MFOLOZI MUNICIPALITY

SUMMARY OF COMMENTS BY MEC ON THE 2010/10

EXECUTIVE SUMMARY

INTRODUCTION
OVERVIEW OF THE MFOLOZI MUNICIPALITY

REGIONAL CONTEXT
DEMOGRAPHICS
ECONOMIC OVERVIEW

KEY ISSUES
MUNICIPAL VISION AND MISSION

THE MUNICIPAL VISION
MISSION AND FUNDAMENTALS

STRATEGIC FOCUS AREAS, DEVELOPMENT GOALS, STRATEGIES AND

EXPLANATION OF TERMINOLOGY
STRATEGIC FOCUS AREAS, DEVELOPMENT GOALS, STRATEGIES AND OBJECTIVES

PROJECTS

MIG PROJECTS
PROJECTS BY THE DEPARTMENT OF TRANSPORT
CAPITAL PROJECTS BY UTHUNGULU DISTRICT MUNICIPLALITY

Links connects and coordinates plans and takes into account proposals for the development of the municipality. Ensure that the development task of the municipality is understood by all residents of the municipality, actors and stakeholders; and.

SITUATIONAL ANALYSIS

DEMOGRAPHIC OVERVIEW

REGIONAL CONTEXT
ADMINISTRATIVE ENTITIES
LAND USE
DEMOGRAPHICS

For the past three years, the QOLS has examined the size of households among pensioner heads in the district. In the following table, a comparison is made between the size of households headed by pensioners since 2004 between the Mfolozi Local Municipality and the uThungulu district.

ECONOMIC OVERVIEW

ECONOMIC INDICATORS (2001 CENSUS)
ECONOMIC SECTORS

Manufacturing
The agricultural sector
The tourism sector
The local business sector at Mfolozi
The transport sector
The informal sector
Finance Sector

LED SWOT ANALYSIS

Strenghts
Weaknesses
Opportunities
Threats

LED PRIORITY PROJECTS

Developing the Agricultural Sector
Developing the Tourism Sector
Developing the manufacturing Sector
Unpacking of identified projects

The state of infrastructure in rural and tribal areas, which limits the development of tourist, trade; It is also crucial that there is coordination between all the players involved in the development of the agricultural sector.

SOCIAL OVERVIEW

ELECTRICITY
TRANSPORT NETWORK
CEMETERIES / CREMATORIA
TELECOMMUNICATIONS
ROLL-OUT OF FREE BASIC SERVICES
COMMUNITY FACILITIES AT SECONDARY NODES
COMMUNITY FACILITIES AT TERTIARY NODES
TRAVEL TIME TO COMMUNITY FACILITIES
EDUCATION FACILITIES
HEALTH FACILITIES
COMMUNITY CENTRES / HALLS
SPORTS FIELDS / FACILITIES

Facilities in need of rehabilitation
Facilities in need of renovation

TRADITIONAL ADMINISTRATIVE CENTRES
CEMETERIES
CRECHES
PENSION PAYOUT POINTS
DISTRIBUTION OF COMMUNITY FACILITIES
HOUSING
LAND REFORM
ENVIRONMENTAL CONSIDERATIONS

Environmental Considerations
Land Capability Classification

SOLID WASTE

ENVIRONMENT AND AGRICULTURE

THE NATURAL ENVIRONMENT
AGRICULTURE
WATER & SANITATION

Most of the natural vegetation in the area has been removed and replaced by exotic commercial forestry plantations that form the KwaMbonambi State Forests. Most of the natural vegetation in the area has been destroyed due to commercial and subsistence farming. The area was therefore used for the establishment of exotic plantations of the Kwambonambi forests.

Dune mining also adds to the value of the area's coastal area in terms of production, exports and job creation. In terms of the uThungulu Water Services Development Plan (2006), the estimated funds required to address the total water backlog in the Mfolozi Municipal Area is estimated at R and for sanitation backlog it is R90,087,553.

