Liberation Heritage Routes (LHR) – The Sisulu (LHR1), Ndondo (LHR2) and Calata (LHR2)
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Liberation Heritage Routes transect the district.
Farmstay Route – This is a circular route from Queenstown, incorporating the towns of Lady Frere,
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Indwe and Dordrecht.
The Karoo Heartland Route – This follows the national routes through the Karoo.
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The above features are illustrated on the Plan below.
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Chapter 4: Spatial Development Framework Analysis
Manufacturing and Industry
The revamping of industry and growing the manufacturing sectors, especially in the agro- and timber processing sectors, are seen as the key areas for local economic growth and development.
Queenstown is the major industrial area in CHDM. The necessary infrastructure and services need to be in place to support the industries in Queenstown and to allow for expansion, where necessary.
A cluster approach has been adopted whereby the processing and/or manufacturing of raw materials are taking place near the source of production. So, for example, agro-processing plants have been established at Qamata and Cradock, while facilities are in place in Lady Frere and Dordrecht to process biodiesel, sorghum, maize, vegetables, milk and cheese.
Mining Clusters
Two mining clusters have been identified:
Coal mining in the Indwe area; and
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Coal mining and brick making in the Molteno area.
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These as well as other natural resources have to be developed to their full potential.
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Agriculture and Forestry
In the comparative and competitive advantage study undertaken in the Regional Economic Development Strategy (REDS), the broadly defined agriculture sector and timber production and related value-adding activities were clearly identified as the sectors that have the most economic development potential in the district. The agricultural strategy has prioritised the following sectors for investment:
Livestock production and agro-product processing;
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High value crop production; and
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Timber and timber processing.
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The eastern part of Chris Hani District Municipality has the most potential for agriculture and forestry due to its climatic and physical endowments, for example rainfall, soil type, etc.
The following agriculture projects and resources are located in the Eastern part of CHDM:
Irrigation and agriculture from Xonxa Dam, Lubisi Dam and Ncora Dam;
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ASGISA-driven agricultural projects, such as fruit growing in the Cofimvaba and Cala areas and
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livestock production in the Sakhisizwe and Engcobo municipalities; and Forestry in the mountainous areas north of Ngcobo.
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Chapter 4: Spatial Development Framework Analysis
Sector Plans Chapter 5
Photo: Qamata centre pivot.
Sector Plans
A situational analysis has been conducted for all CHDM sector plans. This analysis has revealed that some sector plans are still relevant, while others are in need of development. Of those requiring review, some are in need of only minor updating, while others have to be overhauled completely.
CHDM SECTOR PLANS
YEAR ADOPTED 2011/12 REVIEW
KEY ISSUE
Regional Economic Development Strategy
2009 Yes This strategy acknowledges our
rural situation and therefore advocates for promotion of rural urban equity in infrastructure development, services expansion and the stimulation of economic opportunities.
Corridor Development Plan Concept
2009 No The Corridor Plan is based
on ward profiles that identify communities with common synergies, relations and connections or similarities of economic activities in terms of sector programmes that cut across from ward to ward, wards to local municipalities, local municipalities to district municipalities and district municipalities to the province.
SMME Development Strategy
2007 Yes The SMME Development
Strategy is an attempt to address constraints related to the legal and regulatory environment, market access, access to finance and suitable business premises, the acquisition of skills and managerial expertise, access to appropriate resources and technology, the quality of infrastructure, especially in poverty and rural areas, and bureaucratic hurdles for SMMEs to benefit.
Integrated
Agricultural Strategy
2008 Yes The revitalisation of
irrigation schemes, livestock improvement and development, agro–processing and high–
value crop production are the key issues within this strategy.
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Chapter 5: Sector Plans
Tourism Integrated Plan
2010 No Key concepts within this plan
include utilising the strategic advantage of having access to major routes such as the N6, N10 and R61, as well as the resurrection of LTOs such as Intsika Yethu LTO, Middleburg Karoo Tourism, Cradock Karoo Tourism, Lukhanji LTO, etc.
Environmental Management Plan (EMP)
2008 Yes The EMP highlights areas of
the environment which should be conserved and protected.
Animal and vegetation species and cover are mapped and identified. In addition, current and future environmental problems and all renewable resources are identified per local municipality.
Waste Service Development Plan (WSDP)
2008 Yes The WSDP states that 76% of
the total population of CHDM is served with water services while 55% is served with sanitation services.
Climate Change Strategy
2010/11 No
Housing Development Plan
Developed The Housing Development
Plan will assist in guiding and directing housing programmes and projects within the
district, as and when they are developed.
Integrated Waste Management Plan
Yes The Integrated Waste Management Plan makes recommendations about the development and implementation of an
integrated waste management system/plan and intends to build the capacity of all LMs regarding waste management sites. This is done because the majority of LM solid waste sites do not comply with legislation and are both poorly managed and unlicensed.
Disaster Management Policy Framework
2010 Yes
HIV/AIDS Strategy 2008 Yes
District SDF
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Employment Equity Plan
2010 No This is an attempt to restore
or holistically improve the employee’s well-being and job performance to acceptable levels with minimal interference in the private lives of
individuals.
Workplace Skills Development
2010 Yes This plan is designed to provide
opportunities for theoretical and practical learning, culminating in a nationally recognized qualification.
Asset Management Policy
Yes
Virement Policy Yes
Fraud Prevention Plan No This is an attempt to combat
crime and fraud in the municipality with the further aim to discourage fraudulent/
corrupt activities in the municipal order of business.
Communication Strategy
Yes
GIS Policy Never adopted 2011
Risk Management Plan
Performance Management Framework
2009 Yes This framework provides
a mechanism for ensuring increased accountability between the communities of Chris Hani district and the municipal council, and as well between the political and administrative components of the municipality and between each department and the office of the municipal manager.
LIST OF SECTOR PLANS TO BE DEVELOPED by 2011/12 FINANCIAL YEAR
Air Quality Management Plan Housing Development Plan
Integrated Transport Plan
Public Participation Strategy
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Chapter 5: Sector Plans
Financial Plan Chapter 6
Photo: Queenstown. By Sam Reinders
Financial Plan
The purpose of this financial plan is to create the medium-term strategic financial framework for allocating resources through the municipal budgeting process and to ensure the financial viability and sustainability of the Chris Hani District Municipality’s investments and operations. Other important reasons for developing the financial plan are to:
Ensure a close planning and budgeting link;
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Inform municipal budgeting over tier;
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Facilitate inter-governmental alignment with regard to capital requirements and sources of funding;
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Assess financial management arrangement and financial strategy; and
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Outline revenue and expenditure forecast.
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The needs and demands of the various communities far exceed the resources available to the municipality. Consequently, it is necessary to weigh the competing demands and to prioritise expenditure. In such a process there are always trade-offs and politicians and senior officials need to focus on the poorer areas where the greatest need exists. Without proper financial planning, sustainability and sound financial management will not be achieved. Given the nature of Integrated Development Planning, it will be necessary to revise and update financial strategies on a continuous basis. This will ensure realistic monitoring and the implementation of pro-active adjustments to the status quo.
Financial Strategies
The financial strategies adopted by Council include a basic strategy which will apply to the detailed strategies, a financial resources (capital and operational) strategy, a revenue raising strategy, asset management strategy, capital financing strategy , operational financing strategy and cost effectiveness strategy.
All aspects of issues relating to financial matters will take into account Council’s social responsibilities, which include Council’s indigent policy and recognising that certain sections of the community do not have the ability to pay for services. A further aspect of social responsibility will focus on transformation and empowerment, as called for in Council’s supply chain management policy.