN Challenge Source of

challenge Municipal Quarterly Activity to address Challenge

Due date Sector Quarterly Activity to address Challenge

1. High vacancy rate – Vacant S56 posts (CFO & ED-STRATEGIC)

(MM – suspended- Corporate Services Manager Acting as MM) 2/5 vacant

SDBIP

Q1: Advertisement for posts

15 September 2018

Q2: Interviews, Screening and Competency assessments

30 October 2018

Q3: Submission to MEC

16 November 2018

Q4: Filling of posts 01 December 2018

2. Ageing infrastructure

IDP/SDBIP Q1: O & M Plan to be approved by Council

30 September 2018

Skills audit by MISA

Q2: Monitor implementation of O&M as per SDBIP

31 December 2018


31 March 2019


30 June 2019

3. Asset Management Plan

IDP Q1: Submission to MISA for development of asset management

30 September 2018

DBSA/MISA Q2- RESPONSE FROM MISA


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Challenge Source of challenge

Municipal Quarterly Activity to address Challenge


plan

Q2: Development of plan dependant on funding from MISA

31 December 2018


31 March 2019


30 June 2019

4. Reporting iro MIG is lacking

COGTA Infrastructure

Q1: Monthly & Quarterly submissions of financial and non-financial reporting implementation plan on Payment schedule submitted

30 September 2018

COGTA MI monitoring in all 4 quarters MISA - Support LM in submission of PMU application - (Undertake assessment of capacity)

Q2: Monthly & Quarterly submissions of financial and non-financial reporting implementation plan on

31 December 2018

Q2: Payment schedule

31 December 2018

Training of councillors on MIG – Request support from COGTA Municipal Infrastructure Unit

31 December 2018

Q3: Monthly & Quarterly submissions of financial and non-financial reporting on implementation plan

31 March 2019

Payment schedule 31 March 2019

Q4 Monthly, Quarterly & Annual submissions of financial and non-financial reporting on implementation plan

30 June 2019


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Payment schedule 30 June 2019

5. Master plan iro roads & stormwater maintenance

LM Session Q1: Seek support from UMkhanyakude District Municipality (ITP)

30 September 2018

UKDM

6. Backlog in housing: Incomplete and poorly constructed houses – (Dept of Housing – Houses built for Amakhosi)- (Mathenjwa, Mngomezulu, Nyawo, Nsinde and Ngwenya Traditional Authorities)

IDP & LM Session

Q1-Follow up DOHS in writing

30 September 2018

DOHS – was supposed to rectify the matter

7.Backlog in housing - The municipality appointed 10 service providers to undertake feasibility studies for all 20 wards with the area jurisdiction.

IDP/support plan Q1- Prioritisation of projects submitted to Portfolio

30 September 2018

DOHS -

Q2-Submission to DOHS

30 October 2018

Q3- Report on Implementation of plan

31 March 2019

Q4- Report on Implementation of plan

30 June 2019

8.Challenge in terms of issuing title deeds on low cost housing

IDP/support plan Challenge has been addressed. Title deeds are in place and will be issued. Issuing of Title Deeds in conjunction with DOHS

31 December 2018

DOHS

9.Electricity backlogs

IDP/LM Q2-Finalisation of electrification master plan-

31 December 2018

ESKOM

Q3 Submission to Council

31 March 2019

10.Challenge with SPLUMA implementation

C/F SUPPORT PLAN

Q1: DJMPT – submit names of members to district (shared service)

31 September 2018

UKDM


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11. Poor debt management and revenue collection strategies

IDP Q1: 1. Hold meetings on an individual basis with government departments. (KZN Public Works National Dept of Public Works, Rural Development and Land Affairs (R58million) 2. Hold meetings with ITB.

30 September 2018 30 September 2018

COGTA MF

Q2: Act on the cleansed data and recommend write offs.

31 December 2018

Q3: Extract top 10 debtors and arrange meetings. Support by COGTA required

31 January 2019

12. LED Strategy SDBIP The Municipality is planning to workshop and review the LED Strategy to Councillors before it can be adopted

30 September 2018

Adoption of strategy 31 December 2018

13.Bylaws not in place – Building control by-laws & Building Conducting plans

SDBIP Q2 Public consultation

31 December 2018

COGTA MG- Translation of by-laws Review by-laws 31 March 2019

By-laws to be adopted

30 June 2019

14. Development of IWMP (Including waste disposal site)

Q1 Awaiting approval grant funding from EDTEA

30 September 2018

EDTEA

Q3: Development of IWMP

31 March 2019

Q4: Submission of Council & adoption by Council

30 June 2019

15.Outdated SDF IDP/SDBIP Q1: Incorporate comments from COGTA into the draft SDF.

30 September 2018

COGTA SPATIAL PLANNING


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Q2: Invite members of public to comment on the Draft SDF

30 October 2018

Q2: Facilitate the approval of the draft SDF by Municipal Council

31 December 2018

Q3: Prioritise the projects proposed from the SDF and incorporate them in the IDP

30 March 2019

Q4: Request funding for implementation of the SDF projects.

30 April 2019

16. AG action plan – unresolved issues

25/36 resolved. MANCO / Audit Readiness meetings to be conducted weekly

30 December 2018


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B2. GOVERNMENT PRIORITIES

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.


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SECTION C: SITUATIONAL

ANALYSIS


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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


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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

??


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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 25-29 30-34 35-39 40-44

45-49 50-54 55-59 60-64 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


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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


40

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


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Unspecified 44

Total 44,584

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.


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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


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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.


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C.2. CROSS CUTTING ISSUES

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

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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STRUCTURING ELEMENTS

• Pongola River

• 2 nature reserves (Ndumo which borders Jozini and Mhlabuyalingana; Mkhuze which borders Jozini and Big Five)


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• Terrain (borders Ingwavuma and Swaziland)

• Jozini dam


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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



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.


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The following initiatives should be supported in the Jozini node:


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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


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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.


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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.


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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 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.


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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

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


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


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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.


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LAND REFORM

Source: Land Claims Office, 2014

Map. Land Restitution Claims


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Table 1. Current Status of Land Claims

Map. Land Reform


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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 iSibandlane 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


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,

There is no cover material.


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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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iSibandlane Waste Disposal Site •

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

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


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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. Although there are still capacity gaps in the sector, however the municipality is the 2019/2020 financial year has prioritized filling at least 30 permanent positions for General Workers to be responsible for Waste Management in various parts of the municipality especially in and around major nodal areas of Jozini, Mkhuze, Ubombo, Ingwavuma, Bhambanana and Ndumo respectively. 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. It is however very encouraging to note that at the time of the adoption of the 2019/2020 IDP, the processes were at very advanced stage towards the compilation of the Municipal-Wide Integrated Waste Management Plan (IWMP) which will be aligned 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 un-serviced 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).


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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.

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.

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.

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.


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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 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 –


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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. In the current financial year the Department of Environmental Affairs has further deployed Youth Environmental Coordinator in all municipalities including Jozini Local Municipality as part of the bigger plan for the department to enhance environmental capacity in municipalities

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 and are prioritized to have been gazetted during the course of 2019/2020 financial year 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 be 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.


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C.2.5. SPATIAL AND ENVIRONMENTAL SWOT ANALYSIS

STRENGTHS WEAKNESSES

• SDF currently under review

• Implementation of SPLUMA

• IWMP

• Land ownership

• 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

OPPORTUNITIES THREATS

• Legalising of the Mkhuze Landfill site • Mushrooming developments


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C.2.6. DISASTER MANAGEMENT

MUNICIPAL INSTITUTIONAL CAPACITY

Municipal Disaster Management Centre 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 Manager: Disaster Management & Fire Rescue Services and Disaster Management & Fire Rescue Officer are 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 the state of the art Municipal Disaster Management & Fire Rescue Centre. The vision behind such a centre is that it must incorporate the provision for such services not just in the major nodes but also include satellite Disaster and Fire rescue centres in Ingwavuma precinct in order to bring services closer to the people.The business plan process should have be completed by end of first quarter of the 2019/2020 financial year. Staffing In accordance with the approved organizational structure, the Section which is now a fully fledge Section has the following positions: 1 x Manager: Disaster Management & Fire Recues Services – Filled 2 x Disaster Management Officers – With only one (1) Filled 2 x Chief Fire Officers – Both are vacant 2 x Leading Fire Fighters – Filled 16 x Fire Fighters – With only 8 that are filled and balance are vacant 2 x Disaster Management Coordinators – Vacant 1 x Disaster Management & Fire Rescue Clerk – Vacant Vehicles & Equipment The Unit currently does not have a vehicle allocated for Disaster Management activities; however, the Unit currently utilizes the Fire & Rescue vehicles and other Municipal vehicles to attend to Disaster issues. The Municipality is planning to budget for 1 Disaster Management vehicle in the 2020/2021 financial year. It is however encouraging to note that the Municipality has as at May 2019 acquired the new jaws of life equipment which is essential for the function. Office Space Jozini Municipality does not have a Centre however it has a Fire Station situated in town in a park home where Firefighters are based. The Manager; Disaster Management & Fire Rescue Services as well as the Disaster Management Officer has their offices in the Municipal building in Jozini town at Circle Street. The Municipality is planning to build a fully functional Disaster Management Centre, still battling with funding currently. A process for the compilation of the business plan to source funding for the centre is in advanced stage. Municipal Disaster Management Policy Framework Section 42 of the Disaster Management Act (Act 57 of 2002) states that each metropolitan and each district municipality must establish and implement a framework for disaster management in the municipality aimed at ensuring an integrated and uniform approach to disaster management in its area. With the New Amendment Act the scope has been cascaded to Local Municipality as well.


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It is however encouraging to note the Jozini Local Municipality has complied with the legislation and has compiled and adopted the Disaster Management Framework as part of the 2019/2020 IDP & Budget process. 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. In this regard it encouraging to note that the Municipality has an up to date and Council adopted 2019/2020 Disaster Management Plan which is annexed in this document to serve as a strategic planning tool to guide the delivery of these services to the people of Jozini and beyond. 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, Manager: 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 2018 and is fully functional with its regular meetings being held on a quarterly basis. 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.

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


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07 Disease: Human (Cholera) Medium

08 Veld/Forest Fires Very High

09 House Fires Very High

10 Severe Storms (Heavy Rainfall) High

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 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 Strong Wind


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Floods

Lightning


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Drought

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


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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

• 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

• 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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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 and plastic sheeting. This material is provided to victims of disaster incidents when necessary. List of relevant stakeholders in Response and Recovery

DEPARTMENT

DR

OU

GH

T

FIR

E

FL

OO

D

EP

IDE

MI

C

ST

OR

M

RA

ILW

A

Y

JOZINI MUNICIPALITY

MANAGER: DISASTER MANAGEMENT & FIRE RESCUE SERVICES

X X X X X X

MANAGER PUBLIC SAFETY X X X X X X

DIS. MAM. OFFICER X X X X X X

MUNICIPAL MANAGER X X X X X X

HIS WORSHIP MAYOR X X X X X X

EXECUTIVE DIRECTOR: COMMUNITY SERVICES

X X X X X X

EXECUTIVE DIRECTOR: PLANNING & ECONOMIC DEVELOPMENT SERVICES

X X X X X X

EXECUTIVE DIRECTOR: CORPORATE SERVICES

X X X X X X

CHIEF FINANCIAL OFFICER X X X X X X

EXECUTIVE DIRECTOR: TECHNICAL

X X

X

HOUSING X X X

UMKHANYAKUDE DISTRICT MUNICIPALITY

DIS. MAN. CENTRE X X X X X X

TECHNICAL DEPARTMENT X X

NATIONAL

N.D.M.C. X X X X X X

S.A.P.S. X X X X X

SANDF X X X X X X

PROVINCIAL

P.D.M.C. X X X X X X

HEALTH

X X X X X

SOCIAL DEVELOPMENT X X X

X

TRANSPORT

X X

SANDF X X X X X X

SAPS X X X X X X


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R.T.I. X X X X X

AGRICULTURE& E/AFF X X X X X

EDUCATION

X X X X

HOME AFFAIRS X X X

HOUSING X X X

KZN WILDLIFE X X X X X

N.G.O.

S.A. RED CROSS

X X X X

ORG. AGRICULTURE X X X X X

F.P.A. X

ORGANIZED BUSINESS X X X X X X

S.A. WEATHER X X X X X X

TRAINING & AWARENESS 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. During these awareness campaigns, disaster awareness pamphlets are given to the participants. The Municipality is in the process of deploying 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 8 disaster awareness campaigns. These awareness campaigns are targeted for schools, communities, traditional leaders, and now will be cascaded to the volunteers once they have been appointed. The awareness campaigns are planned as follows:

Target group Deadline Responsible Section

40 Councillors and 7 Traditional Leaders and 1 school

By end September 2019 Disaster, Fire & Rescue Services

1 school and 1 War-room By end of December 2019

Disaster, Fire & Rescue Services

1 school and 1 War-room By end of March 2020 Disaster, Fire & Rescue Services

1 school and 1 War-room By end of June 2020 Disaster, Fire & Rescue Services

Research

The Municipality has never commissioned scientific studies relating to disaster


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FUNDING ARRANGEMENTS

Activity Funding source Funding mechanism

Disaster risk reduction

• Relevant spheres of government

• Jozini Local Municipality

• Own budgets

• Own budgets but can be augmented by application for funding to the NDMC for special national priority risk reduction projects

Response, recovery and rehabilitation and reconstruction efforts

• Relevant spheres of government

• Own budget, particularly for those departments frequently affected by disasters.

• Access to central contingency fund once threshold is exceeded on a matching basis.

• Reprioritise within capital budget for infrastructure reconstruction.

• Access to central contingency fund once threshold is exceeded.

• Conditional infrastructure grant, i.e. Municipal Infrastructure Grant (MIG)

Education, training and capacity-building programmes (Enabler 2)

• SETA

• PDMC

• UKDM

• Jozini Municipality

• Own budgets and reimbursement through SETAs

• Public awareness programmes and research activities can also be funded through the private sector, research foundations, NGOs and donor funding

Risk Assessments • Relevant Government Departments.

• Private Sector

• Jozini Municipality

• Own Departmental Budget


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NAME OF THE PROJECT BUDGET TARGETED AREAS

DATE

Disaster Management Policy Framework

R200 000 All Wards 01 July 2019

Disaster Management Plan

NIL All Wards 31 December 2019

Disaster Advisory Forum

NIL All Wards Quarterly

Disaster Management Sector Plan

NIL All Wards 01 July 2019

Disaster Management Relief Material (including Lightning Conductors)

R3 000 000 All affected Wards 01 July 2019

Disaster Bakkie & Branding R300 000 Disaster Management Section

01 July 2019

Disaster Workshops R50 000 40 Councillors & 7 Amakhosi

01 July 2019

Disaster, Fire & Rescue Services Awareness Campaign

R20 000 All 20 Wards 01 July 2019

Disaster Management Pamphlets

R30 000 All 20 Wards 01 July 2019

Disaster Management Advisory Forum meetings

R10 000 All members of the Disaster Advisory Forum

01 July 2019

Office Furniture R100 000 Disaster Centre 01 July 2019

Disaster Centre MIG allocation Jozini Town 01 July 2019

Fire Truck R1 000 000 Jozini Disaster, Fire & Rescue Centre

01 July 2019

Personal Protective Clothing (Fire Gears)

R100 000 Fire & Rescue Services personnel

01 July 2019

Fire Equipment R500 000 Fire & Rescue Services

01 July 2019

Fire By-laws R200 000 Fire & Rescue Services

01 July 2019

Fire Fighters Check-ups R50 000 Fire & Rescue Services

01 July 2019

Training Equipment R100 000 Fire & Rescue Services

01 July 2019

1 Jaws of Life Fire & Rescue Services

01 July 2019

Room Furniture (beds, stove, etc)

R50 000 Fire & Rescue Services

01 July 2019

Office Furniture R100 000 Fire & Rescue Services

01 July 2019

Training of staff R100 000 Disaster, Fire & Rescue Services staf

01 July 2019

PRDP Renewals and Updates R20 000 Fire & Rescue Services

01 July 2019


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Uniform Disaster, Fire & Rescue Services staff

01 July 2019

C.2.7. DISASTER MANAGEMENT: SWOT ANALYSIS


• Good management

• Good monitoring and evaluation system

• Existence of required or relevant expertise.

• Availability of budget (though limited).

• Developed comprehensive programmes.

• Good institutional arrangement.

• Political buy-in.

• 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 & Equipment

• Insufficient human resource (Staff)

• Vehicle shortage

• Absence of a Fire Truck

• Absence of Disaster Management & Fire Rescue Centre


• Employment of more staff.

• 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 a Human Resource Strategy which was approved in May 2019. 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 process which informs the Personal Development Plan. Employees and Councillors are provided with CPMD and MFMP trainings.

The HR Policies are continuously reviewed 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.


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Jozini Municipality’s Human Resource Plan was approved in May 2019. 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.”

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 as well as the Testing Station situated in Mkhuze,

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 LE Gumbi.

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


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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. 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 L.E. Gumbi

(Speaker)

EXCO • Executive and Legislative Authority

• Budgeting preparation and implementation

• Recommends to Council

Cllr. D.P. Mabika (Mayor)

MPAC • Oversight Cllr. N. Ngubane

Infrastructure • Municipal Roads, Municipal Airports and Airstrips, Housing Technical), Water, Electricity, Public Works, Project Planning, Project Management Unit, Contract Management’; Parks & Garden & Cemeteries (Reservations), Roads & Storm Water Management

Cllr. T.D. Khuzwayo

Planning & Economic Development Services

• Development Planning, Geographical information Systems (GIS) Building Control& enforcement, Land Use Management, Environmental Planning & Management, Housing (provision) and Land affairs, Tourism Development & Marketing, Local Economic Development, Poverty Alleviation, Expanded Public Works Programme

Cllr. N.R. Zulu

Community Services

• Waste Management, Protection Services, Disaster Management, Emergency services, Safety and Security, Sports Culture, Sports and Recreation, Special programmes i.e. Gender, Disabled; OSS

• Functions under the Office of the Municipal Manager, i.e. Communications, IGR, Batho Pele, Youth Development & Support, IDP & PMS, Internal Audit & Risk Management, Office of the Mayor, Office of the Speaker /Public Participation services are also accountable to this Portfolio Committee


Corporate Services

• Administration, Secretariat, Legal Services, ICT, Council Support, Fleet Management Policies and Procedures, Customer Care, Records Management (Registry), Facilities Management, Skills Development Facilitation (SDF, and Human Resources.

Cllr. N.S. Myeni

(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.


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 on May 2019. The organizational structure makes provision for the following departments and strategic programmes:

The office of the Municipal Manager Corporate Services Planning and Economic Development Services Infrastructure & Technical Services 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. There are 6 section 56/57 managers (2 vacant)). The municipality has 5 financial management intern positions which are funded by treasury and they are all filled.

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


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2019/2020 ORGANIZATIONAL STRUCTURE (ORGANOGRAM)


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DEPARTMENT: OFFICE OF THE MUNICIPAL MANAGER


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DEPARTMENT: CORPORATE SERVICES


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DEPARTMENT: CORPORATE SERVICES


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DEPARTMENT: BUDGET AND TREASURY OFFICE (BTO)


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DEPARTMENT: BUDGET AND TREAUSRY OFFICE (BTO)


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DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT SERVICES


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DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT SERVICES


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DEPARTMENT: TECHNICAL SERVICES


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DEPARTMENT: COMMUNITY SERVICES


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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:

Chief Financial Officer: Mr. MT Nkosi Executive Director Community Services: Mr. LB Mpontshane Executive Director Planning and Economic Development: Ms. NP Ndaba Executive Director Technical Services: Mr. LMV Cele (Acting Municipal Manager)

The Municipality is in the recruitment process for the Municipal Manager and Director: Corporate Services positions. These positions will be filled by July 2019. All Senior Management posts are considered as critical posts. The key challenge that the Municipality is faced with is the attraction and retention of skilled senior management staff (S54/56). 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 recommended tresh-hold of 40% of the Operational budget of the Municipality. From the approved 2019/2020 organizational structure as well as in line with the approved 2019/2020 Budget the following key positions have already been advertised and are in various stages of the recruitment process with the target date of 31st July 2019 to have finalized the entire process:

POSITION DEPARTMENT TARGET COMPLETION DATE

1. Municipal Manager Office of the Municipal Manager 30th June 2019

2. Manager: Office of the Mayor Office of the Municipal Manager 31 July 2019

3. Manager: Youth Development & Support

Office of the Municipal Manager 31st July 2019

4. Manager: Communications, IGR & Batho Pele

Office of the Municipal Manager 30th June 2019

5. Risk Management Officer Office of the Municipal Manager 30th June 2019

6. IDP & PMS Officer Office of the Municipal Manager 30th June 2019

7. Manager: ICT Corporate Services 30th June 2019

8. Assistant Manager: Council Support Services

Corporate Services 31st July 2019

9. Assistant Manager: ICT Corporate Services 31st July 2019

10. Occupational Health & Safety Officer

Corporate Services 31st July 2019

11. Personnel Officer Corporate Services 31 July 2019

12. Labour Relations Officer Corporate Services 31st July 2019

13. Council Support Clerk x 2 Corporate Services 31st July 2019

14. Customer Care Clerk x 2 Corporate Services 31st July 2019

15. General Assistant x 11 Corporate Services 31st July 2019

16. Manager: Supply Chain Management (SCM)

Budget & Treasury Office (BTO) 30th June 2019


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POSITION DEPARTMENT TARGET COMPLETION DATE

17. Secretary To the Executive Director: Planning & Economic Developments Services

Planning & Economic Developments Services

31st July 2019

18. GIS Officer Planning & Economic Developments Services

31st July 2019

19. Development Practitioner Planning & Economic Developments Services

31st July 2019

20. Librarian: Jozini Municipal Library

Community Services 31st July 2019

21. Superintendant: DLTC Community Services 31st July 2019

22. Truck Driver: Waste Management (Ingwavuma Office)


23. Social Development Officer Community Services 30th June 2019

24. Special Programmes Officer (Arts & Culture)


25. Foreman: Waste Management x 4


26. Pound Management Officer Community Services 31st July 2019

27. General Assistant (Waste Management) x 30


28. Admin Officer: KwaNgwenya Rural Service Centre


29. Customer Care Clerk: KwaNgwenya Rural Service Centre


30. Technician: Roads & Storm-Water

Technical Services 31st July 2019

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 & CONTACT DETAILS

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 & PMS & Back to Basics (B2B) Services

1.4 Internal Audit & Risk Management Services

1.5 Communications; Batho Pele & Intergovernmental Relations

Vacant: Municipal Manager (But Mr LVM Cele is Acting) Vacant: Senior Manager: Office of the Municipal Manager Ms. Samke Mkhize: Manager: IDP & PMS Ms. Lungi Mvundla: Manager: Internal Audit & Risk Management Vacant: Manager: Communications, Batho Pele & IGR Mr. Nhlonipho Ndlovu:


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1.6 Youth Development & Support

Services

1.7 Office of the Mayor 1.8 Office of the Speaker/ Public

Participation Services

Assistant Manager: Communications Vacant: Manager: Youth Development & Support Services Vacant: Manager: Office of the Mayor Mr. Zweli Mpontshane: Manager: Office of the Speaker/Public Part. Mr. Xolani Nkosi: Assistant Manager: Public Participation

2. BUDGET & TREASURY OFFICE (BTO)

2.1 Overall Strategic Management 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 Vacant: But Mr Nkambule is Acting Manager: Supply Chain Management (SCM)

3. CORPORATE SERVICES


3.2 Human Resources

3.3 General Administration Services 3.4 Legal Services 3.5 Information Communications &

Technology

Vacant: But Mrs. LA Mncwango is Acting ED: Corporate Services Mrs. Mpume Gumede: Manager: HRD Mr. Zenzele Ngema: Assistant Manager: HRD Mr. Siyabonga Myeni: Assistant Manager: HRM Mr. Banzi Buthelezi: Manager: General Administration Mr. Mthembu: Assistant Manager: Ingwavuma satellite Office Mr. M Dlamini: Assistant Manager: Mkhuze Satellite Office Vacant: Assistant Manager: Council Support Services Ms. Siphelele Mpontshane: Manager: Legal Services Vacant: Manager: Information Communications & Technology

4. PLANNING & ECONOMIC


s. N. Ndaba: ED: Planning & Economic Development


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DEVELOPMENT SERVICES

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

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


5.2 Public Safety Services 5.3 Environmental e Management

Services 5.4 Municipal Library Services

5.5 Disaster Management & Fire Rescue Services

5.6 Special Programmes & Municipal Enterprises

5.7 Social Development 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 Mr Sifiso Nsele: Manager: Special Programmes & Municipal Enterprises Mrs. Busi Mngomezulu: Manager: Social Development Services

6. INFRASTRUCTURE & TECHNICAL SERVICES


6.2 Project Management Unit (PMU) 6.3 Operations & Maintenance (O &

M) Services 6.4 Roads & Storm-Water Services 6.5 Parks & Gardens & Cemeteries

Services

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: Parks & Gardens & Cemeteries

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. 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.


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Council also has a Bursary Policy which caters for employees and members of the Community (Community Achievement Bursaries).

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. 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


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employees and, as such, every effort should be made to retain those employees who have scarce or critical skills


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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. All HODs are African males. Women occupy 12 positions out of the 29 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

C.3.5. 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


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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.


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C.3.6. 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.

• Human Resource Policies in Place

• Opportunity of job creation

• Employment Equity Plan is also in place

• Low staff turnover

• WSP is submitted annually and the mandatory grant is received every year

• Fair Representation of Women Professionals at Senior & Middle Management levels

• Inadequate Gender equality mainstreaming

• Absence of a Gender Equality Policy Framework

•


• Grading of municipality from grade 1 to grade 2

• Job evaluation committee has been formed & functional

• 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


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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-based IDP participation meetings; water remains the main priority at Jozini Municipality. In terms of the latest Umkhanyakude District Municipality’s Water Service Development Plan (WSDP); 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)


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Water Infrastructure


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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


Ave

Sum of 2030LOS SPD Ave


Ave


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. Shemula Eastern Sub-Supply Area is divided into four (4) Sub-Schemes:

Mshudu Thengani (Kwangwanase) Manguzi Enkanyezini


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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 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


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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


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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. 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

Msiyane and Othobothini areas. However, it’s not all households that were provided.


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WARD NO.

SETTLEMENTS WITH ACCESS TO WATER

SETTLEMENTS WITH ACCESS TO SANITATION

is underway.

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

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

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


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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.


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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 PROJECT

VALUE EXPENDITURE TO DATE

BALANCE BUDGET FOR 2018/19

ADJUSTMENT MIG BUDGET FOR 2018/19

PROPOSED DRAFT ALLOCATION FOR 2019/2020

Ingwavuma via Sanitation

R142 588 855,43

R110 555 736,79

R32 033 118,64

R10 000 000,00

R22 606 888,70

Jozini Regional CWSS

R255 877 297,80

R222 915 511,79

R32 961 786,01

R 10 000 000,00

R17 760 753,73

Kwajobe Community Water Scheme (Ntshongwe Malobeni)

R160 194 178,00

R55 372 148,56 R104 822 029,44

R 20 000 000,00

R21 983 196,51

R10 000 000,00

Mkuze water Treatment upgrade & Refurbishment

R50 562 816,44

R49 054 369,61 R1 508 446,83

R 1 508 446,83

R1 508 446,83 R10 000 000,00


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Rehabilitation of uBombo Water Scheme

R8 561 400,00

R372 017,40 R8 189 382,60

R 6 000 000,00

R5 000 000,00 R5 000 000,00

Shemula water upgrade (Phase 2B)

R207 052 290,00

R187 351 475,85

R19 700 814,15

R 15 991 553,17

R12 000 000,00

R1 500 000,00

Thembalethu Sanitation (WWTW)

R100 918 806,75

R36 247 625,03 R64 671 181,72

R 5 000 000,00

R5 000 000,00 R7 000 000,00

Jozini Low Cost Housing Sewer Upgrade

R55 799 182,90

R7 660 936,47 R48 138 246,43

R 15 000 000,00

R8 000 000,00 R20 000 000,00

Ingwavuma Boreholes (Drought)

R5 497 135,00

R5 497 135,00

R5 497 135,00

R800 000,00 R5 000 000,00

Jozini, Umhlabuyalingana VIP Sanitation Project

R150 633 000,00

R150 633 000,00

R10 000 000,00

R15 000 000,00

Greater Ingwavuma Water Supply Scheme

R5 000 000,00

R 2 000 000,00

R15 000 000,00

Nondabuya CWSS Upgrade

R5 000 000,00

R 2 000 000,00

R10 000 000,00

Siweni/Ingwavuma Emergency Pipeline

R15 000 000,00


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C.4.2. SOLID WASTE MANAGEMENT

The municipality provides waste collection services in its main towns, 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 to all areas of the municipality is one of the municipality’s strategic objective. The municipality has 1 dumping site which is at Mkhuze and it will be licensed by June 2019 with the assistance of EDTEA. An Integrated Waste Management Plan (IWMP) is in the process of being developed 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 final IWMP is anticipated to have been concluded by 30th September 2019 should everything goes according plan. 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 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 Source: Statistics South Africa (CS 2016)

LANDFILL SITES


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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


1500 2.27yrs

iNgwavuma Waste Disposal


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.

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.


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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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iNgwavuma Waste Disposal Site •


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✓ 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

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


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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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INTEGRATED WASTE MANAGEMENT PLAN The municipality has resuscitated 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 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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Waste Management Challenges within Jozini municipality


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.


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2. Integrated Waste Management Plans (IWMPs).

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.

3.3. Poor revenue collection mechanisms.

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.

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,


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provincial, municipal) come together to 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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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 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


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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 grader which will assist in delivering this service.

DEPARTMENT OF TRANSPORT PROJECTS

Project name Activities Ward Tribal Authority Area Start Km

End Km

Manqayini School Access Road – New Gravel Road

New Gravel Road 7 Nsinde 0.0 1.0

Sambane School Access Road – New Gravel Road

New Gravel Road 12 Nyawo 0.5 1.5

Mpondwana – New Gravel Road

New Gravel Road 8 Nyawo 0.0 4.0

D2210 – Betterment & Regravel

Betterment & Regravelling

19 Nyawo 0.0 3.0



14 Mngomezulu & Nyawo

0.0 6.0



11 Mngomezulu 1.0 5.5



18 Mngomezulu 12.0 19.0



15 Mathenjwa 0.0 1.2



15 Mathenjwa 1.2 2.4



2 Nsinde 6.0 10.8



1 Ngwenya 0.0 4.5

L1191 – Betterment & Regravel


1 Ngwenya 0.0 5.0



1 Ngwenya 3.0 4.6


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Transport network


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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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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



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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


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.

C.4.4.1.


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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 the programme. Eskom will continue to electrify those areas that they are busy with, which falls under the Municipality. The Technical and Planning Department together with the Director oversee all the electrification projects, while the Consultants manage the contractors.

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 ON-GOING PROJECTS

PROJECT WARD FUNDER STATUS MARCH 2019

Ophansi Electrification (647) 20 ESKOM 30%

Bhekindoda Electrification (296) 9 ESKOM 45%

Shukela Electrification (256) 10 ESKOM 20%

Madeya Electrification (261) 17 ESKOM 20%

Nyamana/ Ntabayengwe/ Siweni/ Bhekindoda Electrification (553)

11 ESKOM 5%

Ekuhlehleni Electrification (522) 15 ESKOM 20%

Makhonyeni/ Bhanjana electrification (252)

05 ESKOM 20%

Mzinyeni/ KwaMbuzi Electrification (401)

10 ESKOM 60%

Ndumo #2 electrification (494) 16 ESKOM Construction started

Esihlangwini electrification (276) 14 ESKOM 20%

Enkungwini electrification (502) 18 ESKOM 50%

PROJECT WARD SOURCE OF

FUNDING 2019/20 2020/21

Nhlangano 3

KwaQondile 7

Mkhuze waManzi/Mshophi 1 & 20

Manqonjwana Electrification

2

Shemula/ Khonya (722) 12 ESKOM


11 ESKOM

Emngceleni Electrification (494)

10 ESKOM

Embadleni (352) ESKOM

Gwaliweni Phase 2 (269) 9 ESKOM

Jozini Bulk extensions (900)

Various ward ESKOM

Oshabeni/ Nonjinjikazi (505)

11 ESKOM


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Khonya #2 (718) 5 ESKOM

Amandlethu (236) 8 ESKOM

Enkungwini #2 (869) 18 ESKOM

Esihlangwini #2 (500) 14 ESKOM

Mkhonjeni Biva Island (204)

6 ESKOM

Mzinyeni & KwaMbuzi Phase 2 (471)

10 ESKOM

Embadleni #2 (721) 17 ESKOM

Ndumo Phase 3 (Thelamama) (573)

16 ESKOM

Extensions 10 (345) Various wards ESKOM

Extensions 24 Various wards ESKOM

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. The Municipality has requested a grant funding of R60 million from the Department of Energy to cover part of the R140.8 million to fund the upgrade of the two electrical networks. They plan to cover the balance of the budget from own balance sheet.

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.

What is however very encouraging to note is the Municipality has commenced with the process of compiling a DBSA funded Municipal-Wide Electrification Master Plan which will serve as strategic tool tp guide decision making towards the provision of electricity to the people of Jozini. It is anticipated that the master plan would have been concluded and adopted by Council not later than 31st December 2019


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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. It is also worth mentioning that the municipality is currently undertaking the feasibility studies for the formalization and development of new cemeteries in Bhambanana, Ndumo, and Jozini Nodal areas.

C.4.5.2. MUNICIPAL HALLS & 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. In this regard is worth noting that the municipality has strengthened its organizational capacity inclusive of policies for the management of the 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.

MUNICIPAL 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


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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. 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

Area Percentage

Urban 4,9%

Tribal/Traditional 94,9%

Farm 0,2%


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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.

