The municipality is mandated to perform the functions assigned to it by Section 84 of the Municipal Systems Act. It has been prepared in accordance with the requirements of the Municipal Systems Act and outlines a development agenda for the municipality.
GEOGRAPHIC LOCATION OF UMHLABUYALINGANA
INTEGRATED DEVELOPMENT PLANNING IN UMHLABUYALINGANA
A PPROACH
IDP PROCESS PLAN
S TRUCTURE OF UMHLABUYALINGANA IDP
PUBLIC PARTICIPATION
MEC COMMENTS
FINDINGS AND RECOMMENDATIONS OF THE AUDITOR GENERAL
Planning and development in Umhlabuyalingana takes place within the context of national and provincial policy framework. This section provides an overview of relevant development policies ranging from the Constitution of the Republic of South Africa at the national level through the Provincial Growth and Development Strategy to the municipality's sector plans.
T HE C ONSTITUTION OF THE R EPUBLIC OF S OUTH A FRICA
As a border municipality, Umhlabuyalingana is also affected by the agreements of the South African Democratic Convention and related initiatives. Municipal public works only according to the needs of the municipalities in their implementation.
N ATIONAL D EVELOPMENT V ISION
The New Growth Path provides the Umhlabuyalingana Municipality with a framework to set its own targets in terms of poverty alleviation, inequality and job creation. These targets will be the start of a process towards social and economic development and to make a significant contribution to improving the quality of life for those who live and or work in the area.
P ROVINCIAL D EVELOPMENT V ISION
Without overburdening Umhlabuyalingana Municipality's PDP, integrating programs designed to address these issues into municipal strategic planning and service delivery initiatives is critical. However, the achievement of these objectives and the achievement of the goals depends on the nature and extent of cooperation and partnership between the various social partners, in particular, business, organized labour, civil society and the various spheres of government and state enterprises under the leadership of the KZN Government (PGDS).
L OCAL G OVERNMENT T URNARROUND S TRATEGY
Provide democratic and accountable government for local communities Be responsive to the needs of the local community. The rest of the state and society must ensure that there is an enabling environment and proper support for municipalities to deliver effectively.
L OCAL G OVERNMENT O UTCOME 9
Ensure sustainable services to communities Promote social and economic development. Assign clear responsibilities for the management and coordination of these administrative units and mechanisms.
M UNICIPAL S TRUCTURES A CT
M UNICIPAL S YSTEMS A CT
M UNICIPAL F INANCE M ANAGEMENT A CT (MFMA)
I NTERGOVERNMENTAL R ELATIONS F RAMEWORK A CT (IGR)
SPATIAL PLANNING AND LAND USE MANAGEMENT ACT ( SPLUMA ), 2013
While planning and development in Umhlabuyalingana takes place within the national and provincial frameworks and promotes the priorities therein, it should also build on the inherent strengths and opportunities to respond to the development challenges facing the area and local communities.
DEMOGRAPHIC PROFILE
- P OPULATION S IZE
- GENDER DIFFERENTIATION
- P OPULATION P ROJECTIONS
- AGE COMPOSITION
The gender profile of the Umhlabuyalingana is typical of the trend in most other local municipalities in KwaZulu-Natal, i.e. as such there is significant pressure on the labor force to care for the young and the elderly.
SOCIO-ECONOMIC PROFILE
- HIV AND AIDS
- D WELLING T YPE
- EDUCATION PROFILE AND LITERACY LEVELS
- H OUSEHOLD I NCOME
- EMPLOYMENT PROFILE
- INDIGENT SUPPORT
Household income levels in the municipality are extremely low, with almost half (44.9%) of the number of households earning no income. The majority of employees who can be classified work in community services and the government sector.
ACCESS TO BASIC SERVICES
W ATER
S ANITATION
E LECTRICITY
TRANSPORT INFRASTRUCTURE
- ROAD NETWORK
- PUBLIC TRANSPORT
- RAIL
- AIR TRANSPORT
It is clear that most of the routes within the municipality and connecting the municipality to other major centers in the district are running at full capacity and consideration of expanding route capacity should be given high priority. Inadequate pedestrian signs and markings and unloading areas, especially in the few urban areas;
ACCESS TO COMMUNITY FACILITIES
- HEALTH
- EDUCATION
- CEMETERIES
- SPORTS FACILITIES
The UMkhanyakude spatial development framework analyzed the location of these schools in relation to the settlement pattern within the municipality, to determine access to these facilities. It is necessary to ensure that all communities have access to adequate burial facilities in the most appropriate manner.
