The 12 National Outcomes
1. SPATIAL ANALYSIS
1.12 Disaster Management
1.12.1 Municipal Institutional Capacity
Staffing: the municipal Disaster management unit is currently experiencing challenges in human capital.
The section is struggling with regards to the staff.
Currently only the manager is managing and also implementing the programs. The unemployed graduate that was allocated had to leave because his contract came to an end. This is hindering the progress and rendering it very slow. It becomes a challenge when multi activities have to be performed and one person is not enough especially when disasters strike.
Resources: The section is dealing with emergencies e.g. fires and accidents. The section also has a target of 72 hours response time that has to be met and this requires resources. Space is also important if we are to have the fulltime fire fighters dedicated to the municipality.
Firefighting: Shared Services: The shared service seems to be going through challenges. Operational funding is the main challenge. Umzumbe was requested to pay R233 340 on top of the R250 000 that was paid in the beginning of the financial
year. Other municipalities also in the shared services were requested to pay their share. It then became apparent that Ugu is struggling financially thus could not pay. This resulted in staff (fire fighters) being out of work. This also in turn meant that services delivery was hindered.
1.12.2 Risk Assessment
Risk Profile of the Umzumbe Local Municipality The following disaster risks were identified during a risk assessment process conducted throughout the Umzumbe municipality in 2007/2008:
Risks requiring risk reduction plans
• Fire
• Severe weather (Floods, Drought, Wind storms, Tornados)
• Hazardous accidents
Risks requiring preparedness plans
• Fire
• Drought
• Floods
• Snow
• Hazardous Material Accidents
• Tornados
• Diseases such as: HIV / Aids; TB; Cholera
Priority risks
• Fire
• Flood
• Severe Weather (Snow, Tornado)
• Hazardous Materials Incidents (especially road accidents)
The above lists exhibit the types of disasters that might occur within the area of the Umzumbe Local Municipality and their possible effects. The communities at risk can be derived from the risk lists, and are also shown in the risk assessment that was conducted for the area. The detailed risk analysis and risk descriptions are provided in the risk assessment annexure.
1.12.3 Risk Reduction and Prevention
The risk reduction plans outlined in this document and its annexures which are implementable must be considered for inclusion within the IDP projects of the municipality and if included must be budgeted for in terms of the operating and capital budgets of the municipality.
Each project should be evaluated to determine which municipal department can lead its implementation.
When a lead department is assigned through consensus in the DMAF, such a lead department must manage all planning and budgeting processes for said project.
The Disaster Management department of the Umzumbe Municipality must assist in this regard.
Where the proposed project falls outside the mandate of the municipality, the municipality should establish a lobbying and monitoring mechanism to motivate the need for the project in the correct governmental or societal sector and to track progress on the project.
It is anticipated that many projects will need to be executed on a partnership level, and in such cases the department of the municipality responsible for service delivery partnerships should take the lead with
support from the Umzumbe Disaster Management team.
Risk reduction capacity for the Umzumbe Local Municipality
The organisational structure for risk reduction within the municipality includes Umzumbe Local Management, the Disaster Management Advisory Forum (when established), the Interdepartmental Disaster Management Committee, the nodal points for disaster management within municipal departments the district disaster management, District disaster management, departmental and local municipal planning groups, risk reduction project teams and preparedness planning groups. The total structure of the municipality, with every member of personnel and every resource should also be committed to disaster risk reduction. Ongoing capacity building programmes will be required to ensure the availability of adequate capacity for risk reduction.
1.12.4 Response and Recovery
Preparedness plans
Preparedness plans have been compiled through a participative process and have not been vetted in terms of practical execution.
Preparedness capacity for the Umzumbe Local Municipality
The organisational structure for preparedness within the municipality includes Umzumbe Disaster Management, the Disaster Management Advisory Forum (when established) , the Interdepartmental Disaster Management Committee, the nodal points for disaster management within municipal departments and local municipalities within the district, departmental and local municipal planning groups, preparedness planning groups, Joint Response & Relief Management Teams, Recovery
& Rehabilitation Project Teams, and the Umzumbe Emergency Control Group (when established).
The total structure of the municipality, with every member of personnel and every resource can potentially form part of preparedness capacity.
Ongoing capacity building programmes will be required to ensure the availability of adequate capacity for disaster preparedness. The Umzumbe Emergency Control Group is responsible for the operational procedures associated with day-to-day operational response to emergencies by municipal departments.
The Umzumbe Emergency Control Group and the Umzumbe Interdepartmental Disaster Management Committee are jointly responsible for the emergency management policy framework and organisation that will be utilized to mitigate any significant emergency or disaster affecting the municipality.
It is recommended that the initial phase to capacitate the Umzumbe disaster management team include the allocation or appointment of a Manager:Disaster management and field worker or officer which are dedicated to the implementation of the disaster management plan and other day-to-day responsibilities.
Response and recovery
During response and recovery operations the relevant disaster preparedness plans of the municipality will be executed by the disaster management structures.
Disaster Management SWOT Analysis
Strengths Weaknesses
• All critical posts have been filled
• Timeous sitting of meetings (council, portfolio meetings etc.)
• Constant review of municipal policies
• Sound fleet management
• Network is an issue due to non-availability of ADSL (IT)
• High costs of maintenance of fleet due to nature of municipality most roads are gravel
• Limited Budget and human resources
Opportunities Threats
• Growing IT department
• Efilling of municipal documents
• High Staff turn over
• Limited office space
• Outdated filling system and limited storage capacity