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.


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C.4.6.5. EXISTING AND PLANNED HOUSING PROJECTS Table. Planned and Current Housing Projects

PROJECT NAME WARD PROJECT TYPE

NO. OF UNITS

PROJECT MILESTONE

Ndumo 16 Rural 1000 Planning

Jozini Ward 5 5 Rural 1000 Planning

KwaJobe Phase 2 3 Rural 800 Construction

KwaNsinde Rural 600 Construction Almost Complete

KwaNgwenya 1 Rural 600 Construction Almost Complete

KwaMngomezulu 16 Rural 800 Construction Almost Complete

KwaMathenjwa Rural 1000 Construction Almost Complete

Siqakatha 6 Rural 1000 Feasibility

Mhlekazi & Mkuze 1 & 20 Rural 800 Feasibility

Zineshe & Gujini 3 & 4 Rural 800 Feasibility

Hlalanathi & Mamfene 5 & 6 Rural 800 Feasibility

Maphaya & Madinyane 2 & 7 Rural 800 Feasibility

Msiyane & Nondabuya 8 & 19 Rural 800 Feasibility

Ophondweni & Emziyeni 9 & 10 Rural 800 Feasibility

Nyamane & Machobeni 11 & 14 Rural 800 Feasibility

Shemula & Makhanisi 12 & 13 Rural 800 Feasibility

Mbadleni & Ndumu 16 & 17 Rural 800 Feasibility

Manyiseni & Nkungwini 15 & 18 Rural 800 Feasibility


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C.4.6.6 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.


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C.4.6.7 SERVICE DELIVERY & INFRASTRUCTURE: SWOT ANALYSIS


• Community halls in all but one ward

• Community facilities: sport fields,

• Financial resources

• Quarterly site visit by portfolio committee.

• Existence of Municipal Libraries

• Electricity licence

• Inconsistency on goal implementation

• Limited office space

• Incomplete project due to inadequate project management.

• Lack of infrastructure plan.

• Lack of a municipal-Wide Integrated Transport Plan (ITP)

• No legal landfill site


• Rural development as identified in national development plan

• Funding sources such as DBSA and donor funds.

• Land available for development

• 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 May 2019. 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.

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 neighboring 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.

INVESTMENT/ RETENTION POLICY Investment Promotion in Jozini Municipality is uncoordinated due to the lack of an Investment Promotion Strategy for the Municipality. Consequently, there is a lack of investment promotion projects and programmes for the local municipality. Efforts have been


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made, through the LED Forum, to hear presentations by potential investors and investment projects; however, very little visible result has been seen from these endeavors. IMPLICATIONS FOR REVISED LED STRATEGY

Need for Investment Promotion Strategy to Guide Investment and Promotion in the LM Training for LED Officials in Investment Promotion Strengthening relationships with TIKZN in order to build on investment promotion

opportunities Strengthening relationships with Umhlosinga Development Agency in order to grow

investment promotion in Jozini Need for requirements of LED Forum

The municipality has been involved in a number of efforts to assist small scale businesses and cooperatives in their development. This has involved the development of business plans, linking SMMEs and co-operatives to funding sources and assistance in terms of registration. Challenges that have been felt in this regard include the limited funding for such projects. There is also no guiding documentation (no investment promotion strategy or SMME Development Strategy) that assists the LED Unit in developing, supporting and retaining businesses in the Municipality. Due to this, there is also little business retention and support programmes for large-scale investors into the local municipality. He municipality is in the process of appointing the service provider to do an Investment/Retention Policy.

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. 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;


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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. 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


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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

Agriculture, although it has shown a positive growth rate within the past 10 years, has declined in contribution to the Gross Value Added of the Local Municipality. In 2013, the sector only contributed 7% to the overall GVA of Jozini Local Municipality. 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. 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:


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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 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;


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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 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

CO-OP CONTACT PERSON

Makhathini Youth farming Simelane N Mazwi

Vezithanga Agriculture Lindiwe T Ntshakala

Umpheme Poultry Broilers Mazibuko Sindisiwe

Ingenzeka Nyawo Samkelisiwe

WARD 1 POVERTY REDUCTION PROJECTS

PROJECT BENEFICIARIES PRIORITY NO.

Mpungamlilo poultry (eggs) Presented at Mlingo hall by ward committee member: Thembinkosi Bhekinkosi Mbhamali

0825362872

KwaNtaba tent, chairs, pots, etc

Ngudeni tent, chairs, pots, etc

Mpileni mobile cold room

Mhlekazi tent, chairs, pots, etc

Mkhuze wamanzi park, Shisanyama, meat cutting machines

S Mponza, M Mathe 0611725988/ 0761558913

Nhlonglela Ehlanzeni tent, chairs, pots, etc Mrs Myeni, Mrs Manukuza 0824795414/ 0762526217

The Holly Mountain of Ukukhanya (Tent, 100 chairs, 3 tables (Esitobhini area)

Mrs Ntshangase (Sihlalo), Musa Shongwe (Nobhala), Xolile Mthiyane

076265217 0646657317 0794142218

Izenzo 7( Inhlangano yabeFundisi): fencing of 4 hectares garden, goats,

NJ Myeni, T Nyawo, Mr Zakwe 0823590324/ 0724382412/ 0711451330

Ngudeni Garden (2 tanks and hoes) Gugu Hlatshwayo, Sthenjwa Ndwandwe 0769126014/ 07230551050

Ngudeni Dam OB Mawela/mGuva Thabede 0828429547

Shelter, 4 laptops, photocopier, Fax machine, Stationery

Nokulunga Hlatshwayo, Skhumbuzo Shoba 0793049945/ 0655220274

Mhlekazi tent with 200 chairs and mobile coldroom

Dumisile Myeni Ntombi Gabela 0824365219

Mhlekazi pig farming Mboneni Myeni, Zibuse Dladla 0728806075

Mhlekazi stove with pots Mabhuti Fakude, Xolani Dladla 0713842617/ 0727172931

Mbabazane Garden (Fencing) Nokuthula Gabela, Sizakele Dladla 0764506619/ 0798154751

Mpungamlilo Market Bonisiwe Thwala, Nomthandazo Masuku 0766613838/ 0727485904

Mpungamlilo tent with 200 chairs Thembeni Donda, Celiwe Fakude 0799046269/ 0724052465

Mpungamlilo goat farming Nhlanhla Thabede, Bonginkosi Mziyakho 0796799703/ 0714173311

Empileni coldroom Siyabonga Ndlovu, SB Manyanga 0824868257

Sinothando bakery (stove/ oven) Smangele Myeni, Maleli Thwala,


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P Manukuza 0792358756/ 0795364430

Mkhuze wamanzi creche Jabulani Ntombela, R Gumede 0824891395

Tshaneni poultry Nokwethemba, Gugu Ngema 0822569209/ 0797299951

Siyaqhubeka youth project:Salon (Nhlonhlela) Nokubonga Fakude, Mpilo Gumbi 0712651467/ 0727043031

Fezeka Youth project (chips machine) Snethemba Mathe, Mpume Myeni 0791847865/ 0723584824

Ntulindawo coldroom Lahliwe B Thabethe, FG Mzileni 0761558913

Ngoqongweni sewing project Siphiwe Buthelezi, Khaya Fakude 0798044497

Sound system and traditional attire Abafana bakaSgugu0767525928/ 006083008299

Ngoqongweni tent and chairs and generator Sboniso Mazolo, Sipho Fakude 0728015011

Mshophi Youth project (coldroom, tent and 200 chairs)

Mathalente Myeni, Mimi Fakude 0722164545/ 0663764904

Home blocks project Mbongeni Mathenjwa, Abraham Mzileni 0765971216/ 0798628648

KwNtaba tent, 200 chairs and pots 0729736439/ 0762378375

KwaNtaba coldroom, tent and chairs Dumisani Nyawo Jabulile Shongwe 0763469794

KwaNtaba sound system James Nkambule, Qiniso Myeni 0795788930/ 0826378412

Mange tent, 200 chairs and coldroom Xolile Zungu, Ziningi Myeni 0724845124/ 0714431713

Mange cutting machines Jabulani Siyaya 0728124599

Mange sound system Nkinsimane Myeni, Mzamo Zungu 0646027007/ 0712224284

Mange dam PF Fakude 0723321140


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Sun-rise crèche Peter Mafeni 10

Siqalo esihle block making Bongani Ngema 2

Ukuhlobangemvunulo Hlalile Ntimane 1

Majozini car wash B Thabethe 6

Madinyane Ziphilise goat farming W Mbatha 3

Ezinkunini car wash D Mlambo 5

Majozini poultry T Makhunga 9

Market stalls C Ntombela 7

Majozini sound system SJ Dlamini 8

Majozini catering (izitsha) M Mbhamali 4

Makhehlekehle welding E Mngadi 11

Esikhaleni catering PN Mdletshe 13

Gidamuva (ubuhlalu- Majozini) J Khanyile 15

Siza uzalo sewing machine B Gumbi 14

Grass project (Nkangala) B Mtshali 16

Sisonke pig farming (Esikhaleni) MW Myeni 12

Siyathuthuka catering (Nkangala) E Myeni 18

Sinamuva catering (Ezinkunini)) T Mabaso 19

Magcwalinsila plumbing S Dlamini 17

Events and sound system (Majozini) S Dlamini 20

Siyababusisa M Gumbi 21

Ophande

Bekezela Mama (tent, chairs, coldroom & uniform)

Siyaphumelela project (sewing)

Zenzele block making

Umnotho wethu project (abalimi)

Eyethu club (mobile fridge, tent & chairs)

Zinkunini

Siyabonga internet café (computers, printer, photocopier, papers, etc)

Gogobane Bhumeni garden (fencing material)

Makhabaluthuli sound system

Zizamele catering project

Qophumlamdo (2 video cameras & 2 cameras)

Nkangala

Nkangala Mothers (tent, chairs, generator & 3 tables)

Hlanganani (300 chairs)

Thuthukani boys (6 grass cutting machines)

Struggle woman (catering set)

Sphethamakhaya project (toilet paper machine, accessories and stretch tent)

Majozini

Siyabajabulisa project (meat cutting)

Sizabantu container (container to sell vegetables)

ST. Alexis

St Alexis internet café (computers, printers, photocopier)

Sukuma project (catering equipment)

Qhubekela phambili (amacansi)


172

Obaleni catering (stretch tent, sound system, gas stove, pates)

Lindani project (chainsaw, brush cutter)

Siyaqhubeka catering project (catering equipment)

Obaleni car wash


173



Ubumbano project

4 grass cutting machines (ezinyokeni Youth group)

Uthandolwethu Club (Ezinyokeni) tent & 500 chairs

Sizisizwe Creche (Ezinyokeni)

Emseni crèche- Ezinyokeni (chairs and toilets, fencing & 5000 ltrs tank))

Endalini tree cutting 0768704673 0763472379 0727788716

Qalakancane garden (eNhlangano)

Zamokuhle Agricultural project

Mbadleni coldroom and generator

Mbadleni block making

Mbadleni poultry

Komkhulu poultry

Komkhulu market

Komkhulu salon

Mthambalala crèche

Mthambalala bakery

Mozi fencing

Mozi tent with 400 chairs and sound system

Mozi crèche

Ndalini sewing projectNdalini nursery

Sivukile 3 pole tent and sound system

Nhlangano tractor

Nhlangano crèche

Nhlangano tent with 400 chairs

Zineshe tent

Zineshe craft work

Zineshe poultry

Ezinyokeni tent, coldroom and sound system

Ezinyokeni market stalls

Ezinyokeni youth poultry

Ezinyokeni youth (1000 bags of cement)

Ndalini market

Sinamuva nursery

Masibambane poultry

Vukani poultry

Kwadonsa poultry

Bonelani garden fencing and engine

Sekusile garden engine and 2gates

Mtholwane garden fencing, engine and pipes

Qalakancane garden

Vulamehlo craft work

Ezinyokeni poultry

Amacansi (omama baseZinyokeni)

Ezinyokeni blocks project (500 bags of cement)


174

Ekudilikeni creche

Mobile tent (Ekudilikeni)

Financial assistance (student registration fees)

Ward tent with 2000 chairs

3 coldrooms

Workshop building

Market stalls

Mthambalala shelter

Kusakusa garden garden Ezinyokeni (fencing, engine, tank)

Church of Christ Ezinyokeni (3 pole tent, 400 chairs & sound system)

Qalakusa sewing project Ezinyokeni (tables, chairs & structure)

Siyazama project Ezinyokeni (photocopying machine)

Siyahluma poultry project

Ezinyokeni goat farming

Injongo yezemvelo eNhlangano

Ezinyokeni community shelter

Mandlanzi dam

Ezikhoveni church eMthambalala (church house, chairs & tables)


175



Beauty contest for youth 1

Drivers’ licences for youth 2

GG mobile fridge 3

Computers for youth 4

Sibonokuhle Block making project

Sibonokuhle Sewing machines

Sibonokuhle vegetable market

Sibonokuhle poultry

Mthidlwe Poultry project

Isishebo Poultry project (Mthidlwe)

Mthidlwe dam

Mthidlwe creche

Cezwane Tent, chairs, tables and covers/ cloths

Cezwane Isiqalosethu crèche (chairs, tables and swings)

Cezwane Sound system, tent and chairs

Cezwane Agriculture material for elders

GG Tent, chairs and generator

GG Vegetable market

GG Asimbonge co-op (poultry)

Zagogwana Crèche

Zagogwana Gardens

Ekuveleni Poultry project

Ekuveleni goat farming

Mangwenya Poultry Project

Cezwane poultry

Mangwenya block making

Mangwenya tent

Mandonya tent, pots, stove, tables, etc.

Nomabhengu goat farming

Sibonokuhle goat farming

Mthidlwe Dlamiyana project

Cezwane Mthala market fencing

Mandonya poultry

Career EXPO

Mandela Day

Sizanani coldroom

Sizakancane project (goats, tent, chairs, sound system)


176



Mthelu crèche LS Myeni 1

GG 3 pole tent with 200 chairs J Zwane 2

Hlalanathi tent, chairs and table T Mabaso 3

Emagroundini pig farming NT Radebe 4

Banjana Block making M Buthelezi 5

Sibongile tent and chairs 6

Imakancane tent & chairs 7

Makhonyeni primary (creche) 8

Mkhayane tent, chairs and tables 9

Gedleza coldroom 10

Sinethezekile sports kits 11

September Zulu dance 12

June Youth celebration 13

Zion celebration 14

Disability day 15

Sibongile traditional attire hire (beads and amacansi)

J Mathabela

Makhonyeni primary sewing machines Z Mchunu

Gedleza coldroom ZI Simelane

Banjana crèche

Banjana Coldroom, tent, chairs and 2 tables

Umshini wezingubo (Banjana)

Banjana poultry

Banjana Jumping castle hire

Banjana pig farming

Banjana catering and decoration project

GG Poultry (1000 chicks)

GG sewing project (10 machines)

GG youth block making

GG youth goat farming project

GG youth sheep farming project

Hlalanathi crèche

Hlalanathi sound system

Hlalanathi catering

Hlalanathi poultry

Hlalanathi grass cutting machine

Gedleza tent, chairs and tables

Gedleza poultry (eggs) for Abafelokazi

Makhonyeni primary crèche

Makhonyeni primary coldroom

Makhonyeni primary tent and chairs

Makhonyeni primary catering and decoration

Makhonyeni primary jumping castle

Makhonyeni primary block making

Mthelu coldroom

Mthelu tent

Mthelu sewing machine

Mthelu catering and decoration

Mthelu Jumping castle

Sinethezekile coldroom (emagroundini)

Sinethezekile arts/ craft project


177

Emagroundini crèche

Sinethezekile sewing club

Sinethezekile poultry

Sibongile coldroom

Sinethezekile shelter for market stalls

Sibongile poultry

Sinethezekile bakery

Makhonyeni tent, tables and chairs

Mkhayane cold room

Hlalanathi tent, tables and chairs

Mthelu creche

Mthelu tent and chairs

Gedleza crèche

Sibongile tent, tables and chairs

Mkhayane poultry

Banjana tent

Fencing of gardens and grass cutting machines

Sewing machines

Umbhoshongo wesevumelwano sabafelokazi (Makhonyeni)

Gedleza toilets

Gedleza chips machine

Gedleza women’s Christmas and sewing machines

Mkhayane tent, chairs and tables

Mkhayane catering

Mkhayane sewing machine

Mkhayane chips machine

Sibongile women’s Christmas

GG coldroom

GG women’s Christmas

Hlalanathi women’s Christmas

Hlalanathi women’s Christmas

Hlalanathi sports jersey

Sinethezekile sewing machine

Emathangeni sound system

Sinethezekile youth in agriculture

Sinethezekile VIP toilet

Social awareness

Jojo tanks


178



Biva mealie processing machine

Fencing of dams at Biva

Sishanyama (Butchery and car wash)

Sewing project

Cleaning chemicals machines

Creche (ukhethe)

Mamfene market

Ukhethe market

Ukhethe community tent

Mamfene poultry

Mamfene craft (amacansi)

Our future creche (Biva)

Siyamukela creche (Mkhonjeni)

Mayenzeke bakery

Biva warehouse

Nyawoshane poultry project

Ntenga creche

Nyawushane creche

Biva poultry

Market stalls (Mabaso & Mgababa)

Market stall (Mlambo store)

Mlobane poultry

Biva craft

Pig farming (Mamfene)

Ikusasa lomkhonjeni creche

Chemical mix machine (Biva)

Nyawushane poultry

Sound system

Soccer tournament

VIP Toilet

Mamfene

Indali yezinkomo

Drop in centre

Block making

Poultry (eggs)

Nusery

Ntenga

Poultry (X2)

Zenzele project (coldroom)

Siyabonga tent and chairs

Sound system

Nguni cattle and goats farming

Queen Mrtha Cultural village

Sewing project

Biva

Kwazenzele project

Biva co-op: Senzakahle sound system

Shayamoya coldroom

Shayamoya co-op: pig farming

Old age home

Siyanqoba project (tent and chairs)


179

Ukuphila project (goat farming)

Biva Mlobane coldroom

Warehouse (Biva Mlobane)

Spilanakho project (Biva Mlobane)

Ukuhlehla Kwenqama project

Stokvel mom coldroom

Senzani project (fencing of 5 hectares and water pump)

Mkhonjeni

Creche

Malwande Club (Nguni cattle farming)

Siqi club (Drop in centre)

Okuhlekodwa coldroom

Sizanani coldroom

Youth goat farming

B.W. poultry project

Vukuzenzele co-op

Mbubeni

Full sound

Vezulwazi project (sand and blocks)

Ukuzama poultry (eggs)

Mamfene

Tent and chairs

Khanyisani creche

Ncengimpilo coldroom

Zamokuhle coldroom and catering equipment

Sound system

Gardens (fencing, 6 tanks, 3 water pumps)

Siyathuthuka siqawe co-op

Lelo hair salon

Nyawushane

Agricultural scheme

Mgababa and Mabaso market

Poultry project

Inqanawe sewing project (machines)

Isongeso coldroom

Isibonelo tent and chairs

Amawele video machine

Imbiza sound system

Mayenzeke bakery

Shisanyama

Creche

Car wash


180



Qondile pension point 2

Equipment to support the existing crèches 3

Renovations of Maphaya crèche All creches 8

Mlotheni crèche 7

Mpompoza community tent with chairs Gugulethu Myeni 4

Manqayini community tent with chairs Shadrack Mzileni 4

Jozini tourism draw card event 5

Community tents (Qondile, Maphaya, Delunina, Mlotheni, 16 Area, 17 Area and Machibini)

Ward committee member to all members B.J. Mkhwanazi

6

Thembalethu garden co-op and Senzokuhle (water tanks, pipes, electric pumps, seeds)

9

Yonayethu fashion design (sewing machine, wool)

Opencent Xaba

Lightning conductors All ward 1

Siyazenzela block making machine (16 Area) Nokwazi Mkhize 10

Cement, sand, machine, car wash 11

Qalakancane bead material (mpompoza) Buhle Myeni 12

Sports event 15

Poultry projects (house, chicks, food, etc.) Sicelosethu- 17), Ukuthula (Qondile) Sizakancane (Maphaya) Isiqalo (Manqayini)

Dombi Ndlazi Alice Nhleko Rose Kwesaba Bonisiwe Mtshali

14

17 AREA

Msushwana catering (cooking equipment)

Zamimpilo (goat farming, workshop on farming, material for yard)

Isicelo sethu (Home base care training)

Siyazama project (farming material and seeds)

16 AREA

Koze kulunge project

Khulakahle project (sheep farming and maintenance tools)

Koze kuse project (3 pole tent, 3 tables, 200 chairs and 5000L water tank)

MPOMPOZA

Zenzele comm project (block making material, storeroom house)

Zabalaza project (goat farming and maintenance tools)

LOCATION

Khethakahle project (3 pole tent, 200 chairs and 2 tables)

Senzokwethu catering (5 pole tent, 50 spoons, 300 plates, 300 glasses, forks, knives 50 numbers)

Siyazama projects (ploughing material and vegetable seeds)

Siyaphambili ward 7 project (container with cooking material: 5 size 25 pots esintu, 10


181

izingqoko with different sizes)

Umfutho wamandla poultry project (eggs)

Inhlaba project (2 coldrooms)

MANQAYINI

Isixaxa samadoda project (goat farming)

Qalisa project (10 Sewing machines, storeroom container)

MAPHAYA

Sukumani project (fence making machine)

Zizamele knitter machine (Stove and baking equipment)

Khayelisha project (Stove and baking equipment)

Sizakancane poultry project (building/ structure and…..)

Ikusasalethu project (structure and baking equipment)

Mr Jabulani Buthelezi

Jozini Archives (Inqolobane yomlando): Structure for traditional maretial, etc)


182



Othobothini Tractor & implement 1

Endabeni Goat farming 2

Othobothini Brush cutters (X8) FROM STIL 3

Endabeni Coldroom 4

Poles for garden fencing (whole ward) 5

Nazareth drums (X4) 6

Amandlethu garden

Amandlethu sound system

Msiyane sound system

Msiyane coldroom

Emgabadeli tent

Emgabadeli coldroom

Endabeni garden

Endabeni coldroom

Othobothini goat farming

Othobothini sewing machines

Othobothini catering

AMANDLETHU

Catering

Ice machine

Photo and posts printers

Mobile fridge

Goats

2 pole stretch tent and chairs

Grass cutters

Mobile kitchen

Fencing of gardens

Netball poles and balls and jersey

Beads

Orphans and vulnerable children support

Nguni cattle farming

OTHOBOTHINI

Sound system

Coldroom

Tents

Bakery

Phumelela & Phathigeja farming Othobothini farmers

Salon

Gym programme

Market

ENDABENI

Pigs

Sound system

Creche

Grass cutters

Exercising project

MSIYANE

Grass cutting machines

Photocopying machines and printers

Sewing machines

Tents

Beads

Goats


183

Catering

Bakery

Pastors forum event

Blocks, bricks and lentils

Coldrooms

Bakery

Netball poles and balls

EMGABADELI

Catering

Pig farming

Bricklaying

Grass cutters

Amacansi

Women’s conference

Youth conference

Men’s conference

Disability conference

Drugs campaign

Teenage pregnancy awareness

Indigenous games material


184



Boreholes (with electric pumps) Elumbe and Ezulwini 01

Sports attires for different codes (Netball, Soccer & boxing)

02

Chips making machines Mombeni, OPH, Bhekindoda 03

Building material (cement, sand, corr. Iron, etc.)

04

Drivers licenses Ward 9 Youth (14) 05

Financial assistance e.g. registration fee for students

06

Food parcels to the poorest families 07

60 meters X20 fence to fence for goats 08

Tree cutting machines (warmlight) Mhlumeni, Mombeni 09

Luncheon Mombeni 10

Goats 11

Blocks making equipment 12

Arts and culture attire and activities (Indlamu, modelling, etc.)

13

2 internet cafes 14

Vegetables gardens 15

Catering 16

Grass cutters

Driller (Jeckermer) and generator

Gymnasium

Child protection week, Commemoration of international day for older persons, 16 days of activism

Drugs and substance abuse programme

Food security

Early childhood development

Mobile fridges

Tents with chairs, tables and generator

Dams

Creches (building, renovations, fencing

Fencing of grazing fields

Dipping tanks

Catering equipment

Sewing machines

Cattle

Tractor

Pigs

Chicken (meat & eggs)

Decoration equipment

Workshops for project beneficiaries

Workshops for sectors/ forums

Skills training to youth

Sound systems

Salons (buildings, fencing, equipment)

Bakeries (buildings and equipment)


185



Mzinyeni water pump EM Mpontshane 0729802398

Mangqwashu grass cutting and wood cutting machines (X10)

Jobe Sipho 0768481045

Ezimbengeni Water pump Ngwenya Thulani 0720893473

Mzondi pipeline extension TS Dlamini 0765655882

KwaShukela Embundwini creche Skhaliso 0793654458

Empumelelweni creche Maria Mkhwamubi 0721203492

Ethangeni creche B Mpontshane 0826870715

Ezinhlabeni imijikelo Dumisani Gumede 07277059987

Mabheshwini creche Ngwenya Johnson 0714795247

Sports kits (25)

Mpumelelweni dam

Mpumelelweni garden

Mpumelelweni bakery

eZakheni 2 pole tents with 400 chairs (2)

Ezakheni Block making project

Mzinyeni creche

Mzinyeni livestock

Mzinyeni poultry (eggs)

Mzinyeni welding machines

Mzinyeni bakery

Mzinyeni gymnasium material

Mzinyeni pig farming

Mzinyeni tent

Mzinyeni fish farming

Mzinyeni butchery

Mzinyeni funeral club (catering material)

Mzinyeni grass and wood cutting

Thembeka goat farming

Mzinyeni sound system

Danishini crèche

Danishini tent

Danishini spares

Danishini gymnasium

Kwashukela community tent and chairs

Kwashukela container (Salon)

Ezimbengeni goat farming

Ezimbengeni pig farming

Completion of Kwashukela block making project

Inala sewing

Kwashukela poultry

Mphokoshane poultry

Mangqwashu poultry

Mangqwashu 2 tents with 200 chairs

Mangqwashu block making

Mangqwashu sewing machines

Ubambiswano funeral club (tent with 3 poles, 300 chairs 7 tables, coldroom, pots)

Mangqwashu sound system


186

Thakani goat farming

Savela goat farming

Mangqwashu dam

Thangeni goat farming

Thandokuhle crèche

Vuka uzenzele fence

Mangqwashu catering

Vusezakhe poultry

Sqalokuhle project (tank shelter, fence)

Vumbuka project (amacansi)

Khwambusi sound system

Khwambuzi (photocopier, printer and generator)

Khwambusi sewing machines

Kwambuzi tent

Khwambusi goat farming

Khwambuzi (amacansi)

Mzondi crèche renovations

Mzondi poultry

Mzondi youth (Isaselihle catering) stove, pots, decoration material

Hlakaniphani creche

Ethangeni goat farming 0826870715

Ethangeni Dam

Ethangeni Vukuzenzele fencing

Phumuzamabheshu Nasisizwe project (amacansi) Siyazama project Sinothando funeral club Qaphelani goat project Siyavuna Garden Creche

0714795247

Mpumelelweni Goat farming Bakery

Kwashukela Water pumps, NPO: NikaUsizo building and computer Siyathwalisana funeral club Thuthuka salon and catering Sebenza goat farming Kwashukela sound system Ourgarden project Imbokodo co-op


187



Round tables and stretch tent (Nkondosini) Presented by T.O. Mpungose at Maphindela hall

0797784273

Fixed park home (for cooking) (Magugu area)

Hair salon facilities (Nkunini area)

Carpentry equipment (Mkhontweni)

Catering equipment (Dwaleni)

Cold room (Mpakeni)

Tent and chairs (kwaJimu)

Nyamane decoration material

Mnoyini tent and chairs

Mlambongwenya plastic tables (10)

Ntabayengwe catering (izitsha)

Nkomeni traditional attire for boys and girls

Mphoweni cattle farming

6 cold rooms

Ntabayengwe/ nkomeni boreholes

Ntbayengwe/ Enkomeni block making

Ntabayengwe/ Nkomeni tent with chairs

Poultry farming

Ntabayengwe/ Nkomeni creche

HIV awareness

Mphoweni coldroom and Poultry Sebenzile Gina, Philisiwe Gina, Mancane Mgudlula, Doris Ntimbane

Thuthuka/ Dwaleni (Mphoweni) goat farming Silomo Gina, Samson Tembe, Jabulani Tembe, Enoch Nyawo, Jonathan Gumede 0713960313, 0762463514, 0711483311

Vulindlela tractor Galaza J mpontshane, Zakhele Mafuleka, Zulu Ntimbane, Joseph Gina, Mgqibelo Mabuyakhulu 0726061284, 0827923084, 0715713813

Ikusaselihle care centre (Outdoor play: jungle gym, swings, balls, sand play) (indoor play: toys, playdoor, tables & chairs)

0768898301

Masibambisane sewing machines Thembekile Mafuleka, Nozipho Myeni, Lindiwe gumede, Nelisiwe Gumede, Samkelisiwe Gumede, Zodwa Tembe 0761921999

Mantenga farming Khumbulani Mphontshaba, Sakhile Mphontshana, Mxolisi gumede, Velaphi Mpontshana,, Themba Gina, Xolani Gina 0606403301 0799991109

Phumzame grasscutters Thulani Tembe, Lungisani Mthombeni, Simon Ndlazi, Fano Tembe, Gwaqa Gina 0792278499

Sinenhlanhla Clean Mandla Gumede, Nozipho Myeni, Nonsikelelo Dlamini, Thandazile Gumede, Buzakuthini Duma


188

0822582330

Sizumphakathi catering and baking (Baking machine, etc)

Tholakele Myeni, Makhosi GUMEDE, Yakhiwe Zikhali, Khethiwe Ndlovu, Khumbuzile Mngomezulu, Nkosingphile Dludla, Thandazile Tembe 0791587006

Mobile freezers (10) Submitted by ward committee members

10 tents

10 catering projects

Goat farming

Cattle farming

3 creches

4 boreholes

Ikhwane

VIP mobile toilet

10 sound systems


189



Siyaphambili Mobile fridge MT Ndlovu

Bhamzity mobile toilets TP Ndlazi

FM Msweli mobile fridge

Zinoju Milling (2 pumps)

Youth in Action (grass cutters) Andile Qwabe

Zongamavila (tree cutting) Sipho Msweli

Magebhukeni project (pumps & pipes) Khumalo Makhweta

Esifomothini mobile fridge DK Gumede

Alliance 6 poultry (500 chicks Mthembeni Mconyan

Sobancane project (bakery and decoration) Scelo Nene 0728046414

Mageza Project (water pump & pipes) Khanyisile Ndlovu 0827360019

Shemula Market stalls (Siyazama) Siyazama project 0765645871

Bhamu mobile toilets Mthembeni Ndlazi

Youth support (sports)

Dezile trading coldroom and catering

EMGANWINI

Iphakade coldroom Nombuso Ngobe 0726474846

Mnqobi (sewing) Luzile Mtshali

Sinamuva goat farming Dumisani Shabalala 0823627079

ESIWENI

Bhambanana co-op (car wash & shisanyama)

Thabo Lukhele 0768790646

Banumzane group (goats) Nelisiwe Gumede 0714257308

Malibongwe catering Sne Mafuleka 0725359707

EMATHAYINI

Siyaphambili mobile fridge Nompumelelo Manganyela 0723298468

ESIGODINI

Blue morning stars (sports kits) Princess Ngwenya 0796617409

Bholo goat farming Amos Khumalo 0790228392

SHEMULA

Expert aluminum fabrication (Equipment) Sandile Gumede 0761752226

Ezimabheni (inkonjane yokudweba imisele/ tractor)

Mahlathini Mthombeni 0728783351

Hlaleleni creche (100 chairs) Thembinkosi Thusi 0760361955

Z.A. project (sound system) Albert Gumede 0764783111

MLAWU

Sisonke group (traditional attire) Thenjiwe Khumalo 0790522851

Simunye group (sewing machines) Thulisiwe Khumalo 0791619389

Sound system Nkanyiso Mtshali 00797268077

Coldroom Sindisiwe 0760454331

Livestock Nothando Vilakazi 0768885846

Block making Skhumbuzo Msweli 0797268077

Garden Thangithini Nene 0767293837

THEKWANE

Siyanqoba goat farming Lawrence Khumalo 0765044158

Vukanibafazi (amacansi) Nokufa Ndlovu 0724690042

Asakhane block making Mandla Mpontshane 0764050545

Zamimpilo poultry Amos Ndlovu 0791844732

Sizanobuhle sewing machines Tholakele Tembe 0715147349

Masibambisane panel beaters (equipment) Sifiso Mathenjwa 0727657388

Siyaphambili sewing machines (overlock, flat, sideslim)

Thembisile Mthombeni 0767537215


190

Zizamele sewing machines (overlock, flat, sideslim)

Thabile Mpontshane 0793158898

Ngwenyane pig farming (fencing) Thokozane Ngomane 0766926763

ESIGODINI

Ikusasalethu (engine) Thobile Tembe 0715349253

Power of Annointing Choir (sound system) MC Gumede 0764956078


191



Siyajabula farming

Khuthala poultry (meat)

Ziphilise women project (home based care)

Siyaphambili poultry (ubuhlalu)

Amandla multi-media trading (internet café) 0796239799

Mlawu poultry project (eggs)

Zama Disability

Siyakhula sewing project

Vukuzenzele sewing project

Dancers launch

MMM Salon

Sinenhlanhla co-operative poultry

Lethithemba

Zuzanawe primary co-operative limited

Sinethemba farming

Top 4 goat farming 0820644108

Isindu co-operative 0729543912

Umgweli crèche (house, fence) 0822966560

Siyakhona project

Magagane project 0820777065

Madalasini project

Smiling business project (house, izinkukhu) 0767553677

Gadlaz a project (salon)