PUBLIC SAFETY AND SECURITY
POLICE SERVICES
R OAD S AFETY
DISASTER MANAGEMENT
In response to this, and in accordance with the requirements of the Disaster Management Act, (No. 57 of 2002), UMkhanyakude District has initiated a process requiring each Metropolitan and each District Municipality to establish and implement a policy framework for disaster risk management within its area of jurisdiction. Therefore, the UMkhanyakude District Framework is being finalized, with Umhlabuyalingana as one of the participating municipalities.
HUMAN SETTLEMENTS
- S ETTLEMENT P ATTERN
- H OUSING N EED
- I NFORMAL S ETTLEMENTS
- S UITABLE L AND FOR H OUSING D EVELOPMENT
By default, the Umhlabuyalingana area is determined to be rural in nature and as such 99% of the area is classified as rural. In general and on the basis of the above, in connection with Umhlabuyalingana, it will be socially incorrect to consider the municipality to have a challenge with informal settlements, but it will be technically correct to make such a statement.
ECONOMIC PROFILE
S IZE AND S TRUCTURE OF THE L OCAL E CONOMY
This is a two-pronged exercise that will involve a high-level land identification and stipulation where potential land for future housing extensions will be identified and further specialist investigations will need to be undertaken for each specific parcel of land. In parallel, the UMkhanyakude district municipality is currently developing a district-wide Environmental Management Framework, which will also serve as a decision-making informant for the future identification of potential land for housing expansion.
T OURISM S ECTOR
Umhlabuyalingana has many popular beaches and some of the most attractive resorts on the Elephant Coast. Given the high popularity of these areas, it is estimated that of the 117,000 domestic visitors to the Elephant Coast, 60% would visit the coastal areas of Umhlabuyalingana.
S PATIAL A NALYSIS
- R EGIONAL A CCESS
- U MHLABUYALINGANA S PATIAL S YSTEM OF I NTEREST
- S ETTLEMENT P ATTERN
- S ERVICE C ENTRES
- L AND U SE MANAGEMENT
The table below gives an indication of the number of domestic tourists visiting Umhlabuyalingana. The current scattered settlement pattern in the Umhlabuyalingana area forces community members to travel long distances under trying circumstances to access community facilities.
STRATEGIC ENVIRONMENTAL ASSESSMENT
- TOPOGRAPHY
- SOIL
- GEOLOGY
- R IVERS AND WETLANDS
- LANDCOVER AND GRASSLAND
The geology of the area is mainly characterized by glauconitic siltstones deposited respectively during the Cretaceous period. Most wetlands in the area appear to be functional wetlands with few disturbances.
M UNICIPAL A DMINISTRATION
ORGANISATIONAL STRUCTURE
Development of any untransformed or derelict area may be subject to an environmental impact assessment. The key environmental issues may be removal of vegetation if the transformation or the size of the development is more than the permitted size in fences and degradation of wetland vegetation and the subsequent reduction in its functionality.
E MPLOYMENT E QUITY
MUNICIPAL G OVERNANCE S TRUCTURES
- M UNICIPAL C OUNCIL
- E XECUTIVE C OMMITTEE AND P ORTFORLIO C OMMITTEES
- W ARD C OMMITTEES
- A UDIT C OMMITTEE
- I NTERNAL A UDITORS
- S UPPLY C HAIN M ANAGEMENT C OMMITTEES
According to Umhlabuyalingana's annual report, the audit committee was set up in the 2010/11 financial year in accordance with section 166 of the Municipal Financial Management Act. It is also important to mention that due to the municipality's geographical location it has been difficult to attract suitable candidates to serve on the audit committee, but there is currently a fully functioning audit committee.
S YSTEMS AND P ROCEDURES
- S UPPLY C HAIN MANAGEMENT
- I NTERNAL AND E XTERNAL A UDITING
- RECORD M ANAGEMENT S YSTEM
- M ANAGEMENT P OLICIES AND STRATEGY PLANS
- I NTEGRATED F INANCIAL M ANAGEMENT S YSTEM
- G EOGRAPHICAL I NFORMATION S YSTEMS
- M UNICIPAL P ROPERTY RATES
As part of the reconstruction process, the municipality introduced an integrated financial management system (IMFS). In accordance with the Municipal Property Valuation Act, the municipality has developed a Municipal Property Valuation Policy.