INITIATIVES WITHIN THE MUNICIPAL AREA

S OKHULU F ARM
N2 C OMMERCIAL D EVELOPMENT
K WA M BONAMBI C OUNTRY E STATE
T OURISM
I NITIATIVES S PONSORED BY RBM

The scope of the project is 600 ha, currently 141 ha is in use. The developers are currently conducting a market analysis and a full project feasibility study. Since the last IDP review, the initial developer has withdrawn from the project due to failure to secure funding for the project as expected.

A cooperative has already been established with twenty-four (24) participants within Ward 1, Mthiyane Tribal Authority, who will form part of the project steering committee. The municipal director and three employees of the Mfolozi municipality will also be part of the committee.

ORGANISATIONAL

INSTITUTIONAL ARRANGEMENTS
MUNICIPAL POWERS AND FUNCTIONS
KEY ISSUES EXTRACTED FROM UPDATED STATUS QUO

Mfolozi Municipality endorses and subscribes to the principles of the Employment Equity Act (Act 55 of 1998). The Municipality has finalized its Employment Policy therefore established the Employment Equity Committee/ Labor Forum. The aim of the policy will be to identify those categories of posts where the Mfolozi (Mbonambi) Municipality has a high staff turnover.

Determine strategy to ensure the retention and recruitment of personnel with innovative resources within the confines of the collective bargaining process. Furthermore, the young character of the municipality requires that certain types of services and facilities, e.g.

OVERVIEW OF SPATIAL DEVELOPMENT FRAMEWORK

THE LAND USE CONFIGURATION
THE URBAN AND RURAL HIERARCHY
PROPOSED NODES
DRAFT LAND USE MANAGEMENT (LUMS)

Some developments such as clinics, schools, shops, especially in the traditional areas, can only be depicted as symbols in the absence of a cadastral basis. Despite the new municipal decree, services are still concentrated in the urban centers where economies of scale, rate recovery and municipal management make sustainable services feasible. Budget constraints, historical bias, cost and rate recovery have hampered service provision in the municipality, but the establishment of a hierarchy will provide guidance for the gradual elimination of the imbalance.

The balancing of the development in the entire municipal area should not be limited to only services, but opportunities must also be created in the field of employment and production. It should be noted that the municipality is currently preparing nodal framework plans for primarily its secondary nodes and more detailed land use plans for its tertiary nodes.

DEVELOPMENT STRATEGIES

THE MUNICIPAL VISION
MISSION AND FUNDAMENTALS
VALUE SYSTEM
STRATEGIC DEVELOPMENT RATIONALE: FOCUS AREAS

EXPLANATION OF TERMINOLOGY
STRATEGIC STRUCTURE
STRATEGIC FOCUS AREAS, DEVELOPMENT GOALS, STRATEGIES AND OBJECTIVES

NATIONAL & PROVINCIAL POLICY PERSPECTIVE

NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE
ACCELERATED AND SHARED GROWTH INITIATIVE FOR SOUTH AFRICA (ASGISA)
KWAZULU-NATAL PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY 136

The strategic development rationale provides the general approach to the development of the Mfolozi municipal area. The protection of sensitive areas is an essential intervention as part of the rationale for strategic development. Strategic Focus Area: A broad goal that gives the municipality strategic and targeted direction, taking into account the development assignment of the municipality and the need to deploy scarce resources (people, money, equipment) effectively and efficiently.

Ensuring appropriate and efficient land use through spatial planning initiatives and implementation of their results. Through the preparation and implementation of the SDBIP, ensure the coordination of the budget (capital and operational) with the IDP.

Table 44: ASGISA & Mfolozi’s Development Strategies Alignment

SECTOR INVOLVEMENT

KZN DEPARTMENT OF AGRICULTURE, ENVIRONMENTAL AND RURAL

Vision
Mission statement
Strategic objectives
Core functions
MTEF Transfers to Municipalities

The department's mission is to lead in infrastructure development and property management in KwaZulu-Natal. To ensure effective and efficient management of the department's financial resources; and To have a competent, empowered and motivated workforce. To accelerate the provision of sport and recreation in the province through the mass participation of citizens in KwaZulu-Natal;.