Bathopele project

Gwasogu project

Ikhona beadwork

Siyazizamela project

Gymnasium project (container & equipment)

Makwakwa bakery 0791288821

Ithubalethu farming 0793660591

Izazi zama true project 0793007729

Amaphinifa project 022670677

Elegant tenor brothers (Gospel group) 0767515332

Yoda dancers 0728399628

Sukumani Bafazi nihlaleleni project 0760144553

Inhloso yentuthuko 0764893881

Sibahle beauty salon 0728399628

Shemula lodge group 0828146814

The red-carpet project 061111578

Phaphama gogo for storage 0818099341

Sifisokuhle group 0797859214

Mbodla bakery 0790486970

Asisukumeni sifundeni (sewing) 0720363320

Vulamehlo acting 0820930865

Prosperity group 0728210930

African home boys (isicathamiya)

Decoration project (tables and cloths) 0767553677

AA.FM. Project

Amadleku factory (amahewu)

Asakheni bafazi

Isibonakaliso toilet paper factory

Siyakhona project 0781274072

Diphini pig farming 0791703088


192

Khethokuhle gospel group 0720772831

Omama bamacansi

Makhane outlets (block making)

Alibongwe project

Mbodla youth development and training 0793853230

Qiniselani farming

Sizakancane 0828427245

Ibukelani project

Mawakho project (fence, goats) 0826329781

Zamukuphila project

Vulamehlo project (machines, cement, office)

Sebenzani farming project

Siqalulwazi creche (fence, house) 0769473728

Mantombazane hlanganani group (mobile fridge)

0799492333

Simunye poultry project (structure, chicks, fence)

0818897814

Celakuhulumeni project (goats, fence) 0762700469

Nqaba poultry farming (chicks, fence) 0761953942

447 creche (fence, house) 0826816033

Fundanathi creche (house, fence) 0728051493

Vukebuthongweni project

Kufeziwe project (3 mobile, 3 generators) 0826329781

Sibonisweni project (fence) 0822966560

Asiyeni project

Go getters’ internet café

Gugudaphansi (water pump, pipe, fence) 0828427243

Nkosenhle

Ayibongwe group singers’ (Tent and sound system project)

072053231

Siyakha block making 0797585978

Sizwangaye project

Empire fashion designs

Fezokuhle project (chicks, fence) 0761092656

Mashaba youth farm (water pump, fence, pipe)

0824731567

Siphimfundo skills development (house, computer, fence)

0828359121

Khula project (car wash, compressor) 0846440022

Makhana football association 0825389780

Mthura’s studio (video camera, photo camera, sound system)

0725142904

Zakheni project (2 pole tent, 200 chairs, 20 tables)

0794011864

Abafana bendoda ehloniphayo

Makhana youth club

Sizani project (grass cutters) 0762024313

Talangobani project (aluminum doors and windows fitting)

0727004032

Sphiwe fashion design (decoration, tent, sound system)

0720635167

Makhana art centre (house, video camera, camera)

0825936227

Imizamo emihle pig farming 0607576004


193



Omama bemvunulo (Mthonjeni)

Sizolwethu (izitsha) Mthonjeni

Mthonjeni garden (fencing)

Goat farming project (Mthonjeni)

Mthonjeni decorators (cloths and 10 tables)

Ward 14 drivers’ licenses assistance

Farmers assistance

Sports kits and equipment

Sewing project

Mthonjeni catering (omama)

Mthonjeni poultry

Resources for Mambuzikazi crèche

Okhalweni crèche

Lundini crèche

Grass cutting machines

Fencing of grazing land (Mathamhlophe and Mambuzikazi)

Volcano group sound system

T-shirts printing machine (Mthonjeni)

Emachobeni poultry

Ngungunyane creche

Carpentry project at Ingwavuma (emasitini

Mfithi crèche

Ngungunyane Creche

Mfithi cattle dam

Inqabayethu funeral club

Fencing of Vukaphansi garden (Okhalweni)

Qedumona Day Care centre

Fencing of gardens at Sihlangwini

Mahlabashana crèche

Redigging of Manhlali dam

Bheka dam

Machobeni dam

Langeni crèche

Sgodini dam

2 pole tents (10)

Fencing of gardens at Langeni, Qedumona, Kwabheka, Phopho Sgodini, Longoma

Jojo tanks for gardens

Sihlangwini goat farming

Longoma dam

Longoma borehole

Thanduxolo (pots, plates and other catering equipment)

Sizanani funeral club- amadlelo aluhlaza, umshini wokungcwaba

Kwamvungande (isigayo samanzi)

Esovane (dam, isigayo samanzi)

Inkambu yezinkomo (Esovane, Emachibini, KwaHlathi, Esigqulubeni, Mambuzikazi, Esihlangwini)

Mthonjeni nursery

Mthonjeni (indawo yezimbuzi)

Mthonjeni pig farming


194

Ward 14 centre for the disabled

Isakhiwo sokweluka (Mambuzikazi, Esheshi, Mthonjeni)

Inkonzo yomjikelezo


195



12 grass cutting machines Presented by Mduduzi Mathenjwa at Maphindela hall

0786844794

12 sewing machines

4 sound systems

Pig farming

Poultry project

Block yard

Hand craft (ubuhlalu namacansi)

Sheep farming

Khume crèche

Endabeni creche

Sandanezwe project

4 Market stalls

Project for disabled people

Sesifikile goat farming

Vukani poultry

Phezukomkhono garden

Eyethu cattle farming

Zizamele sewing project


196



Eziphosheni goat farming Duma Tembe 1

Eziphosheni Saved by Grace (sound system)

Sbongile Gumede 2

Magwanga goat farming P.E. Nkomonde 3

Edanishini block making project Thuleleni tembe 4

Siqalo poultry project Bongumenzi Gumede 5

Zamakancane poultry Khululiwe Tembe 6

Zweli Duze car wash Zweli Duze 7

Eziphosheni hair salon Thulisiwe Gumede 8

Freedom Eziphosheni (tent and decoration)

MaNzuza 9

Mobile freezer S.G. Mahamba 10

Thokozani Ntombela (20 pigs) Thokozani Ntombela 11

Maphindela tent and chairs Phathisiwe Gina 12

Shayakwasani project (amacansi) Gibhithe Ndlovu 13

Upgrading of sound system Bafanyana 14

3 pole tent and 100 chairs Jabulani Khumalo 15

Mattew project (goat farming) Matthew 16

Pig project Nokwazi Tembe 17

Magwanga sound system Sphamandla Thela 18

Magwanga sewing machine Vusi Gumede 19

Sizakancane project (amacansi)

Ndumo clothing factory (sewing machines)

Sizanani project (ice maker)

Fezokuhle video production (video camera and printer)

Zaphowani project (engine and pipes)

Gadavu project (engine and pipes)

Mazibovu project (engine and pipes)

Thuli and Cebi’s hair salon

Siyazama project (poultry)

Siyathuthuka poultry project

Gwinyazonke project (recording studio)

Nomusa project (sewing machines)

Qalakancane project (4 pole tent and 100 chairs)

Masizwane project (Tupperware)

Edanishini car wash

Landiwe poultry project

Mandla Mhlongo tent and 100 chairs

Lungelo Mthembu grass cutting machines

Hlengiwe Gumede Poultry

Vukuthwale (3 pole tent and generator)

Magwanga mobile fridge and toilets

Catering equipment Z.G. Myeni

Allivanah Maphendula (3 sewing machines)

Masibumbane project (5 sewing machines)

Mbadada crèche

Tankipile Engineer N Mthombeni


197

Zithembe Project

Catering equipment

Vukuzenzele hair salon

Car wash & shisanyama

Nomusa computer project

Siyazama project

Zizamele poultry project Hloniphile Mlambo

Esibongile project

Valamlomo

Danishini creche

Snenhlanhla project

Sizakancane poultry

Manasibuke project

Mandola project

Nonto & Fiki’s Salon

Khambule project

Magwanga boreholes

Magwanga block making Manuntu Nkomonde

Magwanga repairing Tyre project Bheki Gumede

Maphindela goat farming

Magwanga cattle farming Mmema, Phiwe, Ntombendala, Antony, Phiwa

Pastors’ tent Mashi Ndlazi

Mobile fridge Mshuki Mbhamali

Zimeledelanithi Themba Mabika

Isibaya project Bongumusa Tembe

Ifalethu project Nathi Mbuyisa

Aphilisiwe 47 PTY (LTD) Sduduzo Mdluli

Gobinsimbi project France Ndabeni

Sukuzimele project Lindiwe Ntimbane

Khalasipoki project Bhekinkosi Khumalo

Motor service Nkosivumile

Valumlomo project MaZulu

Ward 16 Sports tournament (all codes)

Purchasing of tractors

Water pumps for community gardens

KwaMbadada creche


198



Vulamehlo project (fence)

Mahlabeni pig farming 0799340801

Zethembe Sewing project

John Dri crafters

Cattle dams (Munywana, Mziki, Mbadleni, Mahlabeni)

Mziki creche Musa Tembe

Asakhe project (Catering equipment)

Munywana cattle farming

Impala fast food

Siyabonga poultry project

Mobile fridges (Mziki, Munywana, Madeya, Mbadleni, Impala, Mahlabeni)

Zethembe goat farming

Mbadleni poultry

Mkhayeni 3 pole tent with chairs

Masisizane funeral club

Mkhayeni poultry

Masikhanye funeral club tent with chairs and pots

0723113990/ 0726169352

Madeya creche

Tents (Madeya, Mahlabeni, Mziki, Munywana)

Block Making (Madeya, Impala)

Log cutting machine (Madeya, Impala, Mziki, Mbadleni, Munywana, Mahlabeni)

Sound system (Madeya, Mbadleni, Zenzele, Munywana, Impala, Mahlabeni)

Ngwane blocks

Kholongo Block making

Kholongo tent

Kholongo goat farming

Kholongo salon

Fence (Kholongo, Madeya, Mbadleni, Munywana)

Mlube pigs project

Siyazama sewing project

Siyaphumelela sewing project

Goat farming (Mahlabeni, Munywana, Madeya, Mbadleni, Mziki)

Siyethemba crafters (indlu yamacansi nobuhlalu)

Masakhane video camera (Mbadleni)

Imbewu nomanyolo

Boreholes

Mbadleni creche

Mgedula creche


199



Dinabanye coldroom

Oshabeni boreholes (2)

Magugwane disability house

Bomvini creche

Ngonyameni block making

Bomvini poultry

Bomvini sound system

Gubhani poultry project and block making

Mthonjeni Xoshindlala (6 grass cutters)

Khulisani creche (Nkungwini)

20 Jojo tanks

Vulindlela crèche

Masibambane crèche

Sibuyile crèche

Zikhethele crèche

Simunye crèche

Engonyameni crèche

Green crèche

Pentecostal crèche

Sheshi crèche

Ekujabuleni crèche

Zilungiselele crèche

Mthonjeni women’s club

Oshabeni youth co-operative

Masiqhubeke cooking project (Mthonjeni)

Bomvini poultry

Mthonjeni garden

Mthonjeni dam

Mthonjeni sewing machines

Dwaleni crèche Presented by Mduduzi Vilane at Maphindela hall

Ngonyameni sound system

Jojo tanks (Oshabeni, Dedefane and Ngonyameni

Dams (Oshabeni, Nkungwini, Bomvini)

Soccer and netball

Bomvini poultry

Nyathini goat farming

Oshabeni goat farming

2 boreholes (Ngonyameni)

Waterpump (Bomvini)

Coldroom (Dinabanye)

2 boreholes (Oshabeni)

Block making project (Dinabanye)

Coldroom (Oshabeni)

Borehole (Ngonyameni)

Coldroom (Nyahini)

Borehole (Nyathini)

Masimbane creche (Odwaleni)

Tree cutting machine (Nkungwini)

Thables and chairs (Nkungwini)

Sewing project (Nkungwini)

Boreholes (Mthonjeni)


200

Tree cutting machine (Bomvini)

Sound system (Bomvini)


201



Toilet paper making Buyani Madlala 0827594919 1

Candle making machine Philisiwe Gcwensa 0715106654 2

Soap making machine Zazi Nyawo 0820795871 3

Sports kits for under 12 boys 4

Mobile fridge, 800-seater tent 5

Nguni cattle farming Bhungu Ngubane 6

Sewing project (Kwaphaweni Bonisiwe Gumede 0797276025 7

Sewing project (Ntshoqweni) 8

Tractor (Kwaphaweni and Magobhoyi) Dumisile Gina 0716475997 9

Tent and chairs (Kwaphaweni) Smangele Ndlazi 0766960580 10

Siyazama funeral project (tents and chairs)

Thobile Hlabisa 0820795879 11

Sethembe women’s club (Mobile fridge) 12

Amasimu (Mfingose) 13

Sewing machines (Phaweni and Magobhoyi)

14

Masihlangane goat farming Siyabonga Mpontshane 0820522245 15

Thandanani Youth (catering) 16

Decoration project Khumbulani Menyuka 17

Sound systems 18

Poultry farming (ezesizulu) Neli Ndimande 19

Poultry (Mabhanoyini) 20

Poultry (Ohlalwini) 21

Pig farming Yani Nyawo 22

Amacansi Gugu Ntimbane 23

Internet café (with ID photos camera & photocopying machine)

Bonisani Nyawo 24

Seeds and manure Whole ward 25

Talent search competition 26

Soccer and netball jersey 27

Magobhoyi tent 28

Old age home 29


202



Mobile fridges (X2) 01

Tshaneni goat farming 02

Community tent 03

Building material (for block making) 04

Fencing of community gardens 05

Mkhuze goat farming 06

Tshaneni Youth event 07

Old Age Fun Walk 08

Ward 20 youth activity 09

Ophansi creche 10

Mkhuze tent and sound system 11

Mshophi tourist market 12

Ophansi market stalls 13

Ophansi tent and chairs 14

Maskandi competition 15

Sewing machine 16

Mkhuze park 17

Ophansi Youth event 18

Mkhuze Youth project (Disposable nappies)

19

Best of Best camera, lights, sound system, laptop

20

Ward 20 Women event 21

Agriculture project 22


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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.

C.5.1.9. EPWP INDICATORS The EPWP is implemented in all 20 wards The number of Jobs created through the programme is 1345 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.5.1.10. CAPACITY OF THE MUNICIPALITY The figure below presents the location of Jozini LED within the Strategic and Development Planning Department of Jozini Municipality.

C.5.1.11. MOBILISATION OF PRIVATE SECTOR RESOURCES The municipality has developed an investment and promotion strategy which is at a draft stage. 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 • No revenue base


204

Udingane), Caves etc.

• Natural Resources (Pans, Animals Birds, Gorges, Mountains etc)

• Location (Swaziland Mozambique, N2)

• Other attractions (Jozini Dam, Game Reserves)

• 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 R700 000.00 to implement this plan for 2019/20.

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 in Ward 8 affectionately known as Othobothini Community Health Centre. 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 favor 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. It is also encouraging to mention as well that, unlike in the recent past Jozini is now home to a fully fledged TVET College located in Bhambanana in Ward 12 and another Satalite TVET College located in Jozini Ward 7 which is step in the right direction towards bring these tertiary institutions closer the people. 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 & SUPPORT The youth development & support one of the Strategic objectives of the Municipality. Although currently the Municipality does not have an adopted Youth Development & Support Strategy and does not have a functional Municipal-Wide Youth Forum the municipality has successfully institutionalized issues of youth development & support by including a dedicated Youth Development & Support Section/Unit within its organizational structure. To demonstrate seriousness such a section is housed within the Department of the Municipal Manager. In this regard the position of Manager: Youth Development & Support was in the process of being filled at the time of adoption of this final IDP. It is anticipated that such a position would have been filled not later than 31st July 2019. It is believed that, such a strategic move will indeed enhance issues of youth development & support

5.2.4.2. DEVELOPMENT OF DISABLED PERSONS Jozini Local Municipality takes the development and support of disabled people very seriously. Disability sector is one of the key sectors under the Special Programmes Unit. There are number of activities that the municipality undertakes to realize the objectives. The municipality has placed it as one of the priorities in its recruitment policies to appoint disabled persons as part of their human capital. In addition the municipality continuously facilitates collaboration between Government and the Disability Sector to enhance service delivery. The municipality annual stages the Municipal-Wide Disability Day which is coupled with various games for the sector. The municipality has established Municipal-Wide Disability Forum which is functional. The municipality is also represented at the District Disability Forum. Although there is a lot that the municipality is doing in this regard, however mores till need to be done to further enhance the development and support of the sector of disabled persons within Jozini Local Municipality and beyond.

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 sector

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 forum received an award from the Mayor at the closing function.


213

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 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


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C.5.2.5. SPECIAL PROGRAMMES AND PLANS

BUDGET

Disability Day R50 000.00

Disability Forum R180 000.00

Disability programme R90 000.00

Early childhood development programme R170 000.00

HIV & Aids Related Programmes R100 000.00

Indigenous Games R300 000.00

Operation Sukuma Sakhe Interventions R2 000 000.00

Senior Citizens R127 000.00

Women’s day R370 000.00

Youth day R390 000.00

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 it’s Safety and Security Forum during 2018/19.

C.5.2.8. MUNICIPAL SAFETY & SECURITY PLAN Jozini Municipality together with Department of Community Safety and Liaison and other stakeholders have developed and adopted a Municipal-Wide Safety and Security Plan. This plan is part of the IDP Annexures.

C.5.2.9. SOCIAL DEVELOPMENT SWOT ANALYSIS


• Provision for Special programmes budget

• Have functional Forums focusing on vulnerable groups

• Poor access to social development services

• The spread of HIV/AIDS is neglected and is not taken serious by the municipality.

• Absence of the Youth Development Strategy and Forum

• Lack of a Gender Equality Policy Framework

• Inadequate coordination and integration of special programmes


• Available Government support on Special Programmes

• Skills Development & Training Opportunities for Vulnerable Groups

• Crime

• Dependency syndrome caused by Grant-Driven Support


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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 did not receive INEP funding in 2018/19 and it will not receive it in 2019/20. Fortunately, ESKOM has come up with a plan to address the backlog challenge that the municipality has in terms of access to electricity. A bit increase on MIG allocation of R37 million as compared to 2018/19 which was R36 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 2018/19

Transfers recognised – Capital – MIG R37 394 000.00

TOTAL R37 394 000.00

Projects (Ongoing and New)

PROJECT WARD SOURCE OF FUNDING

2019/20 2020/21

Onaleni Community Hall 12 MIG

Cezwana Youth Centre 4 MIG

Nhlonhlela Community Hall

1 MIG

Sinethezekile Sportsfield 5 MIG

Sidakeni Sports Field 9 MIG

Ndumane Access Road 6 MIG

Munywana Sportsfield 17 MIG

Machobeni Community Hall

14 MIG

Ngonyameni Community Hall

18 MIG

Emthonjeni Sports Field 14 MIG

Upgrading of Roads Ii Mkhuze CBD

20 MIG

Empileni Community Hall 1 MIG

Makwakwa Skills Centre 13 MIG

Kwaphaweni Community Hall

19 MIG

Ndumo Community Hall 16 MIG

Manyiseni Youth Centre 15 MIG


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Ubombo Sportsfield 2 MIG

Nhlangano Community Hall

3 MIG

Sibonokuhle Sportsfield 4 MIG

Ophansi Sportsfield 20 MIG

Ngwavuma Multi-Purpose Centre

14 MIG

Combo-Court- Makhane 13 MIG

Madeya Community Hall 17 MIG

Kwambuzi Community Hall

10 MIG

Nyathini Sportsfield 18 MIG

Madeya community hall 17 MIG

Ezinhlalavini access road 8 MIG


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Investment Register

Month Interest rate Number of days Opening Balance Deposits Interest Earned Withdrawals Closing Balance

Jun-19 30 days 54,511,209.58 233,525.00 - 54,744,734.58

Jul-19 30 days 54,744,734.58 25,000,000.00 382,292.12 80,127,026.70

Aug-19 30 days 80,127,026.70 130,273.97 80,257,300.68

Sep-19 30 days 80,257,300.68 130,273.97 - 30,130,273.97 50,257,300.68

Oct-19 30 days 50,257,300.68 25,000,000.00 130,273.97 - 75,387,574.65

Nov-19 30 days 75,387,574.65 - 130,273.97 - 75,517,848.62

Dec-19 30 days 75,517,848.62 130,273.97 - 26,062,118.49 49,586,004.10

Jan-20 30 days 49,586,004.10 25,000,000.00 130,273.97 74,716,278.07

Feb-20 30 days 74,716,278.07 130,273.97 74,846,552.05

Mar-20 30 days 74,846,552.05 130,273.97 - 25,651,369.86 49,325,456.16

Apr-20 30 days 49,325,456.16 25,000,000.00 130,273.97 74,455,730.13

May-20 30 days 74,455,730.13 130,273.97 74,586,004.10

Jun-20 30 days 74,586,004.10 130,273.97 - 25,743,835.62 48,972,442.46

2,048,830.82


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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 R700 000.00 which makes R14 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. 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 FBS budget for 2019/20 is R600 000.00. Income forgone: R286 481.13 (Property rates) 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

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. Development of the revenue enhancement strategy. 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’ Monitoring and management of deliverables of the appointed debt collector each month. Data cleansing exercise Monitoring and management of deliverables of the appointed debt collector each month.

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.

2015/16 2016/17 2017/18

Consumer Debtors R55 924 000 R39 430 000 R51 657 000

Other Debtors R5 141 000 R0 R1 693 000

Debtors Aged Analysis

Year

End

Month

End Mun Item Detail

0 -

30 Days

31 -

60 Days

61 -

90 Days

91 -

120 Days

121 -

150 Days

151 -

180 Days

181 Days -

1 Year

Over 1

Year

Total

-

2019 M09 KZN272 1100 Debtors Age Analysis By Income Source

1200 Trade and Other Receivables from Exchange Transactions - Water 0 0 0 0 0 0 0 0 0

1300 Trade and Other Receivables from Exchange Transactions - Electricity 0 0 0 0 0 0 0 0 0

1400 Receivables from Non-exchange Transactions - Property Rates 1,067,705 1,350,703 619,198 -164 616,698 0 15,259,201 63,283,107 82,196,448

1500 Receivables from Exchange Transactions - Waste Water Management 0 0 0 0 0 0 0 0 0

1600 Receivables from Exchange Transactions - Waste Management 348,532 510,101 251,224 -59 249,923 -145 1,873,461 19,262,003 22,495,040

1700 Receivables from Exchange Transactions - Property Rental Debtors 49,436 51,200 3,279 -19,186 0 -11,498 105,786 92,247 271,264

1810 Interest on Arrear Debtor Accounts 0 0 0 0 0 0 -12,236 3,063,751 3,051,515

1820 Recoverable unauthorised, irregular or fruitless and wasteful Expenditure 0 0 0 0 0 0 0 0 0

1900 Other 1,750,720 4,333,999 2,061,550 0 2,051,204 2,043,553 11,632,991 57,767,186 81,641,203

2000 Total By Income Source 3,216,393 6,246,003 2,935,251 -19,409 2,917,825 2,031,910 28,859,203 143,468,294 189,655,470

2100 Debtors Age Analysis By Customer Group

2200 Organs of State 972,945 2,767,386 1,235,611 -19,186 1,229,419 977,600 17,664,011 78,425,440 103,253,226

2300 Commercial 1,316,804 1,651,001 793,604 0 786,908 401,497 5,311,392 23,764,615 34,025,821

2400 Households 926,646 1,827,615 906,037 -223 901,498 652,814 5,545,403 41,274,287 52,034,077

2500 Other 0

2600 Total By Customer Group 3,216,395 6,246,002 2,935,252 -19,409 2,917,825 2,031,910 28,520,806 143,464,342 189,313,123

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 SCM regulations sometimes serve as a stumbling block in fast tracking procurement

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.

TECHNICAL SERVICES The most critical positions in the Technical Services department have been filled. The HOD for technical services has been appointed. The budget continues to fight the malaise and constrained economic conditions that Council continues to find itself in. indeed it is unlikely that the economic conditions and position will change much in the next two to three budget cycles at least in as far as the municipality’s ability to generate its own revenue sources as it is currently heavily reliant on National Transfers. The budget therefore follows a conservative approach to rates and tariffs but also slowly begins to plan in anticipation of improved economic conditions from 2018/2019. STRENGTH

Community halls in all but one ward Community facilities: sport fields, Relevant documents: IDP, SDBIP, PMS, budget Financial resources Quarterly site visit by portfolio committee.

WEAKNESSES

Electricity licence High vacancy rate Development of employees Inconsistency on goal implementation Limited office space Infrastructure projects not supporting (led) Lack of infrastructure plan. Potholes in towns. Failure to attract skilled officials

The Technical Services Department has a Project Accountant position and it is filled. This is a person who makes the communique between the Finance and Technical Departments easier.


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C.6.5.2. ASSETS AND INFRASTRUCTURE The municipality in its capital budget has made provision for repairs and maintenance during the 2019/20 financial year. Various initiatives to address the maintenance of assets were explored in the previous years; and will still be explored during the 2018/19 financial year these will include implementation of the asset management plan that is in place. The municipality also has a dedicated asset management officer 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 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 2019/20 2020/21 2021/22

Cezwana Youth Centre

R500,000.00 R527,000.00 R555,458.00

Jozini High Masts 500,000.00 R527,000.00 R555,458.00

Main Office Backup Generator

R500,000.00 R527,000.00 R555,458.00

Maintenance of 121 Res

R250,000.00 R263,500.00 R277,729.00

Maintenance of Community Halls

R500,000.00 R527,000.00 R555,458.00

Maintenance of Office Buildings

R1,000,000.00 R1,054,000.00 R1,110,916.00

Maintenance of Office Toilet

R500,000.00 R527,000.00 R555,458.00

Maintenance of Sportsfields

R800,000.00 R843,200.00 R888,732.80

Maintenance of youth centre

R300,000.00

New Tractor & slasher

R50,000.00

Repairs and Maintenance of Municipal Access Roads

R4,000,000.00 R4,216,000.00 4,443,664.00

Repairs and Maintenance of Streetlights and high mast lights

R600,000.00 R632,400.00 R666,549.60

Repairs of Mkhuze testing ground steep

R200,000.00


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hill

Road Maintenance Tools and Protective Clothing

R150,000.00 R158,100.00 R166,637.40

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

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


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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 91%. The municipality does not have any borrowings at the moment.

C.6.7. EXPENDITURE MANAGEMENT

JOZINI MUNICIPALITY2019-20 BUDGET

Funding 2019-20 2020/21 2021/22

Equitable share R181,990,000.00 R191,817,460.00 R202,175,602.84

EPWP R3,217,000.00 - -

FMG R2,435,000.00 R2,566,490.00 R2,705,080.46

Provincialisation R6,186,000.00 R6,520,044.00 R6,872,126.38

Cecil Marks Boarder Development

R1,300,000.00 R1,370,200.00 R1,444,190.80

Rental of Facilities R862,812.00 R909,403.85 R958,511.66

Property rates R31,500,000.00 R33,201,000.00 R34,993,854.00

Refuse R1,600,000.00 R1,686,400.00 R1,777,465.60

Interest on investments R3,500,000.00 R3,689,000.00 R3,888,206.00

Interest on Outstanding Debt

R10,000,000.00 R10,540,000.00 R11,109,160.00

Licences R263,882.09 R278,131.72 R293,150.84

Other R1,000,000.00 R1,054,000.00 R1,110,916.00

Total R243,854,694.09 R253,632,129.57 R267,328,264.57

MIG R37,394,000.00 R39,413,276.00 R41,541,592.90


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TOTAL R281,248,694.09

EXPENDITURE R173,315,774.40 R182,674,826.22 R192,539,266.83

ERC & CLLRS ALLOWANCE

R100,710,491.56 R70,957,303.35 R74,788,997.73

NEW POSTS R7,222,428.13

R281,248,694.09 R253,632,129.57 R267,328,264.57


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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 an unqualified audit opinion in the 2017/18 financial year. Below is an action plan to address all Auditor General findings as per the management report. Annexure A Criteria AGSA Finding Internal

Control Deficiency

Management response

Remedial action required

Specific Action Plan Responsibility Due date

Material Findings in the Annual Financial Statements

In terms of Section 122 of the MFMA, every municipality and every municipal entity must for each financial year prepare annual financial statements which fairly presents the state of affairs of the municipality of entity. Its performance against the budget, its management of revenue, expenditure, assets and liabilities, its business, its financial results, and if the financial year, and disclose the information required in terms of sections 123,124 and 125.

Upon the audit of the AFS it was discovered that there were material misstatements on the financial statements submitted for audit and adjustments were effected to correct these misstatements relating to property, plant and equipment, payables, receivables, employee costs, expenditure, commitments, contingent liabilities and the cashflow statement.

The municipality is heavily reliant on consultants and does not have adequate review mechanisms to ensure accurate and complete financial statements are prepared

Management acknowledges and agrees with the finding, going forward interim financial statements will be prepared to ensure enhanced quality set of Financial Statements at the end of the financial year is produced

Prepare monthly recons and reviewed by the Managers and CFO Interim financial statements will be prepared to ensure enhanced quality set of Financial Statements at the end of the financial year is produced. This will be done timeously to ensure adequate reviews. The set will be submitted to Internal Audit on the 30 April 2019

PPE- To update depreciation on monthly basis Appointment of the Asset Management Consultants Payables -Review of the lead schedules supporting balances and adjust accordingly Receivables- Review of the lead schedules supporting balances and adjust accordingly Contingent Liabilities- Send confirmations to Attorneys till the submission date to AG Employee Costs-Review of the lead schedules supporting account totals and adjust accordingly

Financial Reporting Manager/Assistant Manager CFO CFO/IA Manager CFO/IA Manager CFO CFO

monthly

01 May 2019

31 July 2019

31 July 2019

31 August 2019

31 July


228

The new service provider will be appointed to provide Asset Management services The municipality need to conduct quality assurance on the interim and annual financial statements to minimize material misstatements and errors on the financial statements.

Expenditure-Review of the lead schedules supporting account totals and adjust accordingly Commitments-Adequately update the contract register monthly Cashflow statements-Review of the lead schedules supporting balances and adjust accordingly

CFO CFO

2019 Monthly

31 July 2019 30/04/ 2019

Deviation disclosed does not meet the definition of section 36 regulations deviations

In terms of Municipal Supply Chain Management regulation 36(1)(a) If competitive bidding was not followed, this was done only under the following circumstances:- i) In an emergency – where immediate action is necessary ii) If goods or services are produced or available from a sole provider; iii) For acquisition of special works of art or historical objects iv) Acquisition of animals for zoos; vi) It was an unsolicited bids;

During the audit of deviations disclosed by management, we have identified the following deviation that does not meet section 36(1)(a) regulations

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management doesn’t manage their contracts properly to ensure that they are completed on time and within the budget. Management did not review

Management acknowledges finding of auditors, and would like to state that investigation is already under way, and management was waiting for the outcome of this investigation to decide whether to treat this as irregular expenditure, or what. Management accepts auditor’s suggestions and has recorded this

All deviations within the provisions of the legislation will be approved by CFO and MM prior implementation Further to the above adequate details of the deviation will be written on the deviation form. The SCM Reports on WIUF will be reported to the AC, MPAC on a quarterly basis and council

CFO.SCM Manager and MM

Immediately Quarterly immediately


229

vii) The auditee participated in a contract arranged by another organ of state; or v) In any other exceptional case where it is impractical or impossible to follow the official procurement process.

and monitor compliance with applicable SCM regulations.

expenditure as irregular expenditure, and taken it out of deviations

Implementation of sec32 of the MFMA will be enforced where necessary.

Deviation does not meet the section 36 – Air-conditioning Servicing

In terms of Municipal Supply Chain Management regulation 36(1)(a) If competitive bidding was not followed, this was done only under the following circumstances: - i) In an emergency – where immediate action is necessary ii) If goods or services are produced or available from a sole provider; iii) For acquisition of special works of art or historical objects iv) Acquisition of animals for zoos; vi) It was an unsolicited bids; vii) The auditee participated in a contract arranged by another organ of state; or v) In any other exceptional case where it is impractical or

The following procurement is listed on the deviation register and it does not meet the regulation 36(1)(a) for deviation. Reasons given by management for deviation: Impractical to follow SCM process scrip and quote provision utilized for the service. The reason for deviation did not justify the impracticality.

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management does not manage their contracts properly to ensure that they are completed on time and within the budget. Management did not review and monitor compliance with applicable SCM regulations.

Management acknowledges and agrees with auditors’ findings, and this transaction has been correctly disclosed as irregular expenditure

The strip and quote principle was applied. An internal memo will be written and approved by the CFO and the MM for such transactions Further to the above adequate details of the deviation will be written on the deviation form.

CFO and SCM Manager

immediately


230

impossible to follow the official procurement process.

Contracts procured without following the competitive bidding process (Turnkey process)

In terms of the Municipal Supply Chain Management Regulations GNR 868 30 May 2005 Section 12 – A supply chain management policy must subject to section (2), provide the procurement of goods and services by way of – (d) a competitive bidding process for – (i) procurement above a transaction value of R200 000 (VAT included); and (ii) the procurement of long term contracts As per the approved SCM Policy (15) Competitive bidding (1) – Goods or services above a transaction value of R200, 000.00 (VAT included) and/or long term contracts may only be procured through a competitive bidding process, subject to paragraph 34 of this Policy

During the audit of the supply chain management we have determined that the following contracts were procured without following the competitive bidding process. The management followed a turnkey process (extended the scope of current service providers without following new procurement processes) in appointing the service providers under the contracts

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management did not review and monitor compliance with applicable SCM regulations.

Management notes the finding however this has been disclosed as irregular expenditure and they are currently under investigation.