K EY D EVELOPMENT I SSUES
- H IGH R ATE OF P OVERTY
- COMPOSITION OF WARD COMMITTEE
- FUNCTIONS OF WARD COMMITTEE
- OPERATION SUKUMA SAKHE
- YOUTH
One of the main challenges is that not all the priority areas identified in this situation analysis fall within the functional area of the municipality. Vocational guidance training and/or exhibitions are particularly important for the growth and development of young people in the municipality.
LIFE SKILLS PROGRAMME
The municipality works towards positive results in the lives of the youth by focusing on different aspects of life rather than just concentrating on academic skills and competencies. The Municipality involved all uMhlabuyalingana wards to identify youth suitable for the program through a structured selection criteria.
DRUGS AND SUBSTANCE ABUSE AWARENESS TRAINING WORKSHOP
WASTE MANAGEMENT
COMMUNITY SAFETY (ROAD)
S TRATEGIC OBJECTIVES
- K EY P ERFORMANCES
- L EGISLATION
- E XISTING P ROJECTS
- HUMAN RESOURCES
- I MPACT OF HIV AND AIDS
- P OOR A CCESS TO P UBLIC F ACILITIES
- B ACKLOG IN THE D ELIVERY OF B ASIC I NFRASTRUCTURE
- F ORMALISATION OF MANGUZI AND M BAZWANA
- C HANGING S ETTLEMENT P ATTERN
- P OOR A CCESS TO S HELTER
- H IGH RATE OF U NEMPLOYMENT
- L ACK OF I NVESTMENT
- P OOR E NVIRONMENTAL M ANAGEMENT
- L ACK OF S UFFICIENT C APACITY WITHIN U MHLABUYALINGANA
Increase in the dependency ratio as the number of economically active people dying from AIDS increases. Increase in the number of orphans, which again puts pressure on the limited welfare budget.
DEVELOPMENT STRATEGY
S TRATEGIC F IT
L ONG - TERM D EVELOPMENT G OALS
D EVELOPMENT V ISION , M ISSION S TATEMENT AND C ORE V ALUES
SWOT ANALYSIS
K EY P ERFORMANCE A REAS AND O RGANISATIONAL O BJECTIVES
D EVELOPMENT S TRATEGIES AND A CTION P LANS
- M UNICIPAL T RANSFORMATION A ND I NSTITUTIONAL D EVELOPMENT
- B ASIC S ERVICE D ELIVERY AND I NFRASTRUCTURE D EVELOPMENT
- L OCAL E CONOMIC D EVELOPMENT
- G OOD GOVERNANCE, P UBLIC P ARTICIPATION AND W ARD C OMMITTEE S YSTEM
- F INANCIAL V IABILITY AND F INANCIAL M ANAGEMENT
- S PATIAL P LANNINGAND E NVIRONMENTAL M ANAGEMENT
- U MKHANYAKUDE D ISTRICT P ROJECTS
Develop a system to store and handle documents prepared by and on behalf of the municipality. Get debt collection companies to carry out debt collection on behalf of the municipality.
SASSA P ROJECTS
DAEA P ROJECTS
D EPARTMENT OF H EALTH P ROJECTS
D EPARTMENT OF S OCIAL D EVELOPMENT P ROJECTS
D EPARTMENT OF A RTS AND C ULTURE P ROJECTS
D EPARTMENT OF T RANSPORT
This document presents a status quo and gap analysis report for the most critical disaster risk management activities within the Umhlabuyalingana Municipality. It is also designed with the aim of informing future developments of Disaster Risk Management within the district and the municipality.
I NTRODUCTION
P OLITICAL F ORUM FOR D ISASTER MANAGEMENT
Responsibility for disaster risk management is included in the terms of reference of all political committees. This would ensure continuity for disaster risk management issues beyond the five (5) year mandate of each council.
S ENIOR MANAGEMENT FOR D ISASTER R ISK M ANAGEMENT
- U MKHANYAKUDE D ISTRICT M UNICIPALITY
- U MHLABUYALINGANA L OCAL M UNICIPALITY
The Management Committee will be used as a structure that will replace the IDRMC and will address any disaster risk management issues submitted as needed. There is no top management forum, in the form of an Interdepartmental Committee, for disaster risk management.
