Household Acees to Water Services
KPA 2: LOCAL ECONOMIC DEVELOPMENT & SPATIAL PLANNING
E. D Disabled
23. INTEGRATION AND ALIGNMENT OF THIS IDP WITH NATIONAL, PROVINCIAL AND DISTRICT PLANS / STRATEGIES
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
CHAPTER SIX
23. INTEGRATION AND ALIGNMENT OF THIS IDP WITH NATIONAL, PROVINCIAL AND DISTRICT PLANS /
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
The aim of Delivery Agreement: Outcome 9 is to ensure a responsive, accountable, effective and efficient local government system so as to restore the confidence of citizens in the local government sphere. As such municipalities need to ensure that the basic needs of communities are met; build clean, effective, efficient, responsive and accountable local government; improve performance and professionalism and strengthen partnerships between local government, communities and civil society. The Outcome consists of seven outputs which need to be achieved, viz.:
Þ Implement a differentiated approach to municipal financing, planning and support;
Þ Improve access to basic services;
Þ Implementation of the Community Work Programme;
Þ Actions supportive of the human settlement outcome;
Þ Deepen democracy through a refined Ward Committee Model;
Þ Improve administrative and financial capability;
Þ A single window of coordination.
The outputs consist of targets, indicators and key activities which need to be achieved. The achievement of these outputs will go a long way in improving the lives of residents whilst at the same time improving the processes within government so they are able to operate more effectively and efficiently.
The NSDP’s objective is to promote informed economic investment profiling to guide regional growth and development planning within a socio-economic framework. The National Spatial Development Perspective also informs the Spatial Development Framework of the Municipality.
The programme is a national initiative aimed at ensuring that municipalities perform their core mandate of delivering basic services to local communities, as enshrined in Chapter seven (7) of the Constitution of South Africa. The Back to Basics approach is based on five principles which are:-
Þ Putting people first and engaging with the community;
Þ Delivering basic services;
Þ Good governance ;
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
Þ Sound financial management; and Þ Building capabilities.
To develop further guidelines and clarity in the issues of IDP, regulations were issued in 2001. The Municipal Planning and Performance Management Regulations set out in detail the requirements for IDPs and Performance Management System.
The Disaster Management Act, aimed to provide integrated and coordinated disaster management policy, in which the main features of disaster management are described as preventing or reducing the risk of disasters, mitigation the severity of disasters, emergency preparedness, rapid and effective response to disasters and post disaster recovery and rehabilitation. The Disaster Management Act provides for the declaration of disasters through national, provincial and local government spheres. In the case where Provincial and Local authorities have determined that a disastrous drought occurred or threatens to occur, the disaster management centers of both the province and municipality must immediately:
Þ Initiate efforts to assess the magnitude and severity or potential magnitude and severity of the disaster;
Þ Inform the national centers of the disaster and its initial assessment of the magnitude and severity or potential magnitude and severity of the disaster;
Þ alert disaster management role-players in the province that may be of assistance in the circumstances and;
Þ Initiate the implementation of any contingency plans and emergency procedures that may be applicable in all circumstances.
Section 21 of the MFMA stipulates that the mayor of a municipality must coordinate the processes for the annual budget and for reviewing the municipality’s IDP and budget – related policies to ensure that the tabled budget and any revisions of the IDP and budget related policies are mutually consistent and credible. At least 10 months before the start of the budget year, table in the municipal council a time schedule outlining key deadlines for-:
Þ The preparation, tabling and approval of the annual budget;
Þ The annual review of –
® The IDP in terms of section 34 of the Municipal Systems Act (MSA) and
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
® The budget related policies.
Þ The tabling and adoption of any amendments to the IDP and budget related policies and
Þ Any consultative process forming part of the processes referred to in subparagraph (i), (ii) and (iii) above.
The National Development Plan as explained above sets out a vision for South Africa – a prosperous country with no poverty or inequality. The Eastern Cape’s Provincial Development Plan (PDP) plan aims to provide creative responses to the province’s challenges. A sustainable future for the Eastern Cape rests on people-centred development to achieve five related goals:
Þ An inclusive, equitable and growing economy for the province Þ An educated, innovative and empowered citizenry
Þ A healthy population
Þ Vibrant, equitably enabled communities
Þ Capable agents across government and other institutional partners committed to the development of the province.
These goals will be pursued with a focus on rural development to address serious inherited structural deficiencies – the legacy of apartheid has left the rural regions of the Eastern Cape underdeveloped, with an urban economy that is unduly stressed and experiencing slow growth. Addressing this spatial unevenness in endowment and development will take time and hard work, but it can be done. The PDP’s design and implementation planned to shift discriminatory attitudes towards women and other vulnerable sectors of society.
Section 25 of the Municipal Systems Act (Act 32 of 2000) stipulates that-:
Each Municipal Council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which:-
Þ links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality;
Þ aligns the resources and capacity of the municipality with the implementation of the plan;
Þ forms the policy framework and general basis on which annual budgets must be based;
Þ complies with the provisions of Chapter 5 of this Act;
Þ is compatible with national and provincial development plans and planning requirements binding the municipality in terms of the legislation.