Municipal Manager/CFO

30-Jun-19

Contracts procured without properly following s32

Municipal SCM Regulation 32(1) states that a SCM policy may allow the accounting officer to

During the audit of the supply chain management we have determined that the following contracts were procured using section 32 of the SCM

Financial and performance management Management did not ensure

Management notes the finding and has been disclosed accordingly in

Consultation with Provincial Treasury will be enforced prior to s32

CFO and SCM Manager

30 June 2019


231

regulations procure goods or services for the municipality under a contract secured by another organ of the state (government department or municipality), but only if – (a) the contract has been secured by that other organ of state by means of a competitive bidding process applicable to that organ of state; (b) the municipality has no reason to believe that such contract was not validly procured; (c) there are demonstrable discounts or benefits for the municipality to do so; and (d) that other organ of state and the provider have consented to such procurement in writing.

regulations. See below the contracts procured and issues resulting in non-compliance

that the proper SCM processes were followed prior to awarding the suppliers. Management did not review and monitor compliance with applicable SCM regulations.

the set of financials under irregular expenditure.

appointments Develop the checklist for section 32 Awards

Immediately

Minimum threshold for local content production was not specified on the quotation issued to

Preferential Procurement Regulation 9(1), Prescribes that in the case of designated sectors, where in the award of bids local

During the audit of procurement and contract management, we have noted that the procurement of clothing goods as shown on the table below did not specify the minimum threshold for local content production in the request for

Financial and performance management Management did not ensure that the proper SCM processes

Management notes the finding and agrees with auditors, this was omission on management’s

This will be enforced in all quotations issued to the public,.

SCM Manager SCM Manager/CFO/MM

immediately


232

procure local goods

production and content is of critical importance, such bids must be advertised with specific bidding condition that only locally produced goods, services or works or locally manufactured goods, with a stipulated minimum threshold for local production and content will be consideredD6D7

quotation document in order for the bid to be considered:

were followed prior to awarding the suppliers. Management did not review and monitor compliance with applicable SCM regulations.

part as it can be seen that the request for quotations included this, but forms submitted to bidders omitted this form, MBD 6.2. This expenditure has been recognised as irregular, and going forward, the municipality will ensure that it includes these forms.

The SCM Manager, CFO and the Acting MM will review prior signing any adverts

Contracts are not being monitored on a monthly basis

In terms of MFMA sec 116(2) (2) The accounting officer of a municipality or municipal entity must— a) take all reasonable steps to ensure that a contract or agreement procured through the supply chain management policy of the municipality or municipal entity is properly enforced; b) Monitor on a monthly basis the performance of the contractor under the contract or agreement; c) establish capacity in the administration of the municipality

During the audit of procurement and contract management, we have identified that management do not monitor contracts on a monthly basis as required by MFMA. The contract performance measures and the methods whereby it is monitored are not sufficient to ensure effective contract management. Management failed to identify or detect under-performing projects timeously since contractor’s/ service providers are not monitored on a monthly basis

Financial and performance management Management did not review and monitor compliance with applicable SCM regulations. The performance of the contractor/ service provider is not monitored on a monthly basis No project manager allocated the contracts management function

Management does not agree with the auditor’s finding, since every time payments are made, inspection must be conducted to confirm quantities and progress being claimed for, but further to this, reports have been given to auditors to confirm monitoring that would normally take place.

Fast track appointment of the designated official for contract management Every time payments are made, inspection is to be conducted to confirm quantities and progress being to date of claims. Attendance Registers and minutes will be kept for all site visits for all projects. The Senior Managers and the Technical

SCM Manager, PMU Manager and Operations Maintainance Manger MM and HOD’s

30 June 2019 Immediately 30 January 2019 30 June 2019 Immediately


233

to assist the accounting officer in carrying out the duties set out in paragraphs (a) and (b); and to oversee the day-to-day management of the contract or agreement; In terms of GRAP 17 paragraph 87, an entity shall disclose the following in the notes to the financial statements in relation to property, plant and equipment which is in the process of being constructed or developed: b) The carrying value of property, plant and equipment that is taking a significantly longer period of time to complete than expected, including reasons for any delays.

Services Portfolio committee will conduct site visits bi-annually Penalties and termination procedures will be imposed where necessary Service Provider evaluation

Unauthorised, irregular and fruitless and wasteful expenditure not prevented

Audit Finding In terms of the MFMA section 62. General financial management functions. — (1) The accounting officer of a municipality is responsible for managing the financial administration of the

The municipality has incurred unauthorized and irregular expenditure in the current financial year. It has been noted that: 1. As disclosed in the statement of comparison of budget and actual amounts, the municipality has spent money not in accordance with the budget. 2. The non-compliance

Management did not review and monitor compliance with applicable laws and regulations

Management acknowledges and agrees with auditors’ finding, these will be treated according to National Treasury circular 68 and section 32 of the MFMA, and

To implement budget control procedures by locking the system not to allow equirements expenditure on projects. To develop and follow the

ALL HOD’s CFO MM SCM/ CFO

30 June 2019 30 June 2019 31 March 2019


234

municipality, and must for this purpose take all reasonable steps to ensure— (d) that equirements, irregular or fruitless and wasteful expenditure and other losses are prevented.

(transgression) that caused the irregular expenditure in the previous year re-occurred in the current year relating to no three quotations (SCM regulation 17). 3. The non-compliance could have been prevented if reasonable steps (implementation of adequate controls and processes) had been taken to prevent the re-occurrence.

consequence management will be enforced

Standard Operating Procedures for procurement Properly constituted BID Committees Report UIF&W to council quarterly

30 April 2019

Investment in an institution not registered in terms of the Banks Act 1990

In terms of the MFMA Sec 7(3)(b) and the municipal investment regulation 6, a municipality may not open a bank account with an institution not registered as a bank in terms of the Banks Act, 1990 (Act No. 94 of 1990)

During the audit of cash and cash equivalents, it was noted that the municipality had invested funds with Ithala Bank. Ithala Bank is not registered in terms of the Banks Act and the municipality has not provided evidence of approval to invest in Ithala Bank from Treasury. This results in material non-compliance with the requirements of the MFMA and related regulation.

Management did not review and monitor compliance with applicable MFMA regulations.

Management notes the finding; however, Ithala Bank is registered in terms of Act no 94 of 1990 please see attached correspondence in this regard.

The investment with Ithala has been withdrawn and the account has been closed

MM/CFO immediately

Inconsistencies in the performance information (AOPO)

As per Municipal System Act 32 of 2001 para 41: Core components. — (1) A municipality must in terms of its performance management system and in accordance with any regulations and guidelines that may be prescribed— a. set appropriate key performance indicators as a yardstick for measuring performance, including outcomes and impact, with

During the audit of performance of predetermined objectives, we inspecting the annual performance report (APR) and service delivery and budget implementation plan (SDBIP), the following inconsistencies were identified between the performance indictors and the targets.

Management did not ensure that regular reviews of performance reporting are done in terms of best practice and as required by the MSA

Findings noted. The inconsistencies were the result of printing/ typing errors. The APR has been adjusted to address the issue of inconsistencies

Conduct Monthly departmental performance presentation to the HOD The municipality will also ensure alignment at the end of the financial year during preparation of the 2018/19APR through Internal Audit and AC Reviews.

MM/MANAGER IDP/PMS

28-Feb-19


235

regard to the municipality’s development priorities and objectives set out in its integrated development plan; b. set measurable performance targets with regard to each of those development priorities and objectives; c. with regard to each of those development priorities and objectives and against the key performance indicators and targets set in terms of paragraphs (a) and (b)— i. monitor performance; and ii. Measure and review performance at least once per year; d. take steps to improve performance with regard to those development priorities and objectives where performance targets are not met; and e. establish a process of regular reporting to— i. the council, other political structures, political office bearers and staff of

Perform adjustment on SDBIP during the budget adjustment process


236

the municipality; and ii. The public and appropriate organs of state

ANNEXURE B FINDINGS

No. Annexure B Criteria AGSA Finding Internal Control Deficiency

Management response

Remedial action required

Responsibility Due date

1 Limitation of scope

In terms of section 62(1) (b) of the MFMA, the accounting officer of a municipality must take all reasonable steps to ensure that full and proper records of the financial affairs of the municipality are kept in accordance with any prescribed norms and standards

During the audit of Jozini Local municipality, the following information was not made available to auditors. The Request for information submitted has been long overdue Assets: Additions Outstanding information Please provide us the following information for the sample on the annexure; - Payment vouchers including (Invoices, purchase orders, goods received note etc) - Evidence that the purchase of assets was authorized e.g (Purchase requisition, approved memorandum) General expenditure Outstanding information - Payment vouchers including (Invoices, purchase orders, goods received note etc) - Evidence that the expenditure was authorized (e.g Purchase requisition, approved memorandum etc) - Quotations where applicable Contracted services Outstanding information - Payment vouchers including (Invoices, purchase orders, goods received note etc) - Evidence that the expenditure was authorized (e.g Purchase requisition, approved

Poor record management and safeguarding of information

Management acknowledges the finding and information have been submitted to AG

The backup storeroom will be procured for all municipal files to ensure files are stored safely and the registry department will be the custodians of the storeroom and registry rules will apply. Further all voucher submitted to Forensic Investigators will be scanned and stored accordingly as a back-up. Conduct monthly expenditure audit or review to ensure completeness, accuracy and validity of the expenditure voucher supporting documentation.

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memorandum etc) - Quotations where applicable Trade and other payables Outstanding information - Payment vouchers including (Invoices, purchase orders, goods received note etc.) - Service level agreement - Suppliers statement Travel and subsistence Outstanding information - Payment vouchers including (Invoices, purchase orders, goods received note etc.) - Evidence that the expenditure was authorized (e.g. Purchase requisition, approved memorandum etc.) Quotations where applicable

2 Road infrastructure – Backlogs – incomplete FAR

Section 63 of the Municipal Finance Management Act, Act 56 of 2007 states the following duties in respect of asset management: (1) The accounting officer of a municipality is responsible for the management of— (a) the assets of the municipality, including the safeguarding and the maintenance of those assets; and (b) the liabilities of the municipality. (2) The accounting officer must for the purposes of subsection (1) take all reasonable steps to ensure— (a) that the municipality has and maintains a management, accounting and information system

A scrutiny of the information requested in respect of roads, revealed that roads to the value of R308 million was indicated as backlogs. Management carried out their own conditional assessment on these roads and evaluated the conditions as poor or of a very poor quality. No co-ordinates were allocated to these roads. It was further observed that these roads were not reflected in the assets register resulting in possible material misstatement of the infrastructure assets. From a discussion with the PMU, the municipality, received a conditional assessment during September 2018, which was prepared by the uMkhanyakude District Municipality. This assessment covers all roads in the municipality and should have been considered in updating the assets register

Record keeping was not always done in a timely manner to ensure that complete, relevant and accurate information is accessible and available

All backlogs submitted to AG were done internally by the infrastructure department, taken from the communities’ wish list, and this has been incorporated into RAMS system, where there are access roads, or pathways, these would have been constructed by communities and private sector to access their desired destinations. RAMS has identified the roads that do not belong to the municipality but

The system has been developed that will assist to budget for roads construction, rehabilitation, directing and controlling maintenance resources. The operations and maintain ace plan need to be developed and implemented and linked to the procurement plan.

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that accounts for the assets and liabilities of the municipality; (b) that the municipality’s assets and liabilities are valued in accordance with standards of generally recognised accounting practice; and (c) that the municipality has and maintains a system of internal control of assets and liabilities, including an asset and liabilities register, as may be prescribed.

are within the jurisdiction of Jozini Municipality. The District has finalized RAMS, the first PSC meeting was held on the 14 September 2018 for the introduction of the system in all local municipalities. Each municipality was issued with password to access the system. The system will assist to budget for roads construction, rehabilitation, directing and controlling maintenance resources.

3 Issues identified during physical verification

Section 122 (1)(a) of the Municipal Finance Management Act (MFMA) states that every municipality must for each financial year prepare annual financial statements which- fairly present activities, the state of affairs of the municipality, its performance against its budget, its management of revenue, expenditure, assets and liabilities, its business activities, its financial results, and its financial position as at the end of the financial year

During the physical verification conducted in the current financial year we have identified the following issues on the fixed assets register (FAR). Assets that cannot be verified

Financial and performance management Management did not sufficiently review the supporting schedules and financial statements prior to submission for audit. Management did not verify the assets disclosed on the fixed assets register to confirm that they actually exist and that they

Management acknowledges the finding on depreciation and agrees with the auditors, hence depreciation has been recalculated and correctly adjusted accordingly.

Community services Department to prepare a monthly report on conditions of all municipal facilities report to MANCO Asset Management Unit to conduct asset verification bi-annually IA will include Asset management project on the internal audit plan to examine that internal controls are strengthened to fairly present the fixed assets.

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its financial results, and its financial position as at the end of the financial year. Section 63 (2) of the MFMA further indicates that the accounting officer must for the purposes of subsection (1) take all reasonable steps to ensure: d) that the municipality has and maintains a management, accounting and information system that accounts for the assets and liabilities of the municipality; e) that the municipality’s assets and liabilities are valued in accordance with standards of generally recognised accounting practice; and f) that the municipality has and maintains a system of internal control of assets and liabilities, including an asset and liabilities register, as may be prescribed

are in good condition

4 Conditional grants: Unauthorized expenditure

s15(a) of the MFMA states that A municipality may, except where otherwise provided in this Act, incur expenditure only—(a) in terms of an approved budget; In terms of s1 of the MFMA it defines unauthorized expenditure as, in relation to a municipality, means any expenditure incurred by a municipality otherwise than in accordance with

During the audit of conditional grants, it was noted that there were expenses that were incurred in the prior year which was paid for using the current year grant

Financial and performance management Management did not perform proper review of grant expenditure.

Management acknowledges the finding and recommendation will be implemented

The Accounting Officer will enforce adequate procedures on budget expenditure. Develop Budget procedures aligned to the Budget Policy and DoRA. Enhance budget internal controls to prevent equirements expenditure. Technical Services should spend as per the approved procurement

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section 15 or 11 (3), and includes (f) a grant by the municipality otherwise than in accordance with this Act

plan. Improve cash flow management to ensure that the municipality is financially stable to meet its obligations

5 Subsistence and travel: Excessive kilometers claimed

s65(1) of the MFMA states that the accounting officer of a municipality is responsible for the management of the expenditure of the municipality. S65(2)(a) states that the accounting officer must for the purpose of subsection (1) take all reasonable steps to ensure that the municipality has and maintains an effective system of expenditure control, including procedures for the approval, authorization, withdrawal and payment of funds. Paragraph 12.8(k) of the municipality’s subsistence and travel policy states that the mileage shall be calculated in a cost effective manner; by looking at the distance from home to destination or distance from office to destination

During the audit of travel and subsistence, we have identified that excessive kilometers were claimed when submitting claim forms. The kilometers on the claim does not reasonably agree to the kilometers as per google maps when measuring the same distance traveled for the event. Excess amount of R4 453 was paid to officials. This amount should be disclosed as fruitless and wasteful expenditure.

Financial and performance management Management did not ensure that the subsistence and travel policy were followed when claiming for S&T. Management did not assess the reasonableness of the kilometers claimed by officials/councilors.

Management acknowledges auditors’ finding, and this will be investigated further in the current financial year, and corrective measures taken where necessary, but going forward, extra precaution will be taken when approving travelling claims.

The standard guideline with kilometers for travelling normal routes will be developed and signed by the Accounting Officer and applied prior processing of all travelling claims. Exceptions will be processed upon submission of an internal memo approved by the immediate supervisor and the MM. Existing guidelines will be populated to councillors and will be tabled to council

MM/HR Manager/CFO

2019/06/30 28 February 2019

6 Employee of the municipality doing business with the municipality and submitted a false declaration

In terms of the SCM regulation 13 I – A supply chain management policy must state that the municipality or municipal entity may not consider a written quotation or bid unless the provider who submitted the quotation or bid has indicated: i) whether he or she is in

During the audit of the procurement and contract management, the following award was made to the supplier (Mpomponyane Trading entity) that submitted a false declaration form (MBD4). Through the analysis performed, we have identified that Jozini local municipality employee has an interest in the supplier who

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management did

The false declaration identified by auditors, and any other that might be picked up by management, will be dealt with following relevant disciplinary actions. This

False declaration identified by auditors, and any other that might be picked up by management, will be dealt with following relevant disciplinary actions. The Municipality will source services of

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the service of the state, or has been in the service of the state in the previous 12 months; ii) if the provider is not a natural person, whether any of its directors , managers, principal shareholders or stakeholder is in the service of the state in the previous twelve months. As required by SCM reg. 46(2)I and in terms of MSA schedule 2: Code of conduct for municipal staff members’ sec 5(1) – A staff member of’ a municipality/ municipal entity who, or whose spouse, partner, business associate or close family member, acquired or stands to acquire any direct benefit from a contract concluded with the municipality/ municipal entity, must disclose in writing the full particulars of the benefit to the council/ board. In terms of the MFMA 112(1) The supply chain management policy of a municipality or municipal entity must be fair, equitable, transparent, competitive and cost-effective and comply with a prescribed regulatory framework for municipal supply chain management, which must cover at least the following:

won the award. No declaration of such interest was mentioned on the declaration submitted by Mpomponyane Trading Entity. We have also inspected the employee’s declaration submitted to the Municipality, we noted that the employee did not declare such interest

not review and monitor compliance with applicable SCM regulations.

transaction will be accounted for as irregular expenditure, and due processes as per section 32 of MFMA will be followed. Going forward, the Municipality will source services of external service provider to perform the vetting of all suppliers in the Municipal data base, and any other potential service providers the Municipality might go into business with in the near future.

external service provider to perform the vetting of all suppliers in the Municipal data base, and any other potential service providers the Municipality might go into business with in the near future. Declaration of interest will be done upon the date of appointment for all new employees and Further to that employee awareness will be made in a form of meeting yearly beginning of each financial year. A comprehensive report to be prepared by HR and submit to Manco

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(j) compulsory disclosure of any conflicts of interest’s prospective contractors may have in specific tenders and the exclusion of such prospective contractors from those tenders or bids. In terms of SCM reg. 44 (a), A supply chain management policy of a municipality or municipal entity must, irrespective of the procurement process followed, state that the municipality or municipal entity may not make any award to a person who is in service of the state.

7 Suppliers in service of the state who submitted false declarations

In terms of the Municipal Supply Chain Management Regulations 13 I, a supply chain management policy must state that the municipality or municipal entity may not consider a written quotation or bid unless the provider who submitted the quotation or bid has indicated- i) whether he or she is in the service of the state, or has been in the service of the state in the previous 12 months; ii) if the provider is not a natural person, whether any of its directors, managers, principal shareholders or stakeholder is in the service of the state in the previous twelve months.

During the audit of the procurement and contract management, we have identified suppliers in which persons in service of other state institutions have an interest. No declaration of such interest was mentioned on the declarations (MBD4 forms) submitted by suppliers

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management did not review and monitor compliance with applicable SCM regulations

The Municipality’s data base will be updated to remove service providers identified under both tables, 1 and 2, and those identified under table 2 will be disclosed as irregular expenditure, and due processes as per S32 of MFMA will be followed. External service provider will be sourced to assist the Municipality with the vetting of all service providers in the municipal data base.

The Municipality’s data base will be updated and the service providers identified as being in the service of the state will be put on hold. Those identified under table 2 will be disclosed as irregular expenditure, and due processes as per S32 of MFMA will be followed. External service provider will be sourced to assist the Municipality with the vetting of all service providers in the municipal data base.

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In terms of SCM regulation 44(a) and in terms of Supply Chain Management (SCM) policy (section 43) of Jozini municipality: Prohibition on awards to persons in the service of the state- Irrespective of the procurement process followed, no award may be made to a person - a) who is in the service of the state; b) if that person is not a natural person, of which any director, manager, principal shareholder or stakeholder is a person in the service of the state; or c) who is an advisor or consultant contracted with the municipality or municipal entity.

8 Employees who have interest through partnership with suppliers

In terms of the Municipal Supply Chain Management Regulations 13 I, a supply chain management policy must state that the municipality or municipal entity may not consider a written quotation or bid unless the provider who submitted the quotation or bid has indicated- (i) whether he or she is in the service of the state, or has been in the service of the state in the previous twelve months (ii) ii) if the provider is not a natural person, whether any of its directors, managers, principal shareholders or stakeholder is in the

During the audit of the procurement and contract management, the following awards were made to suppliers that submitted a false declaration form (MBD4). Through the analysis performed, suppliers were identified to be partners or associates of the employees of the municipality: Note that the suppliers and employees did not declare their interest.

Financial and performance management Management did not ensure that the proper SCM processes were followed prior to awarding the suppliers. Management did not review and monitor compliance with applicable SCM regulations

The false declaration identified by auditors, and any other that might be picked up by management, will be dealt with following relevant disciplinary actions. This transaction will be accounted for as irregular expenditure, and due processes as per section 32 of MFMA will be followed. Going forward, the Municipality will source services of external service

the Municipality will source services of external service provider to perform the vetting of all suppliers in the Municipal data base, and any other potential service providers the Municipality might go into business with in the near future Currently the MBD4 Forms are utilized as a control tool.

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service of the state in the previous twelve months. As required by SCM reg. 46(2)I and in terms of MSA schedule 2: Code of conduct for municipal staff members’ sec 5(1) – A staff member of’ a municipality/ municipal entity who, or whose spouse, partner, business associate or close family member, acquired or stands to acquire any direct benefit from a contract concluded with the municipality/ municipal entity, must disclose in writing the full particulars of the benefit to the council/ board.

provider to perform the vetting of all suppliers in the Municipal data base, and any other potential service providers the Municipality might go into business with in the near future

9 No permit to operate the municipal dump site

Section 24F of the National Environmental Management Act (NEMA), No. 107 of 1998 stipulates: Offences relating to commencement or continuation of listed activity. (1) Notwithstanding any other Act, no person may — (a) commence an activity listed or specified in terms of section 24 (2) (a) or (b) unless the competent authority or the Minister of Minerals and Energy, as the case may be, has granted an environmental equirements for the activity; or (b) commence and continue an activity listed

During the audit of dump site, it was identified that municipality doesn’t have the permit to operate the municipal dump site. The required permit / license had not been issued by the Department of Environmental Affairs (DEA) as required by NEMA. The municipality has been engaging on the matter and it has been identified that the land is on Pongola jurisdiction and thus there have been delays experienced

Management did not exercise care and adequate control over monitoring compliance with laws and regulations.

Management Acknowledges the finding, the processes are underway and currently at the final stage with the department of environmental affairs the licence will be obtained by the 30 January 2019

The processes are underway and currently at the final stage with the department of environmental affairs the licence will be obtained by the 30 January 2019

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in terms of section 24 (2) (d) unless it is done in terms of an applicable norm or standard. (2) It is an offence for any person to fail to comply with or to contravene— a) subsection (1) (a); b) subsection (1) (b); c) the conditions applicable to any environmental equirements granted for a listed activity or specified activity; d) any condition applicable to an exemption granted in terms of section 24M; or (3) It is a defense to a charge in terms of subsection (2) to show that the activity was commenced or continued in response to an emergency so as to protect human life, property or the environment. (4) A person convicted of an offence in terms of subsection (2) is liable to a fine not exceeding R5 million or to imprisonment for a period not exceeding ten years, or to both such fine and such imprisonment.

10 Relevant indicators and targets not reported on

As per Municipal System Act para 26. Core components of integrated development plans. An integrated development plan must reflect c) the council’s development priorities

Upon review of the planning and reporting documents for local economic development, it was identified that relevant indicators and targets are not included. The indicators and targets include development of strategies and policies which are of an

Management did not ensure that regular reviews of performance reporting are done in terms of best practice and as required by the

The municipality reported on Targets that were in the SDBIP. Other information is reported in the Annual Report. In future, the

In future, the municipality will ensure that all service delivery projects are in the SDBIP and APR. The SDBIP 2018/2019 will the adjusted accordingly during IDP adjustment

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and objectives for its elected term, including its local economic development aims and its internal transformation needs

operational nature and excludes indicators and targets that indicate service delivery. An example is that the municipality has spent R16million on poverty alleviation projects (subsidies and donations to the public) in the current financial year yet there is no disclosure of this service delivery in the performance information. This results in the public not being informed of relevant information relating to service delivery and municipal officials not being measured on items that impact actual service delivery.

MSA.

municipality will ensure that all service delivery projects are in the SDBIP and APR

in January 2019. Kindly address the issue of public participation (ensuring that the public is aware of progress on the service delivery projects)

11 Construction of access roads

Your attention is drawn to paragraph 3.2.1 of the “Guide for Accounting Officers of Municipalities and Municipal Entities” which states that the need forms part of the strategic plan and Integrated Development Plan (IDP) of the municipality / municipal entity.

A scrutiny of the IDP and the budget revealed that Majalantini access road was not discussed or listed as a priority when the documents were prepared. Furthermore, no needs assessment or feasibility study could be forwarded for audit scrutiny

There were inadequate controls/ processes at the municipality to prevent overspending and adhere to legislation.

Management notes the finding, however according to the final budget 2017-18 that was submitted to Treasury and for audit purposes we have budgeted R53 million under roads

The IDP Process is considered on identification of projects.

MM/Manager PMU 31-May-19

12 Inaccurate Contract register submitted for audit

In terms of the Municipal Supply Chain Management Regulations GNR 868 30 May 2005 Section 18I. 18. Procedures for procuring goods or services through written or verbal quotations and formal written price quotations - A supply chain management policy must determine the procedure for the procurement of goods or services through written or verbal quotations or formal

During the audit of the supply chain management we have determined that the contract register submitted by the management was inaccurate and doesn’t contain all the necessary fields required. The following issues have been identified on the contract register submitted. (Refer to Table 1) Through testing of the completeness of the contract register, we have determined that the entity has entered into new contracts which could not be traced to the contract register.

Financial and performance management Management did not review and monitor compliance with applicable SCM regulations

The Municipality acknowledges and agrees with auditor’s findings, the Municipality does not have an effective Contract Management unit because of an employee occupying this position and yet still doing his old job as SCM Officer Demand & Acquisition, hence doing two jobs at an expense of

The vacant post of the SCM Officer Demand & Acquisition will be advertised and filled in the current financial year, by end February 2019, and thereafter the Municipality will be in a better position to deal with contract management unit issues. Once the SCM Officer Demand & Acquisition post is filled the official will strictly concentrate on the contract management duties on the daily basis

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written price quotations, and must stipulate – I Requirements for proper record keeping. As per the approved SCM Policy (5) The Supply Chain Management Unit shall, in accordance with the provisions of these Rules, be responsible, inter-alia, for:- (vii) Maintaining records relating to quotations and bids

one, being an effective contract management unit. The vacant post of the SCM Officer Demand & Acquisition will be advertised and filled in the current financial year, by end February 2019, and thereafter the Municipality will be in a better position to deal with contract management unit issues. Once the SCM Officer Demand & Acquisition post is filled the official will strictly concentrate on the contract management duties on the daily basis and will be sent on relevant trainings

and will be sent on relevant trainings. Partially adequate response. Request Support from PT for contract management while awaiting to fill the posts.

13 No controls in place to identify related parties/related party transactions

In terms of MFMA Act 56 of 2003 paragraph 62: The accounting officer of a municipality is responsible for managing the financial administration of the municipality, and must for this purpose take all reasonable steps to ensure; a) that the resources of the municipality are used effectively, efficiently and economically; b) that full and proper

During the audit of related parties, we have identified that the management does not have controls in place to identify related parties and related party transactions. This is a repeat finding as the municipality has not implemented the controls that were supposed to be implemented by the 30 January 2018 according to the municipality audit findings action plan.

Financial and performance management Management is unaware of how to identify related party transactions and has not engaged with any external party to ensure that there should be a method of identification. Management did not ensure the

Management acknowledges the finding and agrees with auditors. Management will develop a policy to assist the municipality in identifying and treating related party transactions

Management will develop a policy to assist the municipality in identifying and treating related party transactions. An early timeline needs to be indicated as there is a need to facilitate the policy as the municipality did not know how to identify the related party transaction.

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records of the financial affairs of the municipality are kept in accordance with any prescribed norms and standards; c) that the municipality has and maintains effective, efficient and transparent systems— i) of financial and risk management and internal control; and ii) of internal audit operating in accordance with any prescribed norms and standards GRAP 20, paragraph 2 states that: “An entity that prepares and presents financial statements under the accrual basis of accounting (in this Standard referred to as the reporting entity) shall apply this Standard in: (a) identifying related party relationships and transactions; (b) identifying outstanding balances, including commitments, between an entity and its related parties; (c) identifying the circumstances in which disclosure of the items in (a) and (b) is required; and (d) determining the disclosures to be made about those items.” GRAP 20, paragraph 5 states that: “Related party relationships exist throughout the public sector, because:

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(a) departments and municipalities are subject to the overall direction of an executive government or council, and ultimately, parliament, and operate together to achieve the policies of the government; (b) departments and municipalities frequently conduct activities necessary for the achievement of different parts of their responsibilities and objectives through separate controlled entities, and through entities over which they have significant influence; c) public entities enter into transactions with other government entities on a regular basis; and (d) ministers, councillors or other elected or appointed members of the government and other members of management can exert significant influence over the operations of an entity.” GRAP 20, paragraph 27 states that: “Subject to the exemptions in paragraph .32, if a reporting entity has had related party transactions during the periods covered by the financial statements, it shall disclose the nature of the related party relationship as well as information about those transactions


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and outstanding balances, including commitments, necessary for users to understand the potential effect of the relationship on the financial statements. These disclosure requirements are in addition to those in paragraph .35 to disclose remuneration of management. At a minimum, disclosures shall include: (a) the amount of the transactions; b) the amount of outstanding balances, including commitments; and (i) their terms and conditions, including whether they are secured, and the nature of the consideration to be provided in settlement; and (ii) details of any guarantees given or received; (c) provisions for doubtful debts related to the amount of outstanding balances; and (d) the expense recognised during the period in respect of bad or doubtful debts due from related parties.”

14 No performance management review of staff other than s57

Section 67(1)(d) of the MSA requires the municipal to develop and adopt appropriate systems and procedure to monitor, measure and evaluate performance of

It has been identified that only director to comply with the performance management policy which reqires all employees including management, councilors, or any other person who may associate with the

Leadership did not communicate policies and procedures to enable and support understanding and

Management acknowledges auditors finding however, aditors need to understand that traditionally the

Performance Management Reviews for Managers other than s57 will be done quarterly. Q1- 12-14 December

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staff municipal in the case of performing their duties to sign performance agreements and subject to mid-year and year end reviews

execution of internal control objectives and did not implement effective HR management to ensure that management is monitored.

performance management was only done for S56 and S57 managers, and it was agreed at management meeting that should be gradually cascaded to all employees, starting with the employees reporting to directors, manager level, and reviews will only be done once a year. The performance agreements were signed by both employees, and municipal manager, since there were no director. Performance management reviews for employees below S56 and 57 directors were supposed to be performed in August, for the entire year, unfortunately, the MM got suspended before this could be done, and this was omitted to be reported, or brought to the attention of the

2018 Q2- 04-05 March 2019 Q3 – 02-03 May 2019 Q4 – 04-05 September 2019 will be done the following dates: 12-14 December 2018 for Quarter one Financial Year

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Acting Municipal manager hence, it still has not been done as yet

15 Employees extended period for acting position not approved by the MEC

Section 56(1) ( c ) of the MSA states that a municipal council, after consultation with the municipal manager, must appoint, a manager directly accountable to the municipal manager; or an acting manager directly accountable to the municipal manager under circumstances and for a period prescribed. A person appointed in terms of paragraph (a) (ii) may not be appointed to act for a period that exceeds three months. Provided that a municipal council may, in special circumstances and on good cause shown, apply in I to the MEC for Local Government to extend the period of appointed equirements in paragraph (a) for further period that does not exceeds three months.

During the audit of HR management, the following concerns were raised with regards to employees in acting positions: This results in non- compliance with the requirements of the MSA and irregular expenditure being understated by R700 992,70.

Financial and performance management. Management dd not exercise adequate concern with regards to having acting position approved as they: failed to seek approval from MEC before extending the period for actin positions.

Management agrees with the finding; these have been since disclosed as irregular expenditure

The Accounting Officer will ensure adequate processes are followed should there be a need for extended period due to the correct situation of the municipality.

Municipal Manager

Immediately

16 Consultants policy not approved and contracts excluded essential contracts management clauses

In terms of the SCM guide for acconting officers, Section3.1.1 states that demand management is the first phase of the supply chain management. The objective is to ensure that the resources required to fulfil the needs identified in the strategic plan of the institution are delivered at the correct time,prices and place and that

The following has been identified: (i) Audit requested the consultant policy a draft was appointed of the consultant was received . Audit were unable to confirm whether the policy has since been approved by council. (ii) contracts entered into did not include clause for transfer of skills, which include the nature, scope and goals of the training program. Details regarding transfer of skills such as employees to be trained skills to

The acconting officer has not performed adequate assessment for the requirement of the SCM Policy and the SCM Guide to ensure compliance and management did not understand the risk associated with the

the draft policy for the use of consultants will be tabled to council this financial year and the resolution kept as proof. (ii) The gap analysis was done in the form of meeting within the finance management and accounting officer where it was

The draft policy will be developed and summitted to council for approval. The consultant reduction plan will be developed and implemented accordingly The policy should be developed and approved at an earlier

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quantity and quality will satisfy those needs. As part of SCM , a total needs equiremen should be undertaken. This analysis should be included as part of the strategic planning process of the institution and hence will incorporate the future needs. Furthermore, in terms of paragraph 5.1.5 of the SCM- a guide for AO of the Municipalities and Municipal entity . “consultant should only be engaged when necessary skills and/or resources to perform a project/ duty/ study are not available and the equiremen officer cannot be reasonably either to train or to recruit equir in time available. And in terms of National Treasury General Condition of contract, Section 25, if the supplier fail to deliver any or all of the good or to perform the service within the period specified in the contract, the purchaser shall without prejudice to it other remedies under the contract , deduct , from the contract price , as a penalty , a sum calculated on the delivered price of the delayed goods or unperformed services using the current prime interest rate calculated for each day of the delay ntil actual delivery or

be I , and monitoring and evaluation arrangement have not been included on the contract of Ngbane and Company. (iii) contract excluded penalty clauses for poor or non performance of consultants.(iv) contracts for were not explicative in stipulating deliveries which are linked to milestones and timeline.(v) contract were not explicating in stipulating deliveries which are linked to milestones and timeline. Contracts for Ngubane and company made reference to and schedule A which was not included on the contract or provided to audit (refere to Communication No.4)

contract/SLA not including a penalty clause in case of non or poor performance , other than contract management principles such as nature and scope of training and skills transfer and specifying contract milestone etc.

identifies that the municipality did not have the capacity at the time and terms of reference were formulated, the second one Kalmia was also emanated from the municipal capacity and was discussed and agreed upon with IT officer. In the future we will ensure that a detailed document gap analysis is performed as recommended. (iii) The skills transferred is done as consultants are allocated municipal staff to work with although not well documented on the SLA and this is now being done all the new SLA’s. This is a result of the Municipality does not have in house legal department to assist with the service legal agreement but rather utilizing a standard SLA’s format for all project, the municipality is engaging with the

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performance attorneys on the panel to assist with the drafting of difference SLA to include the legal implications like the penalty clause. (iv) Schedule A for Ngubane is also noted and have consulted with them to provide such, and could not get this might have been mistake from their side.