D ISASTER R ISK M ANAGEMENT A DVISORY F ORUM
If such structures exist, it is suggested that such structures be used as IDRMCs to address disaster risk management issues within. Meetings of the district disaster risk management advisory forum are held quarterly while its functionality is assessed on an ongoing basis.
D ISASTER R ISK M ANAGEMENT D ISTRICT C OORDINATION C OMMITTEE (DRMDCC)
Ensuring accountability of reporting to key stakeholders including national, provincial and national stakeholders and role players on matters relating to disaster risk management. At the local level, municipalities are encouraged to have disaster management committees to effectively deal with coordination issues.
T HE D ISTRICT D ISASTER R ISK M ANAGEMENT C ENTRE
- P LACEMENT OF THE D ISASTER R ISK M ANAGEMENT FUNCTION IN THE U MKHANYAKUDE ADMINISTRATION . 128
- T HE H EAD OFTHE D ISASTER R ISK M ANAGEMENT C ENTRE
- S TAFFING OF THE C ENTRE
According to the basic requirements of the center and the five strategic goals of the disaster risk management center, the relevant disaster management frameworks and the Disaster Management Act, five portfolios are required within the disaster management center. Strategic objective 4: Information and communication management systems; and Strategic Objective 5: Disaster Risk Management Knowledge Management.
D ISASTER R ISK M ANAGEMENT F RAMEWORK
This org chart needs to be revised as it does not meet the requirements of DRM as previously seen disaster portfolios.
D ISASTER M ANAGEMENT A SSESSMENT AND P ROFILE
- U MKHANYAKUDE D ISTRICT M UNICIPALITY
- U MHLABUYALINGANA L OCAL M UNICIPALITY
An assessment that will provide measures and procedures to ensure quality control over various aspects of disaster risk management. An assessment that will further ensure the measures and procedures that make it possible and sustainable to manage information related to disaster risk management.
D ISASTER R ISK R EDUCTION
- U MKHANYAKUDE D ISTRICT M UNICIPALITY
- U MHLABUYALINGANA M UNICIPALITY
An assessment that provides structures and procedures to identify key departments involved responsible for the risks identified, as well as the ability to monitor, disseminate and update disaster risk information. The four local municipalities, Mtuba, Hlabisa, Big5 False Bay and Umhlabuyalingana, are encouraged to develop disaster risk management plans.
P UBLIC A WARENESS C AMPAIGNS
The district's disaster management plan must be revised in accordance with the Disaster Management Act 57 of 2002, but after approval by the council.
D ISASTER R ISK M ANAGEMENT V OLUNTEERS
Therefore, the development and implementation of a volunteer strategy for the district should be a matter of priority. Following approval of the strategy, Umkhanyakude District Municipality will establish the Volunteer Disaster Risk Management Unit in an effort to increase the capacity to deal with disasters or incidents within the district.
R ESPONSE AND RECOVERY
I NFORMATION S YSTEMS
- D ISASTER R ISK M ANAGEMENT R ELATED I NFORMATION
- E MERGENCY COMMUNICATION STRATEGY
D ISASTER M ANAGEMENT F UNDING A RRANGEMENTS
The Center for Disaster Risk Management currently relies heavily on the Disaster Response grant.
C O - ORDINATION OF F IRE S ERVICES
BACKGROUND
P OPULATION G ROWTH T RENDS AND C HALLENGES
INFORMAL SETTLEMENTS
However, dwellings made of traditional material are still common in the area; the municipality does not consider these "informal settlements" for the simple reason that these communities often have some form of land ownership to settle where they are. In addition, what is often overlooked is the fact that most decent and modern houses are often built without following proper procedures, i.e.
I DENTIFICATION OF L AND FOR F UTURE H OUSING D EVELOPMENT
Basically, the issue of affording decent housing is the reason and some build such houses by choice. It is also rooted in the fact that the culture of ensuring which areas are best suited for housing placement in such areas was never practiced and brings challenges in terms of installing infrastructure in some of these areas.