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
As far as the status of an IDP is concerned Section 35 states that an IDP adopted by the council of a municipality is the principal strategic planning instrument which guides and informs all planning and development as well as all decisions with regard to planning, management and development in the municipality; binds the municipality in the exercise of its executive authority, except to the extent of any inconsistency between a municipality’s integrated development plan and national or provincial legislation, in which case such legislation prevails and binds all other persons to the extent that those parts of the IDP that impose duties or affect the rights of those persons have been passed as a “by-law”.
Mbizana Local Municipality has all necessary strategies and plans in place that are essential in determining the economic edges that are ready to exploitation in order for the LM to seize competitive and comparative advantage.
The strategies and plans are briefly discussed hereunder.
The municipality reviewed and adopted the spatial development framework in the 2014/15 for the period of five years.
The approved spatial development framework will be due for another review in the 2019/2020 financial year. As part of implementing the approved spatial development framework, the municipality is in the process of developing the local spatial development framework of the identified nodes. In this current financial year, the municipality is in the process of developing the coastal spatial development framework to guide the development in the fast growing Mzamba node and the incorporation of N2 construction that is underway. The municipality intend to develop the N2 corridor development plan with the intension of promulgating a town along the coast.
Mbizana Local Municipality has identified Local economic development (LED) Strategy as one of the most important ways of decreasing poverty in the Mbizana juristic area. The MLMLEDS aims to create jobs by making the local economy grow, increase investor confidence and bring together LED stakeholders. This means that more businesses and factories should and can be started in the municipal area. The LED forum was established in 2010, currently not operating well and it needs to be strengthened. The LED forum is a platform for all the stakeholders that have a role to play in economic development to engage each other in programmes of Local Economic Development.
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
The National government policies, funds, research and other support for local economic development has been considered in the development on the MLM LED Strategy and a specific reference to the DTI Enterprise development programme and COGTA support that the strategy aims to consolidate and align programmes to these department’s initiatives. Mbizana Local Municipality has decided on LED strategies and the process of arriving at a LED strategy that has become part of the Integrated Development Planning (IDP) process (MLMLEDS has been incorporated into the IDP). The MLMLEDS is based on the overall vision outlined in the LED Strategy and IDP and has taken into account the result of the analysis done to identify problems and prioritize development projects. MLMLEDS has also considered integrating building development corridors between areas and supporting the economy with public infrastructure. The following are some key strategies that the Mbizana Local Municipality put in place to meet its goals:-
§ Developing the infrastructure of the municipality to make it easier for businesses to operate. This is mainly addressed in the IDP of the municipality.
§ Providing better living conditions it also creates an environment that promotes economic growth.
§ Promoting tourism, which currently is one of the biggest growth industries in South Africa. This includes developing local tourist sites and facilities, improving security and ensuring that all residents are welcoming of tourists.
The municipality reviewed and adopted the housing sector plan for the five year horizon. The plan was adopted in the 2010/2011 financial year. The department of human settlements within the province, appointed the consultants to review and update the 2011 plan. In this financial year, the municipality appointed the service provider to review the housing sector plan, the plan will be completed t in the coming financial year in order to be adopted by municipal council. The purpose of the review is to develop a strategic document to inform and guide the Mbizana Local Municipality in the allocation of resources with regards to housing, access to services, administration, and socio economic realities. The plan will incorporate the municipal housing need register, determine the backlogs, infrastructure and Spatial Illustration of projects, demand and backlogs in ward based approach
Mbizana Local Municipality has identified tourism as one of the pillars for local economic development hence embarking on a tourism development framework to address the poverty and unemployment challenges. The Tourism Development Framework will address the unemployment challenges that face the region. The development plan also seeks to exploit the intrinsically underdeveloped tourism sector. The development of the tourism framework is aligned with millennium
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
development goals (MDG), LED framework and other legislative frameworks that aim at reducing poverty and creating job opportunities.
Existing tourism opportunities
Mbizana is a developing rural tourism region with unique cultural attributes, natural attractions and layers of heritage.
Dominant land uses in Mbizana are mostly rural with a large emphasis on tourism along the coast and a bit in the interior. Mbizana Local Municipality covers approximately 40km stretch of the Wild Coast including the Wild Coast Sun Hotel (WCSH).
It prides itself as the home to the legend Oliver Reginald Tambo. It is known as the internationally acclaimed biodiversity hotspot hence it was named “Pondoland centre of endemism” It is endowed with pristine beaches, petrified forests, ancient archaeological sites, rugged coastline and scenic estuaries. Mbizana’s locality on the boarder of the Eastern Cape and KwaZulu Natal Province, whose tourism sector is vibrant, gives it an advantage as a tourist destination
Challenges Facing Mbizana Tourism
As part of the situational analysis for the Tourism Framework, the following challenges hindering the development and growth of the tourism industry in MLM were identified. These challenges, if addressed, will pave a foundation for the development of tourism and attract investment in the municipal area. The challenges are as follows:
Þ Illegal cottages – Although the numbers of illegal cottages were not physically counted, many were identified throughout the coast. These are stand-alone illegal cottages. The other cottages could be difficult to term
“illegal” because they have been built in the existing footprint of families that are living on the coast.