17 Management reviews of the objective of consultants are not reviewed on the annual basIs

Municipal Supply chain management: A guide for accounting officer of municicpalities and municipal entities paragraph 5.1.5-: “consultants should only be engaged when necessary skills and/or resources to perform projects, duty or study are not available and the accounting officer cannot be reasonably either to train or recruit people in the time available

During our equiremen of the municipality’s use of consultants, itvwas noted that management reviews at least on an annual basis on whether the objective of the institution are better achieved by the municipality through the use of consultants or their permanent staff were nor conducted. Management did not ensure that there are sufficient processes in place to assess the necessity of the use of consultants and also to assess on whether the municipality will benefit by obtaining and empowering permanent staff to conduct the activities provided by the consultants

Management did not implement effective human resource management to ensure that adequate and sufficient skilled resources are in place and that performance is monitored

Human Resources department is working on the filling of all vacant posts but in some critical instances like the two in question being Fixed Asset Register and IT support the consultants will still be required as it require a equirement skill

The concept document will be developed prior any tenders are issued and signed by the Accounting Officer for each type of requested services service which will provide the following: 1. Gap analysis 2. Skills Transfer Plan 3.Detailed TOR’s

Municipal Manager

30-Jun-19

18 Evidence and approval of the requirments ofSIPDM into the SCM policy not provided

In November 2015 National Treasury issue the standards for infrastructure equirement and delivery management (SIPDM) in oeder to improve project outcomes. The effective implementation date by organs of the state

According to the instruction by National Treasury the SCM policy should have been completed by 1 April 2017 but this has not been done to date. The SIPDM provides a control framework for the planning, design and execution of infrastructure projects which are required to provide better quality

There are insufficient control equiremen within the municipality to ensure that all legislative equirements or instructions by National Treasury are Adhered and

Management notes the finding; however the municipality is still awaiting provincial treasury for training on SIPDM and incorporating into the SCM policy

Communication with Provincial Treasury to conduct the training for SCM Officials, HOD’S and Technical Department officials on the SIPDM will be forwarded

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subject to PFMA was 1 July2016. The full implementation of the SIPDM which is expected to deliver better value for money within an auditable system, requires that a number of action be undertaken , and one of the action is to establish a suitable SCM policy for Infrastructure procurement and delivery equiremen. This Policy should be approved by the head of department and incorporated the following: (i) assign responsibilities for approving or accepting deliverables with the gate in the control framework or equirement the procurement aprocess or procedure. (ii) establish committee which are required by law or equivalent quality management and governance arrangements;.(iii) Establish delegations for the awarding of the contracts or issuing of an order , and ; (iv) Establish ethical standards for those involved int the procurement and delivery of infrastructure.

of life for the citizen of the country. Therefore, any delay in implementing the requirements of the SIPDM will affect the timely delivery of all infrastructure projects prolonging better service delivery and value for money.

implemented withing the required timeframes

19 Audit Committee did not meet four times in the year as required by MFMA 166(4)(b)

MFMA 166(4)(b) requires and Audit Committee of the Muncipality to meet atleast 4 times a financial year.

During the audit of Jozini audit committee,it was noted that the audit committee only met 3 times in the current financial year on the following dates: 29 August 2018 22 February 2018 15 May 2018

Management did not exercise care and adequate control over monitoring compliance with laws and regulations.

Management notes the finding and compliance will be enforced and ensured going forward.

A detailed Audit Committee work plan will be developed and used by the audit committee for its quarterly seating.

Manager Internal Audit

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20 Terms of Reference (TOR) – not adequate

Municipal Supply Chain Management: A guide for Accounting Officers of Municipalities and Municipal entities paragraph 5.8.3.1, provides clear steps to follow when appointing consultants where a clear Terms of Reference (TOR), which includes a detailed task directive be compiled and the objectives, goals and scope of the assignment be clearly defined.

a) The TOR for Ngubane and Company was provided for audit. Upon scrutiny it was noted that the TOR did not include requirements on experience and qualification b) TOR for Kalmia Trading not provided for audit (refer to Communication No.4)

Management did not ensure that steps and guidelines provided were not applied in the municipality.

Management Acknowledges and agrees with the finding going forward TOR’s will be developed according to the guidelines.

TOR’s will be developed according to the guidelines. Detailed TOR’s will be formulated with the help of user Departments.

Municipal Manager/Directors

Ongoing

IT -FINDINGS

No. Annexure B AGSA Finding Internal Control Deficiency Management response Remedial action required

Responsibility Due date

1 Vacant Positions in IT

The following five positions within the IT Function were noted as being vacant for the period under review: • Manager IT; • Assistant Manager General IT; • IT Technician; • Systems Administrator; and • IT Assistant In the absence of adequate staff resources the Information Technology function might not be in a position to provide efficient and effective IT support to the entity. This could result in IT not adequately supporting business operations and not meeting the needs of the municipality. The finding was raised in the prior year audit and

The municipality experienced political instability during the year under review and as a result the previously advertised IT positions were frozen. Subsequently the positions were unfrozen and the recruitment process had to start all over again which resulted in delays in filling the positions.

Management Acknowledges the finding, we have presented the reviewed organogram to Council and the IT manager, IT Technician and IT assistant positions have been prioritized and these positions will be filled at the end of the current financial year

The reviewed organogram Council and the IT manager, IT Technician and IT assistant positions have been prioritized and these positions will be filled at the end of the current financial year. The approval of the organogram is submitted to council on the 18th Dec 2018.

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no progress has been made to address the issue.

2 Sections of the IT Strategy not completed

As previously reported it was noted that an IT Strategy had been developed by the municipality. This strategy was still in draft and the following sections of the document had not been completed by the municipality: • Approval and version control • Alignment of IT Strategy to IDP • Migration strategy to future IT environment In addition, it was noted that the IT Budget and expenditure were not aligned to the IT Strategy as the projects on the IT Budget did not correspond to those stipulated on the IT Strategy. The absence of an adequately documented and approved IT Strategy may result in the IT Function’s goals and objectives not being aligned to those of the municipality. If the IT Budget is not prepared in line with the IT Strategy this could result in IT not having sufficient funding to adequately support business requirements and may cause IT to not meet management and user’s expectations. The finding was raised in the prior year audit and

Leadership: IT Governance The IT Strategy was not reviewed to ensure that the template developed by the service provider had been adequately completed and was aligned to the IT Budget of the municipality. In addition, management did not priorities approving the IT Strategy as they were not aware of the risks associated with not having an IT Strategy in place

Management Acknowledges the finding, however management has appointed IT Steering Committee as from 01 August 2018 that will look at the IT strategy, make changes where necessary, approve and implement it.

Management has appointed IT Steering Committee as from 01 August 2018 that will look at the IT strategy, make changes where necessary, approve and implement it. The delays have been caused by the AG Audit being on site. The 1st Meeting is planned to seat within period ending 28th Feb 2019. Revise and implement the IT Strategy aligned to IDP and ICT Governance Framework. Enhance functionality of ICT Steering Committee.

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no progress has been made to address the issue.

3 IT policies and ICT charter not approved by council

During the audit of Information technology, we have determined that the IT policies and the ICT charter were not approved by the council. The following policies were not approved: • CGICT policy • ICT charter • IT change management policy • IT strategy • IT security policy • Patch Management policy • Business continuity plan • Disaster recovery plan • Backup and restore policy • User account management policy

Leadership: IT Governance Management did not exercise adequate concern with regards to having the newly drafted HIT policies approved by council in order to ensure that only council approved policies are being used.

Management Acknowledges the finding, The Municipality will review and table the policies on yearly basis going forward.

The Municipality will review and table the policies and charter on a yearly basis going forward. The approval of policies is dependent on council .


30-Jun-19

4 Inadequate physical access and environmental controls in the server room

As previously reported the following weaknesses were identified with regard to the physical access and environmental controls of the server room: • There is no dedicated server room. Servers are stored in the IT Officer’s office. • A server room visitor’s register to record persons who had entered the IT Officer’s office has not been maintained. • No maintenance plan had been developed for the servicing of server room environmental controls. • The IT Officer’s office

Financial and performance management: IT Systems Management did not implement an effective process to address prior year findings. Lack of funding and municipal office space constraints due to the office expansion project being delayed.

Management acknowledges the finding; Server room is still under construction which will be completed on 30 June 2019

The Server room is still under construction which will be completed by 30 June 2019. It is impractical to have a server room register since the sever is located where the ICT Officer office is therefore the register will be developed once an adequate server is constructed. The current ICT Officer’s office will be converted to a temporary server room and all unsafe equipment will be moved. Installation of


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contained numerous flammable materials such as papers and boxes and was also used to store new and used IT equipment. Inadequate physical access controls increase the risk of unauthorized persons gaining access to the server room. In addition, should server resources be damaged or stolen management may not have records of the person or contact information for them if a server room visitor’s register is not maintained. Weak environmental controls could result in environmental damage to the server. This may lead the loss of data and critical IT hardware and software not functioning as intended. The finding was raised in the prior year audit and no progress has been made to address the issue.

access control system

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 2018 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

2015/16 Unqualified

2016/17 Unqualified

2017/18 Unqualified

The municipality is committed to improve from the Unqualified Audit opinion to the Clean Audit. There are Audit Steering committee meetings which take place every Thursday to report on the progress of implementing the AG Action plan. The Audit Committee also monitors the implementation of this plan. From the above AG action plan is encouraging to note that at the time of submission of this IDP a total of 19 findings of the total 34 had been resolved and the balance being in progress and anticipated to have been resolved at the year end (30 June 2019).


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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

• Positive Audit Opinion

• Do not have loans/ Borrowings

• Neglect 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 May 2019 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. 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


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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 19/20 Fiscal Year:

Maintenance of community facilities Youth Development Disaster Management

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 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.


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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 interrelated. According to the Constitution of the Republic of South Africa, Act, No.108 of


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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 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


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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 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. On a quarterly basis the Office of the Mayor convenes bilateral meetings with Amakhosi to discuss strategic matters pertaining to the operations of the municipality. What is also encouraging to note is that during the 2018/2019 financial year the Municipality took a noble decision to reimburse Amakhosi for all official municipal business travelling expenses and have approved to increase their sitting allowance from a mere R600, 00 per person per sitting to R1, 500.00 per person per sitting on municipal meetings. In addition the Municipality has resolved allocate dedicated funding in its budget to support various cultural and heritage programmes for all Amakhosi especially to enhance the outcome of social cohesion within its area jurisdiction. In the 2019/20 financial year a maximum amount of R100, 000.00 has been allocated per each Traditional Authority earmarked for their cultural and heritage programmes. This is seen as a very gigantic step by Jozini Local Municipality which goes a long way in giving the institution of Traditional Leadership the respect and dignity it deserves in development space.

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 comprises of all HODs, All Managers and Assistant Managers which seats monthly. The main purpose of these weekly and monthly meetings is entrench the culture of performance management system throughout the organization by monitoring the implementation of the SDIBIPs.To take this process further Jozini Municipality has begun to cascade PMS to all levels of the organization by ensuring that there are compulsory meetings from Unit to Section to Department level on a monthly basis where each individual employee is required to report and account about their allocated tasks and responsibilties

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.


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C.7.9. PERFORMANCE AND AUDIT COMMITTEE

The municipality has a Permanent Internal Audit Manager who works with 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 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.A. Ngubane 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

C.7.11. STATUS OF MUNICIPAL POLICIES & STRATEGIES FOR 2019/2020 FY

POLICY COMPLETED Y/N

APPROVED Y/N

DATE OF ADOPTION

1. Municipal Standing Rules and Orders Y Y 29 May 2019

2. Municipal Delegation Register Y Y 29 May 2019

3. Procurement Plans Y Y 29 May 2019

4. 2017/2018 Annual Report Y Y 29 May 2019

5. Workplace Skills Plan (WSP) Y Y 29 May 2019

6. Public Complains Register Y Y 29 May 2019

7. Indigent Register N N 30th June 2019

8. Land Use Management Systems (LUMS)

N N N/A

9. Internal Audit Strategy & Plan Y Y 29 May 2019

10. Risk Register Y Y 29 May 2019

11. National Building Regulations Y Y 29 May 2019

12. Personal Development Plans N N 31ST July 2019

13. Bursary policy Y Y 29 May 2019

14. Desertion and Absconding Policy Y Y 29 May 2019


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APPROVED Y/N

DATE OF ADOPTION

15. Grievance Policy Y Y 29 May 2019

16. Induction Policy Y Y 29 May 2019

17. Injury on duty Policy Y Y 29 May 2019

18. Leave Policy Y Y 29 May 2019

19. Occupational Health and Safety Policy Y Y 29 May 2019

20. Promotion Policy Y Y 29 May 2019

21. Retention Policy Y Y 29 May 2019

22. Car Allowance Policy Y Y 29 May 2019

23. Acting Allowance Policy Y Y 29 May 2019

24. Code of Ethics Policy Y Y 29 May 2019

25. Disciplinary Hearing Policy Y Y 29 May 2019

26. Dress Code Policy Y Y 29 May 2019

27. Employment Equity Policy Y Y 29 May 2019

28. Home Owners ‘Allowance Policy Y Y 29 May 2019

29. Hours of work and Overtime Policy Y Y 29 May 2019

30. Migration and Placement Policy Y Y 29 May 2019

31. Probation Policy Y Y 29 May 2019

32. Recruitment and Selection Policy Y Y 29 May 2019

33. Recognition of long service Policy Y Y 29 May 2019

34. Remuneration Policy Y Y 29 May 2019

35. Sexual Harassment Policy Y Y 29 May 2019

36. Support and funeral assistance policy Y Y 29 May 2019

37. Standby Allowance Policy Y Y 29 May 2019

38. Termination of Employment Policy Y Y 29 May 2019

39. Training and Development Policy Y Y 29 May 2019

40. Activity Monitoring Policy Y Y 29 May 2019

41. Firewall Management policy Y Y 29 May 2019

42. IT Change Management Policy Y Y 29 May 2019

43. IT Risk Management Policy Y Y 29 May 2019

44. Patch Management Policy Y Y 29 May 2019

45. IT Performance and Capacity Management Policy

Y Y 29 May 2019

46. IT Security Policy Y Y 29 May 2019

47. Physical Security and Environmental Controls policy

Y Y 29 May 2019

48. Backup and Restore Policy Y Y 29 May 2019

49. Help-Desk and Incident Policy Y Y 29 May 2019

50. User Account Management Policy Y Y 29 May 2019

51. Budget Virement Policy Y Y 29 May 2019

52. Anti-fraud and Anti-Corruption strategy Y Y 29 May 2019

53. Communication Strategy Y Y 29 May 2019

54. Public Participation Policy & Strategy Y Y 29 May 2019

55. Batho Pele Policy & Manual Y Y 29 May 2019

56. Human Resource strategy Y Y 29 May 2019

57. Risk Management Policy Y Y 29 May 2019

58. Safety and Security Plan Y Y 29 May 2019

59. Asset Maintenance Policy Y Y 29 May 2019

60. Asset Disposal Policy Y Y 29 May 2019

61. Credit Control and Debt collection by-law

Y Y 29 May 2019


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APPROVED Y/N

DATE OF ADOPTION

62. S&T Policy Y Y 29 May 2019

63. Supply Chain Management Policy Y Y 29 May 2019

64. Cellphone, Telephone and 3G Policy Y Y 29 May 2019

65. Indigent Policy Y Y 29 May 2019

66. Tariffs Policy Y Y 29 May 2019

67. Subsistence and Travel Policy Y Y 29 May 2019

68. Petty Cash Policy Y Y 29 May 2019

69. Banking and Investment Policy Y Y 29 May 2019

70. Budget Policy Y Y 29 May 2019

71. Municipal Property Rates Policy Y Y 29 May 2019

72. Geographical Information Systems (GIS) Policy Framework

N N 30 June 2020

73. Informal Economy Policy Framework N N 30 June 2020

74. Gender Equality Policy Framework N N 30 June 2020

75. Performance Management System (PMS) Policy Framework

N N 31ST July 2019

76. Service Delivery Charter / Service Standards

N N 31st July 2019

C.7.12. MUNICIPAL BYLAWS IN TERMS OF SCHEDULE 4B AND 5B

MUNICIPAL BYLAW STATUS ADOPTION DATE PROMULGATION DATE

Pound Management 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:


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BID SPECIFICATION COMMITTEE MEMBERS:

DESIGNATION DEPARTMENT NAME

Chairperson Finance (SCM) Mr. N. Nkambule

Member Technical Mr. S. Bhengu

Member Corporate Mr. SH Myeni

Member Corporate Mr. B. Buthelezi

Member Corporate Mr. S. Mbatha

Secretary Finance Ms. S. Mngomezulu

BID EVALUATION COMMITTEE MEMBERS:


Chairperson Finance Mr. V Gumede

Member Corporate Mr LR Ndlazi

Member Planning & Economic Development

Mr. S Mabaso

Member Development Planning Mr. S Myeni

Member Technical Mr. M. Nkala

Secretary Finance Ms. B. Nkonyane

BID ADJUDICATION COMMITTEE MEMBERS:


Chairperson Finance MT Nkosi

Member Corporate Mr MB Mnguni

Member Technical Mr LMV Cele

Member Finance (SCM) Mr S Duma

Secretary Finance Ms. C Manzini

An Employee of the Supply Chain Management Unit is required to be present at the meetings of the Specification and Evaluation Committees as an Observer.

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


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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


Cllr D.P. Mabika IFP Chairperson (Mayor) Ward 16

Cllr NS Myeni IFP Member & Deputy Mayor

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 N.S Myeni IFP Chairperson Ward 01

Cllr B.N Mthethwa ANC Member Ward 3

Cllr S.V Mathenjwa INDEPENDENT Member Ward 15

Cllr. N.R Zulu IFP Member 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. SZ Mathenjwa IIFP Member Ward 2

Cllr M.L Mavundla IFP Member Ward 08

Cllr S.R. Myeni EFF Member PR

Inkosi M. Mngomezulu

MNGOMEZULU TC

Inkosi Mngomezulu T/C


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PLANNING & ECONOMIC DEVELOPMENT SERVICES PORTFOLIO COMMITTEE

NAME OF COUNCILLOR/

POLITICAL PARTY

DESIGNATION WARD/PR

Cllr N.R Zulu IFP Chairperson PR

Cllr M.S Nkosi IFP Member Ward 09

Cllr RH Gumede ANC Member PR

Cllr R.N Ndlovu ANC Member PR

Cllr B Mhlenyama IFP Member PR

Cllr J.E Buthelezi IFP Member PR

Cllr. ME Ndlela ANC Member Ward 14

Cllr. TW Zikalala ANC Member Ward 4

Cllr. M, Mathe IFP Member PR

Inkosi NM Mathenjwa

MATHENJWA TC

Inkosi NM Mathenjwa Mathenjwa T/C

C 7.16 STATUS OF ESTABLISHMENT AND FUNCTIONALITY OF COMPLIANCE STRUCTURES/FORUMS/COMMITTEES

COMPLIANCE STRUCTURE ESTABLISHMENT (YES/NO) FUNCTIONAL / NON-FUNCTIONAL

1. COUNCIL YES FUNCTIONAL

2. EXECUTIVE COMMITTEE (EXCO)

YES FUNCTIONAL

3. MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)

YES FUNCTIONAL

4. MUNICIPAL ETHICS AND RULES COMMITTEE

YES FUNCTIONAL

5. MUNICIPAL TROIKA YES FUNCTIONAL

6. PLANNING & ECONOMIC DEVELOPMENT PORTFOLIO COMMITTEE

YES FUNCTIONAL

7. FINANCE PORTFOLIO COMMITTEE

YES FUNCTIONAL

8. CORPORATE SERVICES PORTFOLIO COMMITTEE

YES FUNCTIONAL

9. COMMUNITY SERVICES PORTFOLIO COMMITTEE

YES FUNCTIONAL

10. TECHNICAL SERVICES PORTFOLIO COMMITTEE

YES FUNCTIONAL

11. AUDIT COMMITTEE (AC)

YES FUNCTIONAL

12. PERFORMANACE AUDIT COMMITTEE (PAC)

YES FUNCTIONAL

13. MANAGEMENT COMMITTEE (MANCO)

YES FUNCTIONAL

14. EXTENDED YES FUNCTIONAL


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MANAGEMENT COMMITTEE (EXTENDED MANCO)

15. INTERNAL AUDIT UNIT YES FUNCTIONAL

16. RISK MANAGEMENT STEERING COMMITTEE

YES FUNCTIONAL

17. BID SPECIFICATION COMMITTEE (BSC)

YES FUNCTIONAL

18. BID EVALUATION COMMITTEE (BEC)

YES FUNCTIONAL

19. BID ADJUDICATION COMMITTEE (BAC)

YES FUNCTIONAL

20. IDP & BUDGET STEERING COMMITTEE

YES FUNCTIONAL

21. IDP REPRESENTATIVE FORUM

YES FUNCTIONAL

22. JOZINI SYNERGISTIC PARTNERSHIPS FORUM

YES FUNCTIONAL

23. WARD COMMITTEES YES FUNCTIONAL

24. MUNICIPAL RAPID RESPONSE TEAM (MRRT)

YES FUNCTIONAL

25. YOUTH DEVELOPMENT & SUPPORT FORUM

NO NON-FUINCTIONAL

26. IGR & BATHO PELE FORUM

YES FUNCTIONAL

27. PUBLIC PARTICIPATION FORUM

YES FUNCTIONAL

28. LOCAL ORGANIZING COMMITTEE (LOC)

YES FUNCTIONAL

29. LOST CONTROL STEERING COMMITTEE

YES FUNCTIONAL

30. FINANCIAL MISCONDUCT DISCILINARY BOARD

NO NON-FUNCTIONAL

31. MUNICIPAL PROPERTY RATES ACT (MPRA) STEERING COMMITTEE

NO NON-FUNCTIONAL

32. REVENUE ENHANCEMENT STEERING COMMITTEE

YES FUNCTIONAL

33. DEBT MANAGEMENT & INDIGENT STEERING

YES FUNCTIONAL


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COMMITTEE

34. EMPLOYMENT EQUITY FORUM

YES FUNCTIONAL

35. EMPLOYEE WELLNESS FORUM

YES FUNCTIONAL

36. OCCUPATIONAL HEALTH & SAFETY FORUM

YES FUNCTIONAL

37. LOCAL LABOUR FORUM (LLF)

YES FUNCTIONAL

38. ICT STEERING COMMITTEE

YES FUNCTIONAL

39. TRAINING & SKILLS DEVELOPENT STEERING COMMITTEE

YES FUNCTIONAL

40. MUNICIPAL PLANING TRIBUNAL

YES FUNCTIONAL

41. SPLUMA APPEALS AUTHORITY

YES FUNCTIONAL

42. LED FORUM YES FUNCTIONAL

43. TOURISM FORUM YES FUNCTIONAL

44. COMMUNITY TOURISM ORGANIZATION (CTO)

YES FUNCTIONAL

45. JOZINI CHAMBER OF BUSINESS

YES FUNCTIONAL

46. EXPANDED PUBLIC WORKS PROGRAMME (EPWP) STEERING COMMITTEE /FORUM

YES FUNCTIONAL

47. POVERTY ALLEVIATION FORUM

YES FUNCTIONAL

48. INFORMAL ECONOMY CHAMBER

YES FUNCTIONAL

49. MUNICIPAL SAFETY AND SECURITY FORUM

YES FUNCTIONAL

50. DISASTER MANAGEMENT ADVISORY FORUM

YES FUNCTIONAL

51. ENVIRONMENTAL PLANNING & MANAGEMENT FORUM

YES FUNCTIONAL

52. WASTE MANANEGEMENT FORUM

YES FUNCTIONAL

53. LOCAL AIDS COUNCIL (LAC)

YES FUNCTIONAL

54. LOCAL TASK TEAM (LTT) – (OSS)

NO NON-FUNCTIONAL

55. GENDER EQUITY MAINSTREAMING

NO NON-FUNCTIONAL


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FORUM

56. DISABILITY FORUM YES FUNCTIONAL

57. WOMEN FORUM YES FUNCTIONAL

58. MEN FORUM YES FUNCTIONAL

59. PASTORS FORUM YES FUNCTIONAL

60. MUNICIPAL-WIDE SPORTS COUNCIL

YES FUNCTIONAL

61. TRADITIONAL HEALERS FORUM

YES FUNCTIONAL

62. SINIOR CITIZEN FORUM

YES FUNCTIONAL

63. ARTS & CULTURE FORUM

NO NON-FUNCTIONAL

64. MUNICIPAL LIBRARIES FORUM

YES FUNCTIONAL

From the above table it is encouraging to note that most of the compliance structures/committees have been established and are functional. The few of those that have not been stablished and non-functional are planned to have been attended to not later than 31st July 2019


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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) Jozini Municipality through this Unit has conducted a community satisfaction survey in all wards. 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.7.18. 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.

• There are few by-laws that are in place

• Outdated plans and policies

• Lack of implementation of by-laws

• Lack of supervision and guidance of staff that operates out of office premises.


• 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.7.19. WARD BASED PLANS

The municipality under took the ward-based planning and Ward Based Plans were developed in July/ August 2018. The IDP projects are informed by these ward-based plans.

C.7.20. LAND USE MANAGEMENT

Jozini municipality resolved to establish a Joint Municipal Planning Tribunal. The advert was done and the closing date for nominations was 31 March 2017. The appointment of a Municipal Planning Authorised Officer is still to be finalised by the Municipal Manager. The Appeal Authority is the EXCO members but they still need a workshop. The SPLUMA bylaws were adopted by Council on March 2017 and they have been gazetted.


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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 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 Disability programme is not given enough attention and the

budget is limited. Dysfunctional special programmes forums and committees

Municipal Financial Viability and Management

Poor debt management and revenue collection strategies Low equitable share High grant dependency ratio No revenue enhancement strategy 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

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

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

• Availability of possible sources of Funding

• Strong Community Participation on Budgeting in reporting processes

• Positive liquidity

• Strong regulatory Framework

• 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 councillors, 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

• Strength

• Community halls in all but one ward

• Community facilities: sport fields,

• Financial resources

• Quarterly site visit by portfolio committee.

• Subtropical

• 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

• Office space

• Lack of resources (vehicles)

• No plans for service lines in town

• Unemployment rate

• Poor access to social development services

• The spread of HIV/AIDS is neglected and is not taken serious by the municipality.

• Chronic Vacancy Level

• Neglect of community assets

• High Staff turnover

• 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

• Outdated plans and policies

• Lack of implementation of by-laws

• Lack of supervision and guidance of staff that operates out of office premises.

• 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 Disaster Management officers

• Limited resources.

• Area prone to Disaster Incidents.

• Sharing national boundaries with 2 Countries.

• 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

• Limited resources to support Cooperatives, SMME’S and big projects


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•

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

• 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)

•

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 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 | 2019/20 REVIEW

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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.

D.1.1 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 FOR ALL, THRIVING SOCIO- ECONOMIC DEVELOPMENT AND GOOD GOVERNANCE.’

D.1.2 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.

D.1.3 VALUES

INTEGRITY COMMITMENT

PROFESSIONALISM PATRIOTISM


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D.1..4. 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.

D.2. GOALS, OBJECTIVES AND STRATEGIES

The following tables provide a summary of the municipal strategies, goals and objectives.

KPA: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT

GOALS OBJECTIVES STRATEGIES

Institutional capacity of the municipality that is responsive to the needs of the community.

To create an appropriate organisational climate that will attract and retain appropriate skills by June 2022.

• To develop, Review and implement all municipal policies annually.

• To establish effective Local Labour Forum

• To provide incentives and intervention in line with the Retention Policy

To ensure maintenance of an organisational structure that is in line with Organisational objectives and optimises service delivery by June 2022

• To review and Implement the Organogram

• To fill all vacant budgeted positions through Recruitment and Selection

• To eliminate ghost employees by conduction continuous physical verification

To improve expenditure control and compliance with MFMA

• Processing review of payment of salaries and benefits to staff and councillors.

• Processing of group life insurance

To capacitate employees and councillors by 30 June 2022

• To implement WSP

• Capacity Building and Team Building

• To Conduct Skills Audit and develop WSP

To ensure compliance with the Occupational Health and Safety Act and Compensation for Occupational injuries and diseases

• Develop and review Occupational Health and Safety Policy

• Implement EAP programmes that promote and support well-being of employee.

To improve citizens skills level of education by June

• Assist students with registration


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2022.

To ensure effective and efficient administration complying with its Legal Mandates by June 2022.

• Provide administrative support for all council committees

• To ensure documents are kept safely by Developing a document management system

To ensure effective fleet management system

• Develop a Fleet Management Policy

• To ensure compliance with fleet polices

• To reduce down time of vehicles on repairs

• Compliance with traffic rules and regulations

• Monitoring and recovery of vehicles

• Sufficient number of vehicles for service needs

• Cleanliness of vehicles

• Vehicle get repaired

• To ensure effectiveness and functionality of fleet department

• To be well-equipped on fleet related information

• Adequate stationery for office use

To provide adequate IT security and software and hardware support.

• Upgrade System and procure relevant Programmes

To provide admin support on IT systems

• Purchasing of network infrastructure

• Pastel, VIP, telephone, etc support

KPA: BASIC SERVICE DELIVERY


Efficient and integrated infrastructure

To build, maintain and provide access to improved, sustainable and modernized infrastructure to the community by 2022

• To develop Electricity master plan

• To eradicate electricity supply backlogs through provision of 10 000 house to house connections

• To conduct monthly project implementation meetings with consultants and contractors.

• To develop and implement infrastructure plan

• To enter into a Water services plan

• SLA with the District Municipality

• To develop Roads maintenance plan

• with Department of Transport

• (Prioritize access roads

• Develop skills)

• To maintain 1000km of gravel access roads in-house

• To construct hall in ward 15 and Jozini town hall


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• Construct addition office space

• To FastTrack construction of Mkuze roads and testing ground for the compliance requirements of the act in order for the DLTC to be fully functional

• To sign MOU with Department of Sports and Recreation

• Libraries

• Sports facilities

• Construction of social facilities

• To monitor that there is an increase of public infrastructure Ensure all facilities are user friendly

• MOU with relevant departments

• To consult with the relevant government departments

• Set – up quarterly meetings with relevant departments

To improve the reliability and service life of municipal infrastructure and facilities by 2022.

KPA: LOCAL AND SOCIO- ECONOMIC DEVELOPMENT


Stimulation of Local Economic growth through LED and Tourism initiatives

To create an environment that will create jobs and reduce poverty by June 2022.

• To develop and adopt SMMEs strategy

• To facilitate and grow SMME’s.

• To review and implement LED Strategy

• Promoting economic growth by successful delivery of catalytic projects

To implement and co-ordinate Expanded Public Works Programme (EPWP) in a manner that enhances skills development and optimizes decent employment and entrepreneurship by June 2022.

• Promoting economic growth by providing employment opportunities for vulnerable groups.

To promote local tourism by June 2022

• Review of the tourism Strategy

• Ensure marketing and promotion of Jozini as the tourism destination

• To engage with sector departments and civil society

• (Conduct workshops

• HIV/AIDS to presented as an item in


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all municipal structures)

•

• To facilitate the establishment of Wards AIDS committees

•

• To establish local AIDS Council

• Engagement with sector departments and civil society

• Conduct workshops

• HIV/AIDS to presented as an item in all municipal structures

• Facilitate the establishment of Wards AIDS committees

• Establishment of local AIDS Council

• Engagement with sector departments and civil society

• Conduct workshops

• HIV/AIDS to presented as an item in all municipal structures

• Facilitate the establishment of Wards AIDS committees

• Establishment of local AIDS Council

• To Convene intergovernmental relations meetings

• To resuscitate the sitting of IGR structures

• To run awareness programmes for disability

• Develop terms of reference

• Clustering of wards

• To establish special programmes forums

• To develop terms of reference

• Clustering of wards

To promote social cohesion through sports activities by June 2022.

• To develop 5 sports codes by June 2018.

• To conduct 4 sports tournaments

• To conduct 1 Mayoral cup annually

• To participate in SALGA games annually

• To participate in the Indigenous Games annually

Public safety and security

To ensure provision of fire and rescue services

• To compile statistics in operating the Fire station by June 2019

• Conduct fire awareness campaigns

To provide efficient and effective security services

•

To Provide unlimited services in the DLTC

• To have a fully functional DLTC.

• Test and examine learners licence


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applicants

• Renewing Driving licences

• Issue temporal of licences

• Application of public licence permits

KPA: GOOD GOVERNANCE AN DPUBLIC PARTICIPATION


Risk governance To ensure that the risk maturity of the organisation is at an enabled level (risk management and internal control fully embedded into the operations of the organisation, high level understanding of risk, effective risk management.