C URRENT H OUSING P ROJECTS
P LANNED P ROJECTS FOR THE N EXT F IVE Y EARS
M UNICIPAL S ERVICES
- R OLE OF U MHLABUYALINGANA M UNICIPALITY
- R OLE OF U MKHANYAKUDE D ISTRICT
- E LECTRICITY
C ONCLUSION
The aim of UMhlabuyalingana local economic development (LED) is to build the economic capacity of a local area, to improve the economic future and quality of life for all. UMhlabuyalingana Local Economic Development (LED) provides opportunities for local government, private and non-profit sectors and local communities to work together to improve the local economy.
INTRODUCTION
Local Government Transition Act 97 of 1996, second amendment requires all municipalities to prepare the EMP as part of the municipal government's planning process and sets out specific financial and budgetary requirements, institutional arrangements and review procedures. The IDP stands at the center of the new local government development system that represents the driving force to make municipalities more strategic, integrated, responsive, accountable and performance-driven.
INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICES
SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
DEPARTMENTAL OPERATIONAL PLANS
UMHLABUYALINGANA MUNICIPALITY ’ S CAPITAL AND OPERATING BUDGET TO DELIVERY ON 2014/2015 IDP
O BJECTIVES OF THE U M HLABUYALINGANA P ERFORMANCE M ANAGEMENT
P RINCIPLES G OVERNING THE PMS
S TAKEHOLDER R OLES AND R ESPONSIBILITIES
T HE L EGISLATIVE F RAMEWORK FOR P ERFORMANCE M ANAGEMENT
- W HITE P APER ON L OCAL G OVERNMEN T
- T HE M UNICIPAL S YSTEMS A CT (MSA)
- T HE M UNICIPAL F INANCE M ANAGEMENT A CT (MFMA)
U MHLABUYALINGANA L OCAL M UNICIPALITY P ERFORMANCE M ANAGEMENT PLAN
- A CCOUNTING P OLICIES
OVERVIEW OF POLICIES GUIDING PERFORMANCE MANAGEMENT IN THE MUNICIPALITY . 185
- P LANNING FOR P ERFORMANCE M ANAGEMENT
- P RIORITY S ETTING
- S ETTING T ARGETS
- P ERFORMANCE M ONITORING
- T HE P ERFORMANCE M EASUREMENT F RAMEWORK
- C ONDUCTING P ERFORMANCE R EVIEWS
- R EPORTING ON P ERFORMANCE
- I NDIVIDUAL P ERFORMANCE
PHASE 1 – P ERFORMANCE P LANNING
- S ETTING OF APPROPRIATE KEY PERFORMANCE INDICATORS (KPI’ S )
- S ETTING OF MEASURABLE PERFORMANCE TARGETS
PHASE 2 – P ERFORMANCE C OACHING
PHASE 3 - R EVIEWING
PHASE 4 - REWARDING
CHALLENGES
- P OLICY F RAMEWORK
G OVERNANCE WITHIN THE PMS
FINDINGS OF THE A UDITOR -G ENERAL FOR 2012/13
ACTION PLAN FOR AUDITOR GENERAL’S RECOMMENDATIONS
CONCLUSION
F INANCIAL PLAN AND S TRATEGY F RAMEWORK
PURPOSE OF THE FINANCIAL PLAN
F INANCIAL P LANNING
- F INANCIAL R ESOURCES
- F INANCIAL PLAN RESULTS – 2013/2014 TO 2017/2018
- F INANCIAL P LAN A SSUMPTIONS
- FINANCIAL P LAN R ESULTS
REVENUE COLLECTION
- PROPERTY RATES
- T RAFFIC FINES
- O THER
R EVENUE E NHANCEMENT AND S TRATEGIES
A SSET M ANAGEMENT
E XPENDITURE
FINANCE POLICIES
- D EBT COLLECTION AND CREDIT CONTROL
- C USTOMER C ARE AND M ANAGEMENT
- R EVENUE E NHANCEMENT
- O THER F INANCIAL P OLICIES
- B ANKING AND I NVESTMENT
- D EBT AND C REDIT C ONTROL P OLICY
- I NDIGENT POLICY
- S UPPLY C HAIN M ANAGEMENT POLICY
- V IREMENT POLICY
- B UDGET POLICY
- F RAUD P REVENTION POLICY
- A SSET M ANAGEMENT POLICY
- I NFORMATION T ECHNOLOGY POLICY
- R ISK M ANAGEMENT P OLICY
- S & T P OLICY
SDBIP
DEPARTMENTAL OPERATIONAL PLANS
ANNUAL REPORT
CONCLUSION