Þ Planning the plans - there are several concepts which date back to 2003. Other examples are projects which were presented to investors in the OR Tambo Investment Conference in 2009.Three years later, no action has been taken. This indicates that the municipality is constantly planning but not implementing.
Þ Land claim processes- A few investors were eager to invest in the Wild Coast, but due to the issue of land claims, it was difficult. This is an indication that the environment is not conducive for investment.
Þ Internal fighting- there are community structures such as the crisis management that are interested only in mining versus the community trust that is interested in tourism. These structures are fighting about two different sectors and there is no solution as to which sector can be prioritized and how to strike a balance on both sectors.
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
Þ “We chew more than we can swallow”- there are many projects that were proposed and it is assumed that the approach of attempting to implement all project at the same time could be the reason for failure of most projects.
Þ Plan against each other- planning internally has to be integrated amongst all departments within the municipality. The same should apply to local, provincial and national government. Projects that are planned by national and provincial government departments should be integrated to the framework of MLM.
Proposed projects:-
Þ Mtamvuna Nature Reserve: Section B – Proposed tented camp at Mtamvuna Þ Mtentu tented camp – Proposed expansion of Mtentu tented camp
Þ Skhombe Campsite- proposed camp site at Skhombe Þ Hiking trail development
Þ OR Tambo Heritage Route Þ Wild Coast Timeshare Resort Þ Ingeli tourism development Þ Wild Coast Fishing Village Þ Skhombe Tourist Chalets Þ Mnyameni Tourism Development
An Integrated Waste Management Plan has been adopted by council. The main objective of an IWMP is to integrate waste management within, and where possible, with services of adjacent municipalities, in order to:
Þ To identify and plan future waste management needs and requirements;
Þ Minimise waste management costs by optimising the efficiency of the waste management system, in terms of usage of infrastructure, labour and equipment; and
Þ Minimize adverse social and environmental impacts related to waste management and thereby improve the quality of life for all citizens.
Municipal Vision:
A vibrant socio – economic growing municipality that creates sustainable communities with equal opportunities for all
Sections 152 and 156, and schedule 4b and 5b of the Constitution (Act No. 108 of 1996) mandate all local government amenities, inclusive of Mbizana Local Municipality, to promote socio-economic
development, and establish a safe and healthy environment for communities. As means of aligning to this obligation for sustainable development, Mbizana Local Municipality appropriated an initiative to develop a climate change adaptation strategy. Through the process of developing this strategy, secondary data was utilized as provided by Mbizana Local Municipality, relevant policy documents and other researched information sources, and most importantly site visits and interviews in order to assess the status quo for areas of vulnerability. Key performance areas identified to impact on the area’s climate change for this strategy were economic, natural and social drivers, and through them thirteen elements were acknowledged, of which seven came out as overarching. These drivers were assessed using vulnerability matrixes in order to bring forth strategies of adaptation to climate change in the seven prominent indicators.
Mbizana Local Municipality is known for its beautiful and diverse coastline, which is part of the captivating Wild Coast of the Eastern Cape. In the past, South Africa’s coastline has not always been utilised and managed in an appropriate manner, resulting in the degradation of significant portions of this valuable national asset. In response, the Integrated Coastal Management Act No. 24 of 2009 as amended by Act No. 36 of 2014 (ICM Act) was developed to promote ecologically, socially and economically sustainable coastal development and resource use, as well as to control inappropriate development along our coast. In respect to coastal management tools, Chapter 6 of the ICM Act mandates all three spheres of Government to prepare Coastal Management Programmes (CMPs).
A CMP, in general terms, is a policy or strategy document that contains vital coastal management objectives, which serve as a system of principles to guide decisions and achieve rational outcomes relating to the coastal environment. A CMP must include a public participation process and is to be reviewed every 5 years. Alfred Nzo Municipality embarked on this process in March 2014 by appointing coastal management consultants at Royal HaskoningDHV to prepare the inaugural Mbizana Local Municipality CMP. The Mbizana Local Municipality CMP consists of three core components, these being a status quo assessment, vision and objectives (which includes public consultation), as well as a programme of implementation.
The situational analysis of the Mbizana Local Municipality CMP provides a review and interpretation of existing information on the biophysical and socio-economic characteristics and management context of the Mbizana Local Municipality coastal area in order to identify and describe emergent and recurrent coastal issues, constraints and opportunities. The intention of this component of the CMP is not to re- sample the social, economic or ecological situation of the Mbizana Local Municipality area but rather to synthesise the numerous existing documents, reports and publications that have done so previously.
The primary objective of the situational analysis is therefore to integrate the findings of the relevant Integrated Development Plans (IDPs), Spatial Development Frameworks (SDFs), Environmental
Management Framework, numerous documents and plans for the Wild Coast and other information that is relevant to coastal management within the district municipality. In so doing, this CMP component highlights issues of priority or concern that require specific attention. Emergent and recurring environmental and socio-economic issues of the Mbizana Local Municipality coastal area are summarized in the image overleaf.