Implement sports and recreation agencies, which contribute to the overall vision of the department; The department's goal is to ensure that all municipalities receive clean audits by 2014.

KZN DEPARTMENT OF ECONOMIC DEVELOPMENT & TOURISM

Vision
Mission
Core functions

KZN DEPARTMENT OF EDUCATION

Vision
Mission statement
Strategic goals
Core functions

Develop the department's human resource capacity to meet the highest standards of professionalism in accordance with the requirements of the Employment Relations Act and other transformational objectives. Address the impact of the HIV and AIDS pandemic in a rapid and targeted manner as part of an integrated provincial response. While the higher-level strategic goals remain constant, a central question has emerged about the department's role in mitigating underdevelopment conditions.

The strategy of the department therefore becomes the provision of access to quality education and skills for all and especially the poor. This is the department's primary function which is aimed at providing educators in schools, developing educators to ensure they are equipped to provide the best quality teaching, and providing Learner Teacher Support Materials (LEAM).

KZN DEPARTMENT OF HEALTH

Vision
Mission statement
Strategic goals and objectives
Core functions

No indication was provided by the Department for transfers to local municipalities over the next three years. This involves mainstreaming primary health care services, ensuring integrated planning for the provision of health services, continuing the implementation of the Tuberculosis Crisis Management Plan, continuing the acceleration and sustainability of the implementation of the National Strategic Plan for Comprehensive HIV and AIDS, as well as reducing preventable causes of maternal child and women's health morbidity and mortality, and by accelerating and sustaining the provision of nutritional support through the integrated Nutrition Programme; and. The main objective of the Department of Health is to develop and implement a sustainable, coordinated, integrated and comprehensive health system based on the primary healthcare approach, which includes promotive, curative, rehabilitative, supportive and palliative care.

The department provides health services primarily to the province's uninsured population, which represents about 88 percent of the province's total population of about 10.144 million people (2009), which is 8.926 million people. In addition, the department has to provide tertiary health services to people outside the provincial boundaries.

KZN DEPARTMENT OF HUMAN SETTLEMENTS

Vision
Mission
Core functions

156 | P a g e This category focuses on the prevention of disease and the provision of basic curative health services. Tuberculosis hospitals, mental/psychiatric hospitals, and subacute, step-down, and chronic medical hospitals offer hospitalization for patients suffering from tuberculosis, mental illnesses, and those patients who require long-term nursing care. The aim is to ensure the integrity of forensic evidence and to provide Inspector of Anatomy Services.

The purpose of this category is to provide emergency care and transport to victims of trauma, traffic accidents and emergency medical and obstetric conditions. To manage and coordinate the Hostels Redevelopment and Upgrade Programme; and To administer the clearance of slums in the province of KwaZulu-Natal.

KZN DEPARTMENT OF COMMUNITY SAFETY & LIAISON

Vision
Mission statement
Core functions

People-centred sustainable local management, which focuses on effective service delivery that responds to the needs of the communities. The mission of the department is to promote people-centred, accountable and viable local governance that accelerates service delivery and ensures sustainable communities. The strategic objectives of the department for 2009/10 are aligned with the strategic objectives of the five-year local government agenda.

Ensure communication between UDM and LM so that LM's water and sanitation needs are taken care of in. Below is a table that clearly shows the minimum expectations of the municipality for the next five years.

KZN DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Vision
Mission statement
Core functions

KZN DEPARTMENT OF TRANSPORT

Vision
Mission statement
Core functions

The mission of the department is to provide the public with an integrated and accessible road and public transport infrastructure, to promote safety in road and public transport and to ensure that in carrying out its mandate the department meets the development needs of this province. The department's mandate is to build and maintain a balanced road network that meets the mobility needs of the citizens of KwaZulu-Natal and supports national and provincial growth and development strategies. The department's mandate is to regulate public transportation and ensure public access to safe, efficient, and affordable public transportation.

The ministry's mandate is to create a safe road environment by reducing the number of traffic accidents. The ministry's revenue, estimated at R1.031 billion in 2009/10, flows into the Provincial Revenue Fund.