• To Establish full functional Risk Management Section

• Development, implementation of Risk Management Policy or Strategy.

• Conduct risk Assessment bi-annually with implementation, monitoring and on-going review.

• Development of Fraud Risk Management Policy and Strategy

Democratic, responsible, transparent, objective and equitable municipal governance

To ensure reliable and maintain independence of Internal and External Audit.

• Development of Audit Charter

• To establish a fully Functional Internal Audit Section

• Develop an Internal Audit Plan

• Facilitate functionality of the Audit Committee

To maintain a SMART Organisational Performance Management System to ensure Planning, Monitoring reporting and evaluation of municipal performance by June 2022

• To review and Implement PMS policy annually

• To draft section 56/57 performance agreements

•

• Conduct Performance assessments

• Compilation of quarterly performance reports.

• Develop and approve an Organisational scorecard annually.

• Develop and adopt Service Delivery and Budget Implementation Plan for each financial year.

• To develop and submit Annual Performance Report to AG BY 31 August annually

• Develop and submit annual report to Council by 31 January annually

To promote a municipal governance system that enhances and embraces the system of participatory governance

• Development of a credible Integrated Development Plan within a prescribed period.

• To Co-ordinate IDP Rep Forum Meetings

• To conduct IDP/ Budget roadshows on draft IDP and Draft BUDGET by 30 June 2022

• To conduct IDP public participation meetings.


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• To co-ordinate IDP steering committee meetings

• Co-ordinate the strategic planning session annually.

• Development of 20 Ward Based Plans.

To promote and foster sound internal and external communication

• To develop and review communication and marketing strategy

• To establish communication/ editor’s forum internally.

• To conduct workshops to Councillors and staff.

• To refurbish the municipal website.

• Attraction adverts through local government handbook

• To showcase services rendered by the municipality and council accountability report (radio slots, newspaper adverts, newsletter)

KPA: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT


Establishment of a budget and treasury office equipped to support municipal strategic goals and priorities in a sustainable manner.

To develop and maintain a financial viable and sustainable institution that achieves full compliance with municipal legislation by 2022

• To table budget process plan by the 31 of August each year

• To host councillors and management workshop on Budget by 30th of September each year

• To table draft budget each year by 31 March

• To table Final budget each year by 31 May

• Drafting of business plans, proposals and motivations for additional funding of projects and programmes each financial year.

• Implementing stringent budgetary controls.

• Tabling of Draft Budget and Final budget within timeframes as legislated

• Full implementation of the Municipal Standard Chart of Accounts (MSCOA) as from the 1st of July 2017

• Spending of grants according to stipulated conditions

• Development and implementation of business plans in accordance with Division of revenue act.

• To collect 50% of monthly billing by 30th of the following month.

• Review and the implementation of


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debt collection and credit control policy.

• Monitoring and management of deliverables of the appointed debt collector each month.

• Development of the revenue enhancement strategy.

• Request support from COGTA or Provincial Treasury on the development of revenue enhancement strategy.

• Reduction of long outstanding debt

• Monitoring and management of deliverables of the appointed debt collector each month.

• Data cleansing exercise

• Hosting of councillors and Management workshop on Supply chain management by 1st of July each year.

• Development and discussion of procurement plan with the finance portfolio committee

• Tabling of SCM monthly report within 10 working days of each month.

• Eradicate occurrences of irregular expenditure

• Perform 100% voucher audit each month

• Tabling of IA SCM quarterly report on the SCM compliance to Audit committee.

• Tabling of reviewed anti-fraud and corruption strategy by the 31st of March each year.

• Eliminate unauthorized expenditure

• Implementation of stringent budgetary controls

• Tabling of adjustment budget to deal with unforeseen expenditure.

• Eliminate fruitless expenditure.

• Implementation of stringent budgetary controls

• Asset maintenance plan

• Amend the contract of FAR service provider to include development of maintenance plan

• Asset maintenance plan

• Amend the contract of FAR service


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provider to include development of maintenance plan

• Statutory reporting

• Hosting of councillors workshop on reporting templates by 1st of July each year

• Obtain and sustain clean audit opinion

• Develop a comprehensive recovery plan that takes to clean audit by 2017/18 Financial Year.

KPA: CROSS CUTTING


Improved standard of living by ensuring that future settlements occur in a spatial integrated and economical manner

To acquire 200 hectors of land for development by 2019

• To acquire 200 hectors of land for development.

• To conduct land audit to ascertain how much land does each stake holder own and how much land can be requested from relevant bodies.

• To create a platform for engaging with land owners i.e. State and Ingonyama Trust

• To review Spatial Development Framework

• To conduct workshop for the Municipality

• To Formalize the first town Engagement of service provider to facilitate the formalization of towns

• Development of Land use management scheme (LUMS)

• To develop Land Use Management Systems Engagement of service provider to facilitate the formalization of towns

• Development of the Building inspectorate by-laws

• To enforce Building inspectorate by-laws

• To engage human settlement department for the funding of the rectification project

To promote the achievement of a non-racial, integrated society, through the development of sustainable human settlements and quality housing by June 2022

• To provide housing for vulnerable groups.

• To provide low cost housing

• To provide rental housing

• To review the Housing Sector Plan annually

• To register the township

• Register the municipality with NHBRC


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(National Home Builders Registration Council)

• To conduct workshop on the review of the housing sector plan


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SECTION E: STRATEGIC

MAPPING


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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 direct role in influencing spatial planning, land use management, and local development processes and outcomes.


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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.


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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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299


300

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



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


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(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


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Existing Spatial Structures


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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. 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.


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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. 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


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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.


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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.


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Jozini draft scheme


309

Mkhuze draft scheme


310

Ingwavuma draft scheme


311

Ubombo draft scheme


312

Bhambanana draft scheme


313

Ndumo draft scheme

PRIVATE DEVELOPMENTS


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E.2. IMPLEMENTATION PLAN

KPA 1: MUNICIPAL TRANSFORMATION & INSTITUTIONAL DEVELOPMENT

corporate services

IDP NO.

PRIORITY AREA

OBJECTIVES STRATEGIES KPI MULTI- YEAR ARGETS

RESP. DEPARTMENT

PRIOR YEAR 2019/20 2020/21 2021/22

ID01 Human Resources Policies

Review Human Resources Policies to regulate Human Resources functions and retain skills by June 2022

Draft Policies

Number of policies reviewed

28 policies 28 28 28 Corporate Services

Presentation of Draft Policies to all structures

Adoption of Policies

Workshop approved Policies to employees

ID02 Employment Equity

To review the Employment equity plan annually by June 2022

Consultation with employment equity committee

Number of EE Plans Reviewed

1 EE Plan review

1 1 1 Corporate Services

Monitoring EE Plan

Submission of EE Monitor Compliance with the EE targets

ID03 Labour Relations

To convene 4 LLF Meetings per annum to maintain working relations between the employer and the employees in line with the Collective Agreement by 30 June 2022

Develop schedule for sitting of LLF Meetings

Number of LLF meeting convened

4 LLF Meetings


Train Panel on DC Procedures

ID04 Organizational Re-design

To review organogram

Review organizational

Number of organizational

Review 1 organogram

Review 1 organogram

1 1 Corporate Services


315

towards achievement of IDP objectives by June 2022

structure annually structures approved by Council

ID05 Recruitment and Selection

Implement recruitment plan for 18/19 and draft 19/20 recruitment plan by 30 June 2022

Develop recruitment plan

Number of positions filled

6 Critical positions


Implement recruitment plan

ID06 Personnel Management

To update staff Leave by June 2022

Maintain the personnel files

Number of leave reports prepared

To prepare 12 leave reports by June 2019


Update leave records

Develop payroll inputs

ID07 Training and Capacity Building

To capacitate municipal councillors, employees and communities to improve skills levels by June 2022

Conduct skills audit

Number of reports on employees and councillors trained

To implement 2018/19 Annual

Training Plan and develop 19/20 Annual Training Plan by June 2019

4 4 4

Corporate Services

Develop annual WSP and annual training plan

Submission of WSP to LGSETA

Number of reports on capacity building programmes for communities conducted

Staff and Councillors capacity building

Spend 100% budget allocated for WSP

% of budget spent on implementing the WSP

100% 100% 100% 100%


316

ID08 Employee wellness programmes

To promote wellbeing of all employees for effective and efficient service delivery by June 2022

Conduct Employee wellness programmes

Number of wellness programmes conducted to employees

To Conduct 4 Employee wellness programmes


ID09 Declaration of interest

To facilitate the declaration of interest process by June 2022

Facilitation of declaration of interest process

Updated declaration register

To facilitate the declaration of interest process

To facilitate the declaration of

interest process



Corporate Services

ID10 Council Support

To establish and maintain functionality of Council and its Committees by June 2022

Draft annual institutional calendar for Council and Committee sittings

Number of Exco, Council, MPAC and Portfolio Committee meeting held

Develop schedule of sitting for Council Committees and Council

1 Schedule of sittings



Corporate Services

60 Portfolio committee meetings

60 60 60

Implementation plan for Rules of Order

12 EXCO Meetings

12 12 12

Monitoring of resolutions register

4 Council meetings

4 4 4

4 MPAC meetings

4 4 4

ID11 Registry

To manage municipal records by June 2022

Approval filling plan

Number of registry reports generated

12 registry reports


Review of procedure manuals and policy

Conduct workshop to employees on the filing plan


317

ID12 Fleet management

To manage municipal fleet for safeguarding, increasing of a lifespan of municipal fleet by June 2022

Perform reconciliations

Number of fleet management reports generated

12 fleet management reports

12 12 12

Corporate Services

Review of the Fleet management policy

Council approved Fleet Management Policy

Review Fleet Management policy

Review of fleet management policy



ID13 Administration: Office Services

To provide general cleaning of (101) municipal and satellite offices, (48) community halls 6 public toilets; 5 community libraries for conducive working for environment by June 2022

Develop office cleaning plan

Number of time sheet and cleaning plan reports developed

12-time sheet and cleaning plan reports


Provide general cleaning offices

ID14 ICT To enhance municipal performance through access to ICT Systems by June 2022

Review ICT Policies

Number of ICT policies reviewed

16 ICT Policies review

16 ICT Policies review

16 16

Corporate Services

Number of ICT procedures reviewed

4 ICT procedures

4 4 4

ID15 Systems Administration

Connect users to the relevant System

Number of reports on users connected

12 reports 12 reports 12 12

ID16

Corporate Services Department Functionality

To ensure Corporate Services Departmental functionality by 30 June 2022

Conduct 6 Monthly Corporate Services Departmental Meetings

Number of Corporate Services Departmental Meetings conducted

6 12 12 12 Corporate Services


318

ID17



Conduct Monthly Corporate Services Section Heads Meeting

Number of Corporate Services Section Heads Meetings conducted


ID18



Submit six (6) Monthly Corporate Services Strategic Management Reports to the Corporate Services Portfolio Committee

Number of Corporate Services Strategic Management Reports submitted to the Corporate Services Portfolio Committee


ID19



Submit Quarterly Corporate Services Departmental Performance Reports

Number of Corporate Services Departmental Performance Reports submitted to IDP & PMS Section


ID20



Submit Audited Quarterly Corporate Services Departmental Performance Reports to Corporate Services Portfolio Committee

Number of Audited Quarterly Corporate Services Departmental Performance Reports submitted to Corporate Services Portfolio Committee

4 4 4 4


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ID21 Satellite Offices (Mkuze and Ingwavuma

To ensure functionality of the Satellite Offices by June 2022

Submit Monthly Report

Number of reports submitted

12 12 12 12

Corporate Services

Hold Monthly staff Meetings

Number of staff meetings held

12 12 12 12

ID22

Payroll

To recover excessive S&T Claims form employees through payroll

To recover excessive S&T Claims form employees through payroll by June 2019

Report on the recovered excessive claims.

Report on the recovered excessive

claims.

_ _ _

Corporate Services

ID23

Develop a standard kilometer rate for S&T

Develop a standard kilometer rate for S&T.

Number of kilometer rate guidelines developed

Develop a standard

kilometer rate for S&T.

_ _ _


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KPA2: BASIC SERVICE DELIVERY

TECHNICAL SERVICES

IDP NO. PRIORITY

AREA OBJECTIVES STRATEGIES KPI

MULTI- YEAR ARGETS RESPONSIBLE

DEPT. PRIOR YEAR 2019/20 2020/21 2021/22

SD01 Electrification

To develop an electricity Master Plan (EMP) by 2022

Present the Draft EMP to Management.

No. of Electricity Master Plans developed

To develop 1 electricity Master Plan (EMP) by June 2019

Review 1 EMP

Review 1 EMP Review 1 EMP

Technical

Solicit management comments on the Draft EMP.

Workshop of Councillors on the Draft EMP.

Submit the Final Electricity Master Plan to Council for adoption.

Pre-marketing

SD02 Electrification

To provide house to house Connections to build, maintain and provide access to improved, sustainable and modernized infrastructure to the community by 30 June 2022

Appointment of Consultant

No. of households connected to electricity

provide electricity to 300 households (Enkungwini 2, Mandalaza, Lindizwe and Majozini) by June

2019

300 (Nhlangano,

KwaQondile & Mkhuze

Wamanzi)

Technical

Pre-marketing

Survey

Signing of MOU with ESKOM

Appointment of contractor

Construction of backbone infrastructure (excavation, poles)

Energizing


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SD03

Technical Services Department Functionality

To ensure Technical Services Departmental functionality by 30 June 2022

Conduct (06) Monthly Technical Services Departmental Meetings

Number of Technical Services Departmental Meetings conducted

To Conduct (06) Monthly Technical Services Departmental Meetings by 30 June 2019

12 12 12

Technical

SD04



Conduct Monthly 06 Technical Services Section Heads Meeting

Number of Technical Services Section Heads Meetings conducted

To conduct six (06) Monthly Technical Services Section Heads Meetings by 30 June 2019

12 12 12

SD05



Submit six (06) Monthly Technical Services Strategic Management Reports to the Technical Services Portfolio Committee

Number of Technical Services Strategic Management Reports submitted to the Technical Services Portfolio Committee

To Submit six (06) Monthly Technical Services Strategic Management Reports to the Technical Services Portfolio Committee by 30 June 2019

12 12 12

SD06



Submit Quarterly Technical Services Departmental Performance Reports

Number of Technical Services Departmental Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly Technical Services Departmental Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4


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SD07



Submit Audited Quarterly Technical Services Departmental Performance Reports to Technical Services Portfolio Committee

Number of Audited Quarterly Technical Services Departmental Performance Reports submitted to Technical Services Portfolio Committee

To submit Four (4) Audited Quarterly Technical Services Departmental Performance Reports to Technical Services Portfolio Committee by 30 June 2019

4 4 4

Technical

SD08 Community Halls

To maintain 08 municipal community halls by 20222022

Identification of maintenance work Number of

municipal community halls maintained

To maintain 8 municipal community halls by June 2019

8 8 8 Appointment of service providers

Execution of maintenance work

SD09 Community amenities

To maintain 6 public toilets in Mkhuze town x2, Mkhuze test ground, Jozini town, Ingwavuma town, Ndumo market stalls toilet by June 2022

Identification of maintenance work

Number of municipal public toilets maintained

To maintain 6 public toilets in Mkhuze town x2, Mkhuze test ground, Jozini town, Ingwavuma town, Ndumo market stalls toilet by June 2019

6 6 6 Technical Appointment of service providers


SD10 Master plan and policy

To review 1 master maintenance plan and policy incorporating roads, electricity and building maintenance annually by

Data collection of municipal infrastructure assets

Number of master maintenance plans and policies reviewed

Review 1 master maintenance plan and policy incorporating roads, electricity and building maintenance by June 2019

1 1 1 Technical Review maintenance plan and policy

Present Maintenance plan to


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2022 Councillors

Implementation of maintenance plan

SD11 Roads

To maintain 1000 km of gravel access roads by 2022

Conduct assessment

No. of kilometres of gravel access roads maintained

To maintain 250 km of gravel access roads by June 2019

300 400 400 Technical

Hiring of plant machinery

Maintenance plan of gravel roads

Prioritization of maintenance

Execute maintenance work

SD12 Roads

To repair 30 sq metres of black top roads in Jozini, Ingwavuma, UBombo, Mkhuze by June by 2022

Conduct assessment

Square meters of internal roads maintained (black top)

Repair (30) sq metres of black top roads in Jozini, Ingwavuma, UBombo, Mkhuze by June 2019

30 30 30 Technical

Prioritization of maintenance

Appointment of service providers


SD13 Roads and storm water

To maintain storm water management drainages in 4 towns (Jozini, Ingwavuma, uBombo and Mkhuze) by 2022

Storm water assessments

Number of storm water drainages maintained

To maintain storm water management drainages in 4 towns (Jozini, Ingwavuma, uBombo and Mkhuze) by June 2019

4 4 4 Technical




Execute Construction work

Close out report


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SD14.1

Capital projects: Access Roads

To upgrade 6 kms re- graveling of access roads by June 2022

Improve access to roads

Number of kilometres of upgraded roads

Upgrade of Jozini Top Town Access roads by June 2019

Ndumane, Ezinhlalavini, Mtshakela/ Ekulingweni Access roads

Technical SD14.2

Upgrade of Majalantini Access road by June 2019.

SD14.3 Upgrade of Mkhuze CBD Roads by June 2019

SD15.1

Capital project: Community halls

To construct 3 community halls by June 2022

Improve facilities for community

Number of community halls constructed

Construction of KwaQhoqhoqho community hall by June 2019

4 (KwaMbusi, Nhlonhlela, Kwaphaweni & Onaleni)

3 (Ndumo, Nhlangano &

Madeya) Technical

SD15.2 Construction of Machobeni community hall by June 2019

SD15.3 Construction of Magwangu community hall by June 2019

SD16 Capital project To construct 3 centres by June 2022

Improve Recreational facilities

Number of centres constructed

Construction of Cezwane Youth Centre by June 2019

2 (Makwakwa & Manyiseni)

Ngwavuma Technical

SD17.1

Capital project To construct sports fields by June 2022

Improve Recreational facilities

Number of sportsfields constructed

Construction of eMthonjeni Sportsfield by June 2019

2 (Nyamane and Sibonokuhle)

5 (Makhane combo court,

Ubombo, Sinethezekile,

Nyathini & Ophansi

sportsfields)

Technical

SD17.2 Construction of Munywana Sportsfield by June 2019


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SD17.3 Construction of eSidakeni Sportsfield by June 2019

SD18 Expenditure on capital Projects

To spend 100% Budget for the capital projects

% of expenditure on Capital Projects

To spend 100% Budget for the capital projects

100% 100% 100% Technical


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KPA 3: LOCAL ECONOMIC DEVELOPMENT

IDP NO.

PRIORITY AREA

OBJECTIVES STRATEGIES KPI MULTI- YEAR ARGETS

RESPONSIBILITY

PRIOR YEAR 2019/20 2020/21 2021/22

LED01 Implementation of the LED strategy

To exploit available opportunities for economic benefit to the community

Implementation of LED Strategy

Council Approved LED Strategy

Adoption of the LED strategy by June 2019




PED

LED02 Business Licences

To process business licence application.

Processing pf business license applications

Issued business licences

To process business licence applications by June 2019




PED

LED03 Tourism

To unlock tourism opportunities to benefit local communities by June 2022

Sitting of tourism forum meetings

Number of tourism forum meetings

To conduct 2 Tourism forum meetings by June 2019

4 4 4

PED

4 tourism awareness campaigns

Number of tourism awareness campaigns

To conduct 4 Tourism Awareness Campaigns by June 2019

4 4 4

4 Tourism Exhibitions

Number of tourism exhibitions attended

To attend 4 Tourism exhibitions by June 2019.

4 4 4

Support Community Tourism Organisation

Number of CTO general meetings held

To conduct 4 CTO general meetings by June 2019

4 4 4

LED04 Agriculture

To exploit available agricultural opportunities for the benefit of local community by June 2022

Establishment of farmers cooperatives and SMME’S in order to assist them to share transport and other business costs

Number of co-operatives trained

To train 04 co-operatives by June 2019

Training of 4 cooperatives

4 4 PED


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Training of cooperatives and SMME'

LED05 Business

To conduct 2 business inspections annually by June 2022

Business Inspections

Number of Business inspections conducted

To Conduct 2 Business Inspections

2 2 2 PED

LED06 Poverty Alleviation

To create an environment that will create jobs and reduce poverty by June 2022.

Develop poverty reduction policy

Number of Poverty Reduction Programmes Implemented

To implement poverty reduction plan by June 2019

Implementation of poverty reduction plan



PED

Prepare expenditure reports

Number of Poverty Alleviation expenditure reports prepared

To prepare monthly Poverty Alleviation Expenditure reports by June 2019

12 Poverty alleviation Expenditure reports



LED07 Job Creation

Create jobs through LEDInitiatives by June 2022

Job creation through LED

Initiatives

Number of Job Opportunities Created through EPWP To create 1600

job opportunities by june 2019

1600 1600 1600 PED

Number of Job Opportunities Created through CCG

LED08 EPWP Steering Committee meetings

To conduct EPWP Steering committee meetings by June 2022

Sitting of EPWP Steering Committee Meetings by June 2019

Number of LED Steering committee meetings facilitated

To Facilitate Sitting of 6 EPWP Steering Committee Meetings by June 2019

12 12 12 PED

LED09 SMME's/Co-operatives

To provide support to small business and informal traders

Conduct skills audit for SMME’S and Cooperatives

Number of skills audits conducted

To conduct skills audit for SMME’s by June 2019

Conduct skills audit for SMME’S and Cooperatives

1 1 PED


328

for sustainability by June 2022

Assist SMME’s and Cooperatives in packaging funding application to existing funders

Number of Informal Economy Policy reviewed and implemented

To review Informal Economy Policy and implementation by June 2019

Review Informal Economy Policy and Implementation.

Implementation of Informal Economy policy

Implementation of Informal Economy policy

PED

LED10 HIV/AIDS

Facilitate promotion and protection of the rights of the persons living with HIV and AIDS by June 2022

Conduct HIV/AIDS Awareness Campaigns

Number of HIV/AIDS Awareness campaigns conducted

1 HIV/AIDS Local implementation plan by June 2019

1 HIV/AID SLocal implementation

plan

1 HIV/AIDS Local implementation plan

1 HIV/AIDS Local implementation plan

PED

Strengthen the functioning of local AIDS Council

PED

LED11 Operation Sukuma Sakhe (OSS)

To institutionalise integrated service delivery model by mobilising community partnerships through OSS by June 2022

Consult OSS Champion

Number of Operation Sukuma Sakhe Programs Implemented

To develop and implement 1 OSS Roll Out Plan by June 2019

To develop and implement 1 OSS Roll Out Plan



PED Facilitate sitting of War Room and Local Task Team Meetings

LED12 Social Development

To mainstream previously disadvantaged groups for socio-economic benefit by June 2022

Develop Social Development Plan

Number of Senior citizens meetings held

To implement Social Development Plan (senior citizens, children, Inter-faith, Traditional Healers, Civil Society, Local Drug Action Committee, Moral Regeneration Movement by June 2019

4 senior citizens meetings



PED

Develop Year Calendar of events for all Social Welfare Groups

Number of Children’s forum meetings held

4 Children’s forum meetings



Number of Interfaith meetings held

4 Interfaith meetings



Implement Social Development Plan

Number of Traditional healers’ meetings held

4 Traditional Healers’ meetings




329

Number of Local Drug Action Committee meetings held

4 Local Drug Action Committee meetings



Number of Moral Regeneration Movement meetings held

4 Moral regeneration Movement meetings



LED13 LED Section Functionality

To ensure Planning and Economic development Departmental functionality by 30 June 2022

Conduct Monthly 6 LED Section Meetings

Number of LED Section Heads Meetings conducted

To conduct 06 Monthly LED Section Meetings by 30 June 2019

12 12 12 PED



Conduct Monthly 06 Social Development Section Meetings

Number of LED Section Heads Meetings conducted

To conduct 06 Monthly LED Section Meetings by 30 June 2019

12 12 12 PED



Submit 06 Monthly LED Reports to the Planning & Economic Development Portfolio Committee

Number of LED Reports submitted to the Planning & Economic Development Portfolio Committee

To Submit 06 Monthly LED Reports to the LED & Tourism Portfolio Committee by 30 June 2019

12 12 12 PED



Submit Quarterly LED Quarterly Performance Reports

Number of LED Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly LED Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4 PED


330

KPA 4: MUNICIPAL FINANCIAL VIABILITY

FINANCE DEPARTMENT

IDP NO.

PRIORITY AREA

OBJECTIVE STRATEGIES KPI MULTI- YEAR ARGETS

RESP.

PRIOR YEAR 2019/20 2020/21 2021/22

FV01 Budgeting

To develop and maintain a financially viable and sustainable institution that achieves full compliance with municipal legislation by 2022

Draft the process plan.

Number of Final Budget Approved 30 days before the start of the Financial Year

To develop and approve one Annual Budget by June 2019

develop and approve one Annual Budget



BTO

Table the Process Plan to Council

Request for Draft procurement plan from Departments

Prepare and Table Draft Budget

Submission of Draft Budget to Relevant Stakeholders

Publicise Draft Budget for public comments

Consolidate and consider Public Comments on the Draft Budget.

Table Final Budget to Council

Submission of Final Budget to Relevant Stakeholders

FV02 Revenue


Issue Monthly Billing Statement

Percentage collection on the Monthly billing

To collect 40% of the total annual billing by June 2019

40% 40% 40%% BTO

Issue letters of Reminder to Customers

Arrange meetings with individual Customers (households, government departments, businesses)

Granting of Amnesty


331

Conduct Data Cleansing Exercise

Attend to complains as and when they come

FV03 Supply Chain Management


Invite Provincial Treasury SCM Unit for the Workshop on Supply Chain Management.

Number of workshops facilitated for councillors and management on Supply Chain Management

To facilitate 1 workshop on Supply-chain management by June 2019

1 1 1 BTO Invite participants on SCM workshop

Organise logistics for the workshop



Request Procurement Plans from Departments

Number of reminders sent

To monitor and implement Procurement Plans on quarterly basis by 30th June 2019

1 1 1 BTO Consolidate Procurement Plans

Send out the monthly reminders on the procurement plans



Prepare reporting format for irregular expenditure

Number of Irregular Expenditure reports submitted to the Council

To prepare quarterly reports on the extent of irregular expenditure in terms of S32 of the MFMA by the 30th June 2019

4 4 4

Prepare Monthly Reports on Irregular Expenditure

Submit monthly reports on irregular expenditure to the Municipal Manager/Council


332



Inclusion of Subcontracting clause in the invitation to tender. Percentage of

Local beneficiation for all construction projects

30% of Local beneficiation for all construction projects by June 2019

30% 30% 30%

Emphasis of Local beneficiation for all construction projects in compulsory briefing sessions

FV08 Expenditure


Develop the reporting template for reporting fruitless and wasteful expenditure

Number of Fruitless and Wasteful Expenditure reports submitted to the Mayor within 10 working days

To prepare 12 Fruitless and Wasteful Expenditure reports by 30th June 2019

12 12 12

Prepare Monthly Reports on Fruitless and Wasteful Expenditure

Submit monthly reports on Fruitless and Wasteful Expenditure to the Municipal Manager/Council

FV09 Expenditure


Registration of invoices on receipt

Percentage of Creditors paid within 30 days of receipt of valid invoices

100% Payment of Creditors within 30 days on receipt of valid invoice by June 2019

100% 100% 100% Put date received stamp on all invoices received

Process payments

FV10 Expenditure


Prepare Accounts Payable batch for 3rd Parties

Percentage on Statutory payments made within 7 days of month end.

100% on Statutory payments made within 7 days of month end by June 2019

100% 100% 100%

Check Accounts Payable batch for 3rd Parties

Approve Accounts Payable Batch for 3rd Parties

Approve 3rd parties’ payments


333

Send Statutory payment Schedules to 3rd Parties

Attend Queries from 3rd Parties

FV11 Asset Management


Place Barcodes on all Municipal Assets

Number of GRAP compliant asset registers developed and maintained

One GRAP compliant asset register

1 1 1

Update Asset register on Acquisitions

Monitor asset movements through Control Sheets

Update incidence register

Insurance Claims register

Run Depreciation

FV12 Statutory Reporting


Allocate Direct receipts and Payments to payment and receipts batches

Number Section 71 reports Submitted to the Mayor within 10 working days

12 Section 71 reports 12 12 12

Post Direct Receipts and Payments to General ledger

Recognise income on conditional grants expenditure

Prepare section 71 reports

Submit Section 71 reports to the Mayor, PT and NT

Comply with financial reporting requirements as outlined in the MFMA

No of Municipal financial Ratios Calculated

4 Financial Ratios Calculated by 30 June 2019

4 4 4

FV13 Statutory Reporting

To develop and maintain a financially viable and sustainable institution that achieves full

Prepare all the reconciliations

Number of Financial Statements prepared with no material findings towards

To Prepare two sets of Financial Statements by June 2019

2 2 2 Prepare Financial Statements Action Plan

Prepare Financial Statements


334

compliance with municipal legislation by 2022

Submit AFS to Internal Auditors and Audit Committee for a review

attainment of Clean Audit.

Table Annual Financial Statements to Council

Submit AFS to AG for audit

Attend RFI’s from AG

Attend to Audit Queries raised

Draft Audit Action Plan

Prepare interim Financial Statements

Submit Interim Financial Statements to Internal Auditors

FV14 Contracts Management

To ensure contract management

Ensure contract management

Number of contract management reports

To prepare 06 contract management reports by June 2019.

12 12 12

FV15

To procure backup storeroom in order to avoid loss of vouchers

Procurement of backup storeroom in order to avoid loss of vouchers

Number of backup storerooms procured

To procure backup storeroom in order to avoid loss of vouchers by June 2019.

_ _ _

FV16 SCM Appointed service provider

To source external service provider to perform vetting of all suppliers in the municipal database.

_ _ _


335

FV17 Consultants reduction

To develop a Use of Consultants Policy by June 2022

Development of Use of Consultants Policy

Number of developed Used of Consultants Policies

To develop Use of Consultants Policy by June 2019.

_ _ _

FV18 Finance Department Functionality

To ensure Finance Departmental functionality by 30 June 2022

Conduct (06) Monthly Finance Departmental Meetings

Number of Finance Departmental Meetings conducted

To Conduct (06) Monthly Finance Departmental Meetings by 30 June 2019

12 12 12



Conduct Monthly 06 Finance Section Heads Meeting

Number of Finance Section Heads Meetings conducted

To conduct six (06) Monthly Finance Section Heads Meetings by 30 June 2019

12 12 12

F20 Finance Department Functionality


Submit six (06) Monthly Finance Reports to the Finance Portfolio Committee

Number of Finance Reports submitted to the Finance Portfolio Committee

To Submit six (06) Monthly Finance Reports to the Finance Portfolio Committee by 30 June 2019

12 12 12



Submit Quarterly Finance Departmental Performance Reports

Number of Finance Departmental Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly Finance Departmental Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4


336



Submit Audited Quarterly Finance Departmental Performance Reports to Finance Portfolio Committee

Number of Audited Quarterly Finance Departmental Performance Reports submitted to Finance Portfolio Committee

To submit Four (4) Audited Quarterly Finance Departmental Performance Reports to Finance Portfolio Committee by 30 June 2019

4 4 4

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

OFFICE OF THE MM

IDP NO.

PRIORITY AREA OBJECTIVES STRATEGIES KPI MULTI- YEAR ARGETS

RESPONSIBILITY PRIOR 2019/20 2020/21 2021/22

GG01 Risk Management

To ensure that the risk maturity of the organisation is at an enabled level (risk management and internal control fully embedded into the operations of the organisation, high level understanding of risk, effective

To Establish full functional Risk Management Section

Number of functional Risk Reports developed

To develop 4 Risk Reports by June 2019

4 4 4

OMM

Development, implementation of Risk Management Policy or Strategy.

Number of risk management Policies developed

Development, implementation of Risk Management Policy by June 2019

Implementation Implementation Implementation


337

risk management) by June 2022

Conduct risk Assessment bi-annually with implementation, monitoring and on-going review.

Number of Risk Assessments conducted

Conduct 2 risk assessments by June 2019

2 2 2

Development of Fraud Risk Management Policy and Strategy

Number of Fraud Risk Management Policies developed

Development of Fraud Risk Management Policy by June 2019

1 1 1

GG02 Strategic Planning

Co-ordinate a Strategic Planning session to review the Municipality’s strategic objectives, vision and mission by June 2022

Appointment of a facilitator

Number of strategic planning session coordinated

To Co-ordinate 1 strategic planning session annually by June 2019.

1 1 1 OMM Coordinate a Strategic Planning session for Management and Councillors

GG03 Annual Report

Co-ordinate development of annual report by June 2022

Preparation of 2018/2019 Annual report

Number of approved annual reports

To develop 1 Annual report

1 1 1 OMM

Present to Management

GG04 Internal Audit

To ensure reliable and maintain independence of Internal and External Audit by June 2022

Development of Audit Charter

Number of Audit Charters developed

To implement a fully functional Audit Unit y June 2019

implement a fully functional Audit

Unit


Unit


Unit OMM

To establish a fully Functional Internal Audit Section

Number of risk-based audit plan developed

Develop an Internal Audit Plan

Number of Internal Audits executed


338

To develop Audit committee work plan.

Number of Audit Committee workplans developed.

Facilitate functionality of the Audit Committee

Number of Audit Committee meetings convened

GG05 Performance Management System

To maintain a SMART Organisational Performance Management System to ensure Planning, Monitoring reporting and evaluation of municipal performance by June 2022

To review PMS policy annually

Number of PMS Policy reviewed

To review PMS policy by June 2019

1 1 1

OMM

To draft 6 section 54 A/and Section 56 performance agreements

Number of performance agreement drafted within the stipulated timeframes

To draft section 54 A/and Section 56 performance agreements by June 2019

Conduct Performance assessments

Number of performance assessments conducted

Conduct Performance assessments

4 4 4

Compile quarterly performance reports.