KZN DEPARTMENT OF SOCIAL DEVELOPMENT

Vision
Mission statement
Strategic goals
Core functions

Support effective and efficient service delivery through monitoring and evaluation of program performance, including the social aspects of community development. Restorative Services (drug abuse prevention and rehabilitation, crime prevention and support, and victim empowerment); And. management and conduct of research and demographic analysis; and Population and development capacity development and advocacy.

KZN DEPARTMENT OF PUBLIC WORKS

Vision
Mission statement
Core functions

KZN DEPARTMENT OF ARTS AND CULTURE

Vision
Mission statement
Vision
Mission statement
Strategic goals
Core functions

implement and coordinate national and international agreements and initiatives adopted by the province in the interest of sports and recreation; Implement sport and recreation policy and provide funding for sport and recreation agencies in the province;. Madanishini Jikeni Bus Station Thandanani Bus Station Engozini Bus Station Dondotha Clinic Dondotha Bus Station Sandisa Church Bus Station Sangweni Bus Station Mbuthu Bus Station Kwazulu Bus Station Ezidunjini Bus Station.

Felt Mpathiswano Sports Field Access Roads er nødt til at opgraderes af LM Ncuthini Hlezane River Causeway Ward 10 Emundi Causeway Ward 10 Sokhwesana Couseway Ward 10 Gegede Couseway 10 Echibini Bus Shuty Ward 10 Nkanyezi Bus Shuta kwamkedi Bus Shelter Ward 10. Mweli Road Thunsu Road Mcambi Road Ganya til Mtshali Road Mthwana Bus Shelter Mbuyazi Bus Shelter Crèche Bus Shelter Msunduze Bus Shelter Kwamadela Bus Shelter Nozambula Bus Shelter KwaMasuku Bus Shelter Thandaza Bus Shelter SheKwa Shelter Bus Shelter SheKwa Kwa Shelter Bus SheKwa Shelter Bus Shelter Ethulena Busskur.

IMPLEMENTATION PLAN

PROJECTS

Responsible for chairing the IDP Steering Committee in absentia of the Town Clerk.

FINANCIAL PLAN AND SDBIP

MFOLOZI MUNCIPALITY FINANCIAL MAMAGEMENT TURNAROUND STRETAGY.177
REVENUE RAISING STRATEGIES
FINANCIAL MANAGEMENT STRATEGIES
ASSET MANAGEMENT STRATEGIES
CAPITAL FINANCING STRATEGIES
DRAFT SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2009/10 (SDBIP)
COMPREHENSIVE INFRASTRUCTURE PLAN (CIP)
ANNUAL FINANCIAL REPORT
REPORTS OF THE AUDITOR GENERAL
INTERNAL AUDIT CHARTER
BUDGET ALIGNMENT WITH INTEGRATED DEVELOPMENT PLAN
HOUSING
ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM

To establish clear monitoring mechanisms for the short term and to strengthen the legislative monitoring mechanisms in the medium to long term. Auditor General identified four main overarching causes of the deficiency in the internal control environment which led to the majority of the qualifying matters. i) The Accounting officer does not exercise supervisory responsibility over financial reporting and internal control, . ii) Management philosophy and operating style do not promote effective control over financial reporting, . iii) Manual or automatic controls are not designed to ensure that the transactions have taken place, are authorized and processed completely and accurately and . iv) Continuous monitoring and supervision is not undertaken to enable an assessment of the effectiveness of internal control over financial reporting. On top of the above four weaknesses that were pervasive throughout the report, the following two causes were also identified; .. v) Internal control deficiencies are not identified and communicated in time so that corrective action can be taken and . vi).

Relevant information is not identified and recorded in a form and time frame to support financial reporting. Before looking at a detailed analysis of all questions, it is critical for management to internalize this diagnosis and propose such changes that address deficiencies in internal control so that most questions are not only resolved, but also be avoided in the future.

Table 48: Draft Summary of Consolidated Budget for 2010/2011

LOCAL GOVERNMENT TURN-AROUND STRATEGY

ANNEXURES