Number of Performance reports compiled.

Compile 4 quarterly performance reports.

4 4 4

Develop an Organisational scorecard annually.

Number of Organisational Scorecard Developed

Develop an Organisational scorecard annually.

1 1 1


339

Submit Annual Performance Report to AG BY 31 August annually

Number of APR submitted to A.G.

Submit Annual Performance Report to AG BY 31 August annually

1 1 1

GG06 IDP

To draft the 2019/20 IDP to promote a municipal governance system that enhances and embraces the system of participatory governance by June 2022

Draft the IDP Process plan

Date of IDP approval by Council

To review the 2019/20 IDP by 30 June 2019.

30-Jun-20 30-Jun-21 Jun-22 OMM

Situational analysis

Draft strategic objectives

Draft IDP

Final IDP

Public participation meetings

Number of wards participating in the public participation meetings

Conduct 4 IDP public participation meetings by 30 June 2019

4 4 4 OMM

IDP roadshows

Number of wards participating in the IDP roadshows conducted

Conduct 2 IDP Roadshows by June 2019.

2 2 2 OMM

GG07 SDBIP

To Develop Annual Service Delivery and Budget Implementation Plan by June 2022

Develop Service Delivery and Budget Implementation Plan

Number of SDBIP's approved within timelines

To develop 19/20 SDBIP by June 2019

1 1 1 OMM Facilitate approval by Mayor

Submit SDBIP to COGTA

Facilitate advertisement of SDBIP


340

GG08 Internal Audit

To ensure reliable and maintain independence of Internal and by June 2022

To update AG Action Plan monitoring report

Number of Audit Readiness meetings held

Report on progress on implementation of the AG Action Plan quarterly by 30 June 2019

4 4 4 OMM

GG09 Internal Audit

To develop and maintain an institution that achieves full compliance with municipal legislation by 2022

Presentation of the Draft Anti-Fraud and Corruption Strategy to Management and Audit Committee

Number of Anti-Fraud and Corruption Strategy reviewed To review and

implement Anti-Fraud and Corruption Strategy by June 2019

1 review 1 review 1 review OMM

Solicit Comments from Management, Audit Committee and Treasury

Number of Reports on implementation of anti-Fraud and Corruption Strategy

GG10 Marketing and communication

To promote and foster sound internal and external communication by June 2022

-Approval of communication and marketing strategy & Plan -Establish communication/ editor’s forum internally

Number of marketing and communication programmes implemented

To implement marketing and communication strategy and Plan by June 2019

Implementation of marketing and communication

strategy and Plan


strategy and Plan


strategy and Plan

OMM

-Monthly organisational publication in a form of a newsletter

-Refurbish the municipal website.

-Develop Municipal social media pages (Facebook & Instagram)


341

-Showcase services rendered by the municipality and council accountability report (radio slots, newspaper adverts & Billboards) Communiques (Diaries & Calendars, Signage and Dignitary Corporate Image

GG11 Intergovernmental Relations

To establish a framework that provides procedures for integrated planning and regular reporting and feedback by all stakeholders by June 2022

-Attend intergovernmental relations meetings

Number of IGR Meetings held

To participate in 4 IGR meetings by June 2019

4 4 4 OMM

-Resuscitate the sitting of IGR

structures

GG12 Complaints Management System

To establish a complaints management system to address complaints, commitments and suggestions by the community by June 2022

>Develop complaints management strategy in line with complaints management guideline

Number of complaints received

To address all complaints instigated against Jozini Municipality by 30 June 2019

Address all complaints instigated against Jozini Municipality



OMM >Develop complaints management committee

>Install suggestions boxes in all strategic points in all Municipal Main and Satellite Offices


342

Convene adhoc complaints management meetings as and when there is a complaint to be addressed

>Monitor complaints management register and suggestion boxes for complaints

PP01 Ward Committees meetings

To enhance participatory democracy by increasing interface between communities and council by June 2022.

Development of ward committee annual calendar plan

Number of ward committee meetings organised

To facilitate 12 monthly meetings of ward committees by June 2019

12 12 12 OMM

Development of reporting template for ward committees

Render support to the ward committee meetings

Provide support materials such as diaries, bags, t-shits and tracksuits

Consolidate reports and hand over to various departments in-terms of issues raised

PP02 Ward Committee trainings


Conduct skills audit forward committees to identify skills gap

Number of ward committee training sessions organised

To organise 1 accredited training sessions for ward committees by June 2019

1 1 1 OMM Draft Training programme

Engage COGTA - Public Participation Unit on the training standard


343

Procure services of a Training services provider

PP03 Ward Community Feedback Meetings


Collection of quarterly ward Community Feedback Meetings reports from Councillors

Number of Ward Community Feedback Meetings Reports collected from Councillors

To Collect 80 Ward Community Feedback Meetings Reports from Councillors by 30 June 2019

80 80 80 OMM

PP04 Ward Committee workshops

To enhance participatory democracy by increasing interface between communities and council by June 2022

Conduct workshop to ward committees

Number of ward committee workshops organised

To conduct 1 workshop on ward committee functionality by June 2019

1 1 1 OMM

PP05 Community Imbizos


Conduct 2 Izimbizo Imbizo

Number of Imbizo conducted

To conduct 2 Imbizo’s for community participation by June 2019

2 2 2 OMM


344

PP06 Municipal Rapid Response Team Meetings (MRRT)

To enhance participatory democracy by increasing interface between communities and council by June 2022

Conduct Rapid Response Team Meetings (MRRT)

Number of Rapid Response Team Meetings (MRRT Conducted

To Conduct 2 Rapid Response Team Meetings (MRRT) by 30 June 2019

OMM

GG13 Office of the MM Functionality

To ensure Office of the MM functionality by 30 June 2022

Conduct (06) Monthly Office of the MM Departmental Meetings

Number of Office of the MM Departmental Meetings conducted

To Conduct (06) Monthly Office of the MM Departmental Meetings by 30 June 2019

12 12 12 OMM



Conduct Monthly Office of the MM Section Heads Meeting

Number of Office of the MM Section Heads Meetings conducted

To conduct six (06) Monthly Corporate Services Section Heads Meeting by 30 June 2019

12 12 12 OMM


345



Submit Quarterly Office of the MM Departmental Performance Reports

Number of Office of the MM Departmental Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly Office of the MM Departmental Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4 OMM

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

COMMUNITY SERVICES

IDP NO.

PRIORITY AREA OBJECTIVES STRATEGIES KPI MULTI- YEAR ARGETS

POE

PRIOR 2019/20 2020/21 2021/22

PP07 Lease agreements with tenants

To ensure that all municipal properties have valid lease agreements by June 2022

Review of lease agreement

Number of municipal buildings with tenants having signed lease agreements

4 signed Lease agreements signed by tenants of 3 municipal properties (121 staff residence, Mkhuze Clinic, Ndumo rental stock & Thusong centre) by June 2019

4 4 4 COMM


346

PP08 Lease agreements with tenants

To ensure that all municipal properties have valid lease agreements by June 2022

Review Tenants and Landlords Sessions

Number of Tenants and Landlords Sessions Reviewed

To Review quarterly Tenants and Landlords Sessions by 30 June 2019

4 4 4 COMM

PP09 Indigent Management Policy

To ensure that, Council adopt Indigent Management Policy by 30 June 2022

Council adopted Reviewed Indigent Management Policy

Number of Reviewed Indigent Management Policy tabled to Council

To Table Reviewed Indigent Management Policy to Council for adoption by 30 June 2019

1 1 1 COMM

PP10 Indigent Management Register

To ensure that, Council adopt Indigent Management Register by 30 June 2022

Council adopted Indigent Management Register

Number of Reviewed Indigent Management Register tabled to Council

To Table Reviewed Indigent Management Register to Council for adoption by 30 June 2019

1 1 1 COMM

To provide free basic electricity to the Indigent community by June 2022

Provision of free basic electricity

% of indigent community receiving free basic electricity

To provide free basic electricity to the Indigent community by June 2019

30% 30% 30% COMM

PP11 Sports development

To promote social cohesion through sports by 30 June 2022

Conduct Municipal-Wide Sports Development & Sport Council Meetings

Number of Municipal-Wide Sports Development & Sport Council Meetings conducted

To Conduct Municipal-Wide Sports Development & Sport Council Meetings by 30 June 2019

4 4 4 COMM

PP12 Annual Mayoral Cup Tournament/Youth Celebration

To promote social cohesion through sports by 30 June 2022

Co-ordinate Annual Mayoral Cup and Youth day Celebration

Number of Annual Mayoral Cup and Youth day Celebration co-ordinated

To Co-ordinate Annual Mayoral Cup and Youth day Celebration by 30 June 2019

1 1 1 COMM


347

PP13 Annual SALGA Games

To Coordinate Municipal sports events by 30 June 2022

Co-ordinate Annual SAGA Games

Number of Annual SAGA Games Co-ordinated

To Co-ordinate Annual SAGA Games by 30 June 2019

1 1 1 COMM

PP14 Indigenous Games

To Coordinate Municipal sports events by 30 June 2022

Co-ordinate Indigenous Games

Number of indigenous games Co-ordinated

Co-ordinate Indigenous Games by 30 June 2019

1 1 1 COMM

PP15 Arts and Culture

To promote social cohesion through Arts and cultural activities by June 2022

Conduct Municipal-Wide Arts & Culture Forum Meetings

Number of Municipal-Wide Arts & Culture Forum Meetings conducted

To conduct Municipal-Wide Arts & Culture Forum Meetings by 30 June 2019

4 4 4 COMM



Render Support towards the Annual Umkhosi Wamaganu

Number of Umkhosi Wamaganu rendered Support

To Render Support towards the Annual Umkhosi Wamaganu by 30 June 2019

1 1 1 COMM



Support Traditional Councils with Cultural Development & Support Programmes

Number of Traditional Councils Supported with Cultural Development & Support Programmes

To Support 7 Traditional Councils (Amakhosi) with Cultural Development & Support Programmes by 30 June 2019

7 7 7 COMM


348



Conduct Jozini Synergistic Partnerships Engagement Sessions

Number of Jozini Synergistic Partnerships Engagement Sessions conducted

Conduct Jozini Synergistic Partnerships Engagement Sessions

4 4 4 COMM

PP19 Special Programmes

To promote social cohesion through Special programmes activities by June 2019

Conduct Jozini Municipal-Wide Women’s Day Celebration

Number of Municipal-Wide Women’s Day Celebration

To conduct Jozini Municipal-Wide Women’s Day Celebration by 30 June 2019

1 1 1 COMM



Conduct Quarterly Municipal-Wide Women Forum Meetings

Number of Municipal-Wide Women Forum Meetings conducted

To Conduct Quarterly Municipal-Wide Women Forum Meetings by 30 June 2019

4 4 4 COMM



Establish Municipal-Wide Youth Forum

Number of Municipal-Wide Youth Forum established

To Establish Municipal-Wide Youth Forum by 30 June 2019

COMM


To promote social cohesion through Special Programmes activities by June 2022

Conduct Jozini Municipal-Wide Disability Day and Awareness Campaign

Number of Jozini Municipal-Wide Disability Day and Awareness Campaign conducted.

To Conduct Jozini Municipal-Wide Disability Day and Awareness Campaign by 30 June 2019

1 1 1 COMM


349



Conduct Municipal-Wide Disability Forum Meetings

Number of Municipal-Wide Disability Forum Meetings Conducted

To Conduct 4 Municipal-Wide Disability Forum Meetings by 30 June 2019

4 4 4 COMM



Conduct Jozini Municipal-Wide Albinism Profiling Report

Number of Jozini Municipal-Wide Albinism Profiling Report conducted

To Conduct Jozini Municipal-Wide Albinism Profiling Report by 30 June 2019

1 1 1 COMM



Council adopted Municipal-Wide Special Programmes Policy Framework

Number of Municipal-Wide Special Programmes Policy Framework tabled to Council

To table Municipal-Wide Special Programmes Policy Framework to Council for adoption by 30 June 2019

1 1 1 COMM



Council adopted Municipal Enterprises Policy Framework

Number of Municipal Enterprises Policy Framework tabled to Council

To table Municipal Enterprises Policy Framework to Council for adoption by 30 June 2019

1 1 1 COMM

PP27 Schools outreach

To promote literacy through school development programmes by June 2022

Preparation of an Annual outreach program plan for school visits.

Number of schools' outreach programmes conducted

To conduct 8 School outreach programmes by June 2019

8 8 8 COMM


350

Provision of Mobile Library

PP28 Awareness Campaigns

To promote literacy through school development programmes by June 2022

Conduct outreach awareness programmes

Number of outreach awareness programmes conducted

To conduct 4 Awareness Campaign by June 2016

4 4 4 COMM

Provision of Mobile Library

PP29 Road Safety

To ensure road safety and security to the community by June 2022

Conduct roadblocks Number of road safety programmes conducted

To conduct 48 road blocks by June 2019

48 48 48 COMM

PP30 Road Safety

To compile 12 monthly statistics reports by June 2022

Compilation of12 monthly statistics report of number of charges including speed camera

Number of statistics reports

To compile 12 monthly statistics reports by June 2019

12 12 12 COMM

PP31 Road Safety


Council adopt Municipal-Wide Safety & Security Plan

Number of Municipal-Wide Safety & Security Plan adopted by Council

To facilitate the adoption of Municipal-Wide Safety & Security Plan by Council by 30 June 2019

Review review review COMM

PP32 Road Safety


conduct school visits

Number of school visit conducted

To conduct 8 school visits by 30 June 2019

8 8 8 COMM


351

PP33 Road Safety


Conduct Municipal-Wide Crime Awareness Campaign

Number Municipal-Wide Crime Awareness Campaign conducted

To Conduct Municipal-Wide Crime Awareness Campaign by 30 June 2019

1 1 1 COMM

PP34 Road Safety


Conduct Arrive Alive Campaign Launch

Number of Arrive Alive Campaign Launch conducted

To Conduct One (1) Arrive Alive Campaign Launch by 31 December 2018

1 1 1 COMM

PP35 Road Safety


Conduct Jozini Operation Valingozi Easter Launch

Number of Jozini Operation Valingozi Easter Launch conducted

Conduct One (1) Jozini Operation Valingozi Easter Launch by 30th March 2019

1 1 1 COMM

PP36 Road Safety To develop Traffic bylaws by June 2022

Develop Draft Traffic by-law

Number of by-law developed

To develop 1 Traffic by-law by June 2019


Inputs from relevant stakeholders

Final Traffic by-law

Conduct workshop for councillors on the by-law

Adoption of the Traffic by-law


352

PP37 Disaster Management

To develop 1 Disaster Management Framework by June 2022

Develop Disaster Management Framework

Number of Disaster Management Framework developed

To develop 1 Disaster Management Framework by June 2019



To Review 1 Disaster & Fire Rescue Services Management Plan by 30 June 2022

Review of Disaster & Fire Rescue Services Management Plan

Number of Disaster & Fire Rescue Services Management Plan reviewed

To Review 1 Disaster & Fire Rescue Services Management Plan by 30 June 2019

1 1 1 COMM


To form a Disaster & Fire Rescue Services Management forum by June 2022

Form a Disaster & Fire Rescue Services Management forum

Number of Disaster & Fire Rescue Services Management Forum formed

To form a Disaster & Fire Rescue Services Management forum by June 2019

COMM


To facilitate the purchasing of Heavy-Duty Jaws of Life by 30 June 2022

Facilitate the purchasing of Heavy-Duty Jaws of Life

Number Heavy Duty Jaws of Life purchased

To Facilitate the purchasing of Heavy-Duty Jaws of Life by 30 June 2019

_ _ _ COMM

PP41 Disaster Management Council Adopt Fire Rescue Bylaws

submit Fire Rescue Bylaws to Council for adoption

Number of Fire Rescue Bylaws adopted by Council

To Develop Fire Rescue Bylaws by 30 June 2019

_ _ _ COMM


353


Council Adopted Business Plan for the Establishment of the Municipal-Wide Disaster Management & Fire Rescue Centre

Business Plan for the Establishment of the Municipal-Wide Disaster Management & Fire Rescue Centre

Number of Business Plan submitted for the Establishment of the Municipal-Wide Disaster Management & Fire Rescue Centre to Council for Adoption

To submit Business Plan for the Establishment of the Municipal-Wide Disaster Management & Fire Rescue Centre to Council for Adoption by 30 June 2019

_ _ _ COMM


To ensure provision of fire and rescue services by June 2022

Conduct 8 disaster awareness campaigns

Number of disaster awareness campaigns conducted

To conduct 8 Disaster Awareness Campaigns by June 2019

8 8 8 COMM

PP44 Driving licence testing centre

To Provide unlimited services in the DLTC by June 2022

Issuing of Public Driving Licence Permits

Number of monthly reports developed on the functionality of DLTC

12 monthly eNatis report by June 2019

12 12 12 COMM Renewal of driving licences

Issuing of temporally Driving Licences

PP45 Animal pound

To ensure that the animal pound is functional by June 2022

Adoption of 2019/2020 Pound Management Bylaws

Number of Pound Management Bylaws adopted by Council

The Council adopt 2019/2020 Pound Management Bylaws by 30 June 2019

_ _ _ COMM


354

PP46 Animal pound

To ensure that the animal pound is functional by June 2022

Preparation of an awareness plan

Number of animal pound awareness campaigns conducted

7 Awareness campaigns to Community Leaders by June 2019

7 7 7 COMM Conduct Awareness campaigns to Community and livestock farmers

PP47 Cemeteries

To ensure that the municipal cemeteries are functional by June 2022

Preparation of awareness plan

Number of awareness campaigns conducted for cemeteries

7 Awareness campaigns to communities by June 2019

7 7 7 COMM

Conduct awareness campaigns to Community

PP48 Integrated Waste Management

To ensure that municipal waste management service is functional in line with NEMA standards by June 2022

Conduct Environmental Management Services Site Inspection

Environmental Management Services Site Inspection

To conduct 6 Monthly Environmental Management Services Site Inspection by 30 June 2019

12 12 12 COMM


355



Council adopt Municipal-Wide Integrated Waste Management Plan (IWMP)

Number of Municipal-Wide Integrated Waste Management Plan (IWMP)

To facilitate Council to adopt Municipal-Wide Integrated Waste Management Plan (IWMP) by Council by 30 June 2019

1 _ _ COMM



Conduct Waste Management Awareness Campaigns

Number of Waste Management Awareness Campaigns conducted

To conduct Two (4) Waste Management Awareness Campaigns By 30 June 2019

4 4 4 COMM



Propose New Ndumo, Bhambanana, Jozini, Cemetery Project Feasibility Study and Entabayengwe Waste Disposal Site Feasibility Study & Business Plan to be adopted by Council

Number of Cemetery and Waste Disposal Project Feasibility Study proposed

To Propose New Ndumo, Bhambanana, Jozini, Cemetery Project Feasibility Study and Entabayengwe Waste Disposal Site Feasibility Study & Business Plan adopted by Council by 30th June 2019

COMM


356



Provide Waste Cages

Number Waste Cages provided

To Provide 4 Waste Cages by 31 January 2019

4 _ _ COMM

Provide access to basic solid waste removal

% of households with access to basic waste removal

To provide access to basic solid waste removal

30% 30% 30% COMM



Conduct Waste Management Skills Training Workshops for Waste General Workers

Number of Waste Management Skills Training Workshops conducted for Waste General Workers

To Conduct (2) Waste Management Skills Training Workshops for Waste General Workers by 30 June 2018

2 2 2 COMM



Facilitate the formal Licensing for the Mkhuze Dumping Site in partnership with Department of Environmental Affairs

Number of Dump site Formalised

To Facilitate the formal Licensing for the Mkhuze Dumping Site in partnership with Department of Environmental Affairs by 30 June 2019

Licensing _ _ COMM


357



Conduct one (1) Quarterly Municipal-Wide Environmental Impact Assessment (EIA)

Number of Municipal-Wide Environmental Impact Assessment (EIA) conducted

To Conduct one (1) Quarterly Municipal-Wide Environmental Impact Assessment (EIA) by 30 June 2019

4 4 4 COMM

PP56 Community Services Department Functionality

To ensure Community Services Departmental functionality by 30 June 2022

Conduct (12) Monthly Community Services Departmental Meetings

Number of Community Services Departmental Meetings conducted

To Conduct (12) Monthly Community Services Departmental Meetings by 30 June 2019

12 12 12 COMM



Conduct Monthly Community Services Section Heads Meeting

Number of Community Services Section Heads Meeting conducted

To conduct Twelve (12) Monthly Community Services Section Heads Meeting by 30 June 2019

12 12 12 COMM



Submit Twelve (12) Monthly Community Services Strategic Management Reports to the Community Services Portfolio Committee

Number of Community Services Strategic Management Reports submitted to the Community Services Portfolio Committee

To Submit Twelve (12) Monthly Community Services Strategic Management Reports to the Community Services Portfolio Committee by 30 June 2019

12 12 12 COMM


358



Submit Quarterly Community Services Departmental Performance Reports

Number of Community Services Departmental Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly Community Services Departmental Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4 COMM



Submit Audited Quarterly Community Services Departmental Performance Reports to Community Services Portfolio Committee

Number of Audited Quarterly Community Services Departmental Performance Reports submitted to Community Services Portfolio Committee

To submit Four (4) Audited Quarterly Community Services Departmental Performance Reports to Community Services Portfolio Committee by 30 June 2019

4 4 4 COMM


359

KPA 6: SPATIAL PLANNING (CROSS CUTTING)

IDP NO.

PRIORITY AREA

OBJECTIVES STRATEGIES KEY PERFORMANCE INDICATOR

QUARTERLY MILESTONE

2018/19 2019/20 2020/21 2021/22

SP01

Human Settlements

To promote the achievement of a non-racial, integrated society, through the development of sustainable human settlements and quality housing by June 2022

Implement Housing Sector plan

Number of Housing projects implemented

To implement Housing sector plan by June 2019

Implementation of Housing sector plan



PED

SP02

Coordinate planning of housing projects in 20 Wards

Number of housing projects implemented

To coordinate planning of housing projects in 20 wards by June (2019)

Implementation of Housing Projects



SP03 Provide housing for vulnerable groups

Number of housing projects implemented

To facilitate implementation of housing projects i.e. Jozini ward 5, Ndumo ward 16, KwaJobe phase 2 ward3 and 4 by June 2019

Jozini ward 5, Ndumo ward 16, KwaJobe phase 2 ward3 and 4



SP04 Facilitate sitting of housing forum meeting

Number of housing Forum meetings convened

To facilitate sittings of four housing forums a year by 30 June 2019

4 Housing Forum meetings

4 4

SP05 Spatial Development Framework

To achieve sustainable and Controlled development in line with Spatial Planning and Land Use Management Act16 of 2013 by June 2022

Review SDF

Number of Spatial Development Frameworks reviewed

To review 1 SDF by June 2019

Draft SDF

Facilitate approval of SDF by Council

Implementation of SDF PED

Facilitate public participation process for draft SDF

Facilitate public participation process for draft SDF Implement SDF

Projects

SP06 Land Use Management

To develop Land Use

Develop Wall to Wall Schemes

Number of wall to wall scheme

To develop 1 wall to wall

Draft wall to wall schemes

final wall to wall schemes

PED


360

Management Systems for formalizations of towns development by June 2022

Workshop councillors on Wall to Wall Scheme

developed scheme in line SPLUMA by June 2019

Facilitate public participation

Facilitate approval by Council

SP07 Land Use Management

To achieve sustainable and Controlled development in line with SPLUMA by-law

Facilitate the approval of development applications

Number of development applications received and contravention notices issued

To implement Jozini SPLUMA by-laws by June 2019

Implementation of SPLUMA By laws

Implementation of SPLUMA By

laws

Implementation of SPLUMA By laws

PED

Issue of contravention notices

Convene Municipal Planning Tribunal meetings

Attend Provincial SPLUMA Forum meetings

SP08 Building Control

To Install Building Plan Management software by June 2019

Installation of Building Plan Management Software

Number of Building Plan Management Software installed

To Install of Building Plan Management Software by June 2019

_ _ _ PED

SP09 Building Control

To provide building regulations that guide uniform development within the municipality in compliance with the SANS 400 and NBRSA by 30 June 2022

Draft By-Laws

Number of notices issued

To enforce building by laws in compliance with the SANS 400 and NBRSA by June 2019

Issuing of notices Issuing of notices

Issuing of notices PED

Facilitate Public participation process for draft by laws

Facilitate approval by Council

Facilitate Gazetting of by-law

Facilitate approval of building plans


361

Conduct Inspections

SP10

Planning and Economic Development Department Functionality


Conduct Monthly 06 Planning and Economic Development Section Meetings

Number of Planning and Economic Development Section Heads Meetings conducted

To conduct six (06) Planning and Economic Development Section Meetings by 30 June 2019

12 12 12 PED

SP11


Submit six (06) Monthly Planning and Economic Development Reports to the Planning Portfolio Committee

Number of Planning and Economic Development Reports submitted to the Planning Portfolio Committee

To Submit six (06) Monthly Planning and Economic Development Reports to the Planning Portfolio Committee by 30 June 2019

12 12 12 PED

SP12


Submit Quarterly Planning and Economic Development Quarterly Performance Reports

Number of Planning and Economic Development Performance Reports submitted to IDP & PMS Section

To submit Four (4) Quarterly Planning and Economic Development Performance Reports to the IDP & PMS Section by 30 June 2019

4 4 4 PED


362

SP13


Submit Audited Quarterly Planning and Economic Development Departmental Performance Reports to Planning Portfolio Committee

Number of Submit Audited Quarterly Planning and Economic Development Departmental Performance Reports to Planning Portfolio Committee

Submit 4 Audited Quarterly Planning and Economic Development Departmental Performance Reports to Planning Portfolio Committee by 30 June 2019

4 4 4


363

PROJECTS

PROJECT WARD SOURCE OF FUNDING 2019/20 2020/21 2021/22

Onaleni Community Hall 12 MIG

Cezwana Youth Centre 4 MIG

Nhlonhlela Community Hall 1 MIG

Sinethezekile Sportsfield 5 MIG

Sidakeni Sports Field 9 MIG

Ndumane Access Road 6 MIG

Munywana Sportsfield 17 MIG

Machobeni Community Hall 14 MIG

Ngonyameni Community Hall 18 MIG

Emthonjeni Sports Field 14 MIG

Upgrading of Roads Ii Mkhuze CBD 20 MIG

Empileni Community Hall 1 MIG

Makwakwa Skills Centre 13 MIG

Kwaphaweni Community Hall 19 MIG

Ndumo Community Hall 16 MIG

Manyiseni Youth Centre 15 MIG

Ubombo Sportsfield 2 MIG

Nhlangano Community Hall 3 MIG

Sibonokuhle Sportsfield 4 MIG

Ophansi Sportsfield 20 MIG

Ngwavuma Multi-Purpose Centre 14 MIG

Combo-Court- Makhane 13 MIG

Madeya Community Hall 17 MIG

Kwambuzi Community Hall 10 MIG

Nyathini Sportsfield 18 MIG

Madeya community hall 17 MIG

Ezinhlalavini access road 8 MIG

Mtshakela/ Ekulingeni access road 9 MIG

Construction of the Jozini Disaster Management & Fire Rescue Services Centre

7 Various Sources

Construction of the Jozini By-Pass 7 Various Sources


364

Route

Refurbishment of the Mkhuze Landfill Site

20 Various Sources

Construction of Market Stalls in various Nodes (i.e. Ingwavuma, Ndumo, Bhambanana, Jozini, uBombo & Mkhuze)

2, 7, 12, 14, 16 & 20 Various Sources

Refurbishment of Mkhuze & Jozini Tourism Information Centres

20 Various

Construction of the Cecil Mark's Pass Development

15 EDTEA

Construction of Jozini Sports Complex (Emasotsheni)

7 Various

Construction of Mkhuze Testing Station

20 Various

Construction of KwaSiqakatha Cultural Village and Museum

5 Various

Construction of the Jozini Civic Centre

7 Various

Ingwavuma via Sanitation DC27

Jozini Regional CWSS DC27

Kwajobe Community Water Scheme (Ntshongwe Malobeni)

DC27 R10 000 000,00

Mkuze water Treatment upgrade & Refurbishment

DC27 R10 000 000,00

Rehabilitation of uBombo Water Scheme

DC27 R5 000 000,00

Shemula water upgrade (Phase 2B) DC27 R1 500 000,00

Thembalethu Sanitation (WWTW) DC27 R7 000 000,00

Jozini Low Cost Housing Sewer Upgrade

DC27 R20 000 000,00

Ingwavuma Boreholes (Drought) DC27 R5 000 000,00

Jozini, Umhlabuyalingana VIP Sanitation Project

DC27 R15 000 000,00

Greater Ingwavuma Water Supply Scheme

DC27 R15 000 000,00

Nondabuya CWSS Upgrade DC27 R10 000 000,00


365

Siweni/Ingwavuma Emergence Pipeline

DC27 R15 000 000,00

Nhlangano 3

KwaQondile 7

Mkhuze waManzi/Mshophi 1 & 20

Manqonjwana electrification 2

Shemula/ Khonya (722) 12 ESKOM


11 ESKOM

Emngceleni Electrification (494) 10 ESKOM

Embadleni (352) ESKOM

Gwaliweni Phase 2 (269) 9 ESKOM

Jozini Bulk extensions (900) Various ward ESKOM

Oshabeni/ Nonjinjikazi (505) 11 ESKOM

Khonya #2 (718) 5 ESKOM

Amandlethu (236) 8 ESKOM

Enkungwini #2 (869) 18 ESKOM

Esihlangwini #2 (500) 14 ESKOM

Mkhonjeni Biva Island (204) 6 ESKOM

Mzinyeni & KwaMbuzi Phase 2 (471)

10 ESKOM

Embadleni #2 (721) 17 ESKOM

Ndumo Phase 3 (Thelamama) (573)

16 ESKOM

Extensions 10 (345) Various wards ESKOM

Extensions 24 Various wards ESKOM

Makhathini Youth farming Small Business Development

Vezithanga Agriculture Small Business Development

Umpheme Poultry Broilers Small Business Development

Ingenzeka Small Business Development


366

Amandlethu Junior Secondary School (Jozini)

Construction Of 4 Girls' Toilet Seats, 2 Boys' Toilet Seats And 2 Urinal Spaces, 1m + 1urinal + 1f Teacher Toilet Seats, 1 Disabled Toilets, Grade R: 4 Seats and Water Provisioning.

DBSA 0 R372 000 0

Amaqhawe Primary School 2 ECD Classroom DOPW R240 000 0 0

Banjana Primary School 1 Grade R,1 Multipurpose Classrooms Including Laboratories And Specialist Rooms, 0.5 Media Centre, 0.5 Computer Room(S), 2 Office(S), 3 Storeroom(S), 1 Disabled Toilets, Electrification Provisioning,

KZNDOE 0 R303 000 R320 000

Bhekindlela Secondary School Repairs and Renovations DOPW R670 000 0 0

Dinabanye Primary School 2 ECD Classroom DOPW R197 000 0 0

Egujini Primary School Replacing Roof Structures, Broken Windows And Doors, Plastering And Paint Works , Stormwater Drainage Improvement

KZNDOE 0 0 R666 000

Egujini Primary School 2 Ecd Classroom DOPW R822 000 0 0

Ekulingeni Junior Primary School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition Of Existing Structure, Construction Of New (4g, 2b, 2urinal,2staff &1urinal,1d)

DBSA 0 R372 000 0

Ekulingeni Junior Primary School 2 ECD Classroom DOPW 0 R97 000 R102 000

Ekuveleni Primary School 2 ECD Classroom DOPW R1 353 000 0 0

Emanqayini Primary School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition Of Existing Structure, Construction Of New (2g, 1b, 1urinal,1staff &1urinal,1d,1r)

DBSA 0 R372 000 0


367

Emanqayini Primary School 1 ECD Classroom And 4 Toilets, 01 Jungle Jim And Fencing

DOPW R71 000 0 0

Emanyiseni Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction Of New Ablution Facilities, Repairs And Renovations Of Existing Ablution/S, Provision For New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction Of Retaining Structures, Construction Of Covered & Open Walkways And Desludging Of Existing Ablutions

DOPW 0 R234 000 0

Emasakeni Primary School Sanitation Phase 3 Programme - Construction of New Ablution Facilities, Repairs and Renovations Of Existing Ablution/S, Construction Of New Borehole, Provision For New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction Of Covered Walkway And Desludging Of Existing Ablutions

DOPW 0 R364 000 0

Embuyiselo Primary School 2 ECD Classroom DOPW R114 000 0 0

Emngceleni Primary School Replacing Roof Structures, Broken Windows And Doors, Plastering And Paint Works, Stormwater Drainage Improvement

KZNDOE 0 0 R666 000

Emngceleni Primary School Construction Of 4 Seats Boys Toilet Block, 6 Seats Girls Toilet Block, 5 Seats Grade R Toilet Block, 4 Seats Teachers Toilet

INDEPENDENT DEVELOPMENT TRUST

0 R195 000 0


368

Block, Installation of Gutters And 5x2.5kl Rain Water Harvesting Tanks and Refurbishment Of Existing Toilet Facilities.

Empumelelweni Junior Primary School

Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction Of New (10g, 4b, 6urinal,4staff &4urinal,2d)

DBSA 0 R372 000 0

Emthonjeni Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Borehole, Provision For New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction Of Covered & Open Walkways And Desludging Of Existing Ablutions

DOPW 0 0 R360 000

Emunywana Junior Primary School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction of New (6g, 2b, 4urinal,3staff &2urinal,1d,3r,1rt)

DBSA 0 R372 000 0

Engujini Primary School Construction of Boys And Girls Toilet Block,

DBSA 0 0 R432 000

Gwaliweni Primary School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction of New (4g, 2b, 2urinal,2staff &1urinal,1d)

DBSA 0 R372 000 0

Gwaliweni Primary School 2 ECD Classroom DOPW 0 R97 000 R102 000

Gwayini Primary School Storm Damage Repairs DOPW 0 R370 000 R390 000

Hhoye Secondary School Sanitation Programme (Phase DBSA 0 R372 000 0


369

3), Cluster Umg-24 Demolition of Existing Structure, Construction of New (12g, 4b, 6urinal,4staff &2urinal,2d)

Hlazazane High School Storm Damages to School KZNDOE 0 0 R666 000

Impala Secondary School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction Of New (6g, 2b, 4urinal,3staff &2urinal,1d,3r,1rt)

DBSA 0 R372 000 0

Injula (Gedleza) Intermidiate School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction Of New (8g, 24b, 4urinal,3staff &2urinal,1d)

DBSA 0 R372 000 0

Inkuthazelo Primary School 1 ECD Classroom KZNDOE 0 R197 000 R208 000

Isambulo Primary School Sanitation Phase 3 Programme - Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Provision For New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction Of Covered & Open Walkways And Desludging Of Existing Ablutions

DOPW 0 R180 000 R1 920 000

Isicelosethu High School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction Of New (4g, 2b, 2urinal,2staff &1urinal,1d)

DBSA 0 R372 000 0

Isihlangwini Primary School Sanitation Programme (Phase 3), Cluster Umg-24

DBSA 0 R372 00 0


370

Demolition of Existing Structure, Construction Of New (2g, 1b, 1urinal,1staff &1urinal,1d,1r)

Isihlangwini Primary School Storm Damages to School KZNDOE 0 0 R450 000

Isikhalisanamuhla Junior Primary School

Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction of New (8g, 4b, 4urinal,3staff &4urinal,1d)

DBSA 0 R372 000 0

Isiphosethu High School Construction of Boys and Girls Toilet Block,

DBSA 0 R372 000 0

Isivunguvungu High School Sanitation Programme (Phase 3), Cluster Umg-24 Demolition of Existing Structure, Construction of New (8g, 4b, 4urinal,3staff &2urinal,1d,3r,1rt)

DBSA 0 R372 000 0

Khandane Primary School Construction of Boys And Girls Toilet Block,

DOPW 0 R262 000 0

Khethwayo Primary School Replacement Of Asbestos Roof System To Existing 7 Class Room Block. Demolition and Rebuild Of Existing Storm Damaged Ablution Block. Replacement of Broken Glazing And Doors. Redesigning Of Surface Drainage, Desludging Existing Ablutions, Rainwater Goods & Water Harvesting.

DOPW 0 R370 000 R390 000

Khethwayo Primary School Sanitation Phase 3 Programme - Demolition Of Existing Ablution/S, Construction Of New Ablution Facilities, Repairs And Renovations Of Existing Ablution/S, Construction Of New Borehole, Provision For

DOPW 0 0 R414 000


371

New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction Of Covered & Open Walkways And Desludging Of Existing Ablutions

Khindi Jobe Secondary School 8 Classrooms, 1 Multipurpose, Lab, Specialist Room, 1 Media, 1 Computer room, 4 Offices, 4 Storerooms, 1 Strong room, 1 Snp Kitchen, 6 Girls And 4 Boys Toilets, 4 Teachers Toilets And 1 Disabled Toilet.

COEGA DEVELOPMENT CORPORATION

R6 757 000 0 0

Khindi Jobe Secondary School Construction of Boys and Girls Toilet Block,

KZNDOE 0 0 R432 000

Khobongo High School Storm Damages to School KZNDOE 0 0 R450 000

Khobongo Junior Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered Walkway and Desludging of Existing Ablutions

DOPW 0 R372 000 0

Khonya Junior Primary School Construction Of 4 Boys, 6 Urinals, 12 Girls, 2 Disabled, Staff 1m, 2 Urinal 3 F, Grade R 5 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Kwabamba High School Storm Damages to School KZNDOE 0 0 R450 000

Kwadonsa Primary School Storm Damages to School KZNDOE 0 0 R450 000

Kwamakhonyeni Primary School Storm Damages to School KZNDOE 0 0 R450 000

Kwaphaweni Primary School Storm Damages to School KZNDOE 0 0 R450 000

Kwaphaweni Primary School Construction Of 4 Boys, 6 Urinals, 12 Girls, 2 Disabled,

DBSA 0 R372 000 0


372

Staff 1m, 2 Urinal 3 F, Grade R 5 And 1 Grade R Teacher Toilet Blocks

Kwaqondile Junior Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 3 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Kwaqondile Primary School Replacing Roof Structures, Broken Windows and Doors, Plastering and Paint Works, Stormwater Drainage Improvement

DOPW 0 R349 000 0

Kwashukela Primary School Repairs and Renovations DOPW R168 000 0 0

Kwashukels Primary School Storm Damages to School KZNDOE 0 0 R450 000

Lubelo Secondary School Storm Damages to School DBSA 0 0 0

Lubelo Secondary School 2 Multipurpose Classrooms, 1 Media Centre Classroom, 1 Computer Room, Team Teaching, 1 Admin Block and Support Spaces, 1 Gate House, Ablutions and Parking Bays


R869 000 R259 000 0

Lubelo Secondary School Construction of Boys and Girls Toilet Block,


0 0 R 414 000

Lubhoko Comprehensive School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 0 R 414 000


373

Ludaka Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 R 234 000 0

Lundini Primary School Sanitation phase 3 programme - demolition of existing ablution/s, construction of new ablution facilities, construction of new borehole, provision for new water harvesting Jojo tanks, construction of v-drains, construction of covered walkway and desludging of existing ablutions

DOPW 0 R 234 000 0

Madlaka Junior Secondary School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2urina, L 2 F, Grade R 3 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R 372 000 0

Magugu Primary School Construction Of 1 Boys, 1 Urinals, 2 Girls, 1 Disabled, Staff 1m, 1 Urinal 1 F, Grade R 1 Toilet Blocks

DBSA 0 R 372 000 0

Malobeni Junior Secondary School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2 Urinals And 1f Toilet Block + Grade R: 5 Seats

DBSA 0 R 372 000 0

Mandla Mthethwa Comprehensive High School (Ndumo New Model High School)

Construction of A New School DOPW 12 638 000 0 0

Mandla Mthethwa Comprehensive High School (Ndumo New Model

Convert Sport Centre To A School Hall (Multiple Use) Bore

DOPW R1 200 000 0 R25 000 000


374

High School) Phase 2 Hole, Additional Backup Generator. Landscaping and Additional Retaining Wall. Fans/Air Conditioners: Classrooms, Media Center, Cottages and Laboratories.

Mangwazana Secondary School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2 Urinals, 2 F, Toilet Blocks

DBSA 0 R372 000 0

Maphindela Primary School 1 Multipurpose Classrooms Including Laboratories and Specialist Rooms, 1 Media Centre, 1 Computer Room(S), 4 Office(S), 4 Storeroom(S), 1 Strong room, 2 Teacher Toilet Seats, 1 Disabled Toilets

DOPW R1 651 000 0 R3 446 000

Matshamhlophe Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Retaining Structures, Construction of Covered Walkway and Desludging of Existing Ablutions

DOPW 0 R234 000 0

Mbalekelwa Primary School Construction of Boys and Girls Toilet Block,

DOPW 0 R372 000 0

Mbalekelwa Primary School 1 ECD, 5 Toilets, 01 Classroom, 01 Jungle Jim, Sand Pit and Isolating Fence

DOPW 0 R1 716 000 R855 000

Mbekwane Secondary School Sanitation Phase 3 Programme - Construction of New Ablution Facilities, Repairs and Renovations of Existing

DOPW 0 0 R414 000


375

Ablution/S, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

Mbodla Primary School Sanitation Phase 3 Programme - Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging Of Existing Ablutions

DOPW 0 0 R414 000

Mdladla Secondary School Sanitation phase 3 programme - demolition of existing ablution/s, construction of new ablution facilities, provision for new water harvesting Jojo tanks, construction of v-drains, construction of covered walkway and desludging of existing ablutions


0 R372 000 0

Mfingose Primary School Upgrades and Additions DOPW 0 R501 000 R529 000

Mgabadeli Primary School Sanitation phase 3 programme - demolition of existing ablution/s, construction of new ablution facilities, provision for new water harvesting Jojo tanks, construction of v-drains, construction of covered walkway and desludging of existing ablutions

DOPW 0 R480 000 0


376

Mgedula Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 3 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Mjindi High School Demolish existing ablution blocks which are structurally compromised due to storm damage and reconstruct new block. Replacement of broken glazing and doors. Redesigning of surface drainage desludging existing ablutions, rainwater goods & water harvesting.

DOPW 0 R400 000 R422 000

Mjindi Secondary School Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablutions Provision for New Water Harvesting Jojo Tanks, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 0 R107 000

Mmemezi High School Storm Damages to School KZNDOE 0 0 R486 000

Mpolimpolini Primary School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2 Urinals, 2 F, Toilet Blocks

DBSA 0 R372 000 0

Mpontshini Junior Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinal 1 F, Grade R 1 Toilet Blocks

DBSA 0 R372 000 0

Msiyane Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing

DOPW 0 0 R342 000


377

Ablution/S, Provision for New Water Harvesting Jojo Tanks, Construction of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

Msiyane Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 0 R342 000

Msiyane Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 0 R342 000

Mthanti Comtech School Renovations, Rehabilitation or Refurbishments

DOPW 0 R2 326 000 R2 095 000

Mthidlwe Primary School Storm Damages to School KZNDOE 0 0 R486 000

Mtshakela Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and

DOPW 0 R234 000 0


378

Renovations of Existing Ablution/S, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Retaining Structures, Construction of Covered Walkway and Desludging of Existing Ablutions

Mtshelekwane Secondary School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 3 And 1 Grade R Teacher toilet Blocks

DBSA 0 R372 000 0

Mthidlwe Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 R480 000 R1 920 000

Mthidlwe Primary School Upgrades & Additions to School DOPW 0 R501 000 R529 000

Mziki Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 R670 000 0

Mzondi Primary School Construction Of 2 Boys, 2 DBSA 0 R372 000 0


379

Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinals, 1 F, Toilet Blocks

Namaneni High School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 3 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Ndamkane Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Retaining Structures, Construction of Covered Walkway and Desludging of Existing Ablutions

DOPW 0 R372 000 0

Nethezeka Primary School Sanitation Phase 3 Programme - Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablution/S, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered Walkway and Desludging of Existing Ablutions

DOPW 0 R480 000 0

Nethezeka Primary School Storm Damages to School KZNDOE 0 0 R486 000

Njakazana Primary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-

DOPW 0 R234 000 0


380

Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

Nobiya Secondary School Sanitation Phase 3 Programme - Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 R480 000 0

Nqobizazi Junior Secondary School Construction Of 1 Boys, 1 Urinals, 2 Girls, 1 Disabled, Staff 1m, 1 Urinal, Grade R 1 Toilet Blocks

DBSA 0 R372 000 0

Nsongweni Junior Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinals, 1 F, Toilet Blocks

DBSA 0 R372 000 0

Ntenga Primary School Construction Of 6 Boys, 8 Urinals, 16 Girls, 2 Disabled, Staff 1m, 2 Urinals, 3 F, Toilet Blocks

DBSA 0 R372 000 0

Nyamane Secondary School Construction Of 6 Boys, 6 Urinals, 14 Girls, 1 Disabled, Staff 1m, 2 Urinal 3 F, Grade R 6 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Maphaya Primary School Storm Damage To 4 Classrooms and Administration Block

DOPW R78 000 R529 000 0

Ohlalwini Primary School Storm Damages to School KZNDOE 0 0 R648 000

Okhayeni Primary School Construction Of 4 Boys, 4 Urinals, 8 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R

DBSA 0 R372 000 0


381

4 And 1 Grade R Teacher Toilet Blocks

Ophansi Primary School Construction Of 1 Boys, 1 Urinals, 2 Girls, 1 Disabled, Staff 1 M, 1 Urinal 1 F, Grade R 1 Toilet Blocks

DBSA 0 R372 000 0

Ophansi Primary School Storm Damages to School KZNDOE 0 0 R648 000

Oshabeni Primary School Demolition of Existing Ablution/S, Construction of New Ablution Facilities, Repairs and Renovations of Existing Ablutions Provision for New Water Harvesting Jojo Tanks, Construction of Covered & Open Walkways and Desludging of Existing Ablutions

DOPW 0 0 R89 000

Othobothini Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinal 1 F, 3 Grade R, And 1 Grade R Teacher Toilet Blocks.

DBSA 0 R372 000 0

Phungaza High School Construction Of 1 Boys, 1 Urinals, 2 Girls, 1 Disabled, Staff 1m, 2 Urinal 0 F, 1 Grade R Toilet Blocks.

DBSA 0 R372 000 0

Mkhonjeni Primary School Storm Damage To 5 Classrooms

DOPW R78 000 R500 000 0

Sambane Comprehensive Primary School

2 ECD Classroom DOPW R246 000 0 0

Sambane Primary School Repairs and Renovations DOPW R177 000 0 0

Sandlasenkosi Secondary School Construction Of 4 Boys, 4 Urinals, 8 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 3 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Sibhamu High School Construction Of 2 Boys, 4 Urinals, 6 Girls, 1 Disabled,

DBSA 0 R372 000 0


382

Staff 1m, 2 Urinals, 2 F, Toilet Blocks

Sisizakele Primary School Upgrades & Additions to School DOPW R2 067 000 0 R21 374 000

Sisizakele Special School Construction of Boys and Girls Toilet Block,

KZNDOE 0 0 R432 000

St Philips Primary School 6 Cls, 4 Multi, 1 Media, 0 Comp, 7 Offices, 7 Store, 1 Strong, 1 SNP Kitchen, 0 Girls, 0 Boys& Urinals, 6 Teachers TLS, Disable

DOPW R3 193 000 0 0

St Philip's Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 2 Urinal 2 F, Grade R 4 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Nkungwini Priamary School Storm Damage To 7 Classrooms

DOPW R78 000 R529 000 0

Thelamama Primary School 9 Standard Classroom, 2 Grade R,3 Multipurpose Classrooms Including Laboratories and Specialist Rooms, 1 Media Centre, 1 Computer Room(S), 6 Office(S), 5 Storeroom(S), 1 SNP Kitchen/Tuck-shop, 7 Girls' Toilet Seats, 4 Boys' Toilet Seats and Urinal Spaces, 4 Teacher Toilet Seats, 2 Disabled Toilets, Electrification Provisioning,

DOPW R2 277 000 0 0

Uphande Primary School Construction Of 4 Boys, 4 Urinals, 8 Girls, 1 Disabled, Staff 1m, 2 Urinal 3 F, Grade R 5 And 1 Grade R Teacher Toilet Blocks

DBSA 0 R372 000 0

Velakukhanya Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinal 1 F,1 Grade R And 1 Grade R Teacher

DBSA 0 R372 000 0


383

Toilet Blocks.

Vezukusa Primary School Construction Of 2 Boys, 2 Urinals, 4 Girls, 1 Disabled, Staff 1m, 1 Urinals, 1 Female Toilet Block

DBSA 0 R372 000 0

Vezukusa Primary School Upgrades and Additions DOPW 0 R519 000 R548 000

Zamintuthuko High School Storm Damages to School KZNDOE 0 0 R549 000

Zandlazethu High School Storm Damages to School KZNDOE 0 0 R443 000

Zandlazethu Secondary School 10 Classrooms,4 Multipurpose Classrooms, 1 Media Centre, 1 Computer Room,1 Team Teaching Room,1 Administration Building,3 HOD Offices, 1 Garden Storeroom,1 General Storeroom, 1 Counseling Suite, 1 SNP Kicthen.7 Girls Toiles, 4 Boys Toilets, 6 Teachers Toilets, 1 Disabled Toilets.27 Parking Bays

KZNDOE 0 R1 858 000 R10 473 000

Zimele Secondary School 5 Standard Classrooms, 1 Multipurpose, Laboratories A R nd Specialist Rooms, Media Centre, Computer Room, 4 Offices, 3 Storerooms, 1 Strong room, 1 Kitchen, 1 Disabled Toilet

COEGA Development Corporation

R5 565 000 0 0

Zombizwe Secondary School Repairs and Renovations DOPW 0 R3 904 000 R3 760 000

Zombizwe Secondary School Replacement of Asbestos Roof System to Existing 3 & 5 Classroom Blocks, 12 Ablutions and Hall. Replacement of Broken Glazing and Doors. Redesigning of Surface Drainage, Desludging Existing Ablutions, Rainwater Goods & Water Harvesting.

DOPW 0 R385 000 R406 000

Zwilenkosi Secondary School Construction of New Ablution DOPW 0 R42 000 0


384

Facilities, Demolition of Existing Ablutions, Construction of New Borehole, Provision for New Water Harvesting Jojo Tanks, Construction Of V-Drains, Construction of Covered & Open Walkways

Ngongo Land care project 3 Agriculture

Manyiseni Land care project 15 Agriculture

Nyamane Land care project 11 Agriculture

Kwajobe Land care project 3 Agriculture

Mthidlwe Land care project 4 Agriculture

Bhambanana feedlot Agriculture

Isihlibhi feedlot Agriculture

Mthidlwe feedlot Agriculture

Kwajona feedlot Agriculture

Khandane feedlot Agriculture

Biva feedlot Agriculture

Sibetheli feedlot Agriculture

Kwajobe sale yard Agriculture

Nhlonhlela sale yard Agriculture

Ophande sale yard Agriculture

Mlube sale yard Agriculture

BOREHOLES/ WINDMILLS

• Nkungwini

• Nyathini

• Bhudlwini

• Thathaweni

• Mzondi

• Gwaliweni

• Zidlele

• Matalabane

• Nkabashini

• Mange

• Nhlonhlela

• Nkabashini

Agriculture


385

• Ntenga

• Fohlabenyunda

DAMS

• Magugwana

• Shabeni

• Fahla

• Mbombo

• Nqaba

• Nzosha

• Sibhaheni

• Kwasipokwe

GRAZING CAMPS

• Lahuba

• Mabhuluko

• Ezimbidleni

• Emgqosheni

• Onyaweni

• Munywane

• Eziphunzini

• Esakoleni

• Mthidlwe

DIPTANKS

• Mozi

• Dlamhlehlo

• Gujini

• Mabona

• Embundwini

• Mentena

• Mlesane

• Mpungamlilo

Thembalethu piggery 1

Bhambanana feedlot 12

Ophondweni piggery 9

Myeni goats project 7

Sakhisizwe poultry project 6


386

DAM SCOOPING

• Nohihi

• Makhumbini

• Mpungamlilo

• Esihlotsheni

• Ekulingweni

• Manzaluhlaza

• Bheka

IRRIGATION SYSTEMS

• Hlanganani

• Zambula

• Ukhethe

• Sondlisizwe

• Vukuzenzele

19 6 6

16 6

COMMUNITY GARDENS (FENCING)

• Zambula

• Mabhungu

• Sukumasenze

• Nonjinjikazi

• Ukhethe

• Eziphosheni Project

• Sondlisizwe

• Sibuyelekhaya Community Development Trust

6 8

13 11 6

16 16 20

Manqayini School Access Road - New Gravel Road

7 Transport

Sambane School Access Road - New Gravel Road

12 Transport

Mpondwana - New Gravel Road 8 Transport

D2210 - Betterment & Regravel 19 Transport







387



L1191 - Betterment & Regravel 1 Transport


KwaJobe Rural Housing 3 & 4 Human Settlements

Jozini CRU’s 7 Human Settlements

Mkhuze CRU’s 20 Human Settlements

Ndumo Housing project (1000 units)

15 & 16 Human Settlements

Jozini ward 5 housing (1000 units) 5 Human Settlements

Siqakatha Housing project (1000 units)

6 Human Settlements

Mhlekazi & Mkuze 1 & 20 Human Settlements

Zineshe & Gujini 3 & 4 Human Settlements

Hlalanathi & Mamfene 5 & 6 Human Settlements

Maphaya & Madinyane 2 & 7 Human Settlements

Msiyane & Nondabuya 8 & 19 Human Settlements

Ophondweni & Emziyeni 9 & 10 Human Settlements

Nyamane & Machobeni 11 & 14 Human Settlements

Shemula & Makhanisi 12 & 13 Human Settlements

Mbadleni & Ndumu 16 & 17 Human Settlements

Manyiseni & Nkungwini 15 & 18 Human Settlements


388

PRIORITY PROJECTS PER WARD

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


Nyamane sportsfield Thekwane community hall Combo-court sports centre Upgrade of Ingwavuma town hall

Upgrade of Manyiseni sportsfield


Eziphosheni community hall

Sports Field Oshabeni sportsfield Mfingose sportsfield Tshaneni hall


389

SECTION F: FINANCIAL PLAN


390

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.

F.2 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 – 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.


391

F.3 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 2019/20 MTREF, based on the approved 2018/19 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 2019/20 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 2018/19 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.


392

F.2. 3 YEAR MUNICIPAL BUDGET

JOZINI MUNICIPALITY2019-20 BUDGET

Funding 2019-20 2020/21 2021/22

Equitable share R181,990,000.00 R191,817,460.00 R202,175,602.84

EPWP R3,217,000.00 - -

FMG R2,435,000.00 R2,566,490.00 R2,705,080.46

Provincialisation R6,186,000.00 R6,520,044.00 R6,872,126.38

Cecil Marks Boarder Development

R1,300,000.00 R1,370,200.00 R1,444,190.80

Rental of Facilities R862,812.00 R909,403.85 R958,511.66

Property rates R31,500,000.00 R33,201,000.00 R34,993,854.00

Refuse R1,600,000.00 R1,686,400.00 R1,777,465.60

Interest on investments R3,500,000.00 R3,689,000.00 R3,888,206.00

Interest on Outstanding Debt

R10,000,000.00 R10,540,000.00 R11,109,160.00

Licences R263,882.09 R278,131.72 R293,150.84

Other R1,000,000.00 R1,054,000.00 R1,110,916.00

Total R243,854,694.09 R253,632,129.57 R267,328,264.57

MIG R37,394,000.00 R39,413,276.00 R41,541,592.90

TOTAL R281,248,694.09

EXPENDITURE R173,315,774.40 R182,674,826.22 R192,539,266.83

ERC & CLLRS ALLOWANCE

R100,710,491.56 R70,957,303.35 R74,788,997.73

NEW POSTS R7,222,428.13

R281,248,694.09 R253,632,129.57 R267,328,264.57


393

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 2019/20 2020/21 2021/22

Cezwana Youth Centre

R500,000.00 R527,000.00 R555,458.00

Jozini High Masts 500,000.00 R527,000.00 R555,458.00

Main Office Backup Generator

R500,000.00 R527,000.00 R555,458.00

Maintenance of 121 Res

R250,000.00 R263,500.00 R277,729.00

Maintenance of Community Halls

R500,000.00 R527,000.00 R555,458.00

Maintenance of Office Buildings

R1,000,000.00 R1,054,000.00 R1,110,916.00

Maintenance of Office Toilet

R500,000.00 R527,000.00 R555,458.00

Maintenance of Sportsfields

R800,000.00 R843,200.00 R888,732.80

Maintenance of youth centre

R300,000.00

New Tractor & slasher

R50,000.00

Repairs and Maintenance of Municipal Access Roads

R4,000,000.00 R4,216,000.00 4,443,664.00

Repairs and Maintenance of Streetlights and high mast lights

R600,000.00 R632,400.00 R666,549.60

Repairs of Mkhuze testing ground steep hill

R200,000.00

Road Maintenance Tools and Protective Clothing

R150,000.00 R158,100.00 R166,637.40


394

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 2019.

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.

F.4. PRIOR 3-YEAR OPEX

Budgeted Financial Performance (Expenditure)

Description 2015/16 2016/17 2017/18 Current Year 2018/19

R thousand Audited Outcom

e

Audited Outcom

e

Audited Outcom

e

Original Budget

Adjusted

Budget

Full Year

Forecast

Pre-audit outco

me

Expenditure By Type

Employee related costs 50,599 59,937 76,790 77,367 76,172 76,172 76,172

Remuneration of councillors

10,070 10,370 14,291 13,086 14,181 14,181 14,181

Debt impairment 28,653 46,104 25,959 7,854 24,099 24,099 24,099

Depreciation & asset impairment

15,842 16,238 17,998 20,198 22,252 22,252 22,252

Finance charges – 634 855 15 15 15 15

Bulk purchases – – – – – – –

Other materials – – – – 70 70 70

Contracted services 52,516 82,445 96,219 45,186 28,018 28,018 28,018

Transfers and subsidies

2,633

21,473

16,557

20,100

23,952

23,952

23,952

Other expenditure 76,184

44,881

52,522

49,967

43,795

43,795

43,795

Loss on disposal of PPE

–

–

170

–

–

–

–

Total Expenditure 236,496 282,081 301,363 233,773 232,554 232,554 232,554


395

F.5. MTEF ALLOCATIONS

The Municipality’s expenditure framework for the 2019/20 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 2018/19 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.

2019-20 Budget Funding 2019-20 2020/21 2021/22

Equitable share 181,990,000.00 191,817,460.00 202,175,602.84

EPWP 3,217,000.00 - -

FMG 2,435,000.00 2,566,490.00 2,705,080.46

Provincialisation 6,186,000.00 6,520,044.00 6,872,126.38

Cicil Marks Boarder Development 1,300,000.00 1,370,200.00 1,444,190.80

Rental of Facilities 862,812.00 909,403.85 958,511.66

Property rates 31,809,039.12 33,526,727.23 35,337,170.50

Less Income forgone 286,481.13 301,951.12 318,256.48

Refuse 3,146,904.00 3,316,836.82 3,495,946.00

Fines 113,809.46 119,955.17 126,432.75

Interest on investments 3,500,000.00 3,689,000.00 3,888,206.00

Interest on Outstanding Debt 10,000,000.00 10,540,000.00 11,109,160.00

Licences 1,269,704.12 1,338,268.14 1,410,534.62

Other 487,988.37 514,339.74 542,114.09

Total 246,031,775.93 255,926,773.83 269,746,819.62

MIG 37,394,000.00 39,413,276.00 41,541,592.90

TOTAL 283,425,775.93 295,340,049.83 311,288,412.52

EXPENDITURE #REF! #REF! #REF!

ERC 73,551,259.27 77,523,027.27 81,709,270.74

Cllrs Allowances 14,832,073.32 15,633,005.28 16,477,187.56

EPWP 7,387,200.00 4,395,390.80 4,632,741.90

NEW POSTS 14,222,428.13 14,990,439.25 15,799,922.97

#REF! #REF! #REF!


396

CASHFLOW R thousand July August Sept. October Novembe

r December

January February

March April May June Budget Year 2019/20

Cash Receipts By Source

1

Property rates 1,375

1,375

1,375

1,375

1,375

1,375

1,375

1,375

1,375

1,375

1,375

2,661

17,786

Service charges - electricity revenue

–

–

–

–

–

–

–

–

–

–

–

–

–

Service charges - water revenue

–

–

–

–

–

–

–

–

–

–

–

–

–

Service charges - sanitation revenue

–

–

–

–

–

–

–

–

–

–

–

–

–

Service charges - refuse revenue

133

133

133

133

133

133

133

133

133

133

151

325

1,809

Rental of facilities and equipment

72

72

72

72

72

72

72

72

72

72

72

72

863

Interest earned - external investments

292

292

292

292

292

292

292

292

292

292

292

292

3,500

Interest earned - outstanding debtors

–

–

–

–

–

–

–

–

–

–

–

–

–

Dividends received –

–

–

–

–

–

–

–

–

–

–

–

–

Fines, penalties and forfeits

–

–

–

–

–

–

–

–

–

–

–

114

114

Licences and permits 17

17

17

17

17

17

17

17

17

17

17

17

200

Agency services –

–

–

–

–

–

–

–

–

–

–

–

–

Transfer receipts - operational

65,043

–

–

65,043

–

–

–

–

65,043

–

–

–

195,128

Other revenue 41

41

41

41

41

41

41

41

41

41

41

41

488

Cash Receipts by Source 66,972

1,929

1,929

66,972

1,929

1,929

1,929

1,929

66,972

1,929

1,947

3,521

219,888


397

Other Cash Flows by Source

Transfer receipts - capital –

–

12,465

–

–

12,465 –

–

12,465

–

–

–

37,394

Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporatons, Higher Educational Institutions) & Transfers and subsidies - capital (in-kind - all)

–

–

–

–

–

–

–

–

–

–

–

–

–

Proceeds on disposal of PPE

–

–

Short term loans

–

–

Borrowing long term/refinancing

–

–

Increase (decrease) in consumer deposits

–

–

Decrease (Increase) in non-current debtors

–

–

Decrease (increase) other non-current receivables

–

–

Decrease (increase) in non-current investments

–

–

Total Cash Receipts by Source

66,972

1,929

14,394

66,972

1,929

14,394 1,929

1,929

79,437

1,929

1,947

3,521

257,282

Cash Payments by Type

Employee related costs 7,127

7,127

7,127

7,127

7,127

7,127

7,127

7,127

7,127

7,127

7,127

9,371

87,774

Remuneration of councillors

1,182

1,182

1,182

1,182

1,182

1,182

1,182

1,182

1,182

1,182

1,182

1,831

14,832


398

Finance charges –

–

–

–

–

–

–

–

–

–

-

–

–

Bulk purchases - Electricity

–

–

–

–

–

–

–

–

–

–

-

–

–

Bulk purchases - Water & Sewer

–

–

–

–

–

–

–

–

–

–

-

–

–

Other materials 10

10

10

10

10

10

10

10

10

10

10

10

120

Contracted services 1,337

1,337

1,337

1,337

1,337

1,337

1,337

1,337

1,337

1,337

1,337

11,788

26,500

Transfers and grants - other municipalities

–

–

–

–

–

–

–

–

–

–

–

–

–

Transfers and grants - other

1,167 1,167 1,167 1,167 1,167 1,167 1,167 1,167 1,167 1,167 1,167 1,167

14,000

Other expenditure 4,081

4,081

4,081

4,081

4,081

4,081

4,081

4,081

4,081

4,081

4,081

3,824

48,712

Cash Payments by Type 14,904 14,904 14,904 14,904 14,904 14,904 14,904 14,904 14,904 14,904 14,904 27,992 191,937

Other Cash Flows/Payments by Type

Capital assets 3,939 3,939 3,939 3,939 3,939 3,939 3,939 3,939 3,939 3,939 3,939 5,575 48,900

Repayment of borrowing –

–

–

–

–

–

–

–

–

–

–

–

Other Cash Flows/Payments

–

–

–

–

–

–

–

–

–

–

–

–

–

Total Cash Payments by Type

18,843 18,843 18,843 18,843 18,843 18,843 18,843 18,843 18,843 18,843 18,843 33,567 240,837

NET INCREASE/(DECREASE) IN CASH HELD

48,129 (16,913)

(4,449) 48,129 (16,913) (4,449) (16,913)

(16,913) 60,594 (16,913)

(16,896)

(30,046)

16,445

Cash/cash equivalents at the month/year begin:

38,000 86,129 69,216 64,767 112,896 95,983 91,534 74,620 57,707 118,301 101,387 84,491 38,000

Cash/cash equivalents at the month/year end:

86,129 69,216 64,767 112,896

95,983 91,534 74,620 57,707 118,301

101,387 84,491 54,445 54,445


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SECTION G: ANNUAL

OPERATIONAL PLAN (SDBIP)


400

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. The SDBIP is attached.


401

SECTION H: ORGANISATIONAL &

INDIVIDUAL PERFORMANCE

MANAGEMENT SYSTEM


402

H.1.1 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.

H.1.2 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.

H.1.3 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


403

• 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 this 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.


404

H.1.3 BACK TO BASICS

H.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.


405

SECTION I: ANNEXURES


406

NO. SECTOR PLAN COMPLETED? (Y/N)

ADOPTED (Y/N)

ADOPTION DATE (IF ADOPTED)

COMMENTS

A ANNUAL 2019/2020 BUDGET Y Y 29 May 2019

B DRAFT 2019/2020 SDBIP Y N N/A

C AG ACTION PLAN Y Y 29 May 2019

D ADOPTED 2019/2020 ORGANOGRAM

Y Y 29 May 2019

E SPATIAL DEVELOPMENT FRAMEWORK (SDF)

Y Y 29 May 2019

E DISASTER MANAGEMENT SECTOR PLAN

Y Y 29 May 2019

F WARD BASED PLAN X 20 Y Y 29 May 2019

G LOCAL ECONOMIC DEVELOPMENT (LED) PLAN

Y Y 29 May 2019

H HOUSING SECTOR PLAN Y Y 29 May 2019

I SAFETY & SECURITY PLAN Y Y 29 May 2019

J ROADS & STORMWATER PLAN Y Y 29 May 2019

K ELECTRIFICATION MASTER PLAN

N N 30TH June 2020

L OPERATIONS AND MAINTENANCE PLAN

N N N/A

M INFRASTRUCTURE MASTER PLAN

N N N/A

N INTEGRATED WASTE MANAGEMENT PLAN (IWMP)

N N N/A

O INTEGRATED TRANSPORT PLAN (ITP)

N N N/A

ENQUIRIES / KEY CONTACTS:

MS. SAMKE MKHIZE: MANAGER: IDP & PMS SERVICES Department: Office of the Municipal Manager Jozini Municipality | Circle Street, Bottom Town | Jozini | 3969 | Mobile: +27 72 556 7997| Tel: +27 35 572 1292 Email: [email protected]; [email protected] Website: www.jozini.gov.za

END!!!!!

mailto:[email protected]

mailto:[email protected]

http://www.jozini.gov.za/

JOZINI LOCAL MUNICIPALITY (KZ272) INTEGRATED … · Outcome 7: Vibrant, equitable and sustainable